Airlines India, Indian Airlines

13/9/2006

SWISS, Lufthansa Merge Operations in Saudi Arabia

A senior airline official has announced the completion of the merger of Saudi-based operations of Swiss International Air Lines (SWISS) and Lufthansa German Airlines, which will offer uniform price for tickets and choice of flights besides destination options to thousands of passengers flying on these two airlines. Rolf Koller, general manager for both airlines in the Kingdom, made this announcement here yesterday.

“Passengers traveling on either airline from Saudi Arabia can benefit from a single price structure which will help travelers to journey one way on SWISS and return on Lufthansa or vice versa,” said Koller. Additionally, passengers can enjoy a choice of six flights a week, between both Riyadh and Jeddah. SWISS, he said, would introduce its fourth frequency on Dec. 2, which would ensure that there will be a flight every day in a week.

He said that the two airlines together operated 12 flights a week from the Kingdom to Frankfurt and Zurich. “And now with the merger, it is part of our commitment to the Kingdom to ensure that through SWISS’ and Lufthansa’s combined network we provide choice for each day of the week,” said SWISS-Lufthansa chief, adding that the two airlines had completed integration procedures in the Kingdom.

Referring to the merger, he said that the sales and marketing functions of the two airlines had been merged fully and a centralized office had been set up to operate. Koller further said: “With our new one-company focus, sales and marketing operations and airport services will function from our combined offices in both Riyadh and Jeddah.” The 50-men strong team in the Kingdom will be able to optimize services for both airlines more conveniently, he said.

The Riyadh office will be based in the Olaya district, while the Jeddah office has moved to the Al-Sharafeyah district of the city. Koller will sit in the airlines country office based in Riyadh, while Abdulaziz Mangera, the regional manager for the Western Province, will also be responsible for the port city of Jeddah, Makkah and Madinah. The move to operate jointly following the merger will provide added benefits and competence to the two airlines, said Koller.

About benefits to customers, he said: “The partnership between SWISS and Lufthansa is a natural one, ideally complementing two high quality carriers, an amalgamation of professionalism and a high performance pairing that offers our customers optimum flexibility and reliability for their air travel needs. It reflects the consolidation processes in the present aviation industry.”

He said that the SWISS network was not limited to travel to Switzerland; rather it offered a comprehensive network of 71 destinations in 42 countries, through its summer timetable.

“In addition, the partnership with Lufthansa affords SWISS travelers the option of additional destinations across Lufthansa’s 181-strong destination network, covering 76 countries” said General Manager Koller.

He said that a single airfare, combined check-in facilities, joint frequent flyer program; through Miles & More, and optimum hub connections via Zurich, Frankfurt and Munich, made both airlines an indomitable force for visitors to Europe.

SWISS has also joined Star Alliance, the world’s largest and most comprehensive airline grouping. Star Alliance extends to 842 destinations in 122 countries, offering reciprocal access for SWISS Miles & More members across 660 lounges, as well as accrual and redemption of frequent flyer points. This is in addition to many other programs and incentives for customers on which the two airlines are now jointly working.

10/9/2006

E-ticketing boost for China

China World Trade Corporation announced that 75% of its air-ticket sales has been achieved through electronic air-ticketing by its subsidiary Guangdong New Generation Commercial Management Limited will cautiously prepare for the complete implementation of electronic air-ticketing by 2007 all over China.

Figures showed that the E-ticket sales revenue nationwide in 2005 was US $530 million, which is 5 times to US $120 million as recorded in 2003. It is also estimated that the E-ticket sales revenue will be reaching over US $630 million in 2006.
International Air Transport Association ('’IATA'’) has targeted to replace paper air-tickets with E-tickets in 2007 all around the globe.

Being an IATA member, China has successfully implemented E-ticketing through the IATA Billing & Settlement Plan ('’BSP'’) in more than 83 Chinese cities. As of February 23, 2006, an average of 40% of air-ticket sales in Chinese IATA BSP travel agencies was in fact achieved through E-ticketing. Big Chinese cities like Beijing, Chengdu, Haikou have recorded an even higher proportion of 55% or above.

In the meantime, almost all China domestic airlines have joined the E- ticketing BSP system, such as China International Airlines (Beijing), China Eastern Airlines (Shanghai), Shanghai Airlines (Shanghai) and Hainan Airlines (Haikou). By such arrangement, it is estimated that China may even complete the switch to E-ticketing as early as the end of 2006.

Huge benefits come along with E-ticketing implementation. Chinese customer will not worry about the ticket lost and no last minute queues for tickets on departure. Travel agent will be able to make changes to the actual ticket whilst the customer is on the phone, and for airlines, it is estimated that approximately 9 US dollars in savings could be made when an E-ticket is issued instead of a paper ticket.

‘’We hold a positive but cautious view to E-ticketing in China, convinced by the promising growth rate of the sales all over the country. 75% of our air-ticket sales through NG are now in fact E-tickets,” said Mr. William Tsang, President of CWTD, ‘’Given the lack of a comprehensive electronic payment in China, however, most consumer are actually paying cash off-the-line.

Despite that real E-ticketing purchased online is still a dream to come true, we will keep track of the technology development and stay in touch with the latest trend in the ticketing area.'’

India, Brazil, S. Africa Ties to Soar on Aerospace

Filed under: — crew @ 8:51 am

An ambitious attempt to revive South-South economic cooperation around India, Brazil and South Africa (IBSA) is expected to receive a major fillip when the heads of state of these developing country majors meet in Brazil during the second week of September.

While the IBSA countries compete with one another in world markets and logistical constraints hamper expansion of trade, analysts believe there exists considerable opportunity for these three developing countries to technically collaborate with one another in specific high-vallue areas such as aerospace and atomic energy.

On Sep.13, when India’s Prime Minister Manmohan Singh meets his counterparts from Brazil and South Africa, an attempt would be made to thrash out a trilateral free trade area (FTA) agreement. The proposed agreement would not just be among the three countries but involve regional groupings, that is, SACU or the South African Customs Union (comprising South Africa, Botswana, Lesotho, Swaziland and Namibia) and MERCOSUR or Mercado Común del Sur (comprising Brazil, Argentina, Uruguay, Paraguay and Venezuela — with Bolivia expected to join in).

It was in June 2003 that the foreign ministers of India, Brazil and South Africa first met in Brasilia to set up the IBSA dialogue forum. This forum became a formal initiative with meetings in New Delhi (March 2004), Cape Town (March 2005) and Rio de Janeiro (March 2006). There is widespread agreement that trade among India, SACU and MERCOSUR can go up considerably in the years ahead.

Intra-IBSA trade currently accounts for only two percent of the total volume of trade carried out by the IBSA countries. No single IBSA country is among the top ten trading partners of the other two countries. Yet, trade among the three countries and regional groupings has gone up considerably in recent years.

Two-way trade between India and MERCOSUR more than doubled between 2001 and 2005 from less than one billion US dollars to 2.3 billion dollars. Similarly, bilateral trade between India and South Africa has gone up by 133 percent in these four years from 1.3 billion dollars to 3.1 billion dollars. Trade among the IBSA nations could rise to 10 billion dollars by 2007.

After a series of discussions among representatives of four academic institutions and non-government organizations — the South African Institute of International Affairs (SAIIA), Business Unity South Africa (BUSA), the Consumer Unity & Trust Society (CUTS) from India and the Institute for International Trade Negotiations (ICONE) from Brazil — the conclusion that emerged is that the IBSA countries would benefit considerably if they cooperated with one another in developing their respective aerospace industries.

“The concept of IBSA originated in the desire of all the three countries to reform the United Nations Security Council but it then went way beyond this political idea to become an initiative for economic cooperation,” Peter Draper, head of the “development-through-trade” programme at the Johannesburg-based SAIIA told IPS recently in Pretoria.

“All three IBSA countries have vibrant democracies, are at comparable levels of development and have similar problems in dealing with poverty,” said Mbulelo Rakwena, diplomat and chief director for Latin America and the Carribean in South Africa’s foreign affairs department. Given the “chequered history of South-South cooperation”, he hoped the IBSA initiative would not ‘’degenerate into a talk shop reiterating platitudes” or become an exercise in “empty political dialogue”.

Jerry Vilakazi, chief executive officer, BUSA, says that despite the fact that many pronouncements are made about South-South economic cooperation, “developing countries have a higher comfort level in trading with countries in the North, including their erstwhile colonial masters”.

One constraint hampering trade among the IBSA countries is the high cost of transportation. Consignments from India and Brazil to South Africa first travel to Europe before reaching their destination because of low trade volumes, thereby increasing freight costs. Because of similar considerations, that is, low traffic, it is less expensive to fly from India to the U.S. than to Brazil, although Brazil is closer.

Despite the fact that the three countries have been acting closely with one another during negotiations at the World Trade Organization, the IBSA nations compete in international markets to export leather, garments and agricultural commodities like cotton and sugar to developed countries. At the same time, there is considerable potential for the three countries to cooperate in industries and sectors such as biotechnology, pharmaceuticals, ethanol and mining operations, besides aerospace.

Investment relations among the three countries have been ad hoc and erratic: Indian pharmaceuticals producer Ranbaxy has a presence in both South Africa and Brazil and vehicle manufacturers Tata Motors and the Mahindra group have invested in South Africa. India, in turn, has received investments from South Africa’s diamonds major De Beers and SAB Miller in alcoholic beverages. However, there have not been any major investments by Brazilian firms in either India or South Africa. While Brazil is the second largest recipient of foreign direct investment after China, India and South Africa are both conspicuous by their absence in that country.

Although language barriers have hampered economic relations among the IBSA countries — in India, it is difficult to find Portuguese translators though not Spanish ones — what has acted as a real dampener is lack of awareness about one another’s countries. A survey conducted by SAIIA, CUTS and ICONE found that most businesspersons interviewed in the three countries were not even aware of the IBSA initiative.

Nevertheless, there is consensus that just as South Africa can act as a hub for trade with the entire continent of Africa, and Brazil for Latin America, India too could act as a gateway for trade and economic relations with the entire SAARC region — the seven countries of the South Asian Association for Regional Cooperation (SAARC) comprise India, Pakistan, Sri Lanka, Bangladesh, Nepal, Bhutan and Maldives.

Pranav Kumar, policy analyst with CUTS, told IPS that the one important industry in which the three IBSA countries could come together despite logistical constraints is aerospace. “India is strong in military aircraft and space technology, Brazil has a lot of expertise in building passenger aircraft, while South Africa is ahead of the two others in the area of aviation electronics,” said Kumar, adding that there was “mutual complementarity” in this sector that could be built upon.

Mario Marconini of ICONE says that since Brazil’s aircraft manufacturers were among the country’s most important exporters accounting for exports worth two billion dollars a year, “there is a need for aviation experts in the three countries to sit together to work out how best technical cooperation arrangements can be worked out”. He adds that all three countries would stand to gain a lot from such cooperation as the international aerospace industry was growing at an impressive, sustainable pace of 25 percent a year.

Another area of technical cooperation could be civilian nuclear energy that is expected to get a boost once the recent agreement between the governments of India and the U.S. is finalized. Brazil and South Africa are both members of the Nuclear Suppliers Group and both have backed India’s position on relaxation of rules for supplying nuclear fuel.

6/9/2006

Air France-KLM July Traffic Rises 4.9% on Americas, Asia

Air France-KLM Group, Europe’s biggest airline, said passenger traffic rose 4.9 percent in July, in line with capacity, on increased travel to the Americas and Asia.

The load factor, or proportion of seats filled, declined 0.1 percentage point to 85.2 percent, Paris-based Air France-KLM said in an e-mailed statement today.

Traffic, or the number of passengers multiplied by the distance flown, rose 2.3 percent on North and South American routes, on a 3.3 percent increase in capacity. That pushed the load factor down 0.9 point percentage point to 90.4 percent. Asian traffic rose 8.7 percent. The load factor on Asian flights gained 1.2 point to 89.6 percent on 7.2 percent more capacity.

The airline, formed by Air France’s 2004 takeover of KLM Royal Dutch Airlines NV, has consistently raised traffic faster than Deutsche Lufthansa AG or British Airways Plc by allowing intercontinental passengers to fly via its Paris hub in one direction and return via its Amsterdam base at no extra cost.

Advertising A Strategy To Strengthen AirAsia’s Brand Globally

AirAsia Bhd defied the trend by spending a lot on advertisements and marketing when the region was facing tough times like the Severe Acute Respiratory Syndrome (SARS) epidemic and the Bali bombings.

“At a time when most of the airlines in the world are cutting their spending on advertisement AirAsia took up the challenge to triple spending on ads and marketing,” group chief executive officer, Datuk Tony Fernandes, told students at the “Entrepreneur Talk” organised by Taylor’s Business School here Wednesday.

“We made money during SARS and the Bali bombings. We treated the free seats promotions as advertising to attract more customers.

“The airline had managed to fly 36,000 passengers per month since it was started in 2001,” he said.

Fernandes said the low-cost airline aimed to carry 15 million passengers next year compared with nine million as at end of June 2006.

“We have used other strategies to promote our brand globally through local and international media.

“AirAsia also sees advertising and marketing as a strategy to strengthen its brand name globally,” he said.

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