Competition between network carriers and low-cost carriers - retreat battle or breakthrough to a new level of efficiency?
Competition between network carriers and low-cost carriers - retreat battle or breakthrough to a new level of efficiency?
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DOI：
10.1016/j.jairtraman.2003.10.008
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发表时间：
2004-01-01
影响因子：
6
通讯作者：
Franke, M
中科院分区：
文献类型：
--
作者：
Franke, M
全球航空业的严重危机主要打击了拥有复杂轴辐运营平台的“传统”网络航空公司（NC）。 2001年9月11日的恐怖袭击加深了危机，但绝不是造成危机的原因。根本原因是第一次伊拉克战争后暂时的收入“泡沫”结束，导致航空公司利润创历史新高，并进行了大规模的运力扩张。 “黄金”90年代结束后，经济低迷和对恐怖主义的恐惧导致了大规模的运力过剩，收益率呈现出持续长期下降的趋势。乍一看，令人惊讶的是，低成本航空公司（LCC）不仅没有幸免，而且还受到了这种大规模衰退的提振。当乘客开始寻找方法来避免支付 NC 所需的高价以维护其复杂的轮辐系统时，他们的精益业务模式提供了一个引人注目的替代方案。在大陆航线上，低成本航空公司能够以低于NC航空公司50%的成本提供80%的服务质量。因此，至少在理论上，低成本航企能够应对超过 70% 的大陆 O&D（在美国和欧洲），使它们远离其作为利基业务的起源。然而，对于大多数洲际航线（以及一些大陆航线）来说，枢纽的捆绑需求仍然是不可或缺的要求。 NC 现在面临的挑战是重塑自己的商业模式。如果他们成功地以大幅降低的成本提供几乎相同的服务水平，他们不仅会稳定自己的地位，还会引领整个行业提高效率。本文分析了当前转型阶段的关键驱动因素，并概述了可能导致新均衡时代的先进航空公司商业模式的愿景。 (C) 2003 Elsevier Ltd. 保留所有权利。
The severe crisis of the global aviation industry has primarily struck the "classical" Network Carriers (NCs) with their complex hub&spoke operation platforms. The crisis was deepened, but by no means caused, by the terrorist attacks on September 11, 2001. The root cause was the end of a temporary revenue "bubble" after the first Iraq war, leading to historically high airline profits and major capacity expansions. After the end of the "golden" 90 s, an economic downturn and a fear of terrorism resulted in massive overcapacities, with yields showing a return to continued long-term decline.Surprisingly at first glance, low-cost carriers (LCCs) were not only spared, but boosted by this massive downturn. Their lean business model offered a compelling alternative at a time when passengers began looking for ways to avoid paying the high prices NCs demanded in order to maintain their complex hub&spoke systems. On continental travel routes, LCCs are able to deliver 80% of the service quality at less than 50% of the cost of NCs. Consequently, LCCs can-at least in theory-tackle more than 70% of continental O&Ds (in the US as well as in Europe), taking them far from their origins as niche businesses. However, for most intercontinental routes (as well as some continental ones) bundling demand in a hub remains an indispensable requirement. The challenge for NCs is now to reinvent their own business model. If they succeed in providing almost the same service level at drastically reduced cost, they would not only stabilize their position, but also lead the industry as a whole to the next level of efficiency. This article analyzes the key drivers of the current transition phase and outlines the vision of advanced airline business models that potentially lead to a new era of equilibrium. (C) 2003 Elsevier Ltd. All rights reserved.