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世界の航空会社上位5社:業績、戦略、競合分析

Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis, Septermber 2013

発行 Lucintel 商品コード 296176
出版日 ページ情報 英文
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世界の航空会社上位5社:業績、戦略、競合分析 Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis, Septermber 2013
出版日: 2013年08月08日 ページ情報: 英文
概要

世界の航空業界は、2018年までに7,670億米ドル規模に達すると予測されています。業界は上位3社、上位5社によって断片化しています。企業の主な戦略は、サービスの世界的な拡大です。米国を拠点とする航空会社の多くは、国際線を持ち、海外進出しています。航空会社は、炭素排出量を削減し、経済効率の良い航空会社を提供するために、環境の持続可能性プログラムを重視しています。

当レポートでは、世界の航空会社について取り上げ、上位5社の競合ベンチマークを提供して、概略以下の構成でお届けいたします。

第1章 エグゼクティブサマリー

第2章 市場の定義と範囲

第3章 市場の機会

第4章 競合ベンチマーク(財務・市場)

  • 企業プロファイル
    • 企業概要
    • ベンチマーク(財務・市場)
    • SWOT分析
    • 製品の位置付け
    • マーケティング戦略と戦術
    • 企業戦略

第5章 企業プロファイル:Air France-KLM

第6章 企業プロファイル:Delta Air Lines Inc.

第7章 企業プロファイル:Deutsche Lufthansa AG

第8章 企業プロファイル:FedEx Corporation

第9章 企業プロファイル:United Continental Holdings Inc.

目次

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

Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on the major industry players and presents its findings in "Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis" 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.

The 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 retail drug 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.

This report will save hundreds of 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

Features of this Report:

In Lucintel's newest competitive research study on the world's top five global airline companies, we have thoroughly profiled following five companies with detailed competitive assessments:

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

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. This market 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 this multiclient market intelligence report are:

  • Market size estimates in terms of (US $) value by segments of the global airline companies.
  • Regional analysis: global airline breakdown by key regions (e.g., North America, Europe, APAC and ROW)
  • Market trends, drivers and forecasts
  • Competitive benchmarking of each players against their financial & market strength
  • Global and regional market share estimates for the top players
  • Product line overview and positioning of top players
  • SWOT analysis of the leaders
  • Marketing strategy and tactics
  • Corporate strategy

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Table of Contents

1. Executive Summary

2. Market Definition and Scope

3. Market Opportunity

Company Profile on Following Parameters Company Overview Benchmarking (Financial & Market) SWOT Analysis Product Positioning Marketing Strategy and Tactics Corporate Strategy

5. Company Profile on Air France-KLM

6. Company Profile on Delta Air Lines Inc.

7. Company Profile on Deutsche Lufthansa AG

8. Company Profile on FedEx Corporation

9. Company Profile on United Continental Holdings Inc

List of Figures and Charts

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
  • 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
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