Etihad e compagnie aeree nella sua sfera d'influenza
- Autore Discussione kenyaprince
- Data d'inizio
In un periodo in cui molte compagnie stanno aumentando voli, frequenze e capacità su Tehran, Etihad va in contro tendenza e riduce i voli a un solo daily con A320, ricordiamo che anche Alitalia ha recentemente aumentato capacità mettendo l'A330 su IKA.
Etihad S17 Tehran service changes as of 16FEB17
Etihad Airways in summer season is reducing Abu Dhabi – Tehran Imam Khomeini service, effective 15APR17. Instead of operating 2 daily, the airline will operate 1 daily instead. Airbus A320 operates this route.
EY343 AUH0115 – 0400IKA 320 D
EY344 IKA0520 – 0705AUH 320 D
airlineroute
Etihad S17 Tehran service changes as of 16FEB17
Etihad Airways in summer season is reducing Abu Dhabi – Tehran Imam Khomeini service, effective 15APR17. Instead of operating 2 daily, the airline will operate 1 daily instead. Airbus A320 operates this route.
EY343 AUH0115 – 0400IKA 320 D
EY344 IKA0520 – 0705AUH 320 D
airlineroute
Se è solo un problema tra Emirati e Iran, ma non di altri paesi, direi lo si possa inquadrare nel costante diverbio politico-religioso tra sciti e sunniti, no?
Il buon vecchio Sam Chui si è fatto un viaggetto in Residence. Prezzo AUH-MUM ow, 3.000$.
https://www.youtube.com/watch?v=1R2sOr6vZqo
https://www.youtube.com/watch?v=1R2sOr6vZqo
Etihad's $4 billion expansion plans are falling flat
Abu Dhabi’s airline has invested in eight carriers to stitch together a global network, but profits have been harder to come by
In 2011, Etihad Airways Chief Executive Officer James Hogan hatched a bold strategy to catch up with the airline’s more established Gulf rivals: buying stakes in smaller, cash-hungry carriers across three continents to cobble together enough passengers to propel the Abu Dhabi-based company into the ranks of the global aviation elite. But after more than $4 billion of share purchases, bond buyouts and other investments, the wannabe airline superpower has little to show for its long-odds gamble.
“Etihad was seeking the equivalent of five years of organic growth overnight, but shortcuts in aviation rarely work,” says aviation analyst Mark Martin, who heads Dubai-based Martin Consultancy LLC. “Mostly you’re buying into bad debt, bad mistakes—and skeletons in the cupboard.”
That reality hit home on May 2 when Italy’s Alitalia SpA, in which Etihad holds a 49 percent stake after pouring in about €1 billion ($1.1 billion), filed for bankruptcy amid mounting losses. Meanwhile, Air Berlin Plc, the biggest beneficiary of Etihad’s largesse after receiving $2 billion, is bleeding red ink after being caught in a squeeze between lower-cost carriers and number one German airline Deutsche Lufthansa AG.
Etihad in early May announced that Hogan, CEO since 2006, is no longer handling operations for the carrier and will depart the company on July 1. Now the Abu Dhabi state-controlled airline must decide whether to double down and continue backing his so-called equity alliance blueprint, or leave the table with its wallet -- if not its pride -- at least partially intact. Etihad in a statement said that some of the airlines in which it invested “faced greater challenges than they or we expected in restructuring their own businesses.” But the carrier said the partnerships had been vital in providing access to capacity-constrained airports and markets, especially in Europe and India. Still, the airline has initiated a strategic review, “which naturally also includes a review of the equity-partner strategy,” it said.
Hogan had been determined to catch rivals Emirates Group and Qatar Airways Ltd, which were reshaping the airline industry by exploiting the Gulf’s location as a global crossroads to establish intercontinental transfer hubs at their desert bases. All three airlines operate massive connection airports within a 235-mile stretch along the Gulf.
Etihad came late to the party, however, having been founded in 2003, 18 years after Dubai-based Emirates and 9 years after Qatar Airways, which operates a connecting hub in Doha. Rather than relying on growth through gradual expansion, Etihad adopted Hogan’s strategy of enlarging Etihad’s footprint via acquisitions of stakes in a patchwork of smaller carriers, a strategy that called to mind Swissair’s ill-fated foray into minority holdings in the late 1990s. After buying stakes in struggling operators including the national airlines of Poland and Belgium, the once-renowned airline folded in 2002 amid crippling losses.
Hogan maintained that his approach was fundamentally different, aimed at boosting Etihad’s access to major global markets including Germany (via the partnership with Air Berlin), Italy (Alitalia), India (Jet Airways), and Australia (Virgin Australia Airlines). He gambled that Etihad’s eight partner carriers would feed enough connecting traffic through Abu Dhabi to make many more of its long-haul routes viable.
For a while it looked as if Hogan might just pull it off, especially as the collapse in oil prices in late 2014 drastically reduced costs across the industry. But cheaper jet fuel also encouraged rivals to add capacity, leading to a glut in seats and a downward spiral in fares. The ugly results: Air Berlin’s net loss jumped 70 percent, to €808 million, in 2016 from the year earlier, while Alitalia’s doubled, to more than €400 million, and Virgin Australia’s surged 140 percent, to A$225 million ($167 million).
Etihad faces a stark choice, according to Diogenis Papiomytis, a onetime executive at the airline who’s director of aerospace in Dubai at consulting firm Frost & Sullivan Inc: Pour good money after bad and continue building its equity alliance, or sever ties and focus on its own business at a time when earnings across the Gulf are under siege.
Although Etihad said after Alitalia’s collapse it would extend an 18-month financial lifeline to ailing Air Berlin, it’s unclear whether Hogan’s successor -- expected to be named in a few weeks -- will change course. Papiomytis says the company must take the “tough decision” of accepting its status as the Gulf’s No 3 airline, focus on developing its own premium brand, and “no longer invest in failing carriers”.
http://www.arabianbusiness.com/etihad-s-4-billion-expansion-plans-are-falling-flat-674679.html
Abu Dhabi’s airline has invested in eight carriers to stitch together a global network, but profits have been harder to come by
In 2011, Etihad Airways Chief Executive Officer James Hogan hatched a bold strategy to catch up with the airline’s more established Gulf rivals: buying stakes in smaller, cash-hungry carriers across three continents to cobble together enough passengers to propel the Abu Dhabi-based company into the ranks of the global aviation elite. But after more than $4 billion of share purchases, bond buyouts and other investments, the wannabe airline superpower has little to show for its long-odds gamble.
“Etihad was seeking the equivalent of five years of organic growth overnight, but shortcuts in aviation rarely work,” says aviation analyst Mark Martin, who heads Dubai-based Martin Consultancy LLC. “Mostly you’re buying into bad debt, bad mistakes—and skeletons in the cupboard.”
That reality hit home on May 2 when Italy’s Alitalia SpA, in which Etihad holds a 49 percent stake after pouring in about €1 billion ($1.1 billion), filed for bankruptcy amid mounting losses. Meanwhile, Air Berlin Plc, the biggest beneficiary of Etihad’s largesse after receiving $2 billion, is bleeding red ink after being caught in a squeeze between lower-cost carriers and number one German airline Deutsche Lufthansa AG.
Etihad in early May announced that Hogan, CEO since 2006, is no longer handling operations for the carrier and will depart the company on July 1. Now the Abu Dhabi state-controlled airline must decide whether to double down and continue backing his so-called equity alliance blueprint, or leave the table with its wallet -- if not its pride -- at least partially intact. Etihad in a statement said that some of the airlines in which it invested “faced greater challenges than they or we expected in restructuring their own businesses.” But the carrier said the partnerships had been vital in providing access to capacity-constrained airports and markets, especially in Europe and India. Still, the airline has initiated a strategic review, “which naturally also includes a review of the equity-partner strategy,” it said.
Hogan had been determined to catch rivals Emirates Group and Qatar Airways Ltd, which were reshaping the airline industry by exploiting the Gulf’s location as a global crossroads to establish intercontinental transfer hubs at their desert bases. All three airlines operate massive connection airports within a 235-mile stretch along the Gulf.
Etihad came late to the party, however, having been founded in 2003, 18 years after Dubai-based Emirates and 9 years after Qatar Airways, which operates a connecting hub in Doha. Rather than relying on growth through gradual expansion, Etihad adopted Hogan’s strategy of enlarging Etihad’s footprint via acquisitions of stakes in a patchwork of smaller carriers, a strategy that called to mind Swissair’s ill-fated foray into minority holdings in the late 1990s. After buying stakes in struggling operators including the national airlines of Poland and Belgium, the once-renowned airline folded in 2002 amid crippling losses.
Hogan maintained that his approach was fundamentally different, aimed at boosting Etihad’s access to major global markets including Germany (via the partnership with Air Berlin), Italy (Alitalia), India (Jet Airways), and Australia (Virgin Australia Airlines). He gambled that Etihad’s eight partner carriers would feed enough connecting traffic through Abu Dhabi to make many more of its long-haul routes viable.
For a while it looked as if Hogan might just pull it off, especially as the collapse in oil prices in late 2014 drastically reduced costs across the industry. But cheaper jet fuel also encouraged rivals to add capacity, leading to a glut in seats and a downward spiral in fares. The ugly results: Air Berlin’s net loss jumped 70 percent, to €808 million, in 2016 from the year earlier, while Alitalia’s doubled, to more than €400 million, and Virgin Australia’s surged 140 percent, to A$225 million ($167 million).
Etihad faces a stark choice, according to Diogenis Papiomytis, a onetime executive at the airline who’s director of aerospace in Dubai at consulting firm Frost & Sullivan Inc: Pour good money after bad and continue building its equity alliance, or sever ties and focus on its own business at a time when earnings across the Gulf are under siege.
Although Etihad said after Alitalia’s collapse it would extend an 18-month financial lifeline to ailing Air Berlin, it’s unclear whether Hogan’s successor -- expected to be named in a few weeks -- will change course. Papiomytis says the company must take the “tough decision” of accepting its status as the Gulf’s No 3 airline, focus on developing its own premium brand, and “no longer invest in failing carriers”.
http://www.arabianbusiness.com/etihad-s-4-billion-expansion-plans-are-falling-flat-674679.html
mi è sembrato tutto molto estremamente finto e artificiale e per nulla spontaneo ... ma forse sono io che ho un occhio da barbone ... comunque alla fine per 3.000$ uno lo sfizio se lo può anche togliere una volta ...
Ricevuto oggi nella mia casella e-mail:
Dear Dr flyboy,
We promise – airberlin and NIKI are back at cruising altitude.
Following extensive reports regarding airberlin and NIKI in recent days, we would like to update you on our current status. The airberlin management team has recognised the issues with its conversion to a network carrier and taken countermeasures to stabilise its flight operations:
1.On 1st June, the airberlin schedule was realigned, especially at Tegel.
2.Luftfahrtgesellschaft Walter, who operate European routes for airberlin with their fleet of Q400 aircraft, was responsible for many of the delays and cancellations during April and May. We have insisted on a change of management and improved staffing levels by hiring 50 new employees.
3.Since January 2017, airberlin has appointed around 700 flight attendants in order to strengthen its cabin staff.
4.airberlin has launched a volunteer programme. Around 150 administrative staff are currently supporting their operational colleagues.
5.airberlin continues to ensure that the ground handling service provider, AeroGround, improves its performance. Visible progress has already been made since it commenced operations on 26th March, particularly with regards to staff shortages.
Both the punctuality and reliability of airberlin flight operations have already seen significant improvement and are now back to the level that we have been reliably providing for 38 years.
All bookings are secure. You can therefore confidently book your next flight with airberlin and NIKI.
Due to the current high volume of calls received by our customer services, however, we hope you will understand that it may take a little longer to process your enquiry over the coming weeks. airberlin has doubled the size of its team and is intensively working to clear the backlog.
Are you wondering how this poor performance could arise?
With the change-over to the summer schedule at the end of March, airberlin underwent the most far-reaching restructure in its history. airberlin will emerge from this as a strong network airline with 75 aircraft, two long-haul hubs in Berlin and Dusseldorf and a focus on German and European city airports. As stated above, unfortunately airberlin's restructuring process is not proceeding as smoothly as we would have hoped and as you would rightly expect.
Holiday destinations have been transferred from airberlin to its subsidiary, NIKI. The breakdown of talks between TUI and Etihad regarding the formation of a new joint venture has changed nothing. This merely concerns a change to the corporate structure and therefore has no impact on the flight operations of the airberlin group. The NIKI winter schedule has already been released and NIKI will continue to offer a reliable service to warm weather destinations.
Finally, we would like to emphasise that nothing has changed for you as a topbonus member with regard to collecting and redeeming miles, as well as your status benefits with airberlin and NIKI. We look forward to welcoming you back onboard soon!
Thank you for your understanding and continued loyalty.
Kind regards,
Dear Dr flyboy,
We promise – airberlin and NIKI are back at cruising altitude.
Following extensive reports regarding airberlin and NIKI in recent days, we would like to update you on our current status. The airberlin management team has recognised the issues with its conversion to a network carrier and taken countermeasures to stabilise its flight operations:
1.On 1st June, the airberlin schedule was realigned, especially at Tegel.
2.Luftfahrtgesellschaft Walter, who operate European routes for airberlin with their fleet of Q400 aircraft, was responsible for many of the delays and cancellations during April and May. We have insisted on a change of management and improved staffing levels by hiring 50 new employees.
3.Since January 2017, airberlin has appointed around 700 flight attendants in order to strengthen its cabin staff.
4.airberlin has launched a volunteer programme. Around 150 administrative staff are currently supporting their operational colleagues.
5.airberlin continues to ensure that the ground handling service provider, AeroGround, improves its performance. Visible progress has already been made since it commenced operations on 26th March, particularly with regards to staff shortages.
Both the punctuality and reliability of airberlin flight operations have already seen significant improvement and are now back to the level that we have been reliably providing for 38 years.
All bookings are secure. You can therefore confidently book your next flight with airberlin and NIKI.
Due to the current high volume of calls received by our customer services, however, we hope you will understand that it may take a little longer to process your enquiry over the coming weeks. airberlin has doubled the size of its team and is intensively working to clear the backlog.
Are you wondering how this poor performance could arise?
With the change-over to the summer schedule at the end of March, airberlin underwent the most far-reaching restructure in its history. airberlin will emerge from this as a strong network airline with 75 aircraft, two long-haul hubs in Berlin and Dusseldorf and a focus on German and European city airports. As stated above, unfortunately airberlin's restructuring process is not proceeding as smoothly as we would have hoped and as you would rightly expect.
Holiday destinations have been transferred from airberlin to its subsidiary, NIKI. The breakdown of talks between TUI and Etihad regarding the formation of a new joint venture has changed nothing. This merely concerns a change to the corporate structure and therefore has no impact on the flight operations of the airberlin group. The NIKI winter schedule has already been released and NIKI will continue to offer a reliable service to warm weather destinations.
Finally, we would like to emphasise that nothing has changed for you as a topbonus member with regard to collecting and redeeming miles, as well as your status benefits with airberlin and NIKI. We look forward to welcoming you back onboard soon!
Thank you for your understanding and continued loyalty.
Kind regards,
Tempi di vacche magre in EY...
Gentile BGW,
Abbiamo introdotto alcuni cambiamenti al nostro servizio di chauffeur.
Il servizio gratuito Etihad Chauffeur continuerà a essere fornito ovunque negli Emirati ai nostri ospiti della First Class e della Business Class.
A partire dal 3 luglio 2017, un servizio di transfer a pagamento sostituirà il nostro servizio di chauffeur in tutte le altre destinazioni. Questo nuovo servizio disponibile a tutti i nostri ospiti offre diverse categorie di veicoli per soddisfare ogni esigenza. Gli ospiti potranno anche guadagnare miglia Etihad Guest su ogni tratta.
Gli ospiti che viaggiano nella cabina ‘The Residence’ a bordo del nostro A380 continueranno a ricevere il servizio di chauffeur gratuito su tutte le destinazioni servite dall’A380.
Per tutti i biglietti in First Class e Business Class (ad eccezione dei biglietti prenotati con l’opzione tariffaria Business Saver) acquistati prima del 3 luglio 2017, è ancora possible prenotare il servizio Etihad Chauffeur in tutte le destinazioni dove è presente. Per tutti i biglietti emessi a partire dal 3 luglio (inclusi i biglietti riemessi) sarà applicata la nuova policy.
Gentile BGW,
Abbiamo introdotto alcuni cambiamenti al nostro servizio di chauffeur.
Il servizio gratuito Etihad Chauffeur continuerà a essere fornito ovunque negli Emirati ai nostri ospiti della First Class e della Business Class.
A partire dal 3 luglio 2017, un servizio di transfer a pagamento sostituirà il nostro servizio di chauffeur in tutte le altre destinazioni. Questo nuovo servizio disponibile a tutti i nostri ospiti offre diverse categorie di veicoli per soddisfare ogni esigenza. Gli ospiti potranno anche guadagnare miglia Etihad Guest su ogni tratta.
Gli ospiti che viaggiano nella cabina ‘The Residence’ a bordo del nostro A380 continueranno a ricevere il servizio di chauffeur gratuito su tutte le destinazioni servite dall’A380.
Per tutti i biglietti in First Class e Business Class (ad eccezione dei biglietti prenotati con l’opzione tariffaria Business Saver) acquistati prima del 3 luglio 2017, è ancora possible prenotare il servizio Etihad Chauffeur in tutte le destinazioni dove è presente. Per tutti i biglietti emessi a partire dal 3 luglio (inclusi i biglietti riemessi) sarà applicata la nuova policy.
ETIHAD AIRWAYS PRESENTA LE NOVITA’ INTRODOTTE PER I SERVIZI DI TERRA E DI BORDO
· Nuova opzione a pagamento “Neighbour-Free Seat” in Economy Class
· Nuova opzione a pagamento per l’accesso alla Premium Lounge per la classe Economy
· Upgrade a pagamento per la classe Business per accedere alla Lounge e alla Spa di First Class
· I servizi di chauffeur per la classe First e Business diventeranno a pagamento per tutte le destinazioni internazionali
· Gli ospiti di Economy Class potranno usufruire del servizio Chauffeur di Etihad a pagamento.
· Servizi chauffeur gratuiti e no-stop ad Abu Dhabi per tutti gli ospitidi Business e First Class aventi diritto
Etihad Airways sta introducendo alcune novità pensate per offrire maggior valore e flessibilità ai propri servizi, a partire dal feedback ricevuto dai propri ospiti.
La compagnia ha deciso di rivedere il servizio chauffeur dopo averne analizzato l'utilizzo da parte degli ospiti premium in tutti i principali mercati. Il servizio chauffeur gratuito rimarrà invariato presso l’hub di Etihad Airways ad Abu Dhabi, mentre in tutte le altre città verrà sostituito con un'opzione a pagamento con tariffe speciali. Le variazioni nel servizio saranno applicate a partire dal 3 luglio 2017.
Nell’ottica di migliorare il valore del servizio offerto ai passeggeri, la compagnia estenderà inoltre l'opzione di trasferimento aeroportuale a pagamento agli ospiti di tutte le classi. I membri di Etihad Guest potranno così accumulare miglia grazie alle prenotazioni del servizio chauffeur.
Gli ospiti che viaggiano in The Residence a bordo della flotta aerea Airbus A380 continueranno a usufruire del servizio chauffeur per tutte le destinazioni su cui viaggiano i velivoli A380, ovvero Abu Dhabi, Londra, Parigi, Sydney e New York.
I biglietti di First e Business Class emessi prima del 3 luglio 2017 non saranno coinvolti da questi cambiamenti e gli ospiti riceveranno un servizio gratuito di chauffeur per tutte le destinazioni su cui il servizio è attualmente valido.
"Etihad Airways cerca costantemente di migliorare il valore del servizio offerto ai propri ospiti, concentrandosi sulle caratteristiche che essi ritengono più importanti. L’introduzione di queste novità da parte della Compagnia risponde alla volontà di migliorare la propria offerta, pur continuando a soddisfare le esigenze dei singoli clienti. A seguito di una revisione, il servizio chauffeur che offriremo sarà modificato a livello globale, a eccezione di Abu Dhabi, dove si concentra un numero elevato di utenti del servizio stesso”, ha affermato Mohammad Al Bulooki, Executive Vice President Commercial di Etihad Airways.
"Molti clienti preferiscono organizzare autonomamente il trasporto a terra. Etihad Airways ha deciso di modificare l’offerta per offrire maggiore scelta e per garantire che le tariffe restino il più basse e il più competitive possibile, offrendo allo stesso tempo il miglior servizio per tutti gli ospiti, in tutte le classi ".
Inoltre, Etihad Airways offrirà agli ospiti della classe Economy un accesso a pagamento al suo sempre più ampio portafoglio di lounge dedicate in tutto il mondo, comprese le Premium Lounge ad Abu Dhabi, Londra, Manchester, Dublino, Parigi, Washington D.C., New York JFK, Sydney, Melbourne e Los Angeles.
"Per quanto riguarda il servizio di terra, gli ospiti della classe Premium potranno usufruire dell'accesso gratuito alla eccezionale collezione di lounge di Etihad Airways. Grazie all’accesso a pagamento riservato agli ospiti della classe Economy, queste caratteristiche lounge possono essere utilizzate da tutti coloro che desiderano sperimentare le nostre rinomate e pluripremiate strutture", ha dichiarato Al Bulooki.
Gli ospiti che viaggiano con un biglietto Etihad Airways di Business Class possono ottenere un upgrade a pagamento per avere accesso alla lussuosa First Class Lounge & Spa quando sono in viaggio da Abu Dhabi o fanno scalo nell’aeroporto.
Per quanto riguarda i servizi di bordo, Etihad Airways ha introdotto l’innovativa opzione ‘Neighbour-Free Seat’ per la classe Economy. Questo servizio offre agli ospiti la possibilità di migliorare la propria esperienza di volo “lanciando un’offerta” per un massimo di tre posti liberi che si trovano vicino a quello assegnato, in base alla disponibilità e alla configurazione della cabina.
Questo consente agli ospiti di aumentare lo spazio, il comfort e la privacy, ad un prezzo accessibile. Gli ospiti possono sottoscrivere l’offerta al momento della prenotazione online. Se a buon fine, l’opzione verrà confermata 30 ore prima della partenza.
Per maggiori informazioni in merito ai cambiamenti apportati al servizio chauffeur, alla nuova opzione ‘Neighbour-Free Seat’ e alla policy di accesso alle lounge consultare il sito etihad.com
· Nuova opzione a pagamento “Neighbour-Free Seat” in Economy Class
· Nuova opzione a pagamento per l’accesso alla Premium Lounge per la classe Economy
· Upgrade a pagamento per la classe Business per accedere alla Lounge e alla Spa di First Class
· I servizi di chauffeur per la classe First e Business diventeranno a pagamento per tutte le destinazioni internazionali
· Gli ospiti di Economy Class potranno usufruire del servizio Chauffeur di Etihad a pagamento.
· Servizi chauffeur gratuiti e no-stop ad Abu Dhabi per tutti gli ospitidi Business e First Class aventi diritto
Etihad Airways sta introducendo alcune novità pensate per offrire maggior valore e flessibilità ai propri servizi, a partire dal feedback ricevuto dai propri ospiti.
La compagnia ha deciso di rivedere il servizio chauffeur dopo averne analizzato l'utilizzo da parte degli ospiti premium in tutti i principali mercati. Il servizio chauffeur gratuito rimarrà invariato presso l’hub di Etihad Airways ad Abu Dhabi, mentre in tutte le altre città verrà sostituito con un'opzione a pagamento con tariffe speciali. Le variazioni nel servizio saranno applicate a partire dal 3 luglio 2017.
Nell’ottica di migliorare il valore del servizio offerto ai passeggeri, la compagnia estenderà inoltre l'opzione di trasferimento aeroportuale a pagamento agli ospiti di tutte le classi. I membri di Etihad Guest potranno così accumulare miglia grazie alle prenotazioni del servizio chauffeur.
Gli ospiti che viaggiano in The Residence a bordo della flotta aerea Airbus A380 continueranno a usufruire del servizio chauffeur per tutte le destinazioni su cui viaggiano i velivoli A380, ovvero Abu Dhabi, Londra, Parigi, Sydney e New York.
I biglietti di First e Business Class emessi prima del 3 luglio 2017 non saranno coinvolti da questi cambiamenti e gli ospiti riceveranno un servizio gratuito di chauffeur per tutte le destinazioni su cui il servizio è attualmente valido.
"Etihad Airways cerca costantemente di migliorare il valore del servizio offerto ai propri ospiti, concentrandosi sulle caratteristiche che essi ritengono più importanti. L’introduzione di queste novità da parte della Compagnia risponde alla volontà di migliorare la propria offerta, pur continuando a soddisfare le esigenze dei singoli clienti. A seguito di una revisione, il servizio chauffeur che offriremo sarà modificato a livello globale, a eccezione di Abu Dhabi, dove si concentra un numero elevato di utenti del servizio stesso”, ha affermato Mohammad Al Bulooki, Executive Vice President Commercial di Etihad Airways.
"Molti clienti preferiscono organizzare autonomamente il trasporto a terra. Etihad Airways ha deciso di modificare l’offerta per offrire maggiore scelta e per garantire che le tariffe restino il più basse e il più competitive possibile, offrendo allo stesso tempo il miglior servizio per tutti gli ospiti, in tutte le classi ".
Inoltre, Etihad Airways offrirà agli ospiti della classe Economy un accesso a pagamento al suo sempre più ampio portafoglio di lounge dedicate in tutto il mondo, comprese le Premium Lounge ad Abu Dhabi, Londra, Manchester, Dublino, Parigi, Washington D.C., New York JFK, Sydney, Melbourne e Los Angeles.
"Per quanto riguarda il servizio di terra, gli ospiti della classe Premium potranno usufruire dell'accesso gratuito alla eccezionale collezione di lounge di Etihad Airways. Grazie all’accesso a pagamento riservato agli ospiti della classe Economy, queste caratteristiche lounge possono essere utilizzate da tutti coloro che desiderano sperimentare le nostre rinomate e pluripremiate strutture", ha dichiarato Al Bulooki.
Gli ospiti che viaggiano con un biglietto Etihad Airways di Business Class possono ottenere un upgrade a pagamento per avere accesso alla lussuosa First Class Lounge & Spa quando sono in viaggio da Abu Dhabi o fanno scalo nell’aeroporto.
Per quanto riguarda i servizi di bordo, Etihad Airways ha introdotto l’innovativa opzione ‘Neighbour-Free Seat’ per la classe Economy. Questo servizio offre agli ospiti la possibilità di migliorare la propria esperienza di volo “lanciando un’offerta” per un massimo di tre posti liberi che si trovano vicino a quello assegnato, in base alla disponibilità e alla configurazione della cabina.
Questo consente agli ospiti di aumentare lo spazio, il comfort e la privacy, ad un prezzo accessibile. Gli ospiti possono sottoscrivere l’offerta al momento della prenotazione online. Se a buon fine, l’opzione verrà confermata 30 ore prima della partenza.
Per maggiori informazioni in merito ai cambiamenti apportati al servizio chauffeur, alla nuova opzione ‘Neighbour-Free Seat’ e alla policy di accesso alle lounge consultare il sito etihad.com
Un articolo di CNN Money al riguardo di questa iniziativa interessante: http://money.cnn.com/2017/06/23/news/companies/etihad-neighbor-free-seats/index.html
Ultima modifica:
Incrementi sulla regione MENA per EY:
https://www.finchannel.com/tourism-...ca-capacity-to-cater-to-growing-summer-demand
Secondo il settimanale tedesco "Focus", LH potrebbe intensificare gli accordi di wetlease per Eurowings. Oltre a ulteriori aeromobili dalla flotta Air Berlin si parla anche di possibili leasing a breve o lungo termine di macchine Alitalia ed Air Serbia: http://www.focus.de/magazin/kurzfas...italia-maschinen-im-gespraech_id_7381169.html
