Student ID: 810001324

The Caribbean Air Transport Industry

Transportation and Travel (TOUR 2005)

Lecturer: Priya Ramsumair

2011Faculty of Social Sciences, University of the West Indies

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Table of Contents

An Overview of the Global Air Transport Industry.......................................................................................2

The Tourist Air Transport Industry: Changes and Developments................................................................4

Regulation...............................................................................................................................................4

Deregulation and Liberalization...............................................................................................................4

Privatization.............................................................................................................................................5

Advancements in Technology..................................................................................................................6

Alliances..................................................................................................................................................6

Low Cost Carriers (LCC)/No Frills Carriers................................................................................................7

Role of the Airline Industry in Tourism Development in the Caribbean......................................................8

Challenges faced by Regional Airlines.......................................................................................................10

The Case for Air Jamaica, BWIA and LIAT (CARICOM 2011):..................................................................10

The Caribbean Air Transport Industry – The Way Forward.......................................................................12

Privatization versus Government Ownership........................................................................................12

Alliances versus Individual Carriers.......................................................................................................12

Low Cost Carriers...................................................................................................................................13

Conclusion.................................................................................................................................................15

Appendices................................................................................................................................................16

Appendix A............................................................................................................................................16

Appendix B............................................................................................................................................17

Appendix C............................................................................................................................................18

Appendix D............................................................................................................................................19

Appendix E.............................................................................................................................................20

Appendix F.............................................................................................................................................21

References.................................................................................................................................................23

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An Overview of the Global Air Transport IndustryThe global airline industry is becoming a necessity to most parts of the world. It is partially

responsible for the development of what is commonly referred to as a ‘flat world’ (a world where

virtually any destination is accessible). However, this has not always been the case as the airline

industry has been evolving through a series of events since the early 1900’s. Today, the airline

industry is a major global economic force driving both its own development and its impact on

other sectors such as manufacture of aircraft and tourism (MIT 2011).

According to a study completed by Massachusetts Institute of Technology (MIT), today the

global airline industry consists of over 2000 airlines operating more than 23000 aircraft,

providing service in over 3700 airports. It also states that in 2006, the world’s airlines flew

almost 28 million scheduled flight departures and carried over 2 billion passengers. Growth of

the industry has been averaged at 5% over the past 30 years with variations due to changing

economies. Additionally the yearly rate of airline growth is estimated to be about twice the

amount as Gross Domestic Product (GDP) (2011).

Economic impacts of the air transport industry are plentiful ranging from direct impacts such as

airline employment and company profitability to indirect impacts which include airports, aircraft

manufacturers, tourism and all the other industries which are impacted by the opportunities air

travel brings with it. This economic importance of the airline industry makes volatile airline

profits and its dependence on good and ongoing economic conditions a serious concern for both

industries. With the onset of airline deregulation, this concern has increased since airlines no

longer have dependence on government funding and assistance in times of distress.

Resulting from the Gulf War and the economic recession which ensued, the airline industry

reported four consecutive years of losses from 1990 to 1993 in the amount of over $22 billion.

After recovering from these losses in the latter 1990’s and netting a cumulative profit of $25

billion, the industry was again plunged into a downward spiral during the financial crisis

between 2000 and 2005 reporting net losses of over $40 billion (ATA 2004).

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The airline industry continues to be faced with many challenges and these have enabled its

evolution. Though these challenges have affected the profitability of airlines, the airline industry

continues to remain an integral part of today’s ever changing landscape. If airlines can adapt to

the changes taking place, they will continue to be a major driver for development on a global

scale. As mentioned before the tourism industry is highly dependent on the airline industry for

its sustainability. Thus the changes and developments affecting the airline industry will

inadvertently have an effect on the tourism industry. The onset of deregulation of the airline

industry has prompted major developments in the tourist air transport. There have been many

developments in the airline industry within recent times but this report will focus on

privatization, advancements in technology, the formation of alliances and the development of an

alternate air transport model in the form of the low cost airline.

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The Tourist Air Transport Industry: Changes and Developments

RegulationInternational regulation and supervision of the airline industry were primarily developed to

ensure that airlines were engaging in safe practices. It was also important to prevent airlines from

engaging in unfair and wasteful competition since air transport is a significant contributor to a

region’s economy. The latter is particularly true with regards to new entrants in the market;

regulation protects against price wars and undercutting fares which new entrants would

otherwise be tempted to engage in. Different aspects of regulation are concerned with issues

such as aircraft safety, pollution due in part to noise and emissions and the establishment of

floors and ceilings to fare structures.

Airline regulation in the United States dates back to the 1938 Civil Aeronautics Act and the

resulting appointment of the Civil Aeronautics Board (CAB) in 1946 (Page 2009, 195). The

CAB was charged with responsibilities including fare control, route selection, carrying capacity

and airline mergers. Instead of ensuring a level playing field for all participants, regulation

instead resulted in overstaffed, overpriced, bureaucratic and inefficient monopolies which

depended heavily on government funding. Thus began the era of deregulation of the airline

industry.

Deregulation and LiberalizationDeregulation took place in the United States in 1978 (MIT 2011) and subsequently represented

the catalyst for major structural change within the industry in the early 1980’s (Page and

Lumsdon 2004, 106). Deregulation was undertaken to allow competitive pricing and route

selection. It also addressed issues like elimination of restrictions on capacity and frequency and

liberalization of chartered airlines. According to Page and Lumsdon, deregulation saw the

development of the hub and spoke structure (illustrated in Appendix A) which established major

transfer points through which the majority of flights were routed. Airports involved expanded

significantly while others saw traffic diminish. These hubs drew an increasing number of

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emerging airlines to them and intensified the pressure on established airlines to engage in

competitive price strategies (2004, 106).

While the rationale for deregulation was that it would lead to a state of perfect competition with

no major economies of scale or barriers to entry, the statistics show that in fact the opposite is in

actuality occurring. For example, ‘the industry has been transformed from a regulated oligopoly

of ten trunk carriers controlling 87% of the market in 1978 to and unregulated oligopoly of eight

major carriers controlling 93% in 1995’ (Goetz and Sutton 1997, 239). Smaller airlines are

being squeezed out or restricted to less important routes by the marketing power of the larger

carriers. Other impacts of deregulation include downward pressure on tariffs and yields, higher

load factors due to increase in demand caused by increased competition, and adverse effects on

profits since there are more airlines competing for the same market. The increasing presence of

low cost carriers and alliances are also a direct consequence of deregulation of the airline

industry.

PrivatizationAccording to Page and Lumsdon (2004), traditionally the airline industry (including airlines and

airports) has been administered and controlled by the state. A major reason for this state

governance has been that many cities have only one airport and its role is central to that region’s

economic development. Another reason for this is the high capital investment required in

development of an airline. Therefore control of the country’s airline industry is central in both

economic growth and as a way of assisting tourism and rural development.

While a large portion of the airline industry remains state controlled or has some level of public

ownership, it is increasingly being balanced by greater participation of the private sector. This

has led to a more commercial sector. Additionally, the state has a desire to avoid the financial

burdens associated with subsidizing the airline capital investments and sees merit in the

commercial viability of these airlines and airports in a competitive market. In other words,

allowing privatization of the airline industry is a cost effective and efficient way for the state to

maximize revenue through the feeder industries such as tourism and cut costs at the same time.

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Advancements in TechnologyThe airline industry has undergone many technological changes from the introduction of jet

airplanes in the 1950’s to the development of wide body ‘jumbo jets’ in the 1970’s (MIT 2011).

It is also widely acknowledged that society has entered the ‘information age’ and this of course

has implications for the travel industry. One of the most critical functions of technological

advancement for tourist transport providers is the ability to provide passengers with up-to-date,

real-time information. The airline industry relies heavily on information technology for a variety

of functions such as:

Global distribution systems (GDS);

Frequent flyer databases;

Yield management programmes;

Distribution and marketing of their products

The design, operation and maintenance of aircraft and luggage handling;

Check-in systems at airports (Page 2009, 229)

E-ticketing and online bookings have also contributed to changing the face of the airline

industry. These technological breakthroughs have also contributed to the development of

alliances and low cost carriers.

AlliancesAfter deregulation, many network carriers were faced with increasing competition from smaller

carriers. Due to factors such as economic downturn which began in early 2001 and the

September 11, 2001 terrorist attack on the United States, many of these smaller carriers were

facing bankruptcy as illustrated in Appendix B (MIT 2011). Some of the airlines facing

bankruptcy engaged in mergers with other airlines and in some cases major network carriers such

as the merger between United and US Airways (Stober 2003, 7). The development of alliances

was seen as a way to combat the increased competition – instead of trying to beat the

competition, join them.

An airline alliance is ‘any collaborative pooling of resources between two or more carriers,

designed both to benefit all the partners in making their supply of capacity more efficient and in

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extending their market reach’ (French 1997, 81). According to Bennett (1997, 214), there are

two types of alliances:

Tactical partnerships – loose forms of collaboration designed to derive marketing

benefits, characterized by code sharing and exemplified by the hub and spoke system.

Strategic partnerships – and investment or pooling of resources by partners aiming to

achieve a range of common objectives focused on the partners’ strategic ambitions.

Low Cost Carriers (LCC)/No Frills CarriersThe LCC consumer product offers a basic air transport service to its passengers. It is dubbed

‘no frills’ because it is precisely that – it is simply a seat on an aircraft to take a traveller from

one point to another. The LCC model offers a single class of service, free high density seating

and no added services included in the cost such as food and drinks. The service on the ground is

also quite similar in that they do not offer frequent flyer programmes, no business class lounges

or fast track check in lines. The main purpose of the LCC is to provide a basic service for a

substantially lower price than network carriers. In most instances, the LCC does offer the same

services as the network carriers. The difference is that there is a surcharge attached to these

services such as baggage weight, food and drink (CAA 2006, Chap1 Pg4). Appendix C gives

insight to the operations features as well as its impact on consumers of the LCC. The advent of

the LCC model has proven to be sustainable since statistics show that while network carriers

were recording heavy deficits during times of economic crisis, the LCC’s continued to report

profitability and growth (Franke, 2003). In fact the number of routes operated by LCC’s saw

enormous growth during the period 1995 to 2005 (Appendix D).

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Role of the Airline Industry in Tourism Development in the CaribbeanAir transport is critical to existence of the tourism industry in the Caribbean (WTTC 2004). In

fact ‘transport plays an important role in the successful creation and development of new

attractions as well as the healthy growth of existing ones. Provision of suitable transport has

transformed dead centres of tourist interest into active and prosperous places attracting

multitudes of people’ (Page 2009, 33). Appendix E shows the conceptual links between travel

motivators, life cycle, transport roles and the traveller’s experience. From this model it is easy to

point out that the airline industry in the Caribbean provides a functional link for the traveller’s

tourism experience.

‘Air transportation is an important instrument of trade, tourism, employment, defense and

economic development. It is the very breath of life in the Caribbean region. Its role in making

possible intra-Caribbean travel for social and business purposes is also critical, and its absence

would reduce the populations of several small states to being virtual prisoners on their islands’

(CARICOM 2011). The Caribbean is four times more dependent on tourism than any other

region of the world. Thus providing efficient, adequate and affordable international and intra-

Caribbean air transportation is key to ensuring sustainable tourism development in the region

(CARICOM 2011).

Perhaps the most glaring role of the airline industry in the Caribbean is that of access. The

airline industry is largely responsible for travel to the Caribbean region. The airline industry in

the Caribbean is increasingly in competition with other regions, not just island to island. They

increasingly receive requests from new tourist markets such as China, India, Central America,

Brazil, Middle East and Africa (IATA 2009). What this means for the Caribbean tourism

industry is the ability to tap into new markets by flying to new destinations.

According to the International Air Transport Association (IATA) (2009), it is responsible for

570,000 direct jobs and $20.5 billion contribution to GDP in the Latin American/Caribbean

region. As illustrated here, the airline industry is of tremendous economic value to the

Caribbean. The creation of direct and indirect employment is imperative to the sustainability of

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the tourism industry in the region. If employment rate is higher governments need to spend less

on welfare and grants thus increasing the share to be spent on other aspects of development.

The airline industry is extremely volatile, easily affected by external factors such as economic

slumps and growth, fuel prices and acts of terrorism. It is for these reasons that if the tourism

industry is to remain viable and sustainable, the airline industry must be developed alongside it.

The stronger your airline industry, the more resilient your tourism industry will be (IATA 2009).

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Challenges faced by Regional AirlinesRegional airlines are constantly being faced by a barrage of challenges which result from various

factors such as economic climate, acts of terrorism and fuel costs. Silva (2002) has indicated that

some of these challenges are as follows:

Decreased profitability of airlines;

Better scheduled airlifts to other regions;

Safety and security as a major concern of travellers in terms of air travel;

Economic downturn caused and increase in staff layoffs and restructure;

The existence of shorter booking windows which were reduced from around three months

to as much as four weeks.

Seasonality is another major challenge being faced by regional airline carriers.

The uncertainty of fuel costs – wreak havoc when fuel costs are high since airlines now

have to look for ways to absorb the additional costs.

A look at the challenges being faced by specific regional airlines including Air Jamaica, BWIA

(now Caribbean Airlines) and LIAT will now be examined.

The Case for Air Jamaica, BWIA and LIAT (CARICOM 2011):Air Jamaica, BWIA and LIAT, like Bahamasair and Cayman Airways, have a history of

accumulated debt and losses, but this situation is paralleled by the performance of the

global airline industry.

The first three have provided a guarantee of international and intra-regional air services

to the region for 37, 66 and 50 years respectively. Other competing airlines came and

went.

The Return on Investment (ROI) of the regional carriers must be evaluated in terms of the

combination of commercial and social services to members of the CARICOM

Community over that period of time.

Their existence as national carriers has given the Caribbean countries bargaining power,

in an industry that is currently controlled largely by bilateral Agreements.

Privatization, whether foreign or local, has not so far guaranteed those profits, or an

escape from government subsidies.

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Both private and public sector owners/ managers of these carriers now accept that they

have received far too little capital, rather than too much, as is commonly believed.

They operate in a fiercely competitive environment.

Additional details on the case of LIAT are presented in Appendix F.

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The Caribbean Air Transport Industry – The Way ForwardThe global airline industry has been in a constant state of evolution and in order for the air

transport industry of the Caribbean to keep up with these changes, it will need to undergo some

changes of its own. Studies conducted by bilateral and multilateral agencies such as the World

Bank have highlighted some key recommendations for the way forward:

Government owned carriers should be privatized.

Alternatively, the Caribbean should depend totally on foreign owned carriers.

Complete liberalization is the best solution for mitigation of risks related to the region’s

transportation problems (CARICOM 2011).

The ideologies of privatization versus government ownership, alliances versus individual carriers

and low cost carriers will now be discussed in the context of moving the air transport industry of

the Caribbean forward.

Privatization versus Government OwnershipAn overview of the concept of privatization was discussed earlier in this report. Most of

privatization occurred post-1985 and currently most of the private companies are the large

successful airlines. Privatization also allows for overseas investments in airlines through

strategic alliances (this will be discussed in further detail in a subsequent section). The argument

is that privatization will result in efficiency gains of the airline industry (Page 2004). In the past,

Caribbean government owned carriers have lost more money under privatization than

government ownership. Additionally under private ownership, governments were still forced to

continue subsidies. Also relying solely on foreign carriers tremendously exposes the tourism and

other related sectors especially given the critical importance of air transport (CARICOM 2011).

Alliances versus Individual CarriersAccording to Morley (2006) airlines enter into alliances for a variety of reasons which include:

Economic benefits such as productivity gains;

Competitive advantages from improved customer service;

Cost reductions from sharing lounge facilities, terminals, code-sharing etc.;

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Joint purchasing allows additional cost savings;

Economies of scale and scope in marketing activities;

More connected route network for passengers and greater choice of destinations;

Expanding market access for individual airlines and growth where restrictions to access

may apply.

Today, some of the major carriers within the Caribbean region are Caribbean Airlines, LIAT and

Air Jamaica. All of these airlines were individual carriers up until recently when Caribbean

Airlines entered into merger agreement with Air Jamaica on April 28, 2010 (Arnoult 2010).

Additionally code-sharing agreements between Caribbean Airlines and British expired in March

2010 (Caribbean Airlines 2010).

Based on the reasons outlined above for entering into alliances, it seems a viable solution for

regional carriers to ensure flight capacity and promote profitability. Alliance with larger

international airlines has the potential to open up new markets to the region. It also will offer

travellers a more worry free and efficient journey to and from the region. If these agreements are

properly implemented and monitored it has the potential to bring the regional airlines to new

heights of success and in turn promote economic growth of the region and sustainability.

Low Cost CarriersLow cost carriers (LCC’s) have comprehensively increased the level of competition in the airline

industry in three main ways:

Firstly by reducing the level and structure of fares.

Secondly by offering new destinations at airports which are not frequented by network

carriers which operate under the hub and spoke structure.

Lastly by offering a higher frequency of flights to denser routes.

The question remains though, will the introduction of LCC’s to the Caribbean region boost the

travel and tourism industry?

On the one hand, the introduction of LCC’s to the region will promote increased competition,

with implications to pricing, frequency and destination of flights. It may actually open up

destinations which were virtual dead zones to the regional and international markets. On the

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other hand though, there are implications of income from foreign exchange earnings which

ordinarily would have boosted the economies of Caribbean regions, now being filtered back into

the foreign markets. Additionally, the additional level of competition could have two different

effects on regional carriers. The first being that regional carriers can rise to the challenge and

provide a more efficient and cutting edge service or they could go the other way and be forced

into bankruptcy in the worst case. Introducing an LCC can also have a negative impact on the

region’s network carriers since in essence; it will simply be another airline competing for the

same market share.

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Conclusion

Global air transport is an ever changing industry which has roots since the early 1930’s. The

airline has since undergone an evolution that has been impacted by the economic landscape in

which it resided. The age of regulation was followed by deregulation in 1978. Deregulation has

been the driving force behind the more recent changes in the industry such as privatization,

airline alliances and the development of the low cost carrier model.

Of course the airline industry is not static and plays different roles in different regions and the

Caribbean is no exception. The airline industry has been tied very closely with the tourism

industry upon which most of the Caribbean islands depend. The airline industry must be

properly managed in these regions to ensure that there are adequate flights from the relevant

target markets to the tourist destinations.

There are however challenges which the Caribbean regional carriers inadvertently face.

Fluctuations on fuel cost wreak havoc on the bottom lines of these carriers. Additionally,

regional carriers are always on alert to ensure that proper safety and security standards are being

adhered to. Other challenges being faced are decreasing profitability, seasonality, scheduling

issues etc.

One might then be tempted to ask ‘what then?’ How should the Caribbean air transport industry

deal with these changes and challenges? A variety of options has been examined and range from

privatization, alliances and the introduction of low cost carriers. If the region is to move forward

and maintain profitability and ultimately sustainability it is certain that the alternatives presented

in this report be adequately explored and the most viable solution chosen and implemented with

proper monitoring procedures put in place.

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Appendices

Appendix A

The Hub and Spoke Network (Rodrigue 1998-2011)

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Appendix B

World Airline Net Profits 1989-2006 (MIT 2011)

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Appendix C

Operations and Consumer Benefits of Low Cost Carriers (Page and Lumsdon 2004, 125)

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Appendix DAirport Pairs served by no-frills carriers between the UK and EU

(Excluding domestic services) (CAA 2006, Ch 1: p7)

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Appendix E

A conceptual map of the links between motivation, life cycle, transport roles and the traveller’s

experience (Page and Lumsdon 2004, 32)

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Appendix F

THE LIAT STORY (CARICOM 2011)

LIAT transports some 750,000 passengers a year. 30% are visitors from outside the

region. 70% are Caribbean people or Caribbean residents going about their business of

trade, commerce, vacation, sports, health services, festivals, education and government

business.

LIAT serves 20 Caribbean destinations every day.

In many cases LIAT is the carrier that carries the largest or the second largest number of

passengers to those countries. It is, for example, the second largest carrier to Barbados.

The picture of a heavily subsidized carrier seeking no competition is false.

Over the past 50 years it has had many competitors on its routes, including BWEE

Express, E.C Express, Carib Express,(now all gone) while also competing with American

Eagle, BWIA, Caribbean Star, Caribbean Sun, Air Caraibes and others.

It took six years for the Capital investment of US $31 million needed in 2000 to be

received by the airline-a period that included 9/11, with all its financial and other

consequences, as well as exponential growth in the price of oil.

Unlike Air Jamaica, Bahamasair, BWIA, Cayman Airways, LIAT does not belong to one

country responsible for providing a financial Safety Net to support its operations.

Capital investment comes only in response to a cash flow crisis, depending on the

resources available to any one of its 3 shareholders at a given time.

It serves many countries every day which see no obligation to support it financially.

NEW LIAT

At the end of 2004, LIAT embarked on a programme of radical and far reaching changes as

follows:

Negotiated settlements/compromises/ rescheduling of payments with all major third party

creditors.

Developed and implemented a new business model involving a state of the art

reservation, booking, revenue management and flight information system, called

Navitaire.

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This has had positives and negatives and must be seen as a work in progress.

Addressed its punctuality problem ( now 65 % to 75 %, with a target of 85 %).

Undertook major maintenance on the entire fleet, engines and rotables.

Expanded its fleet from 11 to 13 Dash 8s.

Adopted a new livery.

Is in the process of carrying out a comprehensive analysis of all its routes, with a view to

eliminating and /or reducing loss making services and routes and creating routes and

schedules that better correspond to the public’s needs.   

Created a new Commercial Department and appointed a Chief Commercial Officer,

responsible for broad based promotion, advertising and marketing. This is a work in

progress.

Introduced cost cutting measures such as staff reduction, productivity incentives, longer

sectors, more direct flights, eliminated multi-stop flights.

Introduced a comprehensive training and implementation programme.

Appointed a new and highly experienced Chief Executive Officer (CEO).

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