Airlines
Description
Companies in this industry provide scheduled domestic and international passenger transportation, as well as mail and freight transportation. Major US companies include American Airlines, Delta, FedEx, Southwest, and United Airlines; leading companies based outside the US include AIR FRANCE KLM MARTINAIR Cargo, China Southern Airlines (China), Emirates Group (Dubai), International Airlines Group (the UK), and Lufthansa Group (Germany).
The global airline industry generated over $760 billion in 2023, according to Statista. Airline industry net profits are expected to reach $30.5 billion in 2024, according to the International Air Transport Association (IATA). Top regions for passenger growth include the emerging economies of North America, Asia/Pacific, Europe, the Middle East. Latin America, and Africa.
The US airline industry includes about 2,300 establishments (single-location companies and units of multi-location companies) with combined annual revenue of about $190 billion.
COMPETITIVE LANDSCAPE
Airline demand depends highly on the health of the economy, which affects spending on business and leisure air travel. Because many costs are fixed, the profitability of individual companies is determined by efficient operations and on favorable fuel and labor costs. Large companies enjoy economies of scale in purchasing and the ability to provide more extensive services. Small airlines can compete by serving local or regional routes.
The high capital requirements of the airline industry severely limit the number of participants. The US industry is highly concentrated: the 50 largest companies account for over 95% of industry revenue. Major network carriers are feeling increasing competitive pressure from low-cost providers. No-frills, low-fare carriers have successfully taken market share by targeting price-conscious consumers. Some traditional providers have responded by implementing basic, economy fares.
Competitive Advantages:
IT Integration - Airlines have long relied on complex information systems to support their core operations (flight management, passenger scheduling, baggage tracking), but technology is also an increasingly important customer-experience component. Passengers have come to expect such features as mobile applications that manage boarding passes, on-board wireless networking service, and access to customer service through social media platforms.
Segmented Products - Airlines are increasingly segmenting their offerings to cater to specific customer groups and maximize profits. Investing in new, larger aircraft can help facilitate the strategy by giving carriers the ability to offer different service levels. For example, business passengers are more likely to pay a premium for extra amenities and more spacious seating, while leisure customers are more likely to seek low-cost options.
Managing Fuel Costs - After labor costs, fuel is the largest operating expense for airlines. Most airlines engage in financial hedging strategies to protect themselves from fluctuations in fuel prices. Locking in low fuel rates and guarding against future price spikes is crucial for maintaining profit margins.
Targeting Emerging Markets - Much of the industry's growth potential lies in regions with emerging economies. Markets in Asia, the Middle East, Africa, and Latin America have experienced much higher growth rates than established economies in North America and Europe in recent years.
Companies to Watch:
American Airlines is the largest airline in the world by most metrics. Maintaining a fleet of more than 950 aircraft, American operates an average of nearly 6,700 flights per day to nearly 350 destinations.
Qatar Airways has consistently earned top scores from customers for comfortable seating and impressive entertainment systems. Along with fellow Gulf carriers Emirates (Dubai) and Etihad Airways (Abu Dhabi), Qatar Airways has grown quickly by offering one-stop long-haul flights.
Southwest ranks among the 10 largest airlines by revenue. The company's focus on low fares, efficient operations, and customer experience have made it a model for other low-cost carriers.
PRODUCTS, OPERATIONS & TECHNOLOGY
Major services include domestic passenger (about 70%) and international passenger transportation (about 10%); transportation of non-perishable/not climate-controlled boxed, palletized, and other packed goods accounts for most of the remainder. Other revenue (more than 20%) comes from providing maintenance, servicing, training, and reservations. Some airlines also offer nonscheduled (charter) flights. Some airlines carry only cargo, using specially equipped planes. Most passenger airlines also provide cargo services.
The basic operations of airlines include acquiring and maintaining airplanes and airport facilities, acquiring passengers and/or freight, managing staff, and operating flights. The cost, capacity, and fuel efficiency of airplanes vary substantially. Airbus and Boeing are the dominant manufacturers of commercial jets. Manufacturers of smaller aircraft for regional airlines, with seating capacities of 20 to 150, include Bombardier and Embraer. The largest passenger aircraft have more than 500 seats and are used for long flights with a "stage length" of more than 9,000 miles. Large cargo aircraft can hold over 100 tons, with a range of more than 4,000 miles. Major carriers mainly operate planes that hold about 100 to 350 passengers. A large plane like the Boeing 747-400 that flies 3,500 statute miles (5,630 km) and carries 126,000 pounds (56,700 kg) of fuel will consume an average of five gallons (19 liters) per mile. Larger planes require a larger crew. The operating cost of an airplane is often expressed in cents per seat mile, with typical values between 10 and 20 cents. A large market exists for used aircraft, which can have a useful life of 20 years or more. Airlines lease terminals; ticket counters; gates (sometimes called "slots"); cargo facilities; and maintenance facilities from airports, which are usually owned by local government authorities. In some cases, airlines can sublease their facilities to other airlines. About 500 airports have scheduled airline service in the US. In addition to paying for airport facilities, airlines pay landing fees for each flight, which are based on the number of landings and the weight of the aircraft. Landing fees at major airports are much higher. Landing and other rental fees are typically 5% or more of total expenses for large airlines. Routine aircraft maintenance is done at local airports, but the big carriers typically have one or several large central maintenance facilities for major overhauls. Many smaller airlines contract maintenance out to the major carriers. Because of the large number of flight departures, scheduling staff and equipment is a major logistics challenge for airlines. Carriers measure in terms of departures, rather than flights, because a single flight may have several stops.
A large market exists for used aircraft, which can have a useful life of 20 years or more. Airlines lease terminals; ticket counters; gates (sometimes called "slots"); cargo facilities; and maintenance facilities from airports, which are usually owned by local government authorities. In some cases, airlines can sublease their facilities to other airlines. About 500 airports have scheduled airline service in the US. In addition to paying for airport facilities, airlines pay landing fees for each flight, which are based on the number of landing and the weight of the aircraft. Landing fees at major airports are much higher. Landing and other rental fees are typically 5% or more of total expenses for large airlines. Routine aircraft maintenance is done at local airports, but the big carriers typically have one or several large central maintenance facilities for major overhauls.
Many smaller airlines contract maintenance out to the major carriers. Because of the large number of flight departures, scheduling staff and equipment is a major logistics challenge for airlines. Carriers measure in terms of departures, rather than flights, because a single flight may have several stops.
Airlines measure their performance using a number of metrics. Revenue passenger-miles (RPM) measures the number of paying passengers and the distance flown. Available seat-miles (ASM) measures the number of seats and the distance flown. Load factor, which measures how much of a carrier's capacity is used, is calculated by dividing RPM by ASM.
The global airline industry generated over $760 billion in 2023, according to Statista. Airline industry net profits are expected to reach $30.5 billion in 2024, according to the International Air Transport Association (IATA). Top regions for passenger growth include the emerging economies of North America, Asia/Pacific, Europe, the Middle East. Latin America, and Africa.
The US airline industry includes about 2,300 establishments (single-location companies and units of multi-location companies) with combined annual revenue of about $190 billion.
COMPETITIVE LANDSCAPE
Airline demand depends highly on the health of the economy, which affects spending on business and leisure air travel. Because many costs are fixed, the profitability of individual companies is determined by efficient operations and on favorable fuel and labor costs. Large companies enjoy economies of scale in purchasing and the ability to provide more extensive services. Small airlines can compete by serving local or regional routes.
The high capital requirements of the airline industry severely limit the number of participants. The US industry is highly concentrated: the 50 largest companies account for over 95% of industry revenue. Major network carriers are feeling increasing competitive pressure from low-cost providers. No-frills, low-fare carriers have successfully taken market share by targeting price-conscious consumers. Some traditional providers have responded by implementing basic, economy fares.
Competitive Advantages:
IT Integration - Airlines have long relied on complex information systems to support their core operations (flight management, passenger scheduling, baggage tracking), but technology is also an increasingly important customer-experience component. Passengers have come to expect such features as mobile applications that manage boarding passes, on-board wireless networking service, and access to customer service through social media platforms.
Segmented Products - Airlines are increasingly segmenting their offerings to cater to specific customer groups and maximize profits. Investing in new, larger aircraft can help facilitate the strategy by giving carriers the ability to offer different service levels. For example, business passengers are more likely to pay a premium for extra amenities and more spacious seating, while leisure customers are more likely to seek low-cost options.
Managing Fuel Costs - After labor costs, fuel is the largest operating expense for airlines. Most airlines engage in financial hedging strategies to protect themselves from fluctuations in fuel prices. Locking in low fuel rates and guarding against future price spikes is crucial for maintaining profit margins.
Targeting Emerging Markets - Much of the industry's growth potential lies in regions with emerging economies. Markets in Asia, the Middle East, Africa, and Latin America have experienced much higher growth rates than established economies in North America and Europe in recent years.
Companies to Watch:
American Airlines is the largest airline in the world by most metrics. Maintaining a fleet of more than 950 aircraft, American operates an average of nearly 6,700 flights per day to nearly 350 destinations.
Qatar Airways has consistently earned top scores from customers for comfortable seating and impressive entertainment systems. Along with fellow Gulf carriers Emirates (Dubai) and Etihad Airways (Abu Dhabi), Qatar Airways has grown quickly by offering one-stop long-haul flights.
Southwest ranks among the 10 largest airlines by revenue. The company's focus on low fares, efficient operations, and customer experience have made it a model for other low-cost carriers.
PRODUCTS, OPERATIONS & TECHNOLOGY
Major services include domestic passenger (about 70%) and international passenger transportation (about 10%); transportation of non-perishable/not climate-controlled boxed, palletized, and other packed goods accounts for most of the remainder. Other revenue (more than 20%) comes from providing maintenance, servicing, training, and reservations. Some airlines also offer nonscheduled (charter) flights. Some airlines carry only cargo, using specially equipped planes. Most passenger airlines also provide cargo services.
The basic operations of airlines include acquiring and maintaining airplanes and airport facilities, acquiring passengers and/or freight, managing staff, and operating flights. The cost, capacity, and fuel efficiency of airplanes vary substantially. Airbus and Boeing are the dominant manufacturers of commercial jets. Manufacturers of smaller aircraft for regional airlines, with seating capacities of 20 to 150, include Bombardier and Embraer. The largest passenger aircraft have more than 500 seats and are used for long flights with a "stage length" of more than 9,000 miles. Large cargo aircraft can hold over 100 tons, with a range of more than 4,000 miles. Major carriers mainly operate planes that hold about 100 to 350 passengers. A large plane like the Boeing 747-400 that flies 3,500 statute miles (5,630 km) and carries 126,000 pounds (56,700 kg) of fuel will consume an average of five gallons (19 liters) per mile. Larger planes require a larger crew. The operating cost of an airplane is often expressed in cents per seat mile, with typical values between 10 and 20 cents. A large market exists for used aircraft, which can have a useful life of 20 years or more. Airlines lease terminals; ticket counters; gates (sometimes called "slots"); cargo facilities; and maintenance facilities from airports, which are usually owned by local government authorities. In some cases, airlines can sublease their facilities to other airlines. About 500 airports have scheduled airline service in the US. In addition to paying for airport facilities, airlines pay landing fees for each flight, which are based on the number of landings and the weight of the aircraft. Landing fees at major airports are much higher. Landing and other rental fees are typically 5% or more of total expenses for large airlines. Routine aircraft maintenance is done at local airports, but the big carriers typically have one or several large central maintenance facilities for major overhauls. Many smaller airlines contract maintenance out to the major carriers. Because of the large number of flight departures, scheduling staff and equipment is a major logistics challenge for airlines. Carriers measure in terms of departures, rather than flights, because a single flight may have several stops.
A large market exists for used aircraft, which can have a useful life of 20 years or more. Airlines lease terminals; ticket counters; gates (sometimes called "slots"); cargo facilities; and maintenance facilities from airports, which are usually owned by local government authorities. In some cases, airlines can sublease their facilities to other airlines. About 500 airports have scheduled airline service in the US. In addition to paying for airport facilities, airlines pay landing fees for each flight, which are based on the number of landing and the weight of the aircraft. Landing fees at major airports are much higher. Landing and other rental fees are typically 5% or more of total expenses for large airlines. Routine aircraft maintenance is done at local airports, but the big carriers typically have one or several large central maintenance facilities for major overhauls.
Many smaller airlines contract maintenance out to the major carriers. Because of the large number of flight departures, scheduling staff and equipment is a major logistics challenge for airlines. Carriers measure in terms of departures, rather than flights, because a single flight may have several stops.
Airlines measure their performance using a number of metrics. Revenue passenger-miles (RPM) measures the number of paying passengers and the distance flown. Available seat-miles (ASM) measures the number of seats and the distance flown. Load factor, which measures how much of a carrier's capacity is used, is calculated by dividing RPM by ASM.
Table of Contents
- Industry Overview
- Quarterly Industry Update
- Business Challenges
- Business Trends
- Industry Opportunities
- Call Preparation Questions
- Financial Information
- Industry Forecast
- Web Links and Acronyms
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