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The opportunities available for
exploitation of this airline are immense. There is a possibility of improvement
with even revenues going past 18,312,329 projections in the 10th year. The
forecasted traffic growth will also increase by more than 373,721 beyond year
10. The improved performance is seen
from the increased profitability that the airline will realize in its
short-term period. It’s imperative that
cost reduction be the main driver of its operation if it has to realize this
goal. Cost reduction will enable the airline to attain more revenue, which will
trickle down to the customers. This will make the airline be more competitive
and attain newer markets, which will be a positive attribute to its operations
and long-term sustainability.
A typical fleet planning model for new airlines
References of Airline Fleet
Planning
|
[1] |
P. Clark, Buying the
big jets: fleet planning for airlines. Routledge, 2017. |
|
[2] |
M. Rosskopf, S.
Lehner and V. Gollnick , "Economic–environmental trade-offs in long-term
airline fleet planning," Journal of Air Transport Management, pp.
34, pp.109-115., 2014. |
|
[3] |
L. J. L. A. G. M. L.
F. Timothy, "Airline Planning and Schedule," in Quantative
Problem Solving Methods in the Airline Industry, Springer, 2012, pp.
462-654. |
|
[4] |
G. David ,
"Airline Business Models and Networks: Regulation, Competition
and," Review of Network Economics ·, January 2006. |
|
[5] |
D. Kindström,
"Towards a service-based business model–Key aspects for future
competitive advantage," European management journal, pp. 28(6),
pp.479-490., 2010. |
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