Airlines in a Crisis

Soon the Boeing 737 ExMax will be approved for transporting passengers also in Europe, the plane will have got the necessary updates and the airlines will trained their crew. Then comes the question on how to get it back in the air without upsetting to many customers.  Airlines like Ryanair that have high frequency routes like Dublin-London or Norwegian's Oslo-Trondheim can put 1 into a roster of 3-4 aircrafts on the routes and offer anyone nervous to change to a later departure free of charge. Potentially put off by a long queue and without knowing exactly when that departure is some will change their mind. Others will after changing not think its worth the hassle the next time, or the next after that. To minimise agro this should be offered by a single customer service agent at every Max departure so the customer see its available there and then and don't have to return to sample departure hall and do security again. The added bonus is that when people change flight by person

When it comes to utilizing the constantly changing nature of the CoVid19 crisis travel advices from diverce governments, startup airlines have a unique opportunity to take advantage. Where others are large and slow you will be small and flexible. As some pairings close others opens up. People are just booking short time out anyway so you don't have to publish a 6 month schedule. Many airlines take a week or 2 to react to government advisory changes. You should have it ready for booking by tomorrow. In addition most customer charter rules are temporarily suspended or not enforced so a 2 or even 1 week cancelling policy should be envoked. Cancel, refund and move your resources to a different route. As a new airline you are not lumbered with bookings done months ago that you want to fly to avoid refunding because you have spent the cash from them on paying for unused planes and other fixed costs.

How to set the pricing strategy for a profitable airline. You start with the costs. It is important to know both the set and variable costs for each leg (city pair) you would potentially fly.  Include everything like cost of plane, crew, maintenance, fuel and taxes. Plus an ad on for other costs like managment, admin and marketing. Hence lowering the costs is alpha and omega for creating a competititive airline that is also profitable. Ceate a pricing strategy fpr eah route that gives you a profit at 80% capacity, or lower if you think you can get away with it in the market. Create several steps in the pricing ladder so you have a low starting price for marketing purposes and the fuller the plane the more you get in. Now you have your base price model. Add on a percentage premium for more poular times of the week, or of the day, and if there are any events scheduled for that market. Add also on a percentage for any premium services you offer, example a 50% add on for middle seat

Constantly newer planes with better engines are not enough when one do both short haul and long haul and can't compete in the investments race. But Norwegian could become the most environmentally green combination airline by lightning the load and stuffing them in. If one think the smallest fuel burn per passenger kilometer lightning the seats are one way. Get writhe of the heavy business class seats and fill the plane with the lightest seats you can find. But something that still don't feel like church pews to sit on. And no business class means no extra heavy crockery or bottles of drink, or double set of trollies. The single class system would also add seats for 12 or more extra passengers in long haul meaning more heads to divide the fuel burn on. If you don't hand out newspapers and magazines you don't need seat pockets either. Away with them and even more weight saved, plus a bit of extra legroom or alternatively maybe even an extra row of seats. You are al

Airlines should the minute the lockdowns started have realised that all bookings made was on a diferent basis for a world no longer existing. They should then have cancelled all previous bookings, reset their systems and treated it as beginning of time and asked all previous and potential new customers to book again when a new schedule where made available. Only if refunds are made can new customers be convinced that the money they pay for new bookings will not disappear in the same voucher hole as their previous now cancelled bookings. Specially if some of the carefull reopenings are reversed and more flights are again cancelled. Problem is many airlines have been treating funds received for future bookings as a part of their cash reserves. Good accounting practices says they are unearned revenue and should be booked as such, only coming into the earned and profit accounts when travel happens. However many airlines have been tempted to see these amounts that can build up in their bi