Ashab Rizvi

The push for sustainable aviation fuel (SAF) adoption is an unparalleled challenge for the aviation industry. While some interventions can help to overcome these hurdles, many uncertainties remain. The industry and regulators must be realistic and not rely on SAF as a panacea for decarbonization.

Full-service airlines have invested heavily in premium cabins, which has paid dividends, especially in the post-pandemic era. But how sustainable are they? Can low-cost carriers that are pivoting towards premium disrupt this stream?

Azul is now the second-largest carrier in Brazil. The pandemic has done little to deter its growth, but the airline must find a solution for its increasing debt levels. Can a merger fix this?

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High unit costs, reduced operational efficiencies, and increased competition from network carriers have combined to create a significant challenge for ultra-low-cost carriers in the U.S. However, Allegiant and Sun Country's resilience indicates that they are unlikely to go out of business anytime soon.

Indigo’s dominance in the domestic Indian market is a testament to its cost leadership and superior operational capabilities but venturing into international long haul market with widebody aircrafts will need a shift of mindset, strategy and planning from its low cost operation. The international market is highly competitive and demands premium products, operational flexibility, a loyalty program, and more experienced crew - all of which IndiGo currently lacks. Even if IndiGo were to introduce these services and products in the next few years, it would likely face strong competition from Air India, which has more experience in these areas, leading to intensified competition as both airlines expand their international networks. The question arises whether the market is large enough to accommodate both Air India and IndiGo.

The airline industry is on the brink of a technology revolution that will bring both challenges and opportunities. Despite the obstacles, executives are preparing themselves for a future where technology will play a pivotal role in enhancing profitability through process efficiencies, particularly within the revenue management function.

Despite the setbacks faced by many low-cost carriers (LCCs) around the world in their long-haul operations, LCCs in the United States and Asia have been steadily increasing their capacity on long-haul routes. So far, the results have been positive. With the availability of better aircrafts, a growing middle class and the evolving travel preferences of young travellers, there could be a billion-dollar opportunity waiting for LCCs.

The Long Haul Low-Cost business model has proved to be a challenge for airline executives, with very little success and numerous airline fatalities. However, with the evolution of the low-cost airline business model, changes in travel preferences post-pandemic, and advancements in aircraft technology, could we finally see a breakthrough in the last remaining frontier of commercial aviation?

2024 will be the year that the travel industry fully transitions from catch-up to true growth above pre-pandemic levels. Without revenge travel as a tailwind we expect a more normal growth trajectory for the travel industry this year.

The noticeable acceleration in the implementation of distribution changes in recent years has placed airlines in a favorable position, granting them greater autonomy over their inventory and reducing their reliance on Travel Management Companies (TMCs) compared to the past. This change in dynamics will prove consequential as more airlines move towards direct distribution.

When comparing Delta, United, and American Airlines, which operate in similar markets with comparable business models and market shares, are there any particular metrics that highlight an edge one airline has over the others? Interestingly, there are.