La corsa di Emirates e di Dubai è finita?
- Autore Discussione belumosi
- Data d'inizio
Prendila con le pinze ma dopo tre anni pessimi le previsioni che girano sono di una lenta risalita con un ritorno stabile del crude oil nella fascia 80 - 120 nel Q3/Q4 del 2018.
Giusto per curiosità, quale è indicativamente il prezzo massimo che una major europea potrebbe pagare per il carburante?
Tanto per fare un esempio, seppure può sembrare assurdo, per noi (inteso come industry) il crude sopra i 120usd diventa decisamente problematico (ok, sicuramente maggiori ricavi ma anche i costi operativi diventano molto più alti)
Col petrolio a $120/150 AF-KL, SAS e altre erano sotto (anche se, va detto, c'era anche la crisi economica).
In una memo interna di EK trapelata al FT pare che i forward bookings siano particolarmente preoccupanti e di prepararsi ad un periodo di estrema difficolta'.
Blown off course: Emirates flies into turbulence
https://www.ft.com/content/757df8b0...otification:daily-email:content:headline:html
(articolo a pagamento)
Blown off course: Emirates flies into turbulence
https://www.ft.com/content/757df8b0...otification:daily-email:content:headline:html
(articolo a pagamento)
Difficoltà in specifiche aree del mondo?
O è un discorso più generale?
Inviato dal mio EVA-L09 utilizzando Tapatalk
O è un discorso più generale?
Inviato dal mio EVA-L09 utilizzando Tapatalk
io non ricevo particolari offerte, anzi ho appena prenotato il volo per agosto(vacanze) e per non lasciarci un rene parto il 11 agosto. Comunque credo che EK possa sfruttare la situazione in cui è stata messa QR.
Come soluzione immagino metteranno al limite a terra un po' di aerei tagliando quelle frequenze assurde che hanno su certe destinazioni. Onestamente non ho mai capito come possano sostenere tutte le frequenze sull'Australia ad esempio
Emirates president pledges to ‘tough it out’ as airline struggles
Gulf airline faces pain of slowdown, oil price collapse and Qatar cold war
Sir Tim Clark is sombre. Over the past decade, Emirates Airline has become one of the most powerful forces in global aviation. Competitive pricing, superior service and its prime geographic position has seen the Gulf’s biggest carrier inflict financial pain on long-haul airlines in the US, Europe and Asia.
But today it is the one facing pain. The economic slowdown in the Gulf triggered by the oil price collapse almost two years ago has sharply cut travel demand in the region. Its geography is no longer a positive, with the region facing overcapacity, while new US travel restrictions alongside the laptop ban have hit traffic further.
Uncertainty also surrounds the severing of diplomatic ties and transport links by the United Arab Emirates, where the Dubai airline is based, Saudi Arabia, Egypt and Bahrain with nearby Qatar over claims the Gulf state is fuelling extremism and terrorism. This is likely to hit Qatar Airways hardest, but it could have a negative knock-on effect on the region’s economy and Emirates’ business too.
In May, the Dubai carrier revealed that profits plummeted 82 per cent in the past year — its first full-year profit decline for five years.
“We’ve just got to tough it out,” says Sir Tim, the airline’s president and founding member of the carrier in 1985. “The business model is essentially a sound business model, but at the moment it’s challenged. For no reasons of our own, purely from geopolitical and socio-economic reasons.”
However, despite his confidence in the business model he helped to write more than 30 years ago, the government-owned carrier’s travails have sparked speculation in regional aviation circles that he may be set to leave more imminently than his previous promise to step down before 2025.
Sir Tim, who was made president in 2003, refuses to elaborate, although Sheikh Ahmed bin Saeed Al Maktoum, Emirates chief executive and chairman, has brushed off concerns about corporate succession planning.
Sheikh Ahmed told reporters recently that Emirates had “many people” who could replace Sir Tim. “But we are talking about this as if it is going to happen soon — that is not the case.”
Officials add that it is futile to speculate on a decision that will be made by Dubai’s leadership, including Sheikh Ahmed and Dubai ruler Sheikh Mohammed bin Rashid al-Maktoum.
Sir Tim is also still the expert on the airline’s original business plan — and his allies say he is the ideal person to adapt to new realities.
An internal memo to staff seen by the FT highlights these realities and the predicament that the group is in. “Particularly worrying are the airline’s forward bookings, even during the summer,” management told staff. “Make no mistake: we’re going through an extremely difficult period.”
In the meantime, Sir Tim is examining how to adapt the model.
The group has already accelerated its cost-cutting in an attempt to streamline the airline, which some analysts say has started to “bloat” with age.
Christoph Mueller, the former Malaysia Airlines chief who joined Emirates last September as chief digital and innovation officer and is a potential internal successor to Sir Tim, has been carrying out an operational review with the aim of cutting costs.
It is also looking at new revenue opportunities by charging for more of its full-service frills, following similar moves by airlines such as British Airways, which have been aping some of the practices of low-cost carriers, as well as plans to launch a premium-economy class for the first time.
“We have started the unbundling and that’s been fairly successful. I think we’ll probably do more of that. We will do seats with extra baggage, whatever it may be,” says Sir Tim.
A big problem since the beginning of the year has been its US business. New restrictions on immigration procedures into the US and cabin bans on electronic devices bigger than mobile phones have hit demand for travel to the US by a third.
In April, a month after the laptop ban was introduced, Emirates announced it was cutting flights to five of its 12 US destinations in response to the fall in demand.
“This was a huge market for us. I’ve got 50 aircraft on the US operations, and I’m having to take 20 per cent out almost immediately as the markets diminished,” says Sir Tim.
It comes as Emirates’ large fleet of 259 wide-bodied jets is set to expand further with another 219 Airbus A380s and Boeing 777s on order.
“The traditional thing is to cut back, trim your network, trim your costs,” says Andrew Charlton, an aviation analyst. “They have the capacity to reduce the size of their aircraft to some extent.”
Sir Tim refuses to rule out any deferrals in the future. “If you’d asked me that three or four years ago I’d have said absolutely not. But I cannot predict what is likely to happen in our markets today.”
He notes that the airline is already struggling to find homes for the 13 aircraft that it has taken out of the US market. “Finding homes for all of those has not been easy, and I will be frank and say that if we do not find homes for them, we’ll put them on the ground,” says Sir Tim.
While rumours swirl about an Emirates merger with Abu Dhabi’s Etihad, a more realistic prospect is a tie-up with low-cost carrier Flydubai, which is also state-owned and mainly operates smaller aircraft on an extensive regional network.
“That will allow Emirates to both increase the amounts of connectivity and perhaps more effectively to match capacity to demand,” says John Grant of JG Aviation Consulting.
Sheikh Ahmed says that he is looking at “optimising” the narrow-body plans of Flydubai and Emirates.
Sir Tim agrees that some integration between the two makes sense.
“The convergence of the airlines in their operations, in their marketing, makes sense. One of the big issues is the slot availability. We’re all running parallel operations and slots are very precious, so it wouldn’t make too much sense to continue to do that.”
Analysts, however, caution against recent schadenfreude towards Emirates’ woes among legacy carriers. They have for years complained about the group’s unfair subsidies that they say has helped perennial growth. Emirates denies it receives subsidies.
“There is and will continue to be some slowing growth,” says Will Horton, analyst at CAPA — Centre for Aviation.
“But what is not going to eventuate is the sharp slowdown or even contraction that is wished for by Lufthansa, Air France and Singapore Airlines. Gulf airlines are more in control of their costs and sit in growth regions. They can reform and restructure.”
This, remember, is an airline that is still in the black, having delivered 29 years of consecutive profits.
https://www.ft.com/content/757df8b0-4760-11e7-8d27-59b4dd6296b8
Gulf airline faces pain of slowdown, oil price collapse and Qatar cold war
Sir Tim Clark is sombre. Over the past decade, Emirates Airline has become one of the most powerful forces in global aviation. Competitive pricing, superior service and its prime geographic position has seen the Gulf’s biggest carrier inflict financial pain on long-haul airlines in the US, Europe and Asia.
But today it is the one facing pain. The economic slowdown in the Gulf triggered by the oil price collapse almost two years ago has sharply cut travel demand in the region. Its geography is no longer a positive, with the region facing overcapacity, while new US travel restrictions alongside the laptop ban have hit traffic further.
Uncertainty also surrounds the severing of diplomatic ties and transport links by the United Arab Emirates, where the Dubai airline is based, Saudi Arabia, Egypt and Bahrain with nearby Qatar over claims the Gulf state is fuelling extremism and terrorism. This is likely to hit Qatar Airways hardest, but it could have a negative knock-on effect on the region’s economy and Emirates’ business too.
In May, the Dubai carrier revealed that profits plummeted 82 per cent in the past year — its first full-year profit decline for five years.
“We’ve just got to tough it out,” says Sir Tim, the airline’s president and founding member of the carrier in 1985. “The business model is essentially a sound business model, but at the moment it’s challenged. For no reasons of our own, purely from geopolitical and socio-economic reasons.”
However, despite his confidence in the business model he helped to write more than 30 years ago, the government-owned carrier’s travails have sparked speculation in regional aviation circles that he may be set to leave more imminently than his previous promise to step down before 2025.
Sir Tim, who was made president in 2003, refuses to elaborate, although Sheikh Ahmed bin Saeed Al Maktoum, Emirates chief executive and chairman, has brushed off concerns about corporate succession planning.
Sheikh Ahmed told reporters recently that Emirates had “many people” who could replace Sir Tim. “But we are talking about this as if it is going to happen soon — that is not the case.”
Officials add that it is futile to speculate on a decision that will be made by Dubai’s leadership, including Sheikh Ahmed and Dubai ruler Sheikh Mohammed bin Rashid al-Maktoum.
Sir Tim is also still the expert on the airline’s original business plan — and his allies say he is the ideal person to adapt to new realities.
An internal memo to staff seen by the FT highlights these realities and the predicament that the group is in. “Particularly worrying are the airline’s forward bookings, even during the summer,” management told staff. “Make no mistake: we’re going through an extremely difficult period.”
In the meantime, Sir Tim is examining how to adapt the model.
The group has already accelerated its cost-cutting in an attempt to streamline the airline, which some analysts say has started to “bloat” with age.
Christoph Mueller, the former Malaysia Airlines chief who joined Emirates last September as chief digital and innovation officer and is a potential internal successor to Sir Tim, has been carrying out an operational review with the aim of cutting costs.
It is also looking at new revenue opportunities by charging for more of its full-service frills, following similar moves by airlines such as British Airways, which have been aping some of the practices of low-cost carriers, as well as plans to launch a premium-economy class for the first time.
“We have started the unbundling and that’s been fairly successful. I think we’ll probably do more of that. We will do seats with extra baggage, whatever it may be,” says Sir Tim.
A big problem since the beginning of the year has been its US business. New restrictions on immigration procedures into the US and cabin bans on electronic devices bigger than mobile phones have hit demand for travel to the US by a third.
In April, a month after the laptop ban was introduced, Emirates announced it was cutting flights to five of its 12 US destinations in response to the fall in demand.
“This was a huge market for us. I’ve got 50 aircraft on the US operations, and I’m having to take 20 per cent out almost immediately as the markets diminished,” says Sir Tim.
It comes as Emirates’ large fleet of 259 wide-bodied jets is set to expand further with another 219 Airbus A380s and Boeing 777s on order.
“The traditional thing is to cut back, trim your network, trim your costs,” says Andrew Charlton, an aviation analyst. “They have the capacity to reduce the size of their aircraft to some extent.”
Sir Tim refuses to rule out any deferrals in the future. “If you’d asked me that three or four years ago I’d have said absolutely not. But I cannot predict what is likely to happen in our markets today.”
He notes that the airline is already struggling to find homes for the 13 aircraft that it has taken out of the US market. “Finding homes for all of those has not been easy, and I will be frank and say that if we do not find homes for them, we’ll put them on the ground,” says Sir Tim.
While rumours swirl about an Emirates merger with Abu Dhabi’s Etihad, a more realistic prospect is a tie-up with low-cost carrier Flydubai, which is also state-owned and mainly operates smaller aircraft on an extensive regional network.
“That will allow Emirates to both increase the amounts of connectivity and perhaps more effectively to match capacity to demand,” says John Grant of JG Aviation Consulting.
Sheikh Ahmed says that he is looking at “optimising” the narrow-body plans of Flydubai and Emirates.
Sir Tim agrees that some integration between the two makes sense.
“The convergence of the airlines in their operations, in their marketing, makes sense. One of the big issues is the slot availability. We’re all running parallel operations and slots are very precious, so it wouldn’t make too much sense to continue to do that.”
Analysts, however, caution against recent schadenfreude towards Emirates’ woes among legacy carriers. They have for years complained about the group’s unfair subsidies that they say has helped perennial growth. Emirates denies it receives subsidies.
“There is and will continue to be some slowing growth,” says Will Horton, analyst at CAPA — Centre for Aviation.
“But what is not going to eventuate is the sharp slowdown or even contraction that is wished for by Lufthansa, Air France and Singapore Airlines. Gulf airlines are more in control of their costs and sit in growth regions. They can reform and restructure.”
This, remember, is an airline that is still in the black, having delivered 29 years of consecutive profits.
https://www.ft.com/content/757df8b0-4760-11e7-8d27-59b4dd6296b8
Il trasferimento a DWC è rimandato a babbo morto e si prospetta la fusione tra EK e FZ. Sono anni che mi chiedo cosa stiano aspettando a farla.
Emirates and Flydubai May Be Merged Within 18 Months
2017-06-22
Emirates President Tim Clark has said the airline’s owners are working bring the airline together with Flydubai under one unit in plans that could bear fruit within the next 18 months.“We are minded to accelerate a greater joining of the hip, of what we do, there’s a lot of work going on there to extract value for the shareholder,” Clark told reporters during a briefing at the Paris Air Show.
https://aviationvoice.com/emirates-and-flydubai-may-be-merged-within-18-months-201706221151/
Emirates and Flydubai May Be Merged Within 18 Months
2017-06-22
Emirates President Tim Clark has said the airline’s owners are working bring the airline together with Flydubai under one unit in plans that could bear fruit within the next 18 months.“We are minded to accelerate a greater joining of the hip, of what we do, there’s a lot of work going on there to extract value for the shareholder,” Clark told reporters during a briefing at the Paris Air Show.
“We could do things better together than apart.”
Emirates Chairman Sheikh Ahmed had also said during Arabian Travel Market in April that he wanted to explore more synergies with Flydubai.The move could open up slots for Emirates, said Clark and likely delay the move to Dubai World Central, Dubai’s second airport, to “sometime between 2026 to 2030,” he added.
https://aviationvoice.com/emirates-and-flydubai-may-be-merged-within-18-months-201706221151/
Siglato l'accordo di collaborazione tra EK e Flydubai.
Emirates and flydubai join forces, announce extensive partnership agreement
The innovative partnership goes beyond code-sharing and includes integrated network collaboration with coordinated scheduling. The new model will give flydubai customers seamless connectivity to Emirates’ worldwide destinations spanning six continents. For Emirates’ customers, it opens up flydubai’s robust regional network.
The two airlines will also further develop their hub at Dubai International, aligning their systems and operations to ensure a seamless travel experience through the ultra-modern airport; currently the world’s busiest for international passengers.
HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive of Emirates Group and Chairman of flydubai, said: "This is an exciting and significant development for Emirates, flydubai, and Dubai aviation. Both airlines have grown independently and successfully over the years, and this new partnership will unlock the immense value that the complementary models of both companies can bring to consumers, each airline, and to Dubai.”
Emirates today has a wide-body fleet of 259 aircraft, flying to 157 destinations (including 16 cargo-only points). flydubai operates 58 New-Generation Boeing 737 aircraft to 95 destinations. The current combined network comprises 216 unique destination points.
The partnership is working to optimise the networks and schedules of both airlines, to open up new city-pair connections offering consumers greater choice. Additionally, this will help both airlines feed more traffic into each other’s complementary networks. By 2022, the combined network of Emirates and flydubai is expected to reach 240 destinations, served by a combined fleet of 380 aircraft.
The Emirates and flydubai teams are working together on a number of initiatives spanning commercial, network planning, airport operations, customer journey, and frequent flyer programmes alignment.
The partnership will be rolled out over the coming months, with the first enhanced code-sharing arrangements starting in the last quarter of 2017. Further details will be communicated as they become available.
Fully owned by the Investment Corporation of Dubai (ICD), both Emirates and flydubai are operated independently and under separate management teams.
https://www.emirates.com/media-cent...rces-announce-extensive-partnership-agreement
Emirates and flydubai join forces, announce extensive partnership agreement
- Partnership includes an expansive codeshare agreement, schedule alignment and network optimisation
- Passenger benefits to include access to over 200 unique destinations, seamless travel experience and frequent flyer programmes alignment
- Both airlines to continue being managed independently
The innovative partnership goes beyond code-sharing and includes integrated network collaboration with coordinated scheduling. The new model will give flydubai customers seamless connectivity to Emirates’ worldwide destinations spanning six continents. For Emirates’ customers, it opens up flydubai’s robust regional network.
The two airlines will also further develop their hub at Dubai International, aligning their systems and operations to ensure a seamless travel experience through the ultra-modern airport; currently the world’s busiest for international passengers.
HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive of Emirates Group and Chairman of flydubai, said: "This is an exciting and significant development for Emirates, flydubai, and Dubai aviation. Both airlines have grown independently and successfully over the years, and this new partnership will unlock the immense value that the complementary models of both companies can bring to consumers, each airline, and to Dubai.”
Emirates today has a wide-body fleet of 259 aircraft, flying to 157 destinations (including 16 cargo-only points). flydubai operates 58 New-Generation Boeing 737 aircraft to 95 destinations. The current combined network comprises 216 unique destination points.
The partnership is working to optimise the networks and schedules of both airlines, to open up new city-pair connections offering consumers greater choice. Additionally, this will help both airlines feed more traffic into each other’s complementary networks. By 2022, the combined network of Emirates and flydubai is expected to reach 240 destinations, served by a combined fleet of 380 aircraft.
The Emirates and flydubai teams are working together on a number of initiatives spanning commercial, network planning, airport operations, customer journey, and frequent flyer programmes alignment.
The partnership will be rolled out over the coming months, with the first enhanced code-sharing arrangements starting in the last quarter of 2017. Further details will be communicated as they become available.
Fully owned by the Investment Corporation of Dubai (ICD), both Emirates and flydubai are operated independently and under separate management teams.
https://www.emirates.com/media-cent...rces-announce-extensive-partnership-agreement
Giugno (in cui è ricaduto gran parte del Ramadan) con pax +3.9% e m/h -4.7%. Nel primo semestre i valori sono rispettivamente +6.3% e -0.9%, con un riempimento medio di 218 pax ad aereo (+6.9% rispetto ai 204 dell'anno scorso).