Strategie Finnair


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Staff Forum
20 Giugno 2008
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[h=1]Finnair to open new flight to Hanoi as part of next phase of Europe-Asia growth strategy[/h]
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Finnair, CEO

Finnair's basic strategy is well-known: the carrier seeks to connect Europe with Asia via its Helsinki hub, which is geographically advantageous and offers connections of about 35 minutes. But within that strategy are different phases: first Finnair looked at linking primary European cities with primary Asian cities and then secondary European cities with primary Asian cities. Now the carrier is increasingly looking at a third phase: linking first and secondary European cities with secondary Asian cities.
It is in this phase where Finnair's newly-announced service to Vietnam's Hanoi fits in. From 14-Jun-2013 Finnair plans to link Helsinki and Hanoi with three weekly services for the northern summer season. It will be the only European carrier (Finnair excludes Aeroflot in this criteria) to offer service to Hanoi, although other carriers, most recently LOT Polish Airlines, attempted it in the past. CEO Mika Vehviläinen, speaking at CAPA's World Aviation Summit in Hong Kong on 28-Nov-2012, noted the service is not a clear-shot victory but Finnair does expect long-term success.

[h=2]Hanoi service could have gone to Ho Chi Minh[/h] Mr Vehviläinen remarked that Finnair's interest was in Vietnam, which is served by only three European carriers (Air France, Lufthansa and Turkish Airlines, all of which serve Ho Chi Minh), and has favorable growth forecasts. PricewaterhouseCoopers expects the country to have the world's fastest growing economy between 2008 and 2025 while IATA projects Vietnam to be the second fastest growing aviation market in the next few years.
Finnair looked at serving Ho Chi Minh, the country's largest city and commercial centre. Mr Vehviläinen notes Ho Chi Minh had some advantages over Hanoi for demand projection, but the deciding reason to select Hanoi, the country's capital, over Ho Chi Minh was due to operational requirements.
Mr Vehviläinen said Finnair constructs its hub so that all services operate within 12 hours, allowing for streamlined operations. (The carrier makes an exception for Singapore, with a 12h 30m block time, due to the city's key business nature.) Helsinki-Hanoi is 7,478km while Helsinki-Ho Chi Minh is 8,510km, and the nearly 1,000 extra kilometres would put the route over the carrier's 12 hour threshold.
Although Ho Chi Minh may hold an advantage over Hanoi for business traffic, Mr Vehviläinen expects more businesses to shift their office from Ho Chi Minh to Hanoi, which will help the carrier's performance. From Europe Finnair expects demand to be heavy on the leisure side while from Vietnam growth will be in leisure but increasingly business as the overall market grows.
LOT, in deciding to drop its Warsaw-Hanoi service earlier this year, cited low yields. From a load factor perspective, the route performed well with a high portion of passengers connecting at Warsaw to destinations throughout Europe. CAPA previously reported that LOT was experiencing load factors of about 90% on its Hanoi service. LOT instead launched services to Beijing in Jun-2012, believing Beijing will have a higher mix of business traffic and therefore provide higher yields than Hanoi.
See related article: LOT Polish Airlines continues Asian growth with Beijing
Mr Vehviläinen implores that while long-haul traffic from Vietnam may be low, attention should be paid to spending volumes – and, it might be inferred, demand for business class and flexible (high-yielding) economy fares. Finnair in recent times has been offering some of the lowest business class fares, which if booked in advance could be half of another carrier's.
In light of the leisure-orientation of the market, Finnair will initially serve the city only during the northern hemisphere summer, running until 27-Oct-2013. Finnair under Mr Vehviläinen has set out to double its 2010 Asia revenue by 2020.
See related article: Finnair is betting on Asian flights to underpin its growth
Finnair passenger traffic and revenue breakdown by geographic region: 2Q2012
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Source: Finnair
Finnair Asian network as of Oct-2012
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Source: Finnair
[h=2]Partner choices in Vietnam will be limited[/h] Vietnam has one main international full-service carrier, Vietnam Airlines, which is a member of SkyTeam whereas Finnair is in oneworld. Two LCCs are prominent in the market: Jetstar Pacific, now partially owned by Vietnam Airlines, and independently-owned VietJet. The market mainly comprises a series of trunk routes but increasingly alternative city-pairs are gaining traction.
Vietnam domestic capacity (seats) by carrier: 03-Dec-2012 to 09-Dec-2012
vietnam_capacity.png

Source: CAPA – Centre for Aviation & Innovata
[h=2]Finnair will try to succeed where LOT did not[/h] LOT commenced services to Hanoi in Nov-2010 but withdrew in Mar-2012, citing unprofitability with no chance of improvements. Hanoi was LOT's first Asian destination as part of a strategy to link Europe with Asia, which of course is Finnair's too. Beijing has replaced Hanoi as LOT's only Asian destination although the carrier is looking at other potential destinations in Asia which could become viable with its new fleet of Boeing 787s.
LOT's initial selection of Hanoi surprised many as Ho Chi Minh had been the traditional destination for intercontinental carriers. At the time of LOT's service, the only European carrier at Hanoi was Aeroflot while the only other intercontinental carrier serving Vietnam's capital was Qatar Airways. There have been no further intercontinental entries into Hanoi while Ho Chi Minh is seeing a number of carriers add or consider adding services. Aeroflot's service primarily caters to the outbound Russia leisure market; Hanoi is a hub for tourist hotspots around the northern part of the country including Ha Long Bay.
Intercontinental carriers serving Hanoi and Ho Chi Minh: 03-Dec-2012 to 09-Dec-2012
HanoiHo Chi Minh
Aeroflot
Finnair (planned)
Qatar Airways
Air Astana (planned)
Air France
Emirates
Etihad (planned)
Jet Airways (considering)
Lufthansa
Qatar Airways
Turkish Airlines
United Airlines
Source: CAPA – Centre for Aviation & Innovata
Note: Considers Aeroflot to be in Europe and South Asia intercontinental
Ho Chi Minh has considerably higher levels of traffic, although Hanoi has more seats to western Europe. This is a result of most of Vietnam Airlines' Europe-bound traffic routing through Hanoi.
Ho Chi Minh City Tan Son Nhat Airport international capacity (seats) by region: 03-Dec-2012 to 09-Dec-2012
sgn_seats_by_region.png

Source: CAPA – Centre for Aviation & Innovata
Hanoi Noibai Airport international capacity (seats) by region: 03-Dec-2012 to 09-Dec-2012
han_seats_by_region.png

Source: CAPA – Centre for Aviation & Innovata
While the premise of Finnair and LOT – connect west with east – may be the same, their propositions are different. Finnair is the 23rd largest carrier in Europe for the week of 03-Dec-2013 with 169,680 intra-Europe seats while LOT is 30th largest with 112,504 seats, the difference allowing for greater connectivity. Finnair also typically has higher frequencies than LOT, further enabling greater connections.
Finnair top 10 international routes by frequency: 03-Dec-2012 to 09-Dec-2012
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Source: CAPA – Centre for Aviation & Innovata
LOT Polish Airlines top 10 international routes by frequency: 03-Dec-2012 to 09-Dec-2012
lot_frequency.png

Source: CAPA – Centre for Aviation & Innovata
Finnair's widebody fleet of A330s and A340s (A330s will be used to Hanoi) are recognised as having greater comforts than the 767s. LOT served Hanoi with 767s although is now replacing its 767s with 787s that are more competitive. From a market perspective, Finnair's strategy is better known, as is the carrier. Alliances have an ambiguous role for each carrier as their networks compete with other carriers.
While Finnair has advantages over LOT, they are not tremendous. LOT in Jun-2011 remarked to CAPA that 75% of the tickets on its Warsaw-Hanoi service are sold in Europe but outside Poland, primarily in France and Scandinavia. The France-Vietnam market sees large competition from Air France and Vietnam Airlines, both members of SkyTeam.
Aeroflot is increasingly taking an active role in sixth freedom Europe-Asia traffic while Qatar Airways is expanding its footprint across Europe (and other regions), including in Finnair's hub at Helsinki, although only a tiny portion of Finnair's traffic to Hanoi is expected to originate in its home country. With the European economic situation not showing signs of improvement, Finnair will be stretched to bring Hanoi to viability, especially as other carriers – Aeroflot and Qatar Airways – are in overall healthier conditions in terms of their own companies and major markets.
See related article: LOT pursues new 'east meets west' strategy ahead of 1H2012 privatisation
[h=2]Middle East network airlines are growing in Vietnam[/h] Some of the greatest growth potential for the international Vietnamese market is from Middle East network carriers, whose large networks and efficient hubs promise traffic inflows. Qatar Airways was the first of the Middle East three to serve Vietnam, which offers daily Boeing 777-300ER services from its Doha hub to each of Hanoi and Ho Chi Minh, but via Bangkok. (The carrier has steadily expanded capacity to Vietnam since initially launching services to Ho Chi Minh in 2009 but last year dropped its non-stop flight).
Emirates in Jun-2012 opened a daily Dubai-Ho Chi Minh A330-200 service but upgraded it as planned in Oct-2012 to a 777-300ER. Etihad in Oct-2013 will operate daily A330-200 services from its Abu Dhabi hub to Ho Chi Minh, and intends to expand its partnership with Vietnam Airlines, which currently consists of Etihad codesharing on Vietnam Airlines' flights from Bangkok and Kuala Lumpur. Emirates and Etihad have both been considering Hanoi as a second Vietnamese destination.
In addition to the Middle East network carriers expanding in Vietnam, Air Astana plans to launch Almaty-Ho Chi Minh service by early Jan-2013 and Jet Airways is considering launching Mumbai-Ho Chi Minh service in the future.
The Middle East network carriers could re-shape Vietnam's economy as well as traffic flows around Southeast Asia. As CAPA previously wrote:
Vietnam could easily surpass smaller Malaysia – which currently has almost 40,000 seats per week from Emirates, Etihad and Qatar – as a larger destination for Gulf carriers.
It has not been easy for governments globally to put national interests ahead of those from their flag carrier, however much sense it makes. Vietnam was able to, and will benefit from it. The country needs carriers like Emirates to continue to grow its tourism sector and compete with other Southeast Asian destinations such as Thailand. The importance to the overall economy outweighs the potential impact on government-owned Vietnam Airlines. The flag carrier alone is also currently not equipped to keep up with the fast growing demand for long-haul services to and from Vietnam.
See related article: Emirates' Ho Chi Minh service to impact Asian carriers, but provides Vietnam with much needed growth
[h=2]Finnair partnership with JAL looms, possibly opening new Finnair routes[/h] Finnair is not due to receive additional long-haul aircraft until the first of 11 A350-900s arrive in 2014. But Finnair may be able to open new routes prior to then if it is able to adjust its network. Such an opportunity may present itself if Finnair ties up with fellow oneworld carrier Japan Airlines on services between Japan and Europe. Finnair has the most extensive Japanese network for a European carrier with five weekly services to Nagoya, five to Osaka Kansai and a daily scheduled service to Tokyo Narita. JAL will commence services to Helsinki in Feb-2013, and both sides seem warm to a deeper partnership.
JAL already has anti-trust immunity with British Airways, which includes connections from BA's London Heathrow hub to points across Europe. While JAL and BA have been eager to promote these, it is understood the thrust of the partnership concerns Japan-UK traffic with less emphasis on continental European connections, a reflection of the strong O&D market but also the backtracking involved in London.
JAL and British Airways codeshare network: Oct-2012
jal_ba_codeshare.jpg

Source: JAL
Although the London codeshares may not be convenient, they are still better than not having any connections at all, as Japanese carrier Skymark will not have this opportunity when it commences A380 services to London after New York.
See related article: Skymark switches first A380 destination from London to New York but viability remains to be proven
JAL is very upbeat about using Helsinki to transfer passengers across Finnair's European network, which leads to far more efficient connections. The deeper cooperation could see Finnair reduce its Japanese capacity and instead open new routes as JAL expands its operation to Helsinki.
Finnair has a competitive advantage in North Asia destinations and is likely to serve more cities in China in due course. Finnair's most recent Asian destination, Chongqing in China, was launched in May-2012. Chongqing was the carrier's first secondary city in China and Asia - a strategy it will look to duplicate as it looks for new opportunities to further expand in Asia. As is the case with Hanoi, Finnair is the only European carrier serving Chongqing and Qatar is the only other non-Asian carrier.
The further south Finnair goes in Asia the less competitive advantage it holds as Middle East network carriers in particular can offer a more competitive routing. Destinations further south also do not allow Finnair to keep its Asia rotations at 24 hours, which the carrier sees as a competitive advantage as other European carriers are unable to operate to destinations in the Far East with 24 hour rotations.
While Qatar is the only one of the three with its eyes on Helsinki, the Middle East trio serve a plethora of other points across Europe and from where Finnair sources its connecting traffic. This competitive framework led Finnair to express serious concerns about Qatar Airways joining the oneworld alliance as a member elect, and may lead to further fractures within the alliance.
See related article: With Qatar Airways as new member, oneworld seeks to regain momentum but may become more divisive
Questions have also been raised about Finnair's role around Scandinavia as LCC Norwegian gears up for long-haul operations. But Norwegian's first Asian destination will be Bangkok, in Southeast Asia, not North Asia where Finnair's strength is. The market could welcome Norwegian's entry due to SAS withdrawing, and the Middle East network carriers consistently seeing strong performance – in loads and yields – in Bangkok. Thailand is a well-established tourist destination for Europeans, but North Asia – Finnair's backyard – less so. So Finnair's competitive concern remains Middle East network carriers.
Finnair's position in Japan looks like it will improve with a tie-up with JAL, but the Hanoi market remains to be proven as a market this is ready today for another European foray.
 
AD Est Tutti posti con traffico in crescita! nuovi mercati!
Non è proprio sbagliato andare a Chongqing!..strategia di mercato!
 
I lf su hkg sono molto buoni e in crescita tanto che durante il periodo giugno~ottobre il volo raddoppia o quasi con 12 frequenze alla settimana.
 
[h=1]Finnair struggles to convert Europe-Asia niche into sustainable profit as revenue outlook weakens[/h]

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A recent profit warning by Finnair highlights the challenge in converting an operationally successful niche strategy, based on capturing Europe-Asia connecting flows via its Helsinki hub, into sustainable profit. In spite of the advantages of its geographic location for this strategy, its strong performance on punctuality and reliability and a well regarded brand, Finnair has perhaps lacked scale to compete profitably in the global market. In addition, its short haul feeder operations have felt the sting of LCC competition. Against a weak revenue backdrop, it is rightly prioritising cost savings in 2014.
The long haul operation should benefit from the newly commenced joint venture with JAL and BA on routes to Japan and there is at least some aspirational legitimacy in Finnair's confidence that it can tap into China's vast potential. Moreover, from 2016, Finnair will become the first European operator of the A350, providing it with a considerable unit cost advantage over its existing A340 fleet. Meanwhile, it has crucial negotiations to conclude over labour cost savings and must also make a decision about short haul fleet renewal.

[h=2]Finnair's target to double Asia revenues from 2010 to 2020[/h]Finnair has a target to double its revenues from Asia between 2010 and 2020. It is already a very important part of the business: in 2013, 42% of Finnair's passenger revenue and 49% of its ASKs came from Asian traffic. In 2000, Finnair had just three destinations in Asia (Bangkok, Beijing andTokyo Narita). In 2014, it has 15 destinations and has increased its Asia capacity more then seven-fold since 2001 (in ASK terms).
Finnair traffic revenue from Asia, EUR million, 2010 to 2020
Fin4.PNG

* Based on guidance given on 7 May 2014:”Finnair estimates 2014 turnover to be close to 2013 levels.” This guidance was subsequently revised downwards.
Source: Finnair Capital Markets Day presentation May-2014

[h=2]China potential and the "Siberian Joint Business Agreement" Japan joint venture[/h]At its Capital Markets Day in My-2014, Finnair presented forecasts that Europe-Asia travel will more than double from 60 million passengers in 2010 to 130 million in 2020. A large part of this potential sits in China, while Finnair also now has a strong partnership operation into Japan.
China's top three hubs - Beijing, Guangzhou and Shanghai Pudong alone already have a combined passenger throughput of more than 300 million annually. Finnair also points to the potential of China's second tier cities. Urban clusters around Shanghai, Jingjinji, Shandong andGuangzhou each have economies with a GDP similar in size to those of medium sized European countries such as Switzerland, Belgium andAustria.
Moreover, there are 35 Chinese cities with a population of more than two million that currently have no non-stop flights to Europe.
Finnair network
Fin1.PNG

Source: Finnair Capital Markets Day presentation May-2014
The so-called "Siberian Joint Business Agreement" between Finnair, British Airways and Japan Airlines on routes between Europe and Japan commenced on 1-Apr-2014. Finnair makes up 26% of this Joint Business Agreement (JBA) and Japan accounts for 16% of Finnair's revenues. This is now the largest JBA between Europe and Japan, with a share of around 30%, ahead of Air France-KLM and the Star Alliance grouping ofLufthansa, ANA, SWISS and Austrian.
With regulatory approval, the members of the Siberian JBA share revenues according to capacity and coordinate their pricing. It is "critical to Finnair's continued success in this region", according to the Capital Markets Day presentation given by SVP Resource Management Greg Kaldahl. He said that there had been no adverse customer experiences and that implementation was flawless.
Share of Europe to Japan traffic 2Q2014
Fin5.PNG

Source: Finnair Capital Markets Day presentation May-2014
[h=2]Atlantic joint venture has boosted RASK[/h]Finnair gained its first experience of operating within a JBA through its membership of the Atlantic partnership with American Airlines, British Airways and Iberia, which it joined in Jul-2013. It is very much a junior partner in this JBA, with only 1% of its combined capacity. Moreover, Finnair's two North American destinations (New York and Canada) accounted for only 3% of its passenger revenues in 2013.
Nevertheless, the impact of the JBA appears to have been positive on Finnair's North Atlantic load factor and RASK (see chart below). If the Siberian joint venture can provide a similar boost to RASK on Japan routes, the revenue benefit will be substantial.
Finnair also sees the Atlantic JBA as a platform for future growth in North America, identifying Chicago, Philadelphia, Miami, Los Angeles, Phoenix,Dallas Fort Worth and Honolulu as opportunities for the addition of profitable new routes.
Finnair North Atlantic RASK and load factor 4Q2011 to 4Q2013
Fin8.PNG

Source: Finnair Capital Markets Day presentation May-2014
Finnair now has 21% of its capacity and 18% of its revenues under joint ventures...
Finnair now has 21% of its capacity and 18% of its revenues under joint ventures, providing it with some additional stability, the potential to improve unit revenues through price and schedule coordination and opportunities for further growth.
Finnair also sees opportunity in Russia and in the Pacific Rim. This summer Finnair will open new routes to the Russian cities Nizhny Novgorod (from 25-Jul-2014), Samara (7-Aug-2014) and Kazan (18-Aug-2014).
[h=2]Helsinki hub and operational efficiency underpin long haul strategy[/h]Finnair's Asia strategy is based on the geographic location of its Helsinki hub. This means it can offer the shortest routes connecting many cities in Europe and Asia, and give it the ability to operate a return flight within 24 hours using one aircraft.
This is backed up by its operational efficiency and reliability, its niche brand strength (since 2009, the only Nordic airline to be four star rated by Skytrax) and Finnair is hoping to give it further support through the ongoing development of its long haul product. In addition, Helsinki Vantaa Airport, with its three runways and a 35 minute minimum connection time, has room to grow.
Finnair operational performance 2013
Fin2.PNG

* Source: AEA
** JACDEC 2013 safety ranking. JACDEC =Jet Airliner Crash Data Evaluation Centre.
Source: Finnair Capital Markets Day presentation May-2014

Although Vantaa has room for growth, there is some congestion in the middle of the day into early afternoon and Finnair plans to move from two banks to a four bank structure.
This would allow it to utilise a higher share of the airport's capacity, by spreading traffic better across the day.
Finnair's comparison of its Helsinki hub with Europe's four biggest hub airports
Fin7.PNG

Source: Finnair Capital Markets Day presentation May-2014
[h=2]Cost efficiency is crucial and labour holds the key[/h]Finnair's ex fuel CASK fell by 12.5% from 2010 to 2013, although total CASK has fallen by only 2.1% due to higher fuel costs. Staff costs per ASK have declined by 8.4% over this period.
Finnair CASK (EUR cent) and aircraft utilisation (hours per day) 2010 to 2013
Fin3.PNG

Source: Finnair Capital Markets Day presentation May-2014
A key consideration is the need to be cost competitive, not only on long haul against Asian and Middle Eastern carrier, but also on short haul. Finnair's high wide body utilisation levels and 24 hour rotations are a cost efficiency advantage on long haul, which will also benefit from A350 deliveries (see below), although labour costs give scope for further improvement.
On the short haul network, on which Finnair depends for feed into the Asian network, European LCCs have had a considerable impact and exposed any airline whose intra-continental operations are not cost efficient. The CASK reduction achieved by Finnair since 2010 needs to go further and this is a current priority for the airline's management.
Finnair's cost reduction programme has achieved a total of EUR167 million in savings so far, including EUR140 million originally targeted in Phase I, EUR23 million of additional Phase I savings and EUR4 million of its Phase II target of EUR60 million. The remaining cost reduction targets are personnel-related and Finnair is still in negotiations with labour representatives on wages and working hours. It has set a 17-Jun-2014 deadline for agreement on savings with the Finnish Airline Pilots' Association.
In order to increase its negotiating power and to create an alternative path, Finnair is developing plans to increase the outsourcing of flight crew, with plans to outsource the cabin staff on a maximum of three long-haul routes in 2014, increasing this to more than ten routes in the next stage. It is also considering establishing a subsidiary that would produce cabin services and sell them to Finnair.
See related report: Lufthansa pilot strike highlights labour issues for Europe's legacy carriers. It's time to wake up
Finnair's cost reduction targets
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Source: Finnair Capital Markets Day presentation May-2014
[h=2]Long haul operations will benefit from the A350 from 2016, while Finnair considers short haul fleet options[/h]Cost reduction is the current top priority, but Finnair will shift its emphasis in 2015 to include revenue enhancement initiatives and the entry of its first A350s into its fleet. Its expectation is that this will then provide the platform for a focus on growth from 2016.
Crucially, Finnair's Capital Markets Day presentation stressed that it will grow to improve profitability and return on invested capital and not simply for the sake of growth.
Finnair long haul fleet plan
Fin10.PNG

Source: Finnair Capital Markets Day presentation May-2014
Finnair will be the first European operator of the A350, which will its A340 fleet from 2016. This will provide additional capacity at lower unit cost and eventually complete a process of fleet renewal that has already seen Boeing 757s replaced by A321s.
The A350 will have around 40 additional seats compared with the A340 and an estimated seat cost advantage of up to 30% (source: Airbus, cited by Finnair). This leads to an estimated annual cash seat cost saving of around EUR10 million per aircraft.
Comparison of cash cost per seat for A350 versus A340
Fin9.PNG

*Airbus estimate
Source: Finnair Capital Markets Day presentation May-2014

Finnair's narrow body A320 fleet is approaching mid-life, but it recognises that further investment in short haul capacity requires a competitive cost position. Its European feeder operations also include contract flying carried out by Flybe, which is now operating one third of flights on Finnair's network on its behalf, and this approach could be further expanded. A decision on short haul fleet renewal is expected in the next 18 to 24 months.
[h=2]New commercial strategy to close EUR80 million annual revenue gap[/h]Finnair's Chief Commercial Officer Allister Paterson's Capital Markets Day presentation outlined the airline's new commercial strategy. This is aimed at closing a revenue gap of EUR80 million annually, identified by Finnair as the difference between its flown revenue and the optimal level it believes it could achieve with reference to network and schedule quality and relative market performance. In 2013, Finnair judged that it fell short of this optimal revenue by around 4% or 5%.
The commercial strategy has three areas of focus for improved revenue generation. These are investment in "smart" products, leveraging technology and developing Finnair's expertise in "revenue science"...
The commercial strategy has three areas of focus for improved revenue generation. These are investment in "smart" products, leveraging technology and developing Finnair's expertise in "revenue science".
"Smart" product investment includes catering, inflight entertainment and fully flat seats and forthcoming developments such as lounge renewal, on-board wi-fi and the new long haul fleet mentioned above. In the area of technology, Finnair is investing in mobile apps and other enhanced sales applications to stimulate inflight and ancillary revenues and developing other applications to enhance the customer experience (such as distributed IFE to personal devices).
Revenue science builds on the enhancement of demand, through a combination of localised sales strategies and Finnair's membership of oneworld and the JBAs discussed above, to optimise the resultant revenue. This involves ensuring that online pricing is competitive and developing and applying analytics to optimise revenues.
[h=2]2014 revenue outlook lowered; is the longer term 6% EBIT margin target under pressure?[/h]In 1Q2014, Finnair estimates that its revenue shortfall versus its optimal scenario narrowed to 3%, indicating progress with these initiatives. Nevertheless, one and a half weeks after its Capital Markets Day, on 2-Jun-2014, it lowered its 2014 revenue guidance. It previously expected revenue this year would be close to 2013's level, but now expects 2014 revenue will be "significantly lower" than last year, since unit revenues have been weaker than expected.
RASK fell by 4% in 1Q2014 and total revenue fell by 8.4%. With 1Q2014 CASK down only 1.0%, Finnair's operating loss increased by 95% to EUR34 million for the quarter. The lower FY2014 revenue guidance suggest that this RASK weakness may have deteriorated further in 2Q.
The company has still not provided profit guidance for FY2014, preferring to await the outcome of employee negotiations on cost savings. After falling back into loss in FY2013, the weaker revenue outlook and 1Q's losses point to a serious challenge in reversing this falling profit trend in FY2014.
See related report: Finnair’s thin air: 2013 operational profits vanish, employee cost savings talks take centre stage
Finnair has a longer term target to reach a 6% EBIT margin. This will require further cuts in CASK, the subject of the cost reduction programme, together with RASK improvements, for which it expects Far East and Asian network to be the main engine (although it anticipates RASK reduction on other parts of the network).
At the Capital Markets Day in May-2014, CFO Erno Hilden said that the 6% EBIT margin target was "well within reach".
Current revenue trends suggest that the revenue gap may be harder to close than Finnair previously thought...
Current revenue trends suggest that the revenue gap may be harder to close than Finnair previously thought and that this target may be slipping.
Finnair's planned improvement in RASK and CASK and EBIT margin 2015 to 2020
Fin11.PNG

Note: FEA = Far East and Asia
Source: Finnair Capital Markets Day presentation May-2014


 
Finnair proceeds with cabin crew outsourcing

Finnair will outsource its cabin crew on approximately 20 long- and short-haul routes over the next two years, leading to job cuts, after union talks failed to hit its €18 million ($24 million) cost-cutting target.
On March 27, Finnair began talks to slice €18 million from its annual cost base with Finnish Cabin Crew Union SLSY, but these concluded May 26 without an agreement. SLSY proposed just €11.7 million in cuts (€2.9 million permanent savings, €4.8 million over the next 20 years and €4 million in temporary savings for a one-year period) in return for two years’ protection against layoffs.

“Unfortunately, this is too far from the savings that Finnair requires,” Finnair COO Ville Iho said. “We cannot continue with our current cost structure, which is why we need to make instant, permanent changes to it. We proposed a solution that would see €12 million of the cost reductions implemented immediately and the remaining €6 million over a longer period of time. Even this compromise did not lead to an agreement,” Iho said.
Over the two-year period, Finnair said it needs to cut approximately 540 man years through a combination of redundancies, shifts to part-time work and temporary layoffs.

“The aim is to outsource one to three routes within this year. The timetable for the implementation of the plans and the related impacts on personnel will be determined in stages as negotiations with potential partners move ahead,” Finnair said in a statement.

The airline is now pressing ahead to create a subsidiary to supply cabin services and is in talks with potential outsourcing partners.

“We expect to conclude our first agreements in the third quarter and outsource our first routes in the fourth quarter,” Iho said. “There are potential partners in Finland, elsewhere in Europe, as well as Asia. Each instance of route outsourcing requires careful negotiation and planning to ensure the best possible service quality and compatibility with the rest of our operations. For this reason, we will be proceeding with outsourcing in stages,” he said.

http://atwonline.com/labor/finnair-proceeds-cabin-crew-outsourcing
 
Finnair moves ahead with long-haul upgrade

Finnair is aiming to complete the roll out of its long haul fully flat business class seat by the end of 2015.
The fully flat Contour Vantage seat in business class was originally announced in 2009 (see story here).
(Note that in January 2012 Contour became part of the Zodiac Aerospace group and in September 2013 became Zodiac Seats UK.)

Finnair-business-fully-flat-seat.jpg


This year the new seats are on aircraft flying the Helsinki to Tokyo and Helsinki to New York routes, as well as Beijing and Seoul.

Hanoi, Hong Kong, Nagoya, Osaka and Shanghai will be added by October 2014
The new seats are part of a 29 million-euro programme by Finnair to retrofit most of its wide-body fleet of Airbus A330 and A340 aircraft.
The Zodiac Seats UK Vantage provide a fully flat bed of up to 200 cm (79”), while shoulder room measures 58 cm (23”). The fully adjustable seats also come with an individual reading light, adjustable headrest, mood lights and a range of inflight entertainment options.
After the full-flat retrofit program is complete, all of our long-haul Airbus fleet will have full-flat seats in business class with the exception of three older aircraft which feature angled lie-flat seating in business class. These aircraft will then be retired as the new A350s come in to the fleet, the first of which is expected in the summer of 2015.
An announcement of the new business class seat on the A350 will be made later today, but it is expected to be the Cirrus seatalso on Cathay Pacific, American Airlines and Air France.

Finnair-A350-Business-class-cabin-1-780x439-470x265.jpg

The Finnair Cirrus seat

These Cirrus seats (in a 1-2-1 configuration in business class) are believed to be the new seats for Finnair’s A350 aircraft.

A seatmap was posted as part of Finnair's Capital Markets Day earlier this year and shown on Flyertalk here.
The plan also details the intention of Finnair to adapt the second business class cabin into an economy comfort seating product for the summer leisure months, when demand is lower for business class seats - something Air France is planning on its reconfigured B777s (to see a review, click here.)
In addition the carrier has unveiled new economy comfort seating whcih will be retrofitted to the entire long haul fleet (apart from two A340s whcih are due to be retired) by the end of 2014.

These will feature:


  • Seat with up to 10 cm/4 inches more legroom and a comfier headrest
  • Up to 40 seats in the front of the Economy cabin on all long-haul flights
  • High-quality headphones and personal amenity kit
  • Priority boarding
  • From €45
 
Finnair improved its load factor in 2Q2014 after a dip in 1Q and made further progress with its cost reduction programme. It has reached agreement with many employee groups over further cost efficiencies, but did not reach full agreement with flight attendants. Management's consequent decision to begin implementing plans to outsource part of its cabin services activities displays a commendable resolve to achieve the necessary savings.
Nevertheless, in the words of CEO Pekka Vauramo, "the second quarter of 2014 was difficult".
Weak market conditions meant that unit revenue declined more rapidly than unit costs and the airline fell into loss in 2Q2014. It now expects a significant operational loss for FY2014, which would mean a second year of falling results.

[h=2]Finnair's 2Q result falls into loss as revenues drop by 7%[/h]In 2Q2014, Finnair's net result slumped to a loss of EUR24 million from a profit of EUR18 million in the same period a year earlier. The operational result, which excludes non-recurring items, fair value changes and financial income and expenses, fell from a profit of EUR8 million to a loss of EUR20 million. Revenues declined by 7.2% to EUR 566 million.
Combined with losses already reported for 1Q, the net result for 1H2014 was a loss of EUR52 million versus a profit of EUR2 million in 1H2013, while the operational loss for 1H more than doubled to EUR54 million. IH revenues fell by 7.8%.
Finnair financial highlights: 2Q2014 and 1H2014
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Source: Finnair
[h=2]Cost reduction of 2.8% not enough to offset revenue decline[/h]The operational loss in 2Q2014 came in spite of cost reduction efforts that successfully lowered expenses in almost every category. The problem for Finnair was that, while it cut costs by 2.8% in spite of a small capacity increase, this was not enough to offset the 7.2% fall in revenues.
Finnair operational result (EUR million): 2Q2014 versus 2Q2013
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Source: Finnair
Cost performance was helped by a 3.2% reduction in fuel costs (mainly due to exchange rate movements). In addition, Finnair made particular progress in cutting labour costs, which fell by EUR14 million, or 14%, year on year, mainly due to staff reductions (average headcount was down 9% year on year in 1H2014).
Finnair year on year change in costs and cost breakdown by category: 2Q2014
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Source: Finnair
[h=2]Finnair is on track to reach annual savings target, although further labour cost reductions are needed[/h]The company remains on track to achieve its target of a EUR200 million reduction in annual costs by the end of 2014, relative to its 2010 unit cost level. It had achieved savings of EUR176 million by the end of Jun-2014. It has also focused on moving costs from fixed to volume-variable, better preparing it for a revenue downturn.
A key part of the outstanding cost reduction target relates to labour cost efficiencies. Negotiations with unions over changes to wage structures and working hours have met with mixed results. Finnair signed an agreement in May-2014 with the IAU union in respect of Finnair Technical Services and Helsinki Airport employees. It also reached an agreement with its senior staff and engineers and "largely concluded" talks with admin and support staff.
Finnair says that it reached a "partial solution" with its pilots...
Finnair says that it reached a "partial solution" with its pilots, with a decision on a new wage model that lowers unit costs and agreement on changes to new pilots' terms. Negotiations with pilots to finalise outstanding issues will continue until 7-Sep-2014.
However, talks with the Finnish Flight Attendants' Association did not conclude to Finnair's satisfaction. As a result, Finnair is proceeding with plans to outsource cabin services on around 20 routes, both long-haul and short-haul, over the next two years, with one to three routes outsourced in 2014. It is seeking a reduction in man-years of approximately 540 in connection with these outsourcing plans, but says that the exact cost reductions and their timetable are yet to be clarified.
See related reports:

[h=2]Group loss is due to the airline business segment[/h]Following a reorganisation of the group's structure at the end of 2013, it now consists of only two business segments, airline business and travel services. In 1H2014, the group operational result largely reflected the result of the airline business segment. This division saw its loss widen from EUR12 million in 1H2013 to EUR55 million in 1H2014.
Travel services, which consists of a tour operator and business travel agencies, made a small operational profit of just over EUR1 million in 1H2014, versus more than EUR2 million a year earlier. However, its 2Q operational result improved from a loss of EUR1.0 million last year to a profit of EUR0.8 million in 2Q2014.
The segment's revenues fell by 17% in 2Q and 12% in 1H, reflecting lower demand for the tour operator Aurinkomatkat (Suntours). Theturnaround in the 2Q operational result was due to the improved profitability of the business travel agencies.
Finnair results by business segment: 1H2014 and 1H2013
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Fin4b.PNG

Source: Finnair
[h=2]ASKs up 0.5%, load factor up 1.3 ppts, but RASK tumbles[/h]Within the airline business segment, Finnair's passenger capacity in ASKs increased by 0.5% in 2Q2014 and its load factor gained 1.3 ppts to 79.5%, broadly in line with the average for members of the Association of European Airlines. This was an improvement on its performance in 1Q2014, when load factor dipped by 0.9 ppts to 78.7% in spite of a 2.9% cut in ASKs.
However, unit revenue (RASK) fell by 5.8% in 2Q, an acceleration on the 4.0% decline in 1Q. In difficult market conditions, the trade-off between load factor and yield resulted in load factor gains at the expense of weak yield, although 2 ppts of the RASK decline was due to exchange rate movements. The airline business segment's revenues fell by 7.2% in 2Q, in spite of the 0.5% growth in ASKs. The 5.8% reduction in RASK compared with a 2.4% cut in CASK.
Finnair traffic data, unit cost and unit revenue: 2Q2014 and 1H2014
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Fin3b.PNG

Source: Finnair
[h=2]Traffic revenue growth is less than ASK growth in all regions except the North Atlantic[/h]Finnair's markets were characterised by a weak economic backdrop in Finland and strong competition in international markets and passenger traffic revenues fell by 6.0% year on year in 2Q2014. Revenues were also adversely affected by the strengthening of the EUR against Finnair's other primary revenue currencies, particularly in Asia.
In every region, passenger traffic revenue growth was below ASK growth, apart from the North Atlantic. The contribution of the Atlantic joint venture with British Airways, Iberia and American Airlines helped Finnair to limit its revenue reduction in this region to 8.4% in spite of a cut in ASKs of 11.3%.
The region where traffic revenue underperformed against ASK growth most was Europe, were revenue grew only 0.4% in spite of ASK growth of 11.6%. Revenue underperformed ASK growth by 7-8 ppts in both the domestic and Asian markets.
The joint venture with Japan Airlines and BA on routes between Europe and Japan commenced on 1-Apr-2014. Although Finnair says that it is performing in line with expectations, it does not yet appear to be having a noticeable impact on Finnair's traffic revenue in Asia.
See related report: Finnair: Japanese JV to the rescue for the new nonagenarian following profit warning
Charter traffic revenue fall 34% on a capacity cut of 31% as demand from external tour operators fell. Finnair continues to convert its most popular charter routes to scheduled services.
Only in the cargo business was there a more positive revenue outcome in 2Q2014. Cargo revenues grew by 1.2%, in line with ATK growth of 1.1%. Finnair said that overcapacity in the cargo market continues to depress yields and that foreign exchange movements also had a negative impact, but that it is seeing early signs of a recovery in demand.
Finnair traffic and revenue by region: 2Q2014
Fin2.PNG

Source: Finnair
[h=2]Finnair expects a "significant" operational loss for 2014[/h]At the start of 2014, Finnair expected that revenue this year would be close to 2013's level. In Jun-2014, it said that 2014 revenue would be "significantly lower" than last year, since unit revenues were weaker than previously expected. It did not give any guidance on profit at that time, saying that it would at the conclusion of employee negotiations over further savings.
Finnair still expects 2014 revenue to be significantly lower, in spite of a small traffic increase. It now also says that delays in the personnel cost reduction talks and the continued decline in unit revenues mean that it expects a "significant" operational loss in 2014. In 2013, the operational result was a small loss of EUR5 million. This followed a profit of EUR45 million in 2012, which had been the first positive result since 2008.
It can be assumed that the 2014 result will be worse than in 2013, marking a second successive year of deteriorating results. As CAPA has suggested previously, this makes Finnair's long term target of an operating profit margin of 6% look further distant.
See related report: Finnair struggles to convert Europe-Asia niche into sustainable profit as revenue outlook weakens
[h=2]Finnair's deteriorating profits buck the global airline cycle[/h]Moreover, Finnair's operating profit performance is going in the opposite direction to that of the global airline sector. According to IATA, the world's airlines saw improved results in 2013 over 2012 and another improvement is forecast for 2014. Finnair's underperformance against the global airline profit cycle highlights the challenges faced by smaller network carriers.
See related report: The airline profit cycle: what goes up must come down. Possible warning signs as Farnborough nears
Strategically, its membership of oneworld and, in particular, Finnair's participation in the joint ventures on the Atlantic and on routes to Japanappear to be advantages. Moreover, it has successfully carved out a niche in developing connecting traffic on routes between Europe and Asia via its Helsinki hub.
However, its small domestic market and relative lack of scale perhaps leave it too dependent on this niche at a time when Gulf carriers (and, to some extent Asian airlines) with lower unit costs and high service quality are rapidly coming to dominate these markets. In addition, competition from European low-cost carriers is eating into the crucial European feeder traffic that it needs to sustain its niche.
Finnair has taken steps to invest in product upgrades and this may partially help to offset some downward pressure on unit revenues, but unit cost reduction rightly remains the priority. The arrival in 2H2015 of Finnair's first A350, with its greater fuel efficiency and superior cabin, may even help both unit costs and unit revenues.
It will be vital for Mr Vauramo to achieve all the necessary labour cost reductions so that Finnair can derive the maximum benefit from its new long-haul aircraft. That is a tough call.
 
Finnair proceeds with cabin crew outsourcing
Continua il processo di outsourcing per l'equipaggio di cabina per AY.
Il management ha siglato un accordo con la norvegese OSM Aviation che fornira' l'equipaggio di cabina inizialmente per le rotte su HKG e SIN.
Gli equipaggi saranno assunti dalle basi asiatiche di OSM Aviation.
L'intenzione di AY e' quella di incrementare la cooperazione con OSM fino a 20 rotte (corto e lungo) del proprio network entro i prossimi due anni.

Ecco la press release ufficiale di Finnair:
http://www.finnairgroup.com/mediaen/mediaen_7.html?Id=xml_1684689.html
 
CAMPAIGN INFO;
FINNAIR AND FINAVIA JOINT MARKETING

It's time for a Match made in HEL as we - Finnair and Helsinki Airport together - launch a new campaign to promote Helsinki Airport as the smooth and cool airport as well as Finnair and its position as the fast airline between Europe and Asia, connecting east and west. The Match made in HEL during autumn of 2014 is led by Finnish skateboarder Arto Saari, one of the most well-known skateboarders in the world. First phase of the campaign is dedicated to recruitment of skateboarders to come to Helsinki in October for a 2-day event held all around Helsinki airport area. The second phase is the actual event during which we document at the home base of the fast airline between Europe and Asia.

The campaign website at www.matchmadeinHEL.com is now open. See the first phase recruitment video on our Match made in HEL Youtube channel here: www.youtube.com/watch?v=2fVUXo5_uuI