Analysis of the state and prospects for the development of the passenger air transportation market. Airport as an element of the air transport system. The developing air transportation market and its dependence on urban growth Ways to develop the international air transportation market

I.Yu. Grigoriev, leading expert of JSC Aeroflot-Russian Airlines

Air transportation is a dynamically developing branch of global transport. Not only aviation technology is changing, but also methods, methods, and models of aviation business. The level of interaction between airlines is increasing from interline agreements on joint operation of lines to alliances. At the same time, the introduction of new information technologies has led to the emergence of new ways and areas of cooperation and interaction between airlines. Previously irreconcilable competitors Lufthansa, Air France, British Airways are creating a single portal for the purchase of spare parts, assemblies, consumables for aviation equipment and goods that accompany the aviation business. At the same time, a significant order volume allows us to reduce the purchase price.

Distribution (distribution) systems for the sale of air transportation have seriously transformed: in the USA and a number of European countries they have become one of the most frequently sold products on the Internet. Alliances are becoming increasingly important and widespread in the airline business. So, formed in 1997. Star Alliance brings together the route networks of five airlines: United, Air Canada, Lufthansa, Scandinavian (SAS) and Thai. Subsequently, ten more airlines joined it. Alliance forms of interaction have become not just a form of business integration, but also a necessary condition for existence in the market in the context of economic globalization.

The term "alliance" is commonly used to refer to cooperation between airlines that have decided to integrate their "Hub-and-Spoke" systems (Figure 1).

Rice. 1. Route models

This is how this system works. On internal routes - "spokes" - passengers from different points are collected at the central air transport hub. They are then distributed across domestic and international “spokes” connecting that hub to other similar hubs. From other air hubs, passengers are finally transported to domestic routes. Typically, the distribution of passengers from terminal hubs to domestic routes is handled by the airlines that operate those hubs.

It is possible that at least one of the final air hubs is operated by the same airline as the first air hub. This means that the company has its own Hub-and-Spoke network. For example, in the United States today, large airlines typically operate several central hubs. Linked national Hub-and-Spoke systems form a Hub-and-Spoke alliance network.

There are three stages to creating alliances.

The first stage is aimed mainly at generating additional income by attracting additional passengers through expansion of the route network and joint marketing.

The second phase is more focused on cost savings and continuing and strengthening cooperation on aspects of the first phase and involves separate agreements in one or more specific areas where joint activities can reduce costs. Completing the first two steps does not necessarily cement a long-term alliance. Its disintegration or withdrawal is possible, although the longer the alliance exists, the more difficult it becomes, especially if the cooperation was carried out mainly in the area of ​​cost cutting.

The third stage is the consolidation of the alliance, when partners begin to mix and share their assets, including joint product development and the creation of joint companies to manage various aspects of their activities. During the third stage, alliance partners move toward adopting a single alliance code. The final stage, of course, is the complete merger of the alliance member companies.

Throughout the 1990s. The alliances Star, Oneworld and Sky Team were created. This integration gives each partner access to the others' route networks, allowing them to coordinate schedules, fares, discounts, customer loyalty programs and even some ground operations. Currently, alliances own more than 70% of the global passenger air transportation market.

In the field of air transportation, specialization occurs by type of business, resulting in the formation of nine main types of air carriers.

The first variety is Network airlines are major air carriers that have:

• A product consisting of passenger and freight transport.
• A network of routes (with great depth, width and HUB).
• Flight schedule with a high connectivity factor.
• Own pricing policy on the market.
• Distribution structure through global systems (GDS).
• Agent network for selling a product on the market.
• High level of service and comfort, including programs for frequent flyers.

These companies tend to have large, complex and mixed fleets of aircraft. These carriers carry out aircraft maintenance on their own. These airlines include the largest national airlines in the USA, British Airways, Lufthansa and Japan Airlines. It is network companies that form large international alliances (Fig. 3).

Alliances allow network carriers to provide:

• Increasing presence in air transportation markets by increasing flight frequencies, expanding the route network and sales.
• Maintaining presence in the air transportation market when frequencies are reduced or lines are closed.
• Increasing the number of optimal connections.
• Increased load on regular flights.
• Ensuring parity of presence in the air transportation market.

The second variety is scheduled international air carriers, working in a specific niche, and who:

• They use clearly defined brand characteristics and embrace various innovations, so they are less bureaucratic in their business practices.
• They have clearly defined geographical (product) mental boundaries.
• Focuses on specific long-haul air travel markets and specific services, rather than targeting significant expansion of new routes compared to the first model.
• They often sell transportation through confidential channels.
• As a rule, they do not join alliances and strive to cooperate on an independent basis.

These airlines include United Emirates and Virgin Atlantic.

The third type includes airlines that operate regional transportation. Their distinctive features:

• They are a complement to network airlines.
• Feeder transportation supplements the passenger traffic of the main carriers.
• These companies are often owned by network carriers.
• Their routes and schedules are designed to provide the maximum number of connections.
• Part of their strategy is to develop transportation between HA-Bami.
• In their activities, they use the capabilities of network carriers (their reservation systems, sales channels, similar revenue management systems, etc.)

Currently, the influence of network airlines on regional carriers is becoming stronger and stronger.

Under charter refers to this type of air transportation in which the charter of an aircraft with a crew occurs to perform a single flight or a specific flight program outside of a fixed schedule.

Charter airlines(fourth variety) have a different business model from others, focused on low production costs and maximizing profits from a completed flight due to:

• Use of the most capacious aircraft layout options.
• Maximum load factor.
• Wholesale of containers.
• Willingness to carry out a variety of transportation and combine with other types of business (for example, tourism business).
• Increased profitability from sales of goods on board the aircraft.

A new and promising direction in charter transportation is a significant increase in the range of their routes. Typically, these companies' aircraft fleets are relatively new. Most aircraft are typically under operating lease with the possibility of seasonal exchanges in accordance with the nature of the airline's business.

Combined express carriers(fifth variety) occupy the niche of large cargo operators and provide:

• Easily accessible cargo reception.
• Guaranteed delivery to destination.
• High level of service.
• Delivery of goods in real time.

These airlines, like large network carriers, have a fairly large network of routes and operate using a HUB structure, but mainly the work of such carriers takes place at night. The category's business model was created by Federal Express and then refined by the global consortiums of UPS and DHL.

Freight operators(sixth variety) is an air carrier model based on cargo transportation from one airport to another through the wholesale sale of transportation through cargo agents and promoting the product on the market. In many cases, such operators are branches or subsidiaries of scheduled network passenger carriers. Advantages in competition within this group are determined by the parameters of the route network (width, frequency, etc.), as well as the pricing policy of the airlines and the level of service provided. Almost half of cargo operators' fleets are converted passenger aircraft. The specifics of freight transportation and the struggle for freight flows are more consistent with the goals and objectives of global alliances.

Mixed airlines(seventh variety) - companies that do not have a specific specialization and whose business structure contains almost all the elements of the main airline business models.

Isolated airlines(eighth type) are air carriers that operate in remote areas or in areas “closed to other airlines”, despite the steady integration of industry and the expansion of public relations. For example, Air Koryo in North Korea.

The ninth variety is low cost airlines(from point to point). They have largely adopted the principles of charter companies, but their business model has significant differences:

• Suitable for very large markets.
• A network of routes with high frequency and low width.
• Operating regular flights from point to point.
• High aircraft turnover.
• As a rule, they have a unified aircraft fleet.
• Direct sale of transportation to customers using credit cards, as well as via the Internet (rejection of expensive SUS).
• Minimizing costs for ground handling of passengers.
• Risk sharing with airport operators.
• Meals on board are seen as an additional source of income.
• Baggage waivers are becoming increasingly common.

These airlines are attractive to both business passengers and tourists due to their high frequency of flights at relatively low fares.

From the point of view of creating airline alliances, taking into account the considered business models, the following advantages of alliances should be highlighted:

• Possibility of expanding the route network and reducing unprofitable lines.
• Significantly improve the quality of the airline's product by leveraging additional scheduling capabilities of the partner.
• Optimizing connections and increasing transfer flow.
• Comprehensive improvement of the service provided.
• Additional profit from expanding joint presence in the air transportation markets.
• Expansion of the sales network, coordination of tariff policy.
• More efficient use of the aircraft fleet.
• Sharing airport services, marketing and minimizing costs.
• Implementation of advanced developments and innovations of the partner.
• The ability to decentralize routes and relieve pressure on your own HUBs.

The noted advantages help to reduce airline costs, increase revenues and, therefore, can significantly increase the profitability of the business of all alliance members.

At the same time, practice has shown that the creation of alliances is not limited only to positive results. Since global airline alliances are in their early stages, it is still difficult to assess their full negative impact, and especially in the long term. However, some general conclusions can be drawn from an analysis of the US market, which was liberalized three decades ago. Observers of this market state that “many markets are not experiencing the positive effects of changes due to structural problems and the actions of the largest air carriers that limit competition.”

The evolution of hub-and-spoke systems has further exacerbated the problem of overcrowded airports with capacity unable to meet increased air travel demands. At many of these airports, the use of runways has been divided by the authorities into strictly timed segments (SLOTs). In fact, this means that in order to obtain permission to operate at an airport, an air carrier must obtain not only a gate (an airport area associated with a specific gate intended for passenger service), but also a SLOT. As a result, an airline based in a certain air transport hub has a larger number of SLOTs in it than in a competitor's air transport hub and, accordingly, the majority of air transport hubs are controlled by one airline.

For example, the US Department of Trade and Industry states: “When an airport operates a SLOT scheme, a carrier that controls the air transport hub and has access to a larger number of additional SLOTS will have an even greater ability to uncompetitively discourage another company from entering the market because the latter cannot completely turn around in a new place."

To counter this practice, the US Department of Commerce and Industry has allocated slots to new airlines in some markets. However, these measures did not lead to increased competition, since new airlines considered it economically ineffective to enter the market without their own control of the air transport hub. This position is easily explained: over the years of operation at one airport, air carriers controlling the air transport hub have constantly increased their share of slots, reaching a virtual monopoly position. In 1999 Northwest controlled 80% of the slots in the cities of Minneapolis, Detroit and Memphis; US Airways owned 90% in Charlotte and 80% in Pittsburgh; Delta controlled 80% of Atlanta and about 80% of Cincinnati; United controlled 70% of Denver; Continental had an 80% interest in SLOTS in Houston; American Airlines controlled 70% of Dallas.

There is practically no competition on the main main routes on which alliance member airlines fly. The “impregnability” of air transport hubs controlled by monopolists minimizes the chances of a new competitor entering the market that could influence prices.

U.S. airline hubs typically enter into licensing agreements with airlines that fly passengers from smaller locations to keep those flows within their networks. They can limit competition in both feeder and mainline markets by refusing to connect with new airlines at key hubs and cutting off their access to feeder traffic. Thus, American Airlines, despite its fairly strong position in a number of US hub airports, was forced to leave the Miami-Frankfurt and New York-Zurich markets. The reason is the lack of feeder support.

Often, large airlines that control hubs respond to a new carrier's attempt to enter the market by dramatically increasing the number and frequency of flights while reducing fares. This strategy is considered profitable even if it produces losses in these markets. The conditions of the airline business guarantee compensation in the form of income from the market share of the “knocked out” competitor and closed entry for other air carriers.

In the process of creating alliances, the concentration of air transportation markets is increasing. At the same time, the risk of clashes between the remaining market participants increases and, in particular, given the special position of large hub companies, “hidden clashes”. Airlines plan passenger flows 2-3 years in advance, and make pricing decisions for a much shorter period - monthly or even weekly. Demand for air travel often changes completely unpredictably (examples include the epidemic of ZAVD or the war in Iraq). As for pricing decisions, since in the short run the marginal cost of each additional passenger on a flight is very small, airlines have an incentive to lower fares in order to “take away” passengers from a competitor. Thus, in long-established oligopolistic markets there is and will be hidden rivalry, which will increase as market concentration increases.

The conclusion of global agreements is now recognized as a justified form of interaction for the vast majority of the world's leading airlines. The general trend of their development is the desire to move away from the image of a national or regional carrier and acquire the image of a global one, being in the network of such agreements. At the same time, members of the alliance should not be competing airlines and should have approximately equal economic positions (cost of transportation, profitability, service sector, etc.). The members of the alliance are subject to high demands, the main one of which should be the high quality of the services provided. Only large, efficiently functioning carriers will be able to fulfill these conditions, and those that will not be able to withstand the competition. will be forced out of the market.

In our opinion, at the present stage of development of the air transportation market in Russia, in order to increase competitiveness, it is necessary to create a unified system of mainline and regional hubs "Hub-and-Spoke", one or two large network and 10-15 regional airlines capable of providing the necessary level of transport accessibility in all regions and the effective functioning of the network of base (core), regional and local airports through the organization of transit flows both within the country and on international routes.

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Russian civil aviation showed almost no growth in 2015 (a sharp jump in Simferopol, stabilization of the Moscow air hub, subsidence of regional airports), but the world aviation as a whole showed growth.
At the same time, cargo aviation, unlike passenger aviation, is experiencing problems and declining profits (they carry less cargo) - a situation similar to global ship traffic last year. I recently wrote about in South Korea - the connection with the general decline in transport activity is obvious.

Below are excerpts from an article on Gudke.ru on this topic.

Airline passenger turnover around the world grew by a record 6.5% since 2010, while tickets became cheaper by 5%, the International Air Transport Association (IATA) reports in its 2015 results report.

According to the IATA report, traffic growth in 2015 was recorded in all markets. The airlines' total carrying capacity increased by 5.6% in 2015. At the same time, the efficiency of aircraft use on average per year has become higher. Salon occupancy rates rose 0.6 percentage points to a record annual high of 80.3%.

On international routes, total passenger traffic increased by 6.5%. There was an increase in capacity by 5.9%, and their load factor increased by 0.5 percentage points to 79.7%. To assess international passenger traffic, IATA groups carriers by major regions: Europe, Africa, North America, Asia-Pacific, Latin America and the Middle East.

One third of the total annual traffic growth in this traffic segment was provided by the Asia-Pacific region, where traffic increased by 8.2% compared to 2014. “Demand was stimulated by an increase in the number of connections at airports in the region by 7.3%,” note the association’s experts.

A significant jump in passenger traffic was recorded in the Middle East - 10.5%. As a result, the share of international traffic accounted for by Middle Eastern airlines reached 14.2%.

International traffic of European carriers increased by 5% in 2015. Capacity increased by 3.8%, and load factor increased by one percentage point to 82.6%, the highest among all regions.
IATA attributes this growth to increased consumer spending in the eurozone and a moderate increase in flight frequencies. The report draws attention to the fact that by the end of the year, the growth of passenger traffic slowed down due to problems with Lufthansa and the suspension of flights by the Russian airline Transaero since October. For example, in October, passenger turnover of European carriers increased by 7.1%; in November, the growth rate slowed down: passenger turnover grew by 5.9%.

At the end of 2015, North American airlines' passenger traffic increased by 3.2%, maintaining last year's pace. Traffic for South American airlines increased by 9.3% in 2015. African airlines had the slowest annual growth in international traffic at 3%, but the figure was a significant improvement on the 0.9% annual growth in 2014.

Passenger traffic within one country in 2015 grew by an average of 6.3% worldwide. Domestic lines are proving to be most important for a number of countries and regions. It is a critical sector for the US and Latin America. At the same time, in Europe and the African continent, domestic flights account for about 10% of traffic.

The capacity of aircraft on domestic routes increased by 5.2%, the load factor was 81.5%, up 0.9 percentage points compared to 2014. All regions showed an increase in domestic flights. At the same time, the indicator had the greatest, albeit mixed, impact from China, where traffic growth was 8.2%, and Brazil, which lost 4.0% of passenger traffic over the year.

In the US, domestic traffic increased by 4.9%, the highest since 2004. In addition, for the first time since 2003, domestic traffic growth in the United States was higher than international traffic growth. IATA attributes the records to the solid growth of the American economy during the year. Aircraft load factor on domestic routes reached a record high for this segment of 85.4%.

The decline in air ticket prices is associated with a decline in oil prices and, as a consequence, in aviation fuel. But according to IATA chief economist Brian Pearce, as quoted by The Wall Street Journal, the main effect of the current drop in airfare prices will hit the market in 2017. "Many European and Asian carriers have started to financialize fuel costs so early that they will not see the full benefit of lower oil prices for several months or longer. This means that the benefit of today's low oil prices should arrive next year,” said Brian Pearce on the eve of the publication of IATA reports.

In addition, thanks to low fuel prices, not only are ticket prices falling, but also revenues in the air transportation segment are growing, followed by business capitalization. Based on the results of the nine months of last year, shares of all airlines rose in price by 9% in October.

IATA emphasizes that civil aviation made a significant contribution to the global economy last year. Against this background, the organization's experts are disappointed "that some governments mistakenly believe that the value of taxes and fees that can be extracted from air travel is more important than the economic benefits and the value of social connections." The report cites Italy as an example, where a sharp 33-38% increase in the departure tax, according to IATA experts, will hit the country's competitiveness, reduce the number of passengers by more than 755 thousand people per year and cost the loss of 2,300 jobs. “At a time when the global economy is showing signs of weakening, governments must look for ways to stimulate spending without impeding its development,” the organization’s report says.

In the cargo transportation market, as Gudok.ru reported, according to IATA estimates, things are worse: the annual income of cargo airlines is unlikely to reach $51 billion compared to $67 billion in 2014.

Air transport services are the most dynamically developing sector in international trade in services. The pace of development of international air transportation at the end of the 19th - beginning of the 20th century. significantly outstripped the growth rates of world GDP and industrial production (9-11% per year with world GDP growth of 3.5% per year).

The contribution of the civil aviation services market to the local, regional and global economy consists of the associated multiplier effect of the economic sectors interacting with it. These are air transport (passenger and cargo air transportation), aviation industry (aircraft and engine manufacturing, component production), maintenance and repair. In addition, this includes airfield services, passenger services at airports, leasing operations, flight safety, etc. The International Civil Aviation Organization (ICAO) estimates that the sector's contribution to the global economy is about $3 trillion, equivalent to 8% of global GDP.

In international transport, passenger transport dominates. They account for about 70% of all traffic, while freight traffic accounts for 30%.

The number of people employed in the field of air transport services is about 25 million people, most of whom are concentrated in companies engaged in international air transport (Table 9.2).

Table 9.2. Key performance indicators of the airline industry (2001-2009)

Index
Revenues, billion dollars
Number of passengers, million people
Cargo quantity, million tons
Expenses, billion dollars
Operating profits, billion dollars
Net profit, billion dollars

Despite the increase in passengers and cargo carried, the airline industry has one of the lowest profit margins. This is explained by the high level of competition. Air transportation is carried out by monopolies for air navigation services, monopolies of airports, fueling companies, service companies, and insurers. In order not to reduce operating profits, airlines are increasing the volume of air traffic, which has grown 1.5 times over the past decade, amounting to 4,300 billion passenger-km in 2008.

The leaders in global passenger transportation, carried out to all countries of the world, are airlines from the USA, EU countries, Japan and China. As for traffic by region, 31% of total traffic (passenger, cargo, mail) was carried by North American airlines, 29% by Asia and the Pacific, 28% by European airlines, 6% by Middle Eastern airlines, 4% - Latin America and the Caribbean and 2% - African airlines.

	Airline		Passengers turnover, million passenger-km	Number of passengers, million people.	Number of aircraft
	American Airlines
	Continental Airlines
		Germany
	Southwest Airlines
		Great Britain
		Australia

Source: Airline Business Aug. 2010. R. 28.

The increasing internationalization of post-industrial society is leading to a sharp increase in the intercountry movement of people, goods and services. By 2020, the volume of air traffic in the world, according to forecasts of leading aviation companies, will increase to 7000-9000 billion passenger-km compared to 3000 billion passenger-km at the end of the 20th century.

To implement the projected volume of air transport services, it is planned to significantly increase the fleet of aircraft. In the early 2000s. The fleet of passenger aircraft numbered 12 thousand units. (the entire park - 13.7 thousand units). By 2008, it amounted to 21 thousand units, and according to forecasts of leading air carriers, it will reach 36 thousand aircraft by 2020. New generation aircraft - economical, comfortable, high-speed - will allow direct passenger transportation to almost anywhere in the world. These are the Boeing 787 Dreamliner, the next generation wide-body aircraft A 350 XWB (Airbus), the Israeli G250 created by Gulf stream Aerospace - the fastest jet aircraft in the super-midsize class, the military transport Airbus A400M, etc.

The global air cargo fleet has doubled every 10 years over the past three decades and currently numbers 1,700 units. (in 1970 - less than 100). By 2020 it could reach 3,200 aircraft.

Progress in the creation of more fuel-efficient aircraft, the introduction of technical innovations, and the use of logistics management schemes will help reduce operating costs and reduce tariffs for international passenger transportation.

One of the most effective methods to improve airline competitiveness is revenue management. The key to a revenue management program is the ability to maximize revenue from every seat on a flight. The main emphasis is on managing demand and maximizing aircraft load.

The offer is characterized by varying the quality of services, segmenting consumers according to price sensitivity, an effective policy for hedging fuel costs, and building a tariff system. An effective tariff structure is based on the value of the service, taking into account the necessary costs, and maximizing income.

A special role is given to maximizing income along the network of connecting route segments, since many passengers fly with transfers (40-70% of passengers in the USA). This requires a combination of revenue management systems and computer reservation systems. When applying this system, it is advantageous to give preference to a high-income passenger if there is a free seat, but not to take away seats from two or more local passengers, each of whom takes a seat on only one segment, since their total payments can be significantly higher than that of one passenger . As a result of implementing a revenue management system, American Airlines received more than $1.4 billion in three years in the early 90s.

The efficiency of air transportation increases from the use of codeshare agreements. Code sharing is the sharing of an aircraft from one company by several air carriers. The flight is operated by one company, and other carriers can sell seats on this plane at their own rates, under their own code and flight number. The benefits of the code sharing system are obvious. The number of its own flights is being reduced, but due to the partnership, the frequency of flights is maintained. In addition, due to this, more convenient connections appear in case of transfers through the hub airport.

Aviation companies also use an overbooking strategy to reduce losses from unloaded aircraft due to no-show passengers. Later they present tickets to the company for a refund. The overbooking strategy was to offer for sale more tickets than there were seats on the plane, in the expectation that some passengers would not fly on this plane (overbooking - there are more passengers than tickets).

If more passengers arrive for boarding than there are seats in the cabin, the company sends the passenger on the next flight, and if his departure is delayed, he provides compensation in the form of a range of services (meals, a place in a hotel, monetary compensation).

Finally, the efficiency of air transportation increases significantly when global air carrier alliances are created. Until the 90s. XX century Leading national airlines acted on the global market independently, without entering into partnerships with airlines from other countries. However, growing integration processes and the desire of air carriers to increase volumes and reduce the cost of transportation are increasingly leading to the creation of alliances, active cooperation and cooperation between global transport companies. Consolidation allows you to get rid of excessive competition, optimize the route network and organizational structure of the company, and strengthen your position in the market. Currently, the most famous global alliances are 1 Star Alliance, Sky Team and One World. Their characteristics are given in table. 9.4.

Table 9.4. Characteristics of global alliances

1 The global alliance involves the presence of several European airlines and a large American road carrier.

End of table. 9.4

All three alliances include airlines from the USA (6), China (4), Spain (3), and two alliances include the UK (2), Finland (2), Japan (2), South Korea (2) and Mexico (2). ). An analysis of global air carrier alliances allows us to identify the following general principles for their construction.

• 1. Leadership of large companies based in the largest hub airports of the main regions of the world market.
• 2. Conclusion of agreements between the alliance participants on joint operation, code sharing, mutual recognition of transportation documentation (interline), tariffs, etc.
• 3. Ensuring high and uniform standards of flight safety (IOSA) and quality of services.
• 4. Use of unified programs to reward frequent flyers.
• 5. Application of advanced aviation technologies (intermodal transport, electronic ticketing, self-check-in kiosks, radio frequency identification of baggage).
• 6. Use of global distribution systems (Sabre, Amadeus, Galileo, Worldspan, etc.) and the main sales channel for passenger transportation - the agent network. As world practice shows, airlines sell up to 20-25% of their transportation themselves, and 75-80% of tickets are sold through a network of transportation sales agents. In the USA, Saber is the leader in the computer booking market, in Europe - Galileo and Amadeus, in Russia - SITAACB Gabriel.
• 7. Coordinated commercial and tariff policy, coordination of the route network and regular schedule, high degree of financial independence of airlines.
• 8. Reducing costs through the joint use of own (rented) passenger air terminals (lounges), provision of ground handling and airport services on a reciprocal basis.

In addition, it is planned to diversify the main production activities, sell paid services, and create a management company to quickly coordinate the activities of participants.

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MINISTRY OF TRANSPORT OF THE RUSSIAN FEDERATION

FEDERAL AIR TRANSPORT AGENCY

ST. PETERSBURG STATE UNIVERSITY OF CIVIL AVIATION

GRADUATE WORK

discipline: Airports, airfields, airlines

Analysis of the state and prospects for the development of the passenger air transportation market. Airport as an element of the air transport system

Completed:

Ibragimov A.I.

Checked:

Pankratova A.R.

St. Petersburg, 2015

3. General provisions

4. Passenger air transportation

6. Regulatory framework

Conclusion

Bibliography

Annex 1

Appendix 2

Appendix 3

Transport is one of the branches of human economic activity. Its task is to meet the transportation needs of other industries and the population while ensuring safety and the most efficient use of resources.

Transport products are the completed movement (transportation) of passengers and cargo along certain routes.

Manufacturers of these products in transport are a legal entity or individual who owns a vehicle by right of ownership or on other legal grounds (carrier), providing all processes for the production of domestic and international transportation. And although transport products have their own specific characteristics, in particular, they cannot be accumulated and stored, nevertheless, transport production requires the presence of reliable infrastructure: air terminals, cargo complexes, warehouses, aprons, delivery routes, etc.

Ensuring the movement of passengers and cargo requires not only delivery from the departure airport to the final airport, but also from the landing airport to the destination.

Prospects for the development of the air transportation market are related to business consolidation, structuring, increasing the efficiency and financial stability of airlines.

The reduction in the number of airlines and business consolidation will create economic conditions for the development of all types of companies (mainline, regional, charter, low-cost, cargo).

The main tool to stimulate this process will be tightening control over requirements for operating aircraft and airlines. The Russian airport network should be rebuilt in the future based on the creation of base airports: large transfer hubs (hubs) and regional airports. This will not only optimize the airline system, but will also significantly improve the quality of local air travel. A new approach to meeting the demand for transportation is Russia's participation in global international alliances and cooperation of air carriers within the country, with carriers of other modes of transport and CIS countries. To summarize all of the above, it should be noted that Russian airlines, in conditions of fierce competition from foreign airlines, must work to improve the quality and range of services provided, expand the geography of flights, and optimize routes, both on international flights and within Russia.

1. The role of the airport as a system element

The airport is a place where different activities and interests of different partners intersect. The airport plays a much larger role than just a transit point.

This is where partners combine their activities to operate and provide air services, and therefore the role of the airport is to bring partners and users together to create a unique airport product.

From a historical point of view, the classic role of an airport is to provide infrastructure and services: runways, taxiways, parking lots, aprons, hangars, etc., pre-flight and post-flight maintenance of the carrier’s aircraft and its commercial load.

As well as air traffic control in the airport area, weather support, fire protection, search and rescue operations and first aid.

The airport is obliged not only to provide infrastructure, but also to guarantee adequate safety, quality and timeliness of service. The airport's task is to unite partners and achieve an optimal level of service provision.

The role of the airport as an economic factor for a specific region is highlighted.

Airports are a much more important economic factor than airlines. The airport occupies an independent position in relation to partners and users. The airport must find a balance between the interests of various partners and users, as well as a balance between business and the environment.

Airports are “hubs of activity”. Their role is multifaceted, but in each of them the airport serves as a unifying principle, making the system work.

In addition to obligations to customers, there are also obligations to owners, since airport owners can influence the operation of the airport.

In this case, the airport takes upon itself the coordination of the activities of users in relation to the owners and society.

The role of the airport as an economic factor is highlighted.

For a given area, airports are a much more important economic factor than airlines. The airport is becoming a joint stock company; we are talking about a transition from the public to the private sector, which, accordingly, should be accompanied by an increase in airport revenues through active marketing activities.

Thus, airports are major investors in infrastructure, initiators of tourism, and where airports do not have a tourist orientation, they are initiators of business travel.

The role of the airport as an element of the air transport system.

Airports are “hubs of activity”. Their role is multifaceted. The role of airports as an economic factor for the city and for the region where they are located is increasingly growing. Thus, airports are becoming increasingly reliable partners for airlines.

An airport operates in a very specific environment, and if it is tied to one of the airports (the main airport), it is because it has its own aviation maintenance base (ATB), sometimes its own passenger and cargo terminal. It will always strive to fly along routes between those pairs of airports where high and stable passenger and cargo traffic will ensure it breaks even in competition with other carriers. And he will always strive for privileges at “his” airport compared to competitors. Therefore, the legislation of a number of countries prohibits the existence of commercial structures that simultaneously perform the functions of an airport and an airline.

The term “airport infrastructure” itself arose around the middle of the last century and is used to refer to the entire complex of facilities and technical means vital to ensure the functioning of the air harbor. Airport as a system An airport is a multifunctional enterprise that is the ground part of the aviation transport system.

The structure of the airport is quite complex and includes a large number of different elements that together make up a single, clearly and smoothly functioning complex. The main ones are an air terminal (one or more), an airfield, hangars, repair shops, fuel and lubricant storage facilities, postal and cargo terminals. The airport infrastructure necessarily requires the presence of lighting and radio-electronic devices and systems necessary to ensure the safety of aircraft flights.

The central link of any airport is the airfield, which is a specially equipped area for take-off, landing, taxiing and parking of aircraft, their maintenance, as well as the airspace above it. All airfields are divided into three groups: military, civil and test.

The airport is a place where four main components of the air transport system interact:

1 - the airport itself, which may own part of the air traffic control system (ATC - air traffic control);

2 - airlines;

3 - ATC systems;

4 - users.

The successful operation of the airport is ensured by the coordination of the work of all these systems. In case of imbalance, the following consequences may occur:

Incomplete functioning of the airport and airlines;

Unsatisfactory conditions for passengers;

Inadequate conditions for passengers;

Insufficient flight support;

Unreliable functioning of airport systems;

Increasing the cost of transportation for users;

Deterioration in the provision of equipment to airlines;

Reduced level of passenger service.

The purpose of this discipline is to study the main technological processes occurring at the airport such as:

1.passenger service;

2.technology of baggage handling and freight transportation;

3. airport services for aircraft and airfields;

4. flight support;

5. security at the airport, etc.

The airport is a fairly large enterprise and a source of jobs.

Airports such as Ohar (Chicago), Los Angeles, Heathrow, Atlanta have more than 50 thousand jobs, and at Boryspil airport - more than 3 thousand. In order to accommodate such a number of employees in workplaces in accordance with social requirements, it is necessary to keep in mind that they form a fairly large populated area.

Therefore, the number of organizations that interact with the airport is quite large:

Local government and municipality;

Central authorities;

Concessionaires;

Suppliers;

Police;

Firefighters, security, medical services;

Weather Service;

Engineering service;

Catering and duty-free establishments;

Sanitary Service;

Airlines;

Airport visitors, greeting and seeing off.

Modern airports require significant investment in infrastructure.

Therefore, the airport is most often a public system that is created and financed with the goal of creating maximum return on public investment.

Airport activities are divided into aviation and non-aviation. Aviation activities are associated with flight support, servicing passengers and aircraft, and handling baggage, cargo and mail.

Non-aviation activities at the airport include commercial passenger services, car parking services, and currency exchange.

Non-aviation activities also include others not related to aviation activities.

At the largest airports in the world, non-aviation activities are 1.5-2 times higher than aviation in terms of profit. Classification of airports and the complexity of their functioning.

The activities of airports in each country are regulated by the Air Code of that country. In Ukraine, airports are divided into airports of national importance (strategic) and regional airports. Airports of national importance are airports that provide the majority of passenger and aircraft services, are the main key elements of the air transport system and ensure the functioning of the most important international and interregional air connections.

Strategic airports are part of a network of international transport corridors.

Regional airports are airports that provide aviation services to a specific region.

According to the types of transportation that are served, airports are divided into domestic and international.

An international airport is an airport open for the reception and departure of aircraft that perform international air transportation and where customs, border, sanitary and quarantine control, security control and other types of control provided for by current legislation are carried out.

The international airport is also open for the reception and departure of aircraft that carry out air transportation within the country.

A domestic airport is an airport that serves air travel within a country.

The country's aviation authority determines the conditions and procedure for organizing the activities of airports and promotes their development.

The complexity of the functioning of an airport lies in the performance of complex functions that go beyond the airfield or the sphere of transportation.

Airports are becoming more economically efficient by creating a sufficiently justified system for ensuring budget revenues.

The budget increases significantly from commercial activities that are not related to air traffic.

For example, according to some major airports:

In the USA, income from the operation of the airfield is 25-30%, and from commercial activities - 70-75%;

In the UK, 50-70% and 30-50%, respectively;

In France, 40% and 60% respectively.

Modern airports are characterized by the number of runways and their length, and the capacity of the airport terminals. The largest airport in the world is located in Saudi Arabia and covers an area of ​​22,000 hectares.

2. Airport management structure

Airports are managed by their owners through their managers, who are appointed in agreement with the country's aviation authorities. The structure of the airport depends on the role played by the airport authority. The administration can solve various tasks with minimal contribution to the implementation of most of the internal tasks of the airport (US model) or directly solve most of these problems (European model).

The structural standard diagram of airport management includes: political council of the main executive of the airport division. The airport strategy is determined by the so-called political council, which, taking into account political processes, interacts through certain channels with society.

The chief executive directs the operation of the airport within the limits determined by the political sonnet, which regulates and controls the implementation of these political guidelines.

The operation of the airport is organized and carried out on the basis of the country's legislative acts that regulate the activities of the country's civil aviation.

Also by regulations of the Ministry of Transport, the State Aviation Service of the country and other current regulations that regulate the activities of airports for the safe, regular and efficient provision of flights, passenger services and transportation. The airport receives commercial rights and rights to serve international traffic on the basis of international agreements with other countries, as well as on the basis of direct agreements with foreign partners. Regional international airport:

Provides ground service for aircraft of airlines, state, collective, private owners and carriers on state and international airlines, services transfer and transit transportation on contractual terms with the obligatory provision of the necessary rules and standards of service;

Organizes and provides flights with radio and lighting equipment and communications, aviation fuels and lubricants, takes part in investigations of aviation accidents and incidents in accordance with regulations within the limits of their competence and responsibility;

Provides passengers of international and domestic airlines with utility services and services for conducting currency transactions;

Organizes sanitary and quarantine measures, medical and sanitary services for airport employees, both independently and on contractual terms;

Together with airlines, organizes and carries out search and rescue operations in accordance with regulations within the limits of its responsibility;

Provides declaration of cargo;

Carries out continuous operation of the airport, airfield and airport facilities and other facilities that support flights. Passenger and cargo terminals are facilities that perform three main functions:

Mode change - ensuring physical communication between the aircraft and ground devices designed to ensure the functioning of the aircraft;

Passenger service and baggage handling. It includes attaching tags to each piece of baggage, ticket registration, paperwork and control of passengers and baggage;

Changing the type of transportation - transportation of goods and passengers by various modes of transport.

The aircraft must be conveniently located on the airport tarmac, and the transition from ground transport to the aircraft must be carried out in accordance with the requirements of the aircraft.

Airports of significant size must be structured to provide the following functions:

1. maintenance, technical work and operation of the aircraft;

2. operation of the airline, including crew, flight attendants, ground technical staff and terminal staff;

3. business activity necessary for the economic stability of the airport (leasing to airlines, etc.);

4. flight support (ATC air traffic control system, weather support, etc.);

5. government functions (agricultural inspection, customs, immigration, medical institutions, etc.).

When designing airports, the primary focus is on ensuring the safety of these facilities themselves and their ability to service aircraft and passengers with a high level of quality.

It should be noted that in this matter, both here and abroad, extensive practical experience has been accumulated.

If we consider airports as elements of a fairly specific transport system, then they are enterprises that perform functions such as sending and receiving passengers, their luggage, mail and various commercial cargo, as well as servicing aircraft and ensuring the safety of their flights. To successfully solve all these problems, the airport infrastructure includes a huge number of different structures and technical means, some of which are truly unique.

The modern structure of the airport is a complex system of engineering communications, mechanization and automation equipment, and various structures designed to ensure fast and high-quality service for aircraft and their passengers, as well as the processing of significant cargo flows.

Airports should be designed in such a way that their infrastructure is scalable, that is, it provides the possibility of further development without the need for a radical restructuring.

Agreements of international organizations With the development of civil aviation, as early as the beginning of 1944, the US government held preliminary discussions with its allies about the problems of civil aviation. 55 States were invited to participate in this discussion and 52 States accepted the invitation. The result of the discussion was the Convention on International Civil Aviation, which was adopted in Chicago. On April 4, 1947, the creation of ICAO was officially announced, with its headquarters in Montreal.

The First Session of the ICAO Assembly in 1947 established a standing Legislative Committee to consult on issues related to the interpretation and amendment of the Chicago Convention, to study and develop recommendations on matters of air law.

Over the years of its activity, the legislative committee has prepared drafts of 15 international documents. In addition to the Chicago Convention, other conventions were subsequently adopted that complemented and expanded various areas of international civil aviation, for example:

Convention on the International Recognition of Rights in the Aircraft (Geneva, June 1948);

Convention on Damages Caused by Foreign Aircraft to Third Parties on the Surface (Rome, 1952);

Convention on Offenses and Other Acts on Board Aircraft (Tokyo, 1963);

Convention for the Suppression of Unlawful Seizure of Armed Forces (The Hague, 1970), etc.

Subsequently, with the rapid growth in the number of international traffic and the emergence of a huge number of airlines, the need arose to harmonize rules and procedures for ground handling in global civil aviation, as well as to develop standard forms of relevant contracts. This was first implemented in 1967 by the International Air Transport Association (IATA) in the form of the Standard Ground Handling Agreement (SGHA), which was included in the IATA Airport Ground Handling Manual (AGM).

These documents received status in 1988, when the IATA Ground Handling Council (IGHC) was created.

This brought together representatives of airlines, independent companies that provide ground handling, airport authorities and other organizations that directly provide ground handling.

Accepted documents are constantly updated and supplemented with new editions and additions and are issued in the form of standards, such as:

ANM 801 - introduction to the IATA standard ground handling agreement;

ANM-802 - comments to the standard agreement;

ANM-803 - Memorandum of Understanding;

ANM-804 - system for assessing airport service standards;

ANM-810 - IATA standard ground handling agreement;

ANM - 814 - standard agreement on flight catering services;

ANM-815 - standard agreement on the preparation of transportation documentation, etc.

The IATA International Air Transport Association Passenger Ground Handling Committee believes that comfortable passenger service can be achieved if the following conditions are met:

Good and quick access to the air terminal from the main points of passenger flow;

Clear and accurate signs and signs for arriving and departing transport in the airport terminal area;

Sufficient station area for transport stops;

Passenger boarding and short-term parking;

Appropriate parking equipment;

Located in the terminal area, direct and clear routes for passengers, allowing them to travel individually from the aircraft to the terminal building and back;

Ability to receive departing passengers and their luggage immediately before aircraft departure;

Short and direct routes for baggage, cargo and mail, provided that their flows do not interfere with passenger flows;

Simple, fast and safe technology for processing baggage, cargo and mail, appropriate means for transporting passengers inside the terminal to the landing sites;

from one airport terminal building to another, protecting passengers from the influence of bad weather, noise, jets of aircraft engines and the smell of fuel and lubricants;

Close connection between the apron and the terminal building;

Passenger service and baggage handling technologies;

Availability of means of mechanization of production processes, guaranteeing fast service for passengers, unloading and loading of luggage and cargo, and preparation of aircraft.

3. General provisions

Analysis and assessment of the state of competition in the market for direct scheduled air transportation of passengers in the following directions: Magadan-Moscow, Moscow-Magadan based on the results of 2013 - 5 months of 2014. carried out by the department for regulating the activities of monopolies and monitoring economic concentration in accordance with the Procedure for analyzing the state of competition in the product market, approved by Order of the Federal Antimonopoly Service of Russia dated April 28, 2010 No. 220 (hereinafter referred to as the Procedure for Conducting the Analysis) and the Administrative Regulations of the Federal Antimonopoly Service for the execution of the state function of establishing the dominant position of an economic entity when considering applications, materials, cases of violation of antimonopoly legislation and when exercising state control over economic concentration, approved by Order of the Federal Antimonopoly Service of Russia dated May 25, 2012 No. 345, in order to establish the dominant position of an economic entity in the market for direct scheduled air transportation of passengers in the directions: Magadan-Moscow, Moscow-Magadan when considering an application indicating the presence of signs of violation of antimonopoly legislation in the above-mentioned service market.

The structure of the analytical report corresponds to the stages of analyzing the state of competition in the product market, defined in clause 1.3 of the Analysis Procedure.

In accordance with clause 1.5 of the Analysis Procedure, when analyzing the state of competition in the product market under study, information received from Magadan Airport OJSC, Aviation Company TRANSAERO OJSC, VIM-AVIA Airline LLC, OJSC Siberia Airlines, Yakutia Airlines OJSC, service consumers, as well as data from other sources.

To assess the state of the competitive environment in the market for direct scheduled air transportation of passengers in the Magadan-Moscow, Moscow - Magadan directions, calculation and analytical work was carried out to determine:

Time interval of product market research;

Product boundaries of the product market;

Geographical boundaries of the product market;

The composition of economic entities operating in the commodity market;

The volume of the product market and the shares of economic entities in the market;

Level of concentration of the product market;

Barriers to entry into the commodity market.

Subject of study.

The subject of this study is the product market associated with the provision of direct scheduled air transportation services for passengers in the following directions: Magadan-Moscow, Moscow-Magadan.

Goals and objectives of the study:

Identification of the circle of participants in the direct scheduled air transportation market: sellers of services, consumers of services;

Identification of business entities that occupy a dominant position in accordance with the criteria established by Article 5 of the Federal Law of July 26, 2006 No. 135-FZ “On the Protection of Competition” (hereinafter referred to as the Competition Law) in the market being studied;

Use of research results when considering a case of violation of antimonopoly legislation;

For reference: Federal Law No. 60-FZ dated March 19, 1997 “Air Code of the Russian Federation” establishes the following concepts...

Domestic air transportation is air transportation in which the point of departure, destination and all landing points are located on the territory of the Russian Federation.

A carrier is an operator that carries out air transportation of passengers, baggage, cargo or mail and has a license to carry out a type of activity in the field of aviation subject to licensing in accordance with the legislation of the Russian Federation.

Operator - a citizen or legal entity who owns an aircraft, under lease or on another legal basis, uses the said aircraft for flights and has an operator’s certificate (certificate).

Aircraft - an aircraft maintained in the atmosphere by interaction with air other than interaction with air reflected from the surface of the earth or water.

An aircraft passenger is an individual who has entered into an agreement for the air carriage of a passenger, or an individual for the purpose of whose transportation an aircraft charter agreement (air charter) has been concluded.

Determining the time interval for product market research.

In accordance with clause 2.1 of the Analysis Procedure, the time interval for the product market research is determined depending on the purpose of the study, the characteristics of the product market in question and the availability of information.

In accordance with clause 2.2 of the Procedure for conducting the analysis, the study is limited to studying the characteristics of the product market in question that had developed before the time of the study, and therefore, a retrospective analysis of the state of competition in the product market is carried out.

Namely, the characteristics of the market that had developed before the time of the study are studied.

Based on the above, the time interval for the commodity market research is determined to be the period 2013 - 5 months of 2014.

In accordance with clause 2.4 of the Analysis Procedure, all characteristics of the product market are determined within one established time interval.

Determining the product boundaries of the product market

A preliminary determination of the product boundaries of the market was carried out on the basis of regulations governing the activities of air passenger transport, the all-Russian classifier of products, works, services, types of economic activity, and the subject of the contract (electronic ticket).

4. Passenger air transportation

Russian airlines carried almost 85 million passengers in 2013 - 14% more than a year earlier. The market has experienced double-digit growth for four years in a row.

This, on the one hand, inspires optimism, but on the other hand, it encourages us to think about the limits of such growth.

Macroeconomic indicators, primarily the dynamics of gross domestic product, are sending alarming signals to the airline industry.

Pre-crisis phenomena in the economy can not only interrupt long-term growth in air transport, but also cause a reduction in passenger traffic, for which domestic airlines seem to be unprepared.

The air transportation market is divided into two large categories:

B2B (business-to-business - business trips);

B2C (business-to-customer - personal consumption).

Corporate demand depends on the level and state of business activity, which is influenced by the dynamics of gross domestic product (GDP), industrial production and foreign trade (which is important on international airlines). Personal consumption of air transport services is more correlated with wages and cash income of the population, as well as with changes in exchange rates (important on international flights).

GDP, wages and prices.

The key indicator for the corporate sector is GDP dynamics, which comprehensively reflects the state of the economy, and therefore the demand for business transportation.

In the long run, the linear correlation coefficient between GDP and air travel demand exceeds 0.8.

This is where the “inconsistency” lies, which attracted our attention: in the last two years, GDP growth rates have been declining and in 2013 amounted to only +1.3%.

Taking advantage of the close relationship between GDP and demand for air travel, we calculated the theoretical growth rate of passenger traffic, based on long-term dependence, since 1991.

According to our estimates, in 2012 the growth in the number of passengers should have been within 6%, and in 2013 it should have decreased to 3%.

On the contrary, during this period Russian airlines recorded an increase in demand, which amounted to 14-15%.

Thus, dependence on GDP ceases to correctly describe the state of the air transportation market, which indicates both a noticeable predominance of personal demand over business demand, and the action of numerous secondary factors that play a role in increasing passenger traffic.

The negative impact of the macroeconomic factor is confirmed by the fact that the cargo turnover of Russian airlines (cargo transportation is very closely related to the rate of economic growth) last year decreased by 1.3%, including on domestic airlines - by 1.6%.

In January 2014, cargo turnover decreased by 7.1% compared to January last year against the backdrop of weak GDP growth, which, according to preliminary data, amounted to 1.3%.

The assumption about the complete predominance of private consumption over corporate consumption in the growth of passenger traffic has other confirmations.

In recent years, the growth in the number of passengers to “resort” Thailand, Greece, and Bulgaria is not comparable with traditionally “business” Germany or Sweden. Almost all new destinations from Russian airports to Europe are of a distinct tourist nature (Naples, Malaga, Thessaloniki, Marseille, etc.).

Even in Germany, carriers rely not on Hamburg or Hanover, but on the more touristy Munich and Dresden.

In March 2014, four Russian airlines operated flights to Verona, Italy.

Transaero is quietly placing a Boeing 747-400 in tiny Austrian Salzburg. In addition, leading Russian airlines are gradually reducing the proportion of business class seats in new aircraft or abandoning them altogether.

Thus, in 2013, S7 Airlines and UTair simultaneously launched the Airbus A321 in a single-class configuration on regular flights, and Aeroflot began to receive the Airbus A320 in the C8Y150 cabin configuration (8 business class seats and 150 economy class seats), whereas previously these aircraft came in the C20Y120 configuration.

Personal consumption is mainly influenced by two factors: growth in income (wages) and changes in prices for air transportation itself.

Average wages are an important indicator that well describes the size and dynamics of cash incomes of the most solvent (i.e., working) part of the population.

According to Rosstat, in 2010-2013. The average annual growth of accrued wages was in the range of 12-14%.

Thus, the rapid growth of household incomes may, to a certain extent, explain the unusual level of demand for air travel, especially against the backdrop of slow (below inflation) growth in tariffs and an increase in the ruble exchange rate.

However, some of the statistically recorded increase in wages may be explained by its withdrawal from the informal sector, so the actual role of this factor may be lower.

Meanwhile, not only the dynamics, but also the absolute level of consumer income, as well as the unevenness of their distribution in society, are important.

According to Tornqvist's approach, air transportation from the point of view of consumer demand should be classified as a non-essential service. For such services, there is a threshold level of income, upon reaching which the population begins to actively use air transport.

According to our empirical observations, based on an analysis of transport mobility in the world, its noticeable increase begins with a per capita GDP of 15 thousand US dollars.

Moscow, the Tyumen region (KhMAO and Yamalo-Nenets Autonomous Okrug) and a number of small and remote regions have a gross regional product (GRP) of over 15 thousand dollars per capita per year:

Sakhalin and Magadan regions;

Chukotka Autonomous Okrug;

Republics of Sakha (Yakutia) and Komi.

Of the statistically significant regions in terms of population, St. Petersburg and the Krasnoyarsk Territory, having a per capita GRP of 11 to 13 thousand dollars, are selected for this category.

As a result, due to the rapid growth of wages (by almost 50% in mid-2013 compared to the end of 2009), the solvent segment of consumers who can afford to fly frequently for personal needs has expanded.

But, as before, real mass effective demand within the European part of Russia (ER), where 80% of the country’s population lives, is concentrated in Moscow and St. Petersburg and, to a much lesser extent, in rich cities with a population of over a million (Ekaterinburg, Samara, Rostov -on-Don, Nizhny Novgorod, Ufa).

According to a recent VTsIOM survey, only 3% of the population regularly - more than once a year - uses air transport services (both for personal and business trips), and about 80% of the population have not flown at all in the last 2-3 years.

Only in Moscow and St. Petersburg the share of “frequent flyers” is 9%, which is associated not only with higher incomes (which in St. Petersburg differ little from other large cities).

But it should be noted that this also applies to other consumption habits, where travel and leisure play a significant role.

The increasing differentiation of income in society in favor of wealthier groups of the population, who spend a significant part of their additional income on travel, makes its contribution.

The ambiguous nature of the relationship between demand and prices is confirmed by the fact that in 2007-2008. the number of passengers increased against the background of a noticeable increase in the cost of air travel (by 24 and 21%, respectively), which was associated with an increase in the cost of jet fuel and the cost of maintaining the airworthiness of Soviet-generation aircraft.

On the contrary, in 2013, the change in the average cost of one flight segment in current prices was noticeably lower than the inflation rate (and also lower than the dynamics of tariffs in 2011-2012), but this did not lead to a statistically noticeable increase in passenger traffic.

However, in any case, the coefficient of price elasticity of demand is above zero, which suggests - theoretically - a negative contribution of price dynamics to the growth of passenger traffic in 2011-2012.

Let us note the heterogeneity of the influence of the price factor.

According to GosNIIGA, the operating profitability of Russian airlines on international routes decreased from 11% in 2009 to 4-5% in 2011-2012.

Increasing competition between domestic airlines and the emergence of numerous foreign low-cost carriers on routes to Russia is leading to a gradual decline in prices for international flights. The overwhelming majority of new demand consists of passengers paying for their flights themselves, which means that the price factor makes a positive contribution to the growth of passenger traffic.

On the domestic air route, on the contrary, in 2012-2013. There was an increase in tariffs to the level of 2011, although in the industry as a whole the overall unprofitability of operating activities in the domestic market remains.

We are probably dealing with an “adjustment” of tariffs after the simultaneous exit of Sky Express and Avianova from the market.

Because key macroeconomic indicators do not fully explain the reasons for the "extraordinary" growth in passenger numbers.

And the contribution of the price factor is rather negative, so it’s time to turn to “secondary”.

5. Prospects for the air transportation market

By 2020, virtually all regional aircraft will need to be replaced. The available carrying capacity of the current fleet will be halved by 2020, while the required carrying capacity of the fleet will have to increase by 90%.

This determines the significant needs of airlines to further update and expand their fleet of regional aircraft.

Taking into account the decommissioning of obsolete types of aircraft due to the exhaustion of resources and their loss of competitiveness, the need for the supply of passenger aircraft to Russian airlines is estimated at 1030-1200 aircraft in the period until 2020.

Demand for aircraft of various classes of passenger capacity is expected, which will be satisfied by aircraft of both domestic and foreign production.

The absence in Russia of serial production of a number of classes of aircraft determines the continued significant need for Russian air transport to use foreign aircraft.

According to forecasts, in 2020 the share of foreign aircraft in the Russian commercial fleet of passenger regional aircraft is estimated at 60%. These estimates assume the successful implementation of Russian modern aircraft production programs.

The share of which in supplies to the passenger fleet should increase from today's 10% to a promising 40%.

It should also be noted that in order to meet the projected volume of traffic, airline flight crews, starting in 2013, must be annually replenished with another 370-510 pilots in addition to the planned graduation of aircraft pilots from educational institutions of the Ministry of Transport of the Russian Federation. And in the coming years - even by a greater amount.

It cannot be said that agents understand the high cost of their business process.

And they are taking active steps to reduce it, for now, in particular, expanding their sales network with online sales points; the next step will be to expand the range of services that will be offered to agency clients, both in offices and on websites.

The online space as a whole is a very interesting and growing market, opening up both new opportunities for promoting your services and giving rise to new rules of competition.

Some statistics on the online market as a whole. Statistics on the Russian Internet space inexorably show that the client audience is growing, as is the number of information resources. Thus, at the end of 2010, more than 3 million websites were registered in the Russian domain zone.

The number of broadband Internet users amounted to almost 18 million users.

And not being present when there are so many potential customers is no longer acceptable for any retail business.

The development of technologies for electronic interaction between participants in the transport market has significantly simplified the entry of buyers into this segment of the market.

The consequence of this is the following facts and statistics of online sales in the transportation business segment.

The turnover of the Russian e-commerce market in the B2C segment in 2010 amounted to 240 billion rubles. and according to forecasts by 2015 it will exceed 500 billion rubles.

The current client audience of online shoppers is about 7 million people.

The largest segment of this market (18% of turnover) is occupied by sales of air and railway tickets.

Moscow and St. Petersburg account for 40% of buyers and 60% of e-commerce turnover.

The purchase of transport and tourism services accounts for 24% of card payments on the Internet and 57% of the volume of payments, of which 6% and 35% are for air transportation, respectively.

Analytical report on the results of an analysis of the state of competition in the market for direct scheduled air transportation of passengers in the following directions:

Magadan - Moscow;

Moscow - Magadan.

This is the figure based on the results of 2013 - 5 months of 2014.

Analytical report on the results of an analysis of the state of competition in the market for direct scheduled air transportation of passengers in the following directions: Magadan - Moscow, Moscow - Magadan based on the results of 2013 - 5 months of 2014.

Based on the above analysis, the product boundaries of the market are preliminarily defined as services of direct scheduled air transportation of passengers.

When identifying the properties of a product that determine the buyer’s choice, the functional purpose of the product (service) was analyzed, including the purpose of consumption of the product, the use of the product (service), quality characteristics, technical characteristics, price, and sales conditions.

Functional purpose, including the purpose of consuming the product and its consumer properties:

Air transportation is a method of moving a passenger on an aircraft from the point of departure to the point of destination;

Air transportation is used for personal and professional use.

Air transportation is a set of activities that ensure the provision of services to a passenger for a flight along the required route, including information services, sale of air tickets, ensuring security on board the aircraft and in the airside area, registration and meeting at the airport, service on board the aircraft and provision of transfers.

Direct flight - a flight in which the passenger does not make any transfers along the entire route from the point of departure to the point of destination.

Passenger is any person, with the exception of crew members, who is or must be transported on an aircraft in accordance with an international air carriage agreement.

According to a consumer survey, it was found that 43.3% of respondents noted the purpose of consuming this service was both personal (vacation) and professional (business trip) consumption, and 56.7% noted only personal consumption.

And 46.7% of respondents noted that planning the period of air travel depends on the vacation period, and 40% answered that on the price of the air ticket. Features of buyer behavior in the market are:

80% of respondents prefer to fly with airlines that provide direct scheduled services;

13.3% prefer direct regular (with landing) flights (transit);

6.7% of respondents direct non-scheduled flights.

Qualitative and technical characteristics.

Flight - an aircraft flight consisting of one or more flight stages, on a regular or non-scheduled basis and carried out under one flight number.

Regular transportation - transportation carried out on regular flights, i.e., on aircraft flights operated in accordance with the schedule published in the prescribed manner, including transportation on additional flights, i.e., on flights operated in addition to the schedule according to dates and the same route as the regular flight. (Order of Rosstat dated August 7, 2013 No. 312 “On approval of statistical tools for organizing federal statistical monitoring of activities in the field of transport”).

Departure airport;

Destination airport;

Airport(s) located along the transportation route, at which the aircraft schedule provides for landing of the aircraft;

Carrier code;

Flight number;

Days of the week of the flight;

Departure time (local);

Arrival time (local);

Flight period;

Aircraft type(s).

Non-scheduled transportation - transportation performed on non-scheduled (charter) flights, i.e., on aircraft flights operated outside the published schedule in accordance with the air transportation agreement concluded between the customer and the airline or other aircraft operator. (Order of Rosstat dated August 7, 2013 No. 312 “On approval of statistical tools for organizing federal statistical monitoring of activities in the field of transport”).

In a market economy, the quality of a service, like any other possible product, is a determining factor in its competitiveness, including in air transport.

One of the main criteria for quality assurance in civil aviation is air transportation services.

The main criteria for the quality of air transportation services are:

Flight safety and aviation security - as a factor in the quality of air transportation services, should include the requirements for a maximum guarantee of the absence of flight accidents, as well as harm to passengers and damage to commercial cargo associated with the preconditions for flight accidents;

Ensuring the life and health of passengers and crew members by protecting civil aviation activities from acts of unlawful interference;

Regularity of flights - is strict and accurate adherence to the flight schedule of regular flights and the schedule of additional and charter flights, the absence of delays in flight departures due to the fault of civil aviation personnel;

Accuracy and timeliness of passenger information about all changes related to aircraft movement and service to passengers and clients:

Professionalism and behavior of service personnel;

Safety of baggage, cargo and mail handed over for transportation, compliance with delivery deadlines for baggage, cargo and mail;

Travel time;

Type of aircraft carrying out transportation, etc.;

Terms of sale:

The sale of air tickets for the carriage of passengers is carried out both by the carrier and other business entities in accordance with the current concluded agency agreements (contracts) between the carrier and the sales agent, who sells transportation in strict accordance with the Law of the Russian Federation dated 02/07/1992 No. 2300-1 " On the protection of consumer rights."

Also with rules and instructions governing the preparation of transportation documents, the application of tariffs, benefits established by the carrier.

According to Art. 105 of the Air Code, transportation documents include a ticket, baggage receipt, cargo waybill, postal waybill, and other documents used in the provision of services for air transportation of passengers, baggage, cargo, mail and provided for by regulatory legal acts of the federal executive body authorized in the field of transport .

The freight charge is determined based on:

The amount of money established by the carrier for the transportation of a passenger and/or baggage, cargo between two points on the transportation route (hereinafter referred to as tariffs);

Combinations of tariffs from the airport (point) from which the transportation of passengers, luggage, cargo begins;

According to the contract for air transportation of passengers, the contract for air transportation of cargo (hereinafter referred to as the airport (point) of departure);

Fees provided for by the Rules for the formation and application of tariffs for regular air transportation of passengers and baggage, collection of fees in the field of civil aviation;

Approved by the Order of the Ministry of Transport of the Russian Federation dated September 25, 2008, No. 155 (registered by the Ministry of Justice of Russia on December 4, 2008, registration No. 12793) and in the case of a passenger ordering additional luxury services - the cost of additional luxury services established by the carrier.

Tariffs and fees provided for by regulatory legal acts of the Russian Federation must be registered and published by the carrier in the prescribed manner. (Order of the Ministry of Transport of Russia dated June 28, 2007 No. 82 “On approval of the Federal Aviation Rules “General rules for air transportation of passengers, baggage, cargo and requirements for servicing passengers, shippers, consignees”).

Tariff - an amount approved in accordance with the established procedure, charged by the carrier for the transportation of one passenger or for the transportation of a unit of weight or volume of luggage or cargo from the point of departure to the point of destination along a certain route.

Between two points, transportation between which is carried out with a transfer(s) to another flight(s) of the same or another carrier through the point(s) established by the carrier, a through passenger fare is registered and published.

Between two points, transportation between which is carried out without a transfer, a direct passenger fare is registered and published.

For each direct and through tariff, the conditions for applying the tariff are established.

The conditions for applying the tariff are described by a set of categories and their values, which are formed in the prescribed manner.

Between two points, several passenger fares can be established, differing in the amount of money (fare level) and/or conditions for applying the fare.

According to the conditions of application, passenger fares are divided into fares that do not have restrictions on the conditions of use (normal fares), and fares that have restrictions established in the conditions for applying the fare (special fares).

By class of service, passenger fares are divided into economy class fares, business class fares, and fares exclusively for first class.

Each class of service may have several passenger fares, differing in fare level and/or conditions for applying the fare.

Passenger fares can be set in absolute terms or as a percentage of the passenger fare.

Passenger fares may be set for one-way transportation (one-way fare).

Or for transportation there and back (round trip tariff).

When setting tariffs for air transportation, airlines focus primarily on reimbursing distribution costs and ensuring profits (minimizing losses).

Identification of goods that are potentially interchangeable for a given product was carried out by analyzing goods (services) that are comparable in essential properties and included, together with the product in question, in the same classification group of the all-Russian classifier of products by type of economic activity OK 029-2007.

In accordance with the All-Russian Classifier of Economic Activities OK 029-2007 (NACE Rev. 1.1) (hereinafter referred to as OKVED), approved by Order No. 329-st of Rostekhregulirovaniya dated November 22, 2007 (as amended on December 24, 2012), the service of direct scheduled air transportation of passengers corresponds to:

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In the context of the decline in which the world economy is located, infrastructure sectors, in particular transport, have suffered quite severely. Enough has already been written and said about the global crisis in freight transportation, especially those carried out by sea, and here the situation in Russia differs slightly from the global situation, at least in terms of the dynamics of operational indicators.

Revenue from passenger and cargo air transportation

Source: IATA

The turning point, by and large, came during the financial crisis of 2008 - since then, global trade turnover has still not been able to confidently return to the previous state of vigorous growth, being limited to a sluggish recovery, but passenger transportation, with the restoration of disposable incomes of the population, has been able to - In the last five years, the industry has experienced a real boom.

Dynamics of passenger and cargo air transportation volumes

Source: IATA

With regard to civil air transportation, however, the situation is noteworthy in that the situation on the domestic market with the onset of the currency crisis diverged from the global trend as a whole by almost 180%. There are several main reasons for this, and it is their consideration, coupled with a general overview of this market, which, without exaggeration, covers almost the entire planet, that this article will be devoted to.

The history of civil aviation goes back more than a century. Since the First World War, it has experienced several unique intra-industry technological structures before adopting the direction of development that most airlines follow today. The first passenger monoplanes were small, carried 7-10 passengers each and were mainly variations on the theme of military aircraft of the design bureaus in which they were created. In the 1930s, the trend changed to the diametrically opposite with the advent of the DC-3, the most popular passenger aircraft in history, which, in turn, served the armed forces well. The 50s were marked by the appearance of the first serial jet airliners, which by the early 70s, with the active growth of transcontinental passenger traffic and the advent of more powerful engines, led to a period of gigantomania in the industry, when manufacturers tried to build, and airlines, in turn, operate as Larger planes were possible, accommodating several hundred people, since the Boeing-707 and other aircraft of a similar type used at that time could no longer cope with the flow of passengers on busy routes. The successful introduction of such airliners was hindered by the oil crisis, which made the use of large and uneconomical aircraft unprofitable, but their capacity still played a role - with a consistent increase in passenger turnover, they are still actively used by large airlines.

Historical dynamics of global passenger traffic

Towards the beginning of this century, the emphasis shifted towards the development of engines with greater fuel efficiency and the large-scale use of small regional aircraft with a capacity of about 120-180 seats - according to the forecasts of the vast majority of industry experts, the near future lies with them, and over the next twenty years 70% of demand On the part of airlines, it will be necessary for this class of aircraft. In total, the world's airlines now operate about 22 thousand passenger airliners; it is expected that this number will double by 2034, with a total demand of about 38 thousand aircraft.

Forecast of changes in the world passenger aircraft fleet

Source: Boeing Market Report

Of this number, 16 thousand will replace aging aircraft currently operated by airlines, and 22 thousand will ensure an increase in the fleet corresponding to the growing passenger traffic - analysts agree that in the next two decades the total passenger turnover will increase by more than two and a half times, with the lion's share of this increase will have to do with regional transportation, mainly in Asian countries.

Forecast of global passenger traffic dynamics

Source: United Aircraft Corporation market review

The current market trend is mainly characterized by the effects of liberalization of the air travel market, namely the increased number of airlines, increased competition and falling fares, which makes travel more affordable and supports passenger demand. Also, an essential characteristic of the market today is globalization - the concepts of national companies are very vague, many carriers operate under code-share agreements, servicing “consolidated” flights with transfers from one company’s aircraft to another within the framework of one air ticket. At the same time, in developed markets there is a process of consolidation of companies - this applies to Europe, the USA, and Russia. In parallel with this, the boundaries between the price segments occupied by specific companies are gradually disappearing - there is a convergence of traditional transportation and the low-cost format in the form of combined business models.

At the moment, the undisputed leader in terms of passenger traffic is the United States, not least due to the high intensity of domestic traffic due to the vast area, the relatively uniform distribution of large cities in the eastern part of the country, as well as the high degree of population mobility. In the list of ten airlines that became the world leaders in passenger volume in 2015, the 1st, 2nd, 3rd and 6th places are occupied by American carriers - American Airlines, Southwest Airlines, Delta Airlines and United Arilines, respectively.

Top 10 airlines by passenger turnover in 2015, billion pkm

In terms of air fleet volume, by mid-2016, American companies occupied the first five places: American Airlines with 1,556 aircraft, Delta Air lines with 1,330, United Airlines with 1,229, Southwest Airlines with 720 and the world leader in air cargo transportation FedEx Express with 688. Thus, it can be calculated that the top five companies alone account for about a quarter of the entire global aircraft fleet. Also, American Airlines, United Airlines and Delta Air lines are leaders in the number of airports connected by flights of these companies, however, in terms of the number of countries included in the route map, American carriers do not even make it into the top five - the leader is Turkish Airlines, which operates flights to 108 countries world, followed by the largest European airlines - Lufthansa, Air France and British Airways, and Qatar Airways closes the top five.

Moving directly to the current state of the market, it makes sense to first of all note that there were two main factors that influenced the global dynamics of demand in the last completed year - the gradually growing demand from the countries of the East and the continued collapse in oil prices. The fall in prices in the commodity market directly mediated the fall in the dollar cost of jet fuel, the cost of which accounts for about a third of the total operating expenses of airlines. By reducing them, carriers were able to afford to reduce tariffs without loss of profitability, thereby attracting new customers.

Dynamics of the cost of aviation fuel