the italian opportunity - corporate.easyjet.com
TRANSCRIPT
The italian opportunity
25 MARCH 2013
1
2 2
Contents
1. easyJet in Italy
2. easyJet’s opportunity in Italy
3. Why Linate / Fiumicino is important
4. Summary
3
Easyjet in italy
Frances Ouseley
Country Director Italy
4 4
1998 1st flight to Italy
2004 1 million
passengers carried
2006 Malpensa
Base opened
2009 Fiumicino
Base opened
2013 Linate /
Fiumicino route
• 24 aircraft in Italy
• 2 bases
• Milan Malpensa and Rome Fiumicino
• 12.5 m passengers in 2012
• 140 routes from Italy
• 870 employees
• Positive and improving customer perception
easyJet - 15 years in Italy
5 5
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
0
50
100
150
200
250
UK Germany Spain Italy France
Million seats 2011 (OAG)
13%
12%
5% 5% 5% 4% 4% 4% 4% 4%
0%
2%
4%
6%
8%
10%
12%
14%
-
1
2
3
4
5
6
7
8
9
10
Sp
ain
-UK
UK
- D
om
Ita
ly-
Do
m
Fra
nc
e-U
K
Fra
nc
e-
Do
m
UK
-Ita
ly
Fra
nc
e-I
taly
Sw
iss-
UK
Ge
rma
ny
-UK
UK
-Ne
the
r
1Top 10 capacity flows of easyJet (OAG Jan-Dec 2012) – millions of seats
Focus on connecting Italy with the rest of Europe
Italy is a significant market for easyJet
Million seats Jan-Dec 2012
% weight on easyJet network
easyJet network1 European market
6 6
Contribution per block hour
…while returns keep improving
• Capacity has increased from 8m seats in 2008 to 14m seats in 2012, a CAGR of 17%
• Returns (Contribution Per Block Hour) have increased by a CAGR of 10% over the last 4 years
Capacity in Italy (network point)
Strengthening the international network…
easyJet has built a strong position in Italy
500
600
700
800
900
1,000
1,100
1,200
1,300
1,400
0
2
4
6
8
10
12
14
16
2008 2009 2010 2011 2012
7 7
Main airports in Italy Short haul passenger traffic from Italian airports
easyJet is • #1 in Milan Malpensa
• #2 in Rome Fiumicino, Venice, Naples, Palermo and others
MXP
FCO
NAP
VCE
PSA
PMO
CIA
CTA
OLB
BRI
CAG
BDS
BLQ
VRN
LIN
SUF
GOA
TRN
AHO
REG
AOI
PSR
FLR
BGY
TRS
TPS
CRV
Focused on higher yielding airports in Italy
Pa
sse
ng
ers
1
Ave
rag
e M
arke
t Fa
re in
Italy
€1 0
10
20
30
40
50
60
70
80
90
0
5
10
15
20
25
30
35
Milan Rome Venice Catania Naples Palermo Bologna Cagliari Pisa Bari
PAX Avg fare
1 PaxIs. 2011, Domestic and European flows from Italian Airports
8 8
Giuseppe Careddu Head of Sales
Matteo Cecconi Route Manager
Frances Ouseley Country Director
Daniele Bordogna Sales Executive
Noemi Frisoli Marketing Manager
Marco Picardi Country Analyst
Nicola Martino Pilot Manager
Lorenzo Lagorio HR Business
Partner
Giuseppe Bonetti RGM Ground Ops
Gianluca Murari Cabin Services
Manager
Significant expertise in Italy
9
Easyjet’s opportunity in italy
Frances Ouseley
Country Director Italy
10 10
Whilst there are short term challenges with the macro economic environment and with airport charges and taxation increasing, there are opportunities for easyJet in the Italian market
1. Build on strong market share in major catchment areas
2. Focus on business passengers and those with higher disposable incomes
3. Adapt the model to the characteristics of the Italian market
4. Keep on building the brand and differentiating the product
Opportunities in Italy focused on major catchment areas and international traffic
Where is the opportunity for easyJet now
11 11
1. Major catchment
areas Malpensa provides platform to drive returns
• Single terminal
• Reduce cost base
• Dedicated easyJet check-in and gates
• Crewing
• One single access Crew Room
• Improved flexibility
• Operational efficiency
• Above network average turn around time
• On time performance (87% in FY’12)
• Refuelling initiatives
• Lower aircraft costs
• A320s mix enables short and mid-haul flights
• High utilisation of each aircraft
• CSAT
• 5 percentage points improvement in the last 12 months
12 12
2. Business passengers
Strong international network supports the business passenger opportunity
Business passengers - network
• easyJet’s share of business passengers is increasing in Italy
• Linate / Fiumicino provides opportunities not just because it is a business route but it establishes easyJet’s credibility as an airline for business passengers
• Continue to increase share of business/ high yield passengers through:
• targeted deals with TMC and corporate accounts
• GDS distribution
13 13
Opportunity to reshape the yield curves to focus on late bookers
Booking curves 200 to 0 days to departure
3. Adapt to Italian market Italian passengers are late bookers
• Italian passengers book later than passengers in other markets
• Overall company average is 26-27 days whereas the average for Italy is closer to 20
Different booking patterns in Italy
Days before travel %
of
bo
oki
ng
s
14 14
4. Building brand Brand awareness increasing in Italy
4 6 10 16 15 14 14 12
22 15 18
24
30 32 32 21 26
35
Dec-10 Oct-11 May-12 Dec-10 Oct-11 Feb-12 Dec-10 Oct-11 Oct '12
Spontaneous - other mention
Spontaneous - 1st mention
UK Italy Switzerland
Pe
rce
nta
ge
(%
)
15 15
• Awareness increased considerably in the first 6 months of 2012
• Leisure Consideration (+11pp)
• Business Consideration (+12pp)
Source GFK Brand Trackers 2007-2012
4. Building brand Improving perception in Italian market
Spontaneous Brand Awareness
Brand Consideration
16 16
4. Building brand Build Brand through campaigns…
• First TV advert launched last October 2012, with a second campaign in March 2013
• A consistent brand presence in main catchment areas and online
17 17
4. Building brand …by receiving significant press coverage …
• Leverage the Linate / Fiumicino win to position the brand in a more credible way towards business passengers
• Dedicated advertising campaign launched in Rome and Milan, one promotional and one business
18 18
4. Building brand …by targeting a higher yield target…
As a result of our partnership with Rossignol, easyJet is present in all the key mountain resorts in Italy, promoting the brand to a higher yield segment
19 19
4. Building brand …and being present in large cities
easyJet was present in the key shopping streets of Milan and Rome in the days before Christmas
20 20
4. Building brand Focused and targeted new advertising campaigns
Exploit new CRM and digital capabilities to target relevant passengers and deliver an easy, engaging and personal experience at every stage of their journey
Why linate / fiumicino is important
21
Frances Ouseley
Country Director Italy
22 22
CHE COSA SIGNIFICA ?
1
Evoluzione naturale del nostro posizionamento in Italia : easyJet come l’Alternativa moderna di Convenienza e di Qualita’
2
3
In linea con la strategia Europea di presenza sui flussi principali e su tutti i segmenti di clienti
Un’offerta facile, accessibile e veloce, con tutta la flessibilita’ per i viaggi d’affari . Un’offerta per tutti !
23 23
Important achievement for easyJet and the Italian air traffic market: the liberalisation of the last monopoly route in Europe
Credibility
Sustainability’
Dedication
Why is the route important
• Long and complex process
• legal procedure started in December 2011 and lasted 14 months
• 5 airlines made submissions for the right to operate the route
• easyJet was awarded the route as the airline most likely to offer a real long term competitive alternative, on a dense business route, to the benefit of all customers
24 24
Extensive press coverage in Italy
25 25
Prices for all (Standard fares)
Easyjet mobile
Easyjet Plus card
Flexible fares Flexi
Prices for all (Standard fares)
Prices for all (Standard fares)
Prices for all (Standard fares)
easyJet mobile
easyJet mobile
easyJet Plus card
• Non flexible fare
• Smartphone app (info, bookings, seat choice)
• Fast track • Dedicated seats
(not first row) • Priority boarding • Annual cost 180€
• Fast track • Dedicated seats (first row and extra leg seats) • Priority boarding • Unlimited changes (up to 2 hours before
departure)
Tailored offer
according to the needs
of the corporates
In partnership with TMCs
Easy, affordable, fast, flexible – no complexity
Convenience + Speed’ + Flexibility
26 26
2013 : innovation in network development
easyJet continues to innovate by offering increasingly attractive portfolio of
routes
• Milan Malpensa – Luxembourg: 4 flights a week starting
from 31st March 2013
• For business travellers: improved schedule (new morning flights from
Rome Fiumicino to London and Paris) and new routes such as Rome-
Hamburg, Catania-Basel
• Milan Malpensa - Belgrade: 3 flights a week from 19th April 2013
• First airline to offer a non charter link to Sharm El Sheikh: from
Milan Malpensa 3 flights a week starting from 12th March 2013
• First route outside EU
Entering natural monopoly routes
Opening up new markets
Opening up markets outside the
EU
More choice for business travellers
27 27
14 New routes within first 6 months of 2013
• 13 International and 1 domestic
From To 1st day of operation
Milano Malpensa Larnaca (Cyprus) 4th March
Sharm El Sheikh 12th March
Luxembourg 31st March
Belgrade 19th April
Ajaccio 6th July
Roma Fiumicino Milan Linate 25th March
Copenhagen 8th April
Hamburg 8th April
Venezia London Southend 8th February
Manchester 14th February
Bari Paris Charles De Gaulle 1st April
Catania Basel 28th March
Olbia London Luton 15th May
Nice 6th July
Strengthening the network internationally
28 28
Likely to Recommend vs. competitors (%)
Service Satisfaction vs. competitors (%)
0 0
66
85
80
75
70
65
55
0
VENICE
90
60 60
76
86
NAPLES
73
83
ROME
71
53
77
82
MILAN
71
54
72
89
Meridiana Ryanair Alitalia easyJet
0 0
NAPLES
43
72
77
90
80
70
60
50
0
VENICE
56
73
81
ROME
64
50
74 76
MILAN
67
52
70
84
Ryanair Meridiana Alitalia easyJet
82%
Overall service satisfaction of easyJet customers in Italy (2012)
• A survey conducted in airports where easyJet operates shows a preference index higher than other airlines…
• …and a service satisfaction higher in all airports
Fonte: GFK eurisko, December2012
Industry leading customer satisfaction in Italy
29
Summary
Frances Ouseley
Country Director Italy
30 30
• Italy is a significant market for easyJet
• Structural changes are benefitting and will continue to benefit easyJet
• easyJet is focused on:
• Building on strong market share in major catchment areas
• Business passengers and those with higher disposable incomes
• Adapting the model to the characteristics of the Italian market
• Building the brand and differentiating the product
• Strength of the network underpins ability to execute our Italian strategy
Summary
31
Q&A
32 32
Disclaimer
This communication is directed only at (i) persons having professional experience in matters relating to investments who fall within the definition of “investment professionals” in Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2001; or (ii) high net worth bodies corporate, unincorporated associations and partnerships and trustees of high value trusts as described in Article 49(2) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2001. Persons within the United Kingdom who receive this communication (other than those falling within (i) and (ii) above) should not rely on or act upon the contents of this communication. Nothing in this presentation is intended to constitute an invitation or inducement to engage in investment activity for the purposes of the prohibition on financial promotion contained in the Financial Services and Markets Act 2000.
This presentation has been furnished to you solely for information and may not be reproduced, redistributed or passed on to any other person, nor may it be published in whole or in part, for any other purpose.
This presentation does not constitute or form part of, and should not be construed as, an offer for sale or subscription of, or solicitation of any offer to buy or subscribe for, any securities of easyJet plc (“easyJet”) in any jurisdiction nor should it or any part of it form the basis of, or be relied on in connection with, any contract or commitment whatsoever. This presentation does not constitute a recommendation regarding the securities of easyJet. Without limitation to the foregoing, these materials do not constitute an offer of securities for sale in the United States. Securities may not be offered or sold into the United States absent registration under the US Securities Act of 1933 or an exemption there from.
easyJet has not verified any of the information set out in this presentation. Without prejudice to the foregoing, neither easyJet nor its associates nor any officer, director, employee or representative of any of them accepts any liability whatsoever for any loss however arising, directly or indirectly, from any reliance on this presentation or its contents.
This presentation is not being issued, and is not for distribution in, the United States (with certain limited exceptions in accordance with the US Securities Act of 1933) or in any jurisdiction where such distribution is unlawful and is not for distribution to publications with a general circulation in the United States.
By attending or reading this presentation you agree to be bound by the foregoing limitations.