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 请教在澳洲对航空公司的感受！Virgin Blue Vs Qantas Vs Jetstar |
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澳洲航空业比较发达。是否有统计数据显示休闲旅游的旅客占总旅客的比例？ -- 游客 - (33 Byte) 2005-1-05 周三, 09:23 (534 reads) |
outofcorner
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作者：outofcorner 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
下面的是从IBIS World 的database里面摘要， 希望对你友帮助。
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IBISWORLD INDUSTRY REPORT
Scheduled Domestic Air Transport in Australia
I6402
2 September 2004
MARKET CHARACTERISTICS
MARKET SIZE
§ Real industry revenue is believed to have increased by 4.5 per cent in 2003-04 and is estimated to be $5071.4 million and value added is estimated to be $2631.7 million. During the same period there were an estimated 92 enterprises operating from 275 establishments, employing an estimated 14750 people.
§ Major Australian domestic airline passenger activity grew by 5.2 per cent in 2002-03 compared to 2001-02, indicating strong recovery in the industry since the collapse of Ansett airlines in September 2001.
LINKAGES
Demand Linkages
§ None
DEMAND DETERMINANTS
There are a number of factors that affect demand for air passenger services on a particular route. These include:
§ air fares, relative to the prices of other goods and services which compete with air travel for the consumer's dollar;
§ prices of alternative modes of transport, namely car, coach and train (and ship in the case of travel to Tasmania or other islands);
§ non-price criteria such as the quality of service provided by air transport relative to other modes (for example availability and frequency of service, travel time involved, comfort and safety); and
§ the socioeconomic-demographic characteristics of travellers and the level of economic activity in the route catchment areas, measured by, for instance: population, disposable incomes, and particular local activities such as tourism and major developments in other industry infrastructure.
DOMESTIC AND INTERNATIONAL MARKETS
Domestic and International Markets Exports
The export level is low
The export trend is increasing
Domestic and International Markets Imports
The import level is low
The import trend is steady
Domestic And International Markets Analysis
§ In the absence of exports and imports, domestic demand equals to revenue and in 2003-04 was estimated to have been $5071.4 million.
BASIS OF COMPETITION
§ One of the forecast benefits of deregulation was the assumption that greater competition facilitated through the entry of new operators would lead, inter alia, to lower fares for air travellers. There is no doubt that both Virgin Blue and Impulse had a significant effect on the level and intensity of fare based competition. Some of the deepest discounts seen since deregulation occurred during 1999-00 and 2000-01. Virgin Blue has had the support of Governments, airport operators and the tourist industry, but Impulse Airlines has been absorbed by Qantas.
§ Aspects of quality of service are frequently used by airline management as a means of non-price competition, particularly in the business class market segment, which is less price sensitive. Competitive measures which Australian domestic airlines have taken include provision of luxurious airline club lounges, priority ticketing and check-in procedures for premium class passengers, valet parking service, generous width and pitch of seats and provision of high quality catering and other on-board services such as newspapers and magazines in premium class cabins, and hire car and hotel reservation services.
§ In late October 2001, Qantas flooded the domestic market with one million discount fares in an attempt to dominate Ansett Mark II (now defunct) and Virgin Blue. Qantas also revealed that it would spend $1.5 billion on new aircraft consisting of two Dash 8 regional planes and fifteen single-aisle Boeing 737-800s.
§ Qantas has introduced "City Flyer" services between Melbourne and Sydney and is seeking to extend the concept between Sydney and Brisbane. It guarantees departures every half-hour during Sydney and Brisbane. It guarantees departures every half-hour during peak periods in the morning and afternoon.
§ In January 2002, Virgin Blue moved to expand its own terminals and to offer flight connections with automatic baggage transfer. It has also signed-up for the Sabre electronic booking system would also help Virgin Blue attract business from the Star Alliance of global airlines, which had been without an Australian partner since Ansett's collapse. In late 2002, Virgin moved into the old Ansett terminal at Sydney. In June 2003, Virgin Blue opened its user-pay Blue Room airport lounges.
§ Internal competition intensified at the lower end of the market when Qantas introduced its low cost airline Jetstar in late May 2004. Qantas believes that Jetstar has a cost advantage with a cost base of 8.25 cents per available seat kilometre, lower than the figure Virgin Blue outlined in its prospectus of 8.72 cents per ASK.
LIFE CYCLE
Life Cycle Stage
The life cycle stage is mature
Life Cycle Reasons
§ No new geographical expansion
§ No new technology introduced to start a new cycle
§ The domestic market is considered to be mature with collapses and bankruptcies becoming common.
Life Cycle Analysis
The domestic market is considered to be mature even after a number of years of deregulated environment and the change in ownership of Qantas. The major players are well entrenched and the only scope left is to develop market niches.
SEGMENTATION
PRODUCTS AND SERVICE SEGMENTATION
Product/Services Share
Interstate airlines 75.0%
Regional (intra-state) airlines 10.0%
Commuter airlines 10.0%
OnCarriage service 5.0%
§ First Level or `major' airlines market is served by jet aircraft capable of carrying 100 to 250 passengers and 2 to 10 tonnes of freight. This market is now deregulated and the only competition for Qantas is from Virgin Blue, while the other start-up, Impulse Airline has been absorbed by Qantas. Qantas has utilised the low cost-structured Impulse operations to service holiday destinations on a wet-lease basis.
§ Second Level or `regional' airlines operate mainly intrastate services using smaller jet or turboprop aircraft in the 40 to 80 seat range and carry up to 2 tonnes of cargo. Secondary routes are now being dominated by QantasLink subsidiary which includes Sunstate, Eastern and Southern Airlines; and Airlink network flown for Qantas by National Jet systems, which provides the aircraft and the flight and cabin crews for services on several routes suited to its small BAe 146 jets. Kendell and Hazelton which were former subsidiaries of Ansett have been acquired by Australiawide Airlines, which was spawned by ANstaff, the pilot led consortium that bid unsuccessfully for Ansett. Queensland Airline Holdings, which bought the assets of collapsed carrier Flight West Airlines and relaunched it as Alliance Airlines at the end of July 2002.
§ Third Level or `commuter' airlines generally link rural communities of between 6000 and 20 000 population with their capital city, using piston engine or turboprop aircraft seating between 5 and 36 passengers. These passengers are largely city-based business people, and city and country-based bureaucrats. Flight lengths usually vary between 250 and 400 kilometres, with some routes being around 700 kilometres.
§ Whilst the majority of commuter operators are privately owned and undercapitalised, the business requirement of having access to a nationwide Computer Reservation System (CRS) has led to most of them now being associated with one of the major airlines. This arrangement gives the major airlines access to significant on-carriage business and provides reservation, ticketing and ground-handling services to the commuter operators at marginal cost.
MAJOR MARKET SEGMENTS
Market Segment Share
Domestic tourists 40.0%
Business sector 35.0%
Inbound tourists 25.0%
Analysis:
Revenue for domestic operators in the aviation industry is partially derived from the business sector, domestic tourism and inbound tourism. It is estimated that domestic tourism contributes 40 per cent of revenue followed by 35 per cent from the business sector and the rest from inbound tourism 25 per cent.
As new capacity comes on-line primarily from low cost operator, Virgin Blue, the domestics tourism sector is set to increase. Furthermore, Qantas is setting-up a low-cost airline, Jetstar similar to overseas low cost models such as Ryanair in the United Kingdom.
INDUSTRY CONCENTRATION
The level of concentration is high
§ In 2002-03, the top two players accounted for 87 per cent of industry revenue. Since the collapse of Ansett in September 2001, the market shares of Qantas and Virgin Blue increased significantly on trunk routes.
§ However, according to the Australian Bureau of Statistics business register of June 2001, over 83 per cent of entities that had revenue of less than $0.5 million. This indicates there are numerous smaller operators that make-up the remainder of industry market share.
GEOGRAPHIC SPREAD
Year: 2001
Table: Distribution of Management Units by State
Region Percentage
QLD 25.0
NSW 24.0
VIC 21.0
WA 14.0
SA 7.0
NT 5.0
TAS 3.0
ACT 1.0
§ Based on total revenue passenger movements, the top 5 corridors constituted 48 per cent of all movements in 2002-03, and were as follows: Melbourne-Sydney: 39.0 per cent; Brisbane-Sydney: 25.5 per cent; Brisbane-Melbourne: 16.1 per cent; Adelaide-Melbourne: 10.4 per cent; and Adelaide-Sydney: 9.0 per cent. As a consequence, establishments tend to be concentrated in New South Wales, Victoria and Queensland.
作者：outofcorner 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
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