Beyond the hype, where the true value lies

Governments around the world are pouring money into the aviation industry as never before. Regardless of the forms these cash injections take (grants, loans, equity or tax deferrals), governments around the world are becoming de facto the next key stakeholders of aviation. They must thus finance a transformation that serves both citizens and the planet. In exchange for the financial support, governments should ask airlines to: (i) assure competitiveness through restructuring, and (ii) implement transition programs into a “green” aviation model.

It is clear to all that COVID-19 has dealt a devastating blow to the aviation industry. However, while the pre-crisis industry was still thriving from the waves of globalization and commoditization of travel, it was already facing threats such as environmental pressures, unbalanced profit sharing along the value chain, and multiple constraints on operational and business agility. The recovery phase will be extremely challenging, and we believe future growth will involve nothing less than reinvention of the industry.

In the context of sustained growth in air travel, rapid advancements in digital technology and ongoing cost pressures in the global aviation sector, Arthur D. Little has conducted a research study to examine the potential for digital technology to reduce total airport operating costs.

Chiffres clefs d’un scénario de maintien de la part de marché du pavillon français vs continuité du déclin :  

Dans le cadre des Assises du Transport Aérien lancées par le Gouvernement français le 20 mars 2018, le cabinet de conseil en management, Arthur D. Little, publie son diagnostic de la performance du transport aérien français et trace plusieurs pistes pour renforcer sa compétitivité. Parmi ses principales conclusions, Arthur D. Little estime que l’Etat pourrait réduire d’au moins 4,5 milliards d’euros sur 10 ans (450 millions euros par an) les coûts portés par les transporteurs aériens opérant en France en s’appuyant sur 5 leviers :

Legacy airlines have long struggled with choosing the best strategy to adopt in the era of hyper-competition, having been faced with i) the rise of low-cost carriers, first in the short-to-medium-haul segment, and now also in the long-haul segment; as well as ii) the natural trend of travelers in a maturing industry increasing in sophistication. Legacy airlines (mostly in Europe and Asia) therefore have decided to create “multi-brand airline holdings” to seize the opportunity of new segments and protect their key markets, but this comes with the risk of cannibalization.