机场与航空公司之间的关系中英.ppt

The Airport - Airline Relationship 机场与航空公司之间的关系机场与航空公司之间的关系Consolidation of two airline modelsLow cost•Increasing market share in all regions•Point-to-point traffic (hub bypass) but some connections too•Financial incentives, specially by smaller airportsIntercontinental airlines•Larger aircraft for hub&spoke•Smaller aircraft on point-to-point•Increased deregulation means more competition•Fewer super-hubs in long-term航空公司：两种商业模式并存航空公司：两种商业模式并存低成本型航空公司低成本型航空公司•在各地区的市场份额呈上升趋势•点对点运行（绕道枢纽），但有时也需要中转• 财政激励，特别是小型机场洲际航空公司洲际航空公司•大型飞机，多用于中枢/辐射型航线•小型飞机，多用于点对点运行•放松管制，竞争愈演愈烈•长远看，超大型枢纽将寥寥无几LCC & Technology drive changeNew LCC routes•New point-to-point routes are being opened resulting from lower cost structure of LCCs•LCCs drive away legacy carriers (and associated feeding airlines) as these cannot compete•This puts pressure on smaller hubs as they loose their niche roles as intra-continental connecting points•Some traffic is also eroded from mega hubs, particularly P2P which may shift to secondary airports but this helps by releasing capacityTechnology•Smaller long-range aircraft allow secondary cities to open direct non-stop intercontinental routes, but mainly to mega-hubs•Larger aircraft allow cheaper flights via mega-hubs•Mega-hubs consolidate their position as continental gateways低成本型航空公司低成本型航空公司&科技引领变革科技引领变革 低成本型航空公司开辟新航线低成本型航空公司开辟新航线•运营成本较低，低成本型航空公司不断开辟新的点对点航线•低成本型航空公司拥有老牌承运人（及相应的支线航空公司）不具备的优势•对小型机场形成压力，小型机场将失去其洲内航线中转节点的重要地位•一些航班（尤其是点对点航班）将从超大型枢纽机场撤出，转到二级机场，反而释放了容量科学技术科学技术•小型远程飞机使得次级城市能够开辟洲际直飞航线，但主要飞往超大型枢纽•大型飞机能够提供经由超大型枢纽的廉价航班•超大型枢纽巩固其洲际门户机场的地位All airports affected by a new paradigmMega-hubsFew can survive - these will mainly be the base of dominant intercontinental mega-carriersLarge investments will be required to maintain dominanceCompetition at a global scaleSome competition from P2P by Gulf carriersSecondary hubsDecreasing intercontinental hubbingSome long-haul P2PIncreasing pressure from LCCs in the form lower prices and alternative secondary airportsNeed to consider possible impact from HST新模式对各类机场的影响新模式对各类机场的影响超大型枢纽超大型枢纽•超大型机场将寥寥无几，主要承担大型航空公司的基地职能•日常运营耗资巨大•全球范围内的竞争•海湾航空点对点直航运营带来的竞争压力次级枢纽次级枢纽 •减弱洲际枢纽功能•拥有一些点对点远程直航航线•低成本型航空公司的价格低廉和其它可选次级机场的竞争压力逐渐增长•需要考虑高铁带来的潜在影响All airports affected by a new paradigmmInternational O&DsLower growth rates Need to attract LCCs to maintain traffic volumesMarket share erosion from secondary airportsPrice pressure from LCCsCompetition from alternative transport modes (HST)Regional airportsSever margin pressure from LCCsHigher competition as increasing number of airports enter the market and aim to attract LCCsCompetition from alternative transport modes (HST)新模式对各类机场的影响新模式对各类机场的影响国际国际O&D机场机场•市场增长缓慢•需要吸引低成本型航空公司，以维持业务量•次级机场对市场份额的蚕食•低成本型航空公司的价格优势•其它可选交通工具（高铁）的的竞争支线机场支线机场 •来自低成本型航空公司的价差压力•越来越多的机场进入市场，竞相吸引低成本型航空公司，因此竞争更加激烈•来自于其它可选交通工具（高铁）的竞争压力The situation todayMost airports (large and small) tend to overinvest in order to position themselves ahead of the competitionMany airport investment decisions are driven more by political pressures rather than commercial decisionsMost airports (large and small) do not fully exploit their commercial revenue potentialMany small airports do not have the “critical” mass to generate considerable non-aeronautical revenueMost small airports and increasing numbers of medium-sized airports are trying to attract LCCs because of the considerable volume of traffic they generateIncreasing competition to established mega-hubs from Gulf carriers当前形势当前形势•多数机场（大型或小型）存在过度扩张的趋势•对于很多建设机场的投资决定，政治考虑多于商业考虑•多数机场（大型或小型）并未充分挖掘潜在的商业价值• 很多小型机场未能吸引足够数量的公众，不能创造可观的非航空性业务收入 •多数小型机场和日渐增多的中型机场力争吸引低成本型航空公司，以期带来可观的业务量。

•海湾航空承运人对超大型枢纽机场造成的竞争压力What can we expect in the short-medium termContinuous uncertainty in the airline business. Clear cut models to prevail: i.e. Intercontinental and LCCsLess funding available for investment as a result of Global Financial Crisis and cuts in Government spendingGulf carriers and airports to play an increasing role in the movement of intercontinental trafficMany airports left with overcapacity due to over investments. Thus, temptation to reduce charges to attract carriersHST to play an increasingly important role in intra continental traffic近期展望近期展望•航空公司业务持续存在不确定性因素。

当前盛行的商业模式泾渭分明，即：洲际航空公司和低成本型航空公司•全球金融危机以及政府开支削减加大了融资的压力•海湾航空承运人和机场在洲际运输的地位日益增强•过度扩张使得很多机场容量剩余由此，须减少机场收费以吸引航空公司•高铁占有的洲内运输份额日益增加Airport management actionsRecognise the true traffic generation potential of the airport:As an O&D gateway: driven by population, GDP/capita and tourism, among othersAs a transit hub: driven by the strength of the resident airlineAs a logistics centre: driven by the strength of resident airlines, market position and competition, and infrastructurePartner with the airlines:Understand their particularities as they are not all the same and there are specific requirementsProvide them with differentiated facilities specifically designed to meet airlines operational and financial needsCo-operation rather than passive relationshipIndustry wide issues such as economic and environmental challenges demand increasing collaboration between airports and airlines 机场管理措施机场管理措施识别机场业务量增加的潜在因素识别机场业务量增加的潜在因素•作为O&D门户港：受人口总量、人均GDP以及旅游业等因素影响•作为中转枢纽：受机场基地航空公司状况影响•作为物流中心：受机场基地航空公司状况、市场定位和竞争压力，以及基础设施影响与航空公司结成伙伴关系与航空公司结成伙伴关系•充分认识各个航空公司的具体特点，以及它们的具体需求•提供齐全的设施设备,满足各个航空公司运营规模和财力需求•变被动为主动，与航空公司寻求合作•应对诸如经济形势和环保问题等行业性问题时，要求机场和航空公司加强合作Airport management actionsAirports to be run as businesses:Develop a sensible business planUnderstand the changing and evolving nature of the aviation industry: what is true today will not necessarily be true tomorrowMaximize revenue generation potential from non-aeronautical activitiesAirports are much more than air-to-ground exchange platformsRecognize the power of competitors: other airports and alternative transport meansCost control: maximize the economies of scale inherent in a monopolyCapital Expenditure:Undertake investments carefully – not all airports can become mega hubs; capex is expensive and it must be paid backHowever, if real potential exists, do not deteriorate the strategic position for airline network developmentCapex should be demand drivenAlways try to adopt a modular and flexible infrastructure development approach Airport master plan as a portfolio of real options instead of blue-print for a single future机场管理措施机场管理措施机场商业化运营机场商业化运营•制定合理的商业规划•充分考虑航空业瞬息万变的特点：时代变，则形势变•尽量扩大机场的非航空性收入产生的利润•机场不仅仅是空地运输转换平台•充分认识竞争对手：其它机场以及其它可选交通工具•成本控制：须将垄断所固有的规模经济最大化资本支出资本支出•机场扩建须谨慎—并非所有机场都能成为超大型机场；资本支出耗费巨大，必须考虑回报•同时还须抓住机遇，拓展航线网络•资本支出取决于市场需求•机场基础设施建设始终采取灵活的组合式方法•机场总体规划应实事求是，切实可行，不能仅仅是美妙的一纸蓝图What LCCs want from airportsFor LCCs price is important but so are other considerationsCapacity & operational environment 24/7 facilities – asset utilisation maximised Quick turn-around times (eg power in/power out, short taxi times) Fit for purpose infrastructure Fees & charges Airport related costs represent relatively larger part of overall cost structure Optimise „all-up‟ per pax charges (aero charges, check-in, parking, handling etc) – aimed at promoting efficient use of facilities Incentive schemes, marketing contributions etc 低成本型航空公司对机场的需求低成本型航空公司对机场的需求•对于低成本航空公司来讲，价格因素非常重要，但还须考虑其他因素•机场容量与运营环境•机场24/7 全天候服务　—　设施利用最大化•航班过站时间短（例如，接通/断开地面电源，滑行时间短）•建立量体裁衣的基础设施 •机场收费•机场相关的收费占其总成本的一大部分 •优化旅客收费（航空费、值机费、停机费、地勤费等），提高机场设施的利用率 •激励机制，市场推广等What Network airlines want from airportsMarket – generally the primary consideration for network carriersYield & load Dedicated infrastructure and branding Lounges Dedicated check-in desks Security fast track Gates (airbridges) Fees & charges Landing fees / passenger fees Handling charges Discounts & incentive schemes Network Connection opportunities Breadth & depth of network Greater emphasis on the overall “door to door” travel experience of the passengers 网络型航空公司对机场的需求网络型航空公司对机场的需求•市场—网络型航空公司考虑的主要因素收益&载运率•专用的基础设施和品牌策略机场休息室专用值机柜台快速安检通道停机位（登机桥）•机场收费起降费/旅客服务费地勤费折扣与激励机制•航线网络中转／连接机会网络的宽度与深度•更注重缩短旅客的总体“门对门”旅行时间Managing the relationship with the airlinesIn a more challenging economic climate, the entire industry has become more cost conscious with a significant portion of the cost base not controlled by airlines Fuel Aircraft (in a tight market) Labour (in a global market) Airport related costs are not controlled by airlines, however, they are commercially negotiable 10 – 15 years ago airport costs were regulated Now direct negotiation between airport and airlines Most new entries, capacity and frequency increases are the result of negotiations between airports & airlines Airline differentiation provides opportunities Agreements between airports and airlines cover more than just traditional services 与航空公司发展新型关系与航空公司发展新型关系经济形势严峻时，航空公司对不可控成本越发谨慎燃油飞机（市场供不应求时）员工（全球市场）航空公司无法控制与机场相关的成本，但是可以进行商业谈判10-15年前，机场成本受制于调控如今，航空公司与机场直接谈判新增航线、航班容量和航班频次由航空公司和机场共同商定航空公司个性化经营提供机遇航空公司与机场达成的协议不仅仅包括传统的服务领域，开辟新领域Managing the relationship with the airlinesChange in airlines‟ approach created new discipline for airports Today it pays for airports to be pro-active airline marketeers Different carriers require different approaches – legacy carriers & LCCs Key point in the airlines/airport relationship: cost transparency Win / win for airports & airlines Co-operation with rather than presentation to carriers Joint development of route cases Working together to face current challenging economic outlook and environmental issues 与航空公司发展新型关系与航空公司发展新型关系•与航空公司发展新型关系与航空公司发展新型关系给机场提出新的课题给机场提出新的课题•如今，在航空业中机场应主动寻求市场•航空公司的需求各不相同—老牌承运人&低成本型航空公司•航空公司/机场关系的金科玉律：成本公开• 机场与航空公司的双赢机场与航空公司的双赢•主动合作•共同开辟航线•共同应对当前的经济局势和环境问题Build-up of airline costs航空公司成本机构航空公司成本机构29Build-up of airline costsEcomomics航空公司成本结构航空公司成本结构31Build-up of airline costsEcomomics航空公司成本结构航空公司成本结构Build-up of airline costsAnd for Legacy carriers?...航空公司成本结构航空公司成本结构Airport performance Vs. airlines2004 performance relative to the European marketIATA’s DG Bisignani:“IATA does not object to privatisation efforts that bring greater transparency and efficiency to airport management, and at the end of the day, lower charges. But we have no patience for privatisations that breed inefficiency, uncontrolled monopolistic behaviour or cross-subsidisation of troubled developments. You may have given Narita a license to print money”机场运营机场运营 Vs. 航空公司航空公司•IATA 秘书长 (Giovanni Bisignani): “ IATA 并不反对机场私有化，前提是机场管理应更加公开，富有效率，并最终降低机场相关的收费。

而私有化也可能导致机场管理效率低下、无法控制的行业垄断行为或者补贴混乱问题的出现，对此我们不能容忍没有有效的监管机制，机场私有化就如同一个印钞机一样2004年机场运营（相比欧洲航空市场）Airport performance Vs. airlinesThe airline business and the airport business are fundamentally different. One cannot be measured and compared against the other on the basis of a few simple financial indicatorsLCCsEasyjet: 16,6%Ryanair: 27,5%Ljubljana: 50%Copenhagen: 61%AirportsEBITDAR Margins (’07)机场运营机场运营 Vs. 航空公司航空公司航空公司运营根本上有别于机场运营孰优孰劣，无法仅凭简单的数字做出判断低成本型航空公司机场易捷航空: 16,6%瑞安航空: 27,5%卢布尔雅娜机场: 50%哥本哈根机场: 61%2007利息折旧及摊销前利润率（EBITDAR Margins）Airport performance Vs. airlinesCash margin42%12%ROI¹11%5%Profit margin12%3%ROE¹13%7%Top 10 airport companiesTop 10 airline companies(1)Airports: BAA, Fraport, CPH, Vienna, Zurich. Airlines: Austrian, BA, LH, SAS, SwissAirport vs. Airline performance for a selection of companies in 2000现金保证金现金保证金42%12%投资回报率投资回报率11%5%利润率利润率12%3%净资产收益率净资产收益率13%7%前10位 机场企业前10位 航空公司名优机场和 航空公司运营的对比数据（ 2000年 ）机场运营机场运营 Vs. 航空公司航空公司（1）机场：英国机场集团，法兰克福机场集团，哥本哈根机场，维也纳机场，苏黎世机场。

航空公司：奥地利航空，英国航空，汉莎航空，北欧航空，瑞士航空Airport incentivesCompetition among airports is increasingSecondary airports Vs. main airportsTourist destinationsHubsAirports need trafficKey driver of revenue generationAirport traffic is derived demandIncentives are becoming increasingly commonProvide support for new servicesCareful management is keyWho benefits? Should the airport act alone?E.g. Tourism industry机场的激励机制机场的激励机制•机场之间竞争日益激烈•二级机场 VS 一级机场•观光旅游目的地•枢纽机场•机场需要运输量•赢利的决定因素•机场运输量属于派生需求•激励机制日渐盛行•为开辟新的服务领域提供支持•善于经营是关键•谁是受益者？机场能否单独行动？•例如，旅游业Airport incentives2001 - Brussels Airport complains to the EU that a number of advantages were being granted to Ryanair by Charleroi Airport and the Wallon region2002 the Commission launched an investigation to determine if this was compatible with the “private market investor principle”The Commission determined that no private operator would have granted the same advantages. Hence, these constituted State AidHowever, the Commission determined that certain aspects of the aid could be compatible with EU transport policy because it facilitated the development and improved use of an underused airport that represented a cost to the community as a whole机场的激励机制机场的激励机制•2001年—布鲁塞尔机场向欧盟申诉，指出瓦隆地区政府和沙勒罗瓦机场向瑞安航空提供补贴•2002年—究竟是否违反“私有市场的公平竞争原则”，欧盟委员会进行调查•欧盟委员会认定不存在其它私人机构向该航空公司注资。

由此，此类补贴属于政府补贴•但是，欧盟委员会裁定此类补贴并非完全违反欧盟的“透明政策”规定，因为机场利用率较低将造成对当地社区的整体经济损失，而该补贴提升了机场的利用率EU Directive on start-up aidAs a result of the Charleroi case, in 2006 the EU published the “Community guidelines on financing of airports and start-up aid to airlines departing from regional airports It acknowledged that: small airports often do not have enough passenger volume to break even (0,5 – 1 M pax?)Airlines prefer tried and tested hubs in good locations which provide rapid connections, have an established passenger base and have slots which they do not wish to loseairlines are not always prepared, without appropriate incentives, to run the risk of opening routes from unknown and untested airportsConsequently, the Commission accepts that public aid can be paid temporarily to airlines under certain conditionsHowever, it will not be acceptable to grant aid to new air routes corresponding to a high-speed train link欧盟指令：航线启动补贴欧盟指令：航线启动补贴•鉴于沙勒罗瓦机场事件，欧盟于2006年公布了《关于机场融资以及支线机场新增始发航线的启动补贴的指导意见》•该文件确认：通常，小型机场接待的旅客人数（50-100万）较少，难以平衡收支位置好、声望高的枢纽往往中转快捷，还因为已经拥有固定的旅客和航班时刻，所以航空公司更愿意固守大型枢纽缺乏动机，航空公司不愿冒险开辟新建或不知名机场的始发航线•由此，欧盟委员会允许航空公司在特定情况下接受临时的公共财政注资•但是，如果新增航班票价低廉（相当于高铁的票价），则不允许接受补贴EU Directive compatibility criteriaEU airlinesRoutes must be between EU airports of less than 5 million passengers and other EU airportsAid must only apply to new routes or new schedules that lead to an increase to the net volume of passengersThe route receiving the aid must ultimately prove profitable for the airline without public fundingThe amount of aid must be directly linked to the additional start-up costs of the airline in launching the new route or frequency (mainly advertising and marketing) and cost of installing the airline at the airportDigressive aid must be granted for a maximum period of three years欧盟指令：激励政策兼容标准欧盟指令：激励政策兼容标准•欧盟航空公司•对于旅客容量不足5百万的欧盟机场，和欧盟其它机场之间必须有航线开通•新增航线或航班能够借助于补贴提升机场的旅客吞吐量时，才给予补贴•享受补贴的航班必须能够证明：在没有公共财政注资的条件下，能够给航空公司带来收益•补贴数目必须与航空公司的额外启动成本直接挂钩，如新增航线或航班频次的宣传和营销成本，以及该航空公司在机场的初装成本•接受此类补贴最多3年Sample incentives in EuropeCharleroi:Brussels Airport:欧洲机场财政激励举例欧洲机场财政激励举例沙勒罗瓦机场布鲁塞尔 机场Other financial incentivesMarketing support (airports, together with public agencies and tourism boards)Discounts on airport chargesRisk sharing mechanisms are commonly used in the US: revenue guarantees and community ticket trustsMacau International Airport:其它的财政激励措施其它的财政激励措施•营销支持（如，机场连同公立机构和旅游局）•机场收费优惠•在美国，通用的做法是风险分担机制机制：•收益保障•里程累积•澳门国际机场　客运航班奖励政策适用于所有在澳门国际机场运营的航空公司已开航班新增支线航班新增远程航班（1）奖励持续时间1年 新增航班运营前2年　　　多运送一名旅客，对航空公司的奖励 　　　　　　15%40% 50%奖励额度的年度计算：已开航班：对航空公司收取的旅客服务费：（当年 — 上年）X 15%新增支线航班：对航空公司收取的旅客服务费：当年 X 40%新增远程航班：对航空公司收取的旅客服务费：当年 X 50%。