By Guillaume Burghouwt
The continuing deregulation and liberalization of globally air delivery markets confronts airport planners with an more and more complex context. at the one hand, the capital in depth, large-scale and complicated airport investments want a targeted, long/medium-term making plans of airport infrastructure. Such making plans calls for at the least predictable site visitors volumes (and site visitors composition) in the making plans horizon. however, airline path networks are more and more dynamic buildings that often convey discontinuous adjustments. to that end, the even more unstable airport site visitors restricts the worth of exact site visitors forecasts. Volatility of airport site visitors and its composition calls for flexibility of airport options and making plans methods. The e-book explores this limitation via a close learn of airline community improvement, airport connectivity and airport making plans within the deregulated european air shipping industry. The questions the e-book seeks to respond to are: how have airways replied to the regime alterations in european aviation with recognize to the configuration in their course networks? What has been the impression of the reconfiguration of airline community configurations for the connectivity of european airports? How can airport planners and airport gurus care for the more and more doubtful airline community behaviour in Europe?
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Additional resources for Airline Network Development in Europe and Its Implications for Airport Planning (Ashgate Studies in Aviation Economics and Management) (Ashgate Studies in Aviation Economics & Management)
The airline industry is said not to be characterized by economies of scale at the ﬁrm level. Economies of scale exist if an increase in the size of the network in terms of the network size (number of nodes served) results in lower average costs per passenger (Braeutigam 1999; Wojahn 2001), regardless of the network conﬁguration and trafﬁc density. But, according to White (1979, quoted in de Wit 1995a) ‘economies of scale are negligible or non-existent at the overall ﬁrm level’. We refer to Caves et al.
Nowadays the European airlines that operate extra-European air services (air service between an EU country and a non-EU country) face different bilateral regimes. 3) in contrast with the EU 1992 Third Package of Deregulation Measures. The table may serve as an illustration of the wide range of bilateral air-service agreements between EU states and third countries. Some of these arrangements are open-skies or liberalized bilateral air-service agreements, but ‘most of the existing arrangements are quite protectionist and traditional’ (Doganis 2001).
This question is not easily answered, not only because of the numerous decision-making variables involved with respect to airline network planning, but also because airline network planning is based on the process of strategy formation within the airline. Strategy formation is not a fully analytical and rational process. Intuition, creativity (Mintzberg 1994), bounded rationality (Simon 1957), the organization’s paradigm, luck, timing and political bargaining all play an important part in the formation of strategy within organizations.
Airline Network Development in Europe and Its Implications for Airport Planning (Ashgate Studies in Aviation Economics and Management) (Ashgate Studies in Aviation Economics & Management) by Guillaume Burghouwt