airberlin

Finnair’s new short-haul model has to be ‘ruthlessly’ low-cost, says CEO Vehviläinen

This is the year of Europe’s legacy carriers finally addressing their unsustainably unprofitable short-haul networks, and the answers so far have primarily been to strip costs out of existing models to make the carriers competitive against low-cost rivals. But Finnair’s decision to outsource its short-haul flying to a joint-venture partner suggests hybrid models can only achieve so much savings, while the structure of legacy carriers has inherent higher costs that cannot be taken out. Starting afresh becomes another, better, solution.

And a tabula rasa today in Europe, or at least Scandinavia, cannot be used to launch a hybrid carrier, Finnair CEO Mika Vehviläinen tells CAPA. Rather, when Finnair’s new short-haul operation commences in 1H2013, it must be “ruthlessly” low-cost, Mr Vehviläinen said. Yet this poses quandaries for Finnair’s business model of efficiently linking Europe with Asia as long-haul passengers, premium in particular, will be subject to LCC-style service on onward connections.

Conversely, lower-cost feeder flights could make Finnair’s long-haul services more price competitive.

Emirates responds to airberlin-Etihad alliance with capacity and equipment upgrades to Germany

A significant initial outcome of last year's airberlin-Etihad alliance is the capacity increase airberlin and Etihad have implemented over the past week between Germany and Abu Dhabi. Emirates has responded with its own capacity increases, the fact of which is unsurprising. What is interesting is how Emirates had operated to the restrictive and limited German market with A340-300s, which it is in the process of disposing. Emirates in recent times had largely confined the A340-300, with older and less premium interiors, to secondary markets, but the rapid increase in competition in the form of airberlin-Etihad is seeing Emirates deploy its more competitive Boeing 777-300s.

airberlin makes no apologies for Etihad alliance after joining oneworld

airberlin this week proclaimed it would “take off for a shared future” with oneworld, but the carrier’s medium-term future is not with the global alliance but rather its new strategic partner Etihad Airways.

In the driver’s seat is airberlin CEO Hartmut Mehdorn, who after the carrier’s joining event in Berlin this week gave a frank assessment of the situation. “Of course,” Mr Mehdorn said of British Airways preferring to receive airberlin’s feed instead of Etihad. But conversely, few oneworld carriers serve airberlin’s namesake hub. “And we would prefer a flight to Berlin. It’s a give and it’s a take.”

airberlin can extract from oneworld only as much as member airlines fly to Berlin, which the majority do not do. The Berlin Government is working to incentivise companies to make Germany’s largest and capital city their home. From there more flights can flow, but this ambition has a long lead time. It is not irrelevant to ask if airberlin, knowing an Etihad alliance would eventuate, would have proceeded with oneworld membership.

airberlin joins oneworld alliance, but its full potential will not be immediately realised

The oneworld alliance on 20-Mar-2012 is welcoming airberlin as its 11th member, but the carrier's full potential will not be immediately realised.

airberlin's advantage is a continental European base, which oneworld lacks and barely had prior to the Feb-2012 collapse of Hungary's Malev. But the hub can only be utilised if oneworld carriers serve it, and so far they have been coy about adding services, preferring instead the country's –  and one of the world's – leading financial centres, Frankfurt, much to the disappointment of airberlin.

From airberlin's accession, oneworld will gain market share, but not only are SkyTeam and Star Alliance expanding as well, they are adding members in key growth markets. airberlin this week brings 38 new destinations to oneworld's network, although they are primarily leisure points and not the corporate destinations that bolster airline yields. The airline has evolved, with additional costs, from a low-cost carrier to a hybrid one targeting the corporate sector, but has yet to see a yield uptick.

Middle East network carriers strategies vary on partnerships but both seem to work

Emirates has found itself in the limelight after impacting comments about how it does not like to pursue partnership strategies, unlike – although not explicitly named – its neighbour up the road, Etihad Airways, which has made partnerships a fundamental point of its business and has approximately 30.

But while Emirates and Etihad have the same broad strategy, nuances mean both carriers have chosen strategically sound paths and have little need to defend their strategies. Thierry Antinori, who last year turned down the CEO role at Lufthansa Group's Austrian Airlines to join Emirates as EVP Passenger Sales, told Reuters that at Emirates "we prefer to buy airplanes than airlines" and mused on partnerships: "We do not lose time in discussion with alliances, which are not very clear for the customer to understand. They say 'we offer you seamless travel' but in the end they offer seamless trouble."