What does it take to launch an airline?
While starting up a company is never easy, starting an airline has a lot of very specific challenges that are hard to plan the first time around.
Launching an airline demands preparation: completing a business plan is a key milestone but that's only the beginning of the journey.
After that there are still hundreds to decisions to make during the implementation.
The course provides a framework to students writing a business plan and designing a project plan by giving them an insight on the challenges ahead.
The course highlights the key aspects based on real life experience. The side forum is the best place to ask specific questions and get answers from someone who already went through the process.
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A standard business plan consists of 5 parts:
- The Market Analysis
- The Network and Fleet Plan
- The Marketing Plan
- The Overhead Analysis
- The Financial Plan
During the market analysis, you will look at the market sizes, the competition, the segmentation, industry internal and external factors
During the network and fleet plan you will decide and on the destinations, the frequencies and initial schedule, the aircraft types and the configuration
During the marketing plan you will look at the sales organisation, the pricing, the branding, the product, the distribution and potentially the frequent flyer program.
During the overhead analysis you will look at the organisation structure, some job descriptions and the legal environment.
A project plan for an airline startups has some basic activities all startups have to take on as well as some specific activities related to the airline industry.
Some very specific activities that you should be prepared to undertake.
How do the activities come together?
Upon request, here is a breakdown of the big items to consider when launching an airline as well as a small benchmark and some recommendation.
It is impossible to give an average as you'll see in the benchmark; values are very different. In particular, most of the cash is spent on operating losses during the first months/years of operation. Those operating losses depend on the market and choices made by the management.
Faical is an Airline Strategy specialist and speaker at international conferences.
Faical began his career in 2004 in Spain and fell in love with the aviation business.
After working for 2 airlines, he joined a consulting firm dedicated to the airline industry.
For more than 5 years he lead consulting engagements in the areas of Strategy, Network Planning, Revenue Management, Make or Buy decisions and Cost Analysis.
During his consulting years, he also founded a startup airline in Africa and spoke at various conferences.
He currently holds a position at a technology company that delivers solutions to the airline industry.
His knowledge of the airlines goes beyond the customer facing functions and reaches for the very core of the companies.
"As a passenger, we don't see the amount of work being done at an airline; we tend to think an airline is only made of pilots and flight attendants but there is so much more happening out there!"
"I always knew I wanted to work for an airline, but I didn't know what I could do, where to start?"
"I was lucky I started in the Network Planning area, which is very central and gave me exposure to the entire airline"
"I had exposure to CEO level issues at a relatively young age and it made me grasp the global picture quicker"
Faical is an enthusiastic traveler and he visited 50 countries. He loves Live Music and Basketball.