Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis

The global airline industry is expected to reach $767 billion by 2018. The industry is fragmented with top three and top five players. The Companies’ main strategy is focused on expanding their services globally as many of the airlines that are US based have international routes and are expanding overseas. The airline Compan

ies are focusing on environmental sustainability programs to provide eco-efficient airlines with less carbon emissions.

A total of 128 figures / charts and 45 tables are provided in this  report to help in your business decisions. Sample figures with some insights are shown below. To learn the scope of, benefits, companies researched and other details of the airline market competitive analysis report, download the report brochure.



The global airline industry is fragmented and consists of passenger and air cargo services offered by companies. A combination of factors such as air traffic rates and emergence of low-cost carriers impact market dynamics highly.

Airline market report projects that increasing competition will create intense competition which will lower the industry’s market share and profitability. Threat of volatility of fuel prices because of business dependence on fuel price and fluctuation in fuel prices could affect the profit margin of the industry.

Lucintel analyzes that industry’s strong growth and global alliance strengthened its product range in terms of its network and the services it offers to its customers such as linked loyalty programs. Some of the key players in airline industry operate one of the youngest and most modern fleets in Europe, and this fleet is known for its fuel efficiency and optimal network fit for its sustainable development.

The report gives a brief overview of the top five major players of the industry. They are:

 

•    Deutsche Lufthansa AG
•    United Continental Holdings Inc.
•    Delta Airlines Inc.
•    Air France KLM
•    FedEx Corporation

This study is intended to provide industry leaders with a competitive benchmarking of the world’s top five global airline companies. The study provides up-to-date information on the market share, profit margins, capabilities and strategies of the leaders. The report helps current suppliers realistically assess their capabilities, strategies, vis-a-vis leading competitors. It provides executives with strategically significant competitor information.

Airline market competitive analysis report will save hundreds hours of your own personal research time and will significantly benefit you in expanding your business opportunities in top five global airline companies. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business

                               

The detailed analysis of each company offers a critical view into key strategic areas, including:
 

•    Company overview          
•    Benchmarking (financial & market)
•    SWOT analysis         
•    Product positioning
•    Marketing strategy and tactics    
•    Corporate strategy

To make any investment, business or strategic decisions, you need adequate and timely information. Airline market competitive analysis report fulfills this core need. This is an indispensable reference guide for industry executives who are dealing global airline companies.

Some of the features of  Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis market intelligence report are:
 

 6.1. Air France KLM  
 6.2. Delta Air Lines Inc  
 6.3. Deutsche Lufthansa AG  
 6.4. FedEx Corporation  
 6.5. United Continental Holdings Inc  

 List of Figures

 

 CHAPTER 3. Market Opportunity

Figure 3.1: Supply airline industry

Figure 3.2: Global airline industry annual trend 2007-2012 (US $B)

Figure 3.3: Global airline industry regional trend 2007-2012 (US $B)

Figure 3.4: Global airline industry regional trend 2007-2012 (%)

Figure 3.5: Global airline industry segment trend 2007-2012 (US $B)

Figure 3.6: Global airline industry segment trend 2007-2012 (%)

Figure 3.7: Global airline industry opportunity by region

Figure 3.8: Global airline industry opportunity by segment

 

 CHAPTER 4.Competitive Benchmarking (Financial and Market)

Figure 4.1: Top five Global airline industry – financial benchmarking

Figure 4.2: Global airline industry gross profit and net profit analysis – 2012

Figure 4.3: Financial analysis – growth leadership quadrant (2012)

Figure 4.4: Market share of top players 2007

Figure 4.5: Market share of top players 2012

Figure 4.6: 2006 Market share analysis

Figure 4.7: 2011 Market share analysis

Figure 4.8: Global market share analysis 2012

Figure 4.9: Global market fragmentation 2012  

Figure 4.10: Market value North America (US $B)

Figure 4.11: Market value Europe (US $B)

Figure 4.12: Market value Asia Pacific (US $B)

Figure 4.13: Market value ROW (US $B)

Figure 4.14: Regional revenue evaluation 2012 (US $M)

Figure 4.15: Regional revenue evaluation 2012 (%)

Figure 4.16: North American revenue trend for top players 2008-2012 (US $B)

Figure 4.17: Europe revenue trend for top players 2008-2012 (US $B)

Figure 4.18: Asia Pacific revenue trend for top players 2008-2013 (US $B)

Figure 4.19: Row revenue trend for top players 2008-2012 (US $B)

Figure 4.20: Lucintel triad - top five major players

 

 CHAPTER 5. Company Profile of Air France-KLM                                                                                                                         

Figure 5.1: Air France-KLM’s revenue by business structure 2012

Figure 5.2: Lucintel Triad –Air France-KLM’s

Figure 5.3: Financial benchmarking Air France-KLM’s against top three and top five industry players’ average

Figure 5.4: Financial benchmarking of Air France-KLM’s against Top Five best

Figure 5.5: Global industry revenue trend Vs Air France-KLM’s (2008-2012) in US $B

Figure 5.6: Global market share trend for Air France-KLM’s (2008-2012) in (%)

Figure 5.7: North American industry revenue trend Vs Air France-KLM’s 2008-2012 in (US $B)

Figure 5.8: European industry revenue trend Vs Air France-KLM 2008-2012 in (US $B)

Figure 5.9:  APAC industry revenue trend Vs Air France-KLM 2008-2012 in (US $B)

Figure 5.10: ROW industry revenue trend Vs Air France-KLM 2008-2012 in (US $B)

Figure 5.11: North American market share trend Vs. Air France-KLM 2008-2012 in (%)

Figure 5.12: European market share trend Vs Air France-KLM 2008-2012 in (%)

Figure 5.13: APAC market share trend Vs Air France-KLM 2008-2012 in (%)

Figure 5.14: ROW market share trend Vs Air France-KLM 2008-2012 in (%)

Figure 5.15: Air France-KLM trend in R&D expenses 2008-2012 US $M

Figure 5.16: Air France-KLM trend R&D expenses percentage of total sales in (U $M)

Figure 5.17: Comparison of Air France-KLM expenditure vs top three & top five players average 2011 (%)

Figure 5.18: Air France-KLM productivity 2008-2012 (US $M)

Figure 5.19: Air France-KLM fixed asset value 2008-2012 (US $M)
Figure 5.20: Strategic execution

 

 CHAPTER 6. Company Profile of Delta Air Lines Inc.                                                                                              

Figure 6.1: Delta Air Lines Inc.  revenue by business structure 2012

Figure 6.2: Lucintel triad –Delta Air Lines Inc.  

Figure 6.3: Financial benchmarking of Delta Air Lines Inc. against top three and top five industry players’ average

Figure 6.4: Financial benchmarking of Delta Air Lines Inc.  against Top five best

Figure 6.5: Global industry revenue trend Vs. Delta Air Lines Inc.  (2008-2012) in (US $B)

Figure 6.6: Global market share trend for. Delta Air Lines Inc.  (2008-2012) in (%)

Figure 6.7: North American industry revenue trend Vs. Delta Air Lines Inc.  2008-2012 in (US $B)

Figure 6.8: European industry revenue trend Vs Delta Air Lines Inc. 2008-2012 in (US $B)

Figure 6.9: APAC industry revenue trend Vs DIRECTV Delta Air Lines Inc.  2008-2012 in (US $B)

Figure 6.10: ROW industry revenue trend Vs Delta Air Lines Inc.  2008-2012 in (US $B)

Figure 6.11: North American market share trend Vs Delta Air Lines Inc.  2008-2012 in (%)

Figure 6.12: European market share trend Vs Delta Air Lines Inc.  2008-2012 in (%)

Figure 6.13: APAC market share trend Vs Delta Air Lines Inc.  2008-2012 in (%)

Figure 6.14: ROW market share trend Vs. Delta Air Lines Inc.  2008-2012 in (%)

Figure 6.15: Delta Air Lines Inc.  trend in R&D expenses 2008-2012 in (%)

Figure 6.16: Delta Air Lines Inc.  trend in R&D expenses percentage of total sales (US $B)

Figure 6.17: Comparison of Delta Air Lines Inc.   R&D expenditure vs top three & top five players average 2011 (%)

Figure 6.18: Delta Air Lines Inc. productivity 2008-2012 in (US $M)

Figure 6.19: Delta Air Lines Inc. fixed asset value 2008-2012 in (US $M)

Figure 6.20: Strategic execution

 

 CHAPTER 7. Company Profile of Deutsche Lufthansa AG   

Figure 7.1: Deutsche Lufthansa AG revenue by business structure 2012

Figure 7.2: Lucintel triad –Deutsche Lufthansa AG

Figure 7.3: Financial benchmarking of Deutsche Lufthansa AG against top three and top five industry players’ average

Figure 7.4: Financial benchmarking of Deutsche Lufthansa AG against Top five best

Figure 7.5: Global industry revenue trend Vs Deutsche Lufthansa AG (2008-2012) in (US $B)

Figure 7.6: Global market share trend for Deutsche Lufthansa AG (2008-2012) in (%)

Figure 7.7: North American industry revenue trend Vs Deutsche Lufthansa AG (2008-2012) in (US $B)

Figure 7.8: European industry revenue trend Vs. Deutsche Lufthansa AG (2008-2012) in (US $B)

Figure 7.9: APAC industry revenue trend Vs Deutsche Lufthansa AG (2008-2012) in (US $B)

Figure 7.10: ROW industry revenue trend Vs Deutsche Lufthansa AG (2008-2012) in (US $B)

Figure 7.11: North American market share trend Vs Deutsche Lufthansa AG (2008-2012) in (%)

Figure 7.12: European market share trend Vs Deutsche Lufthansa AG (2008-2012) in (%)

Figure 7.13: APAC market share trend Vs Deutsche Lufthansa AG (2008-2012) in (%)

Figure 7.14: ROW market share trend Vs Deutsche Lufthansa AG (2008-2012) in (%)

Figure 7.15: Deutsche Lufthansa AG trend in R&D expenses 2008-2012 in US $B

Figure 7.16: Deutsche Lufthansa AG trend in R&D expenses percentage of total sales (%)

Figure 7.17: Comparison of Deutsche Lufthansa AG R&D expenditure vs top three & top five players average 2012

Figure 7.18: Deutsche Lufthansa AG productivity 2007-2011 in (US $M)

Figure 7.19: Deutsche Lufthansa AG SPA fixed asset value 2008-2012 in (US $M)

Figure 7.20: Strategic execution

 

 CHAPTER 8. Company Profile of FedEx Corporation                                                                                                                                                   Figure 8.1: FedEx Corporation Company revenue by business structure 2012

Figure 8.2: Lucintel triad –FedEx Corporation                                                                 

Figure 8.3: Financial benchmarking of FedEx Corporation against top three and top five industry players’ average

Figure 8.4: Financial benchmarking of FedEx Corporation against Top five best

Figure 8.5: Global industry revenue trend Vs FedEx Corporation (2008-2012) in (US $B)

Figure 8.6: Global market share trend for The Walt Disney Company (2008-2012) in (%)

Figure 8.7: North American industry revenue trend Vs. FedEx Corporation (2008-2012) in (US $B)

Figure 8.8: European industry revenue trend Vs FedEx Corporation (2008-2012) in (US $B)

Figure 8.9: APAC industry revenue trend Vs. FedEx Corporation (2008-2012) in (US $B)

Figure 8.10: ROW industry revenue trend Vs FedEx Corporation (2008-2012) in (US $B)

Figure 8.11: North American market share trend Vs FedEx Corporation (2008-2012) in (%)

Figure 8.12: European market share trend Vs FedEx Corporation (2008-2012) in (%)

Figure 8.13: APAC market share trend Vs FedEx Corporation (2008-2012) in (%)

Figure 8.14: ROW market share trend Vs FedEx Corporation (2008-2012) in (%)

Figure 8.15: FedEx Corporation trend in R&D expenses 2007-2011 in US $B

Figure 8.16: FedEx Corporation trend in R&D expenses percentage of total sales (%)

Figure 8.17: Comparison of FedEx Corporation R&D expenditure vs top three & top five players average 2012 (%)

Figure 8.18: FedEx Corporation productivity 2008-2012 in (US $M)

Figure 8.19: FedEx Corporation fixed asset value 2008-2012 in (US $M)

Figure 8.20: Strategic execution

 

 CHAPTER 9. Company Profile of United Continental Holdings Inc.                                               

Figure 9.1: United Continental Holdings Inc revenue by business structure 2012

Figure 9.2: Lucintel triad –United Continental Holdings Inc                                         

Figure 9.3: Financial benchmarking of United Continental Holdings Inc against top three and top five industry players’ average

Figure 9.4: Financial benchmarking of United Continental Holdings Inc against Top five best

Figure 9.5: Global industry revenue trend Vs United Continental Holdings Inc (2008-2012) in (US $B)

Figure 9.6: Global market share trend for. United Continental Holdings Inc (2008-2012) in (%)

Figure 9.7: North American industry revenue trend Vs United Continental Holdings Inc (2008-2012) in (US $B)

Figure 9.8: European industry revenue trend Vs. United Continental Holdings Inc (2008-2012) in (US $B)

Figure 9.9: APAC industry revenue trend Vs United Continental Holdings Inc (2008-2012) in (US $B)

Figure 9.10: ROW industry revenue trend Vs. United Continental Holdings Inc (2008-2012) in (US $B)

Figure 9.11: North American market share trend Vs United Continental Holdings Inc (2008-2012) in (%)

Figure 9.12: European market share trend Vs. United Continental Holdings Inc 2008-2012) in (%)

Figure 9.13: APAC market share trend Vs United Continental Holdings Inc (2008-2012) in (%)

Figure 9.14: ROW market share trend Vs United Continental Holdings Inc (2008-2012) in (%)

Figure 9.15: United Continental Holdings Inc trend in R&D expenses 2008-2012 in US $B

Figure 9.16: United Continental Holdings Inc trend in R&D expenses percentage of total sales (%)

Figure 9.17: Comparison of United Continental Holdings Inc Inc.R&D expenditure vs top three & top five players average 2012(%)

Figure 9.18: United Continental Holdings Inc productivity 2008-2012 in (US $M)

Figure 9.19: United Continental Holdings Inc fixed asset value 2008-2012 in (US $M)

Figure 9.20: Strategic execution

 

 List of Tables

 

 CHAPTER 3. Market Opportunity

Table 3.1: Industry parameters of global airline industry

Table 3.2: Relative market attractiveness by region

Table 3.3: Regional revenue growth rate

Table 3.4: Segment revenue growth rate

 

 CHAPTER 4. Competitive Benchmarking (Financial and Market)

Table 4.1: Financial benchmarking of top five global airline manufacturers

Table 4.2: Key financial parameters for top five global airline

manufacturers

Table 4.3: Regional revenue (US $M)

Table 4.4: Regional revenue (%)

Table 4.5: Competitors based on markets served

Table 4.6: Lucintel triad - Top five major players

 

 CHAPTER 5. Company Profile of Air France-KLM                                        

Table 5.1:  Market served –Air France-KLM       

Table 5.2:  Lucintel triad –.Air France-KLM                                       

Table 5.3:  Financial Benchmarking of Air France-KLM against best and against Top three and Top five industry players’ average

Table 5.4:  Strategic execution – product positioning by segment

Table 5.5:  Strategic execution – perceived customer value / quality

Table 5.6:  Strategic execution – promotion / communications

Table 5.7:  Strategic execution – product distribution by region

 

 CHAPTER 6. Company Profile of Delta Air Lines Inc                                                                    

Table 6.1: Market served – Delta Air Lines Inc                                                                                                                            

Table 6.2: Lucintel triad –Delta Air Lines Inc                                                                                                                      

Table 6.3: Financial benchmarking of Delta Air Lines Inc against best and against Top three and Top five industry players average

Table 6.4: Strategic execution – product positioning by segment

Table 6.5: Strategic execution – perceived customer value / quality

Table 6.6: Strategic execution – promotion / communications

Table 6.7: Strategic execution – product distribution by region

 

 CHAPTER 7. Company Profile of Deutsche Lufthansa AG                                         

Table 7.1: Market served - Deutsche Lufthansa AG                                                                                                                                

Table 7.2: Lucintel triad –Deutsche Lufthansa AG                                                                                                                             

Table 7.3: Financial benchmarking of Deutsche Lufthansa AG against best and against Top three and Top five industry players’ average                                                                                                                                                                                                                                    Table 7.4: Strategic execution – product positioning by segment

Table 7.5: Strategic execution – perceived customer value / quality

Table 7.6: Strategic execution – promotion / communications

Table 7.7: Strategic execution – product distribution by region

 

 CHAPTER 8. Company Profile of FedEx Corporation                                                                                                                  

Table 8.1: Market served –FedEx Corporation                                                                                                                                                                 Table 8.2: Lucintel triad –FedEx Corporation                                                                                                                                                                   Table 8.3: Financial Benchmarking of FedEx Corporation   against best and against Top three and top five industry players’ average

Corporation                                                                                                                                                                                                                             Table 8.4: Strategic execution – product positioning by segment

Table 8.5: Strategic execution – perceived customer value / quality

Table 8.6: Strategic execution – promotion / communications

Table 8.7: Strategic execution – product distribution by region

 

 CHAPTER 9. Company Profile of United Continental Holdings Inc                                                                    

Table 9.1: Markets served –United Continental Holdings Inc                                                                             

Table 9.2: Lucintel triad –United Continental Holdings Inc                                                                        

Table 9.3: Financial Benchmarking of United Continental Holdings Inc against best and against Top three and top five industry players’ average

Table 9.4: Strategic execution – product positioning by segment

Table 9.5: Strategic execution – perceived customer value / quality

Table 9.6: Strategic execution – promotion / communications

Table 9.7: Strategic execution – product distribution by region