Bombardier, manufacturer of the world’s largest western civilian turboprop aircraft, the DHC-8 Q400, today launched the 90 seat variant at the Singapore Airshow, making the largest airplane even larger in terms of capacity, without so much as stretching the airplane by an inch.
The Q400 usually seats 78 passengers in a single class with a 30 inch seat pitch. In 2013, Bombardier had launched the 86 seat variant of the Q400, with Nok Air of Thailand as the launch customer. The 86 seat variant offered a seat pitch of 29 inches, by shifting the aft galley into the aft cargo hold, thereby reducing aft cargo space by 20%, and doing away with the forward baggage hold.
This made the case for Bombardier to announce a 90 seat variant with a seat pitch of 28 inches. To add an extra 4 seats, or one row, Bombardier is, according to Flightglobal, will push back the rear bulkhead and reconfigure the front right hand door. To make the airplane more attractive, Bombardier is increasing the 90 seat variant’s payload by 900 kg, and proposing an escalation of the A-Check and C-Check intervals from 600/6,000 to 800/8,000 flight hours. The 90 seat variant is expected to enter service as early as 2018, provided Bombardier secures a launch customer for the type.
Why at the Singapore Airshow?
There are four reasons why ATR and Bombardier are focusing on South East Asia. First, the geography and infrastructure of countries is such that connectivity within the country is best offered by short haul air transport. Second, the region is comprised of developing nations, where the end customers, the passengers, are very price sensitive. Third, demand for travel is rising. Fourth, the average height of the population is much shorter than the western world.
Turboprops are excellent for short and thin routes. Average ticket prices can only be lowered if the cost per seat falls further. The same airplane packing more seats lowers the cost per seat per flight, which allows airlines to compete better using pricing as a tool. The 90 seat variant may reduce the cost per seat by as much as 11-13% when compared to the 78 seat variant, and by 3-4% when compared to the 86 seat variant. Packing more seats reduces the seat pitch, which would have been a repulsive product to sell to passengers in the western world. But in South East Asia, the lower average height makes a 28 inch seat pitch comfortable. South East Asians are, on average, one of the shortest in the world.
Bombardier had launched the 86 seat variant at Dubai, but the launch airline is from a South East Asian country. Knowing that any demand for ultra high density aircraft variants will only come from Asia, Singapore Airshow 2016, Asia’s biggest commercial aerospace and defense exhibition, had to be the platform of choice.
Till date, regional airlines in India have been looked upon in poor light, largely because of the past and the present. No regional airline in India has survived long, collapsing under the pressures of mismanagement and poor planning. Even today, the way in which regional airlines are both managed and run is disappointing.
The ministry’s proposal for Scheduled Commuter Airlines (SCAs), and the associated benefits, are huge. For one, SCAs will be able to enter into code shares with other airlines. This will be the starting point for capacity purchase agreements (CPAs) as seen in the US of A where mainline airlines contract commuter or regional airlines to offer last airport connectivity. It turns into a win-win for both mainline and the regional or commuter airline.
Yet, the paid up capital requirement, as stipulated by the ministry, reduces entry barriers. This will allow the “not-so-good” to enter the business, mismanage the business, ultimately leading to a collapse, non-payment of salaries, and the like. So how much does an airline require to run?
It depends on many factors. We look into market lease rates of popular aircraft, and the amount of money the airline is going to lose over a period of 2 years. The projections are based on statistical data derived from many airlines, and will make you appreciate how much an airline really needs. We also expand the aircraft set to include other, smaller, in production turboprops.
By qualification, profession(s) and practice, I am an engineer. My love for airplanes made me study everything technical about aviation, and hence the name, The Flying Engineer. I did get to practice a lot of it, and filed two US patents with a North American aerospace major before starting off on my own.
I never really liked studying airlines. Running an airline was something totally different from airplanes and technology. An airline with one aircraft could be profitable, and another airline with the same aircraft could be loss making. Unlike aircraft, an airline isn’t exact science. It’s a mix of forecasting science, luck, lots of funding, experimentation, government regulations, competition, glamour, God, and what not. It’s not exact, and can never be. I was, and largely still am allergic to things I cannot mathematically or logically explain.
Then came a transformation at SpiceJet. Suddenly, an ailing airline with tonnes of data had a new head. On November 1st, Sanjiv Kapoor boarded SpiceJet as COO. He pushed SpiceJet into an operation theatre and brought in surgeons like Kaneswaran Avili. It gave an opportunity to study an airline turnaround.
Sanjiv and his team spewed data. Now data is interesting, and more dependable than “we will do it”, “we can do it”, and “we did it”. Sanjiv talked of the “how” of things. That was a turning point in my interests.
He released a good amount of data on the airline’s performance. The airline even released fairly detailed reports (with lots of graphs). His western thinking gave food for thought and ‘growth’ to all those who sat, saw, heard, and reflected. His addiction on Twitter had nothing to do with selfies, or what he did. It was never about him. It was all about the airline : what the airline did, and how the airline did. He even took customer issues into his hands and resolved matters through his team. He is a man of “we”, not “I”.
For once, there was an Indian airline head who was active on social media, and spoke numbers. Now numbers for some of us give us kicks. His maturity, experience, and his emphasis on data was sufficient for me to believe that there are some who don’t hip shoot in the industry. Yet, not always was I in agreement with everything that was done, nor everything that was tweeted.
Following the developments at SpiceJet was my education about the industry. I am far from perfect, but I was lucky to have been guided, by circumstances and people. And thankful to SpiceJet for having conducted classes on airline economics for many of us. Lectured by Prof. Sanjiv, ofcourse.
I have consulted, briefly, for a few airlines, and had a chance to interview many airline heads. You’ll be surprised how very few heads are data and research driven, and even fewer process driven. IndiGo is largely data and process driven. They made sure it was in their blood from day one. Sanjiv, to the best of my very limited knowledge, attempted such a culture at SpiceJet.
He also opened up channels of communication at the airline, bringing in more transparency and clarity. His largely full service airline experience made him focus significantly on customer service. Under him, SpiceJet transformed into an airline that was neither machine-cold nor ‘hot and spicy’ – SpiceJet became perhaps the warmest airline in the country.
Towards mid 2014, one of the airplanes was stickered with the faces of six of the airline’s crew, becoming the first airline in India to fly the faces of its employees. The aircraft had SpiceJet’s tagline, “With all our heart”. In the last week of August 2015, the aircraft was stripped off its livery. Spicejet, many months earlier, had been re-branded as ‘Hot and Spicy’.
During his period, scientifically planned flash sales driven by Kaneswaran and Fares Kilpady helped sell seats that would have otherwise flown empty. It is a concept yet to be understood by many. Today, such sales have become an Indian industry norm. I was definitely not the only one who learnt from SpiceJet. The sales served two purposes – driving up unit revenues, and boosting cash flows. SpiceJet survived longer than it otherwise would have, had it not been for those sales. Salaries never stopped.
Not everyone though could appreciate what Sanjiv and his team did. At the end of the day, performance is real, and evaluation subjective.
From April 26th, 2015, Sanjiv’s Twitter handle ceased being “@SKapoorSpiceJet”. That one Twitter handle was revolutionary, educative and proactive. Exactly six months later, today, news broke of him stepping down. Thank you Sanjiv, and thank you, SpiceJet, for the turnaround and the education. It fuelled my hunger for math, numbers, equations, and logical reasoning. Your troubles educated us.
DGCA published data pertaining to an airline’s performance, commonly quoted by the media, such as Load Factors and OTP, is unreliable and misleading.
The data errors can only be recognized in single fleet airlines and/or airlines that have only recently started operations. In both cases, simplicity allows for cross verification of data.
Investigation into the data errors was suggested by a senior officer of a full service Indian airline.
The most interesting of all airline performance indicators is load factors. Load factors are often looked upon as indicators of successful commercial operations at an airline.
DGCA publishes certain airline related data based on an ICAO (International Civil Aviation Organisation, a UN body) ATR (Air Transport) ‘FORM A’. This form is filled and submitted by airlines to the DGCA, which the DGCA then uses to report load factors airline wise.
The manner in which the DGCA computes load factors is by dividing Passenger-Kilometers (PK) by Available seat Kilometers (ASK). PK is a product of total passengers flown and the total kilometres flown by the airline in a particular month. ASK is the number of seats on all flights multiplied by the total kilometres flown by the airline in that particular month. Dividing PK by ASK simplifies to the ratio of Passengers Flown by Available Seats, which is the definition of load factor.
Another way of computing load factors is to determine the available seats using data not reported in ICAO ATR FORM A. This is the number of seats on every flight. FORM A mentions the number of departures in a month. In single fleet airlines such as IndiGo, Go Air, AirAsia and Vistara, the number of seats on every aircraft is uniform fleet-wide. This means that every flight on each of the above mentioned airlines flies 180, 180, 180 and 148 seats, respectively.
Multiplying the number of flights by the number of seats per aircraft will result in the number of seats flown in that month. Dividing the number of passengers flown by the number of seats gives us load factors for the month.
The first and second method should result in the same numbers. However, this is not the case. Below is the reported load factors versus the computed load factors for IndiGo since it started operations. The two methods agree with each other till December 2008. From January 2009, when the DGCA changed its format of reporting data, the errors have been present, and have been unacceptably large and inconsistent.
The data shows that, according to computations, domestic load factors at IndiGo never crossed 90%, and that load factors crossed 80% only on 7 occasions in 9 years. Average domestic load factors at the airline, across 9 years, is recomputed as just 71.5%, with the highest at 83.3% in the month of May 2015. Of course, this arguably assumes that the number of departures and the number of passengers reported by the DGCA are correct.
Similarly, AirAsia India’s and Vistara’s load factors are not always representative of the actual load factors. In the case of these two airlines, the error is small. However, every 1% error in load factor corresponds to a monthly revenue of INR 56 lakhs for an airline the size of AirAsia India, and INR 16 crore for an airline the size of IndiGo.
Vistara’s load factors have never crossed 70%.
Below is that of Go air, for 9 months only:
Considering that the data is derived from what airlines have published, it may be that part of the onus for the error rests on airlines. It is difficult to compute the error in load factors of airlines such as SpiceJet, Jet Airways, Air India, and Air Costa.
Faith in our method of computation is based on cross checking certain computed load factors with the information revealed by a senior airline official.
On Time Performance
Airline on time performance is another parameter met with much enthusiasm. For example, for the month of April of 2015, DGCA reported that AirAsia India had an on time performance (OTP) of 100.0%. DGCA mentions the OTP as observed at only four airports: Bengaluru, Hyderabad, Mumbai and Delhi. Back then, AirAsia India was based only out of Bengaluru.
However, Bengaluru International airport, in its On Time Performance (OPT) report for April, clearly mentions AirAsia India’s arrival OTP as 89% and departure OTP as 98%. This averages to 93.5% OTP, which made headlines as 100%. (Click here for an NDTV piece on this)
Similarly, Go Air’s OTP for Bengaluru was reported by the DGCA as 88.9%, while the airport stated that the airline had an arrival OTP of 73% and a departure OTP of 86%. The DGCA’s OTP for Go Air at Bengaluru was impossibly higher than the higher of the two OTP for the airline for that month.
IndiGo’s OTP at Bengaluru was reported as 77.2%, while the airport stated that the airline had an arrival OTP of 73% and a departure OTP of 81%. In this case, the average of the departure and arrival worked out to 77%, which is acceptable.
In the case of SpiceJet, OTP at Bengaluru was reported as 68.2%, while the airport stated that the airline had an arrival OTP of 78% and a departure OTP of 78%. In this case, the reported OTP is lower than the actual OTP of 78%.
Data reported by the DGCA is very informative. The data is used by analysts and major industry bodies for studies, reports, and analysis. However, no matter how good the analysis, junk data in results in junk data out, with misleading facts and figures about the industry and the performance of airlines.
Poor data standards may give airlines a way to falsely drive up their performance figures, which may be for many reasons, such as driving up investor sentiment.
2015 is turning out to be the third boom in Indian civil aviation. The first was around 1995, when the sole aim was to start airlines. The second boom was in and around 2005 (ten years later), when low cost carriers were a fad. The third boom that hovers around 2015 (ten years after 2005), seems to be the birth of disruptive airlines. AirAsia India, Vistara, and a slew of regionals : Air Costa, Air Pegasus, Trujet, and Flyeasy.
Mainline routes have saturated. The 180 seat jet has been used, and perhaps, abused. Many markets are still too small to have either a 180 seat jet deployed, or too long in distance to be flown by a turboprop. Turboprops cater to short and thin routes, while regional jets, such as the Embraer E-jets, Mitsubishi MRJ, the Bombardier CRJ series and the CSeries cater to long and thin routes. 180 seat single aisle jets are best suited to long and denser routes.
With the saturation of the 180 seat market, the real gap left behind in India is the much needed inter-regional connectivity, mostly the long routes between Tier II, Tier III cities and Tier I cities. That is where the gap is, and Air Costa moved in to exercise a first mover advantage to tap that market. With Air Costa’s growth being slower than initially projected, and a market that is big enough with a high growth rate, Flyeasy seems to move in to tap the untapped market.
Based on hiring drives on Flyeasy’s Facebook page, the airline may fly to Tiruchy, Bagdogra, Ranchi, Varanasi, Indore and Bhubaneshwar from Bangalore. The network is yet unknown at this stage, but considering a regional operating permit and its limitations, the airline may fly a point-to-point network between Bangalore and six stations.
Sources reveal that the airline will be leasing two Embraer E190s from Flynas (formerly known as NASair). NASair had six Embraer E190s in its fleet, of which two have been transferred to Borajet and one to AnadoluJet of Turkey. Three other E190LRs seem to be in storage, of which 7 year olds MSN 217 and 233 are expected to join Flyeasy’s fleet, and presently are at Jordan undergoing ‘C’ checks. Both aircraft are powered by GE CF34-10E7 engines and are configured to seat 110 passengers each in a single class configuration.
MSN 217 is out of the paint shop, in Flyeasy colors, and is expected to be flown into Bangalore this month. The aircraft may be registered with the VT-VVx series, with the first two aircraft expected to be registered VT-VVA and VT-VVB. Maintenance of the aircraft has been outsourced to Airworks.
The airline apparently plans to launch operations with 3 aircraft, and grow the fleet to a total of 5 aircraft within the first 6 months of operations, and discussions with lessors for these aircraft are believed to be in advanced stages. The airline has ambitious plans to grow the fleet to 10 aircraft by July 2017, which seem a bit optimistic.
The airline held a formal application meeting with the DGCA on the 6th of July, 2015. Considering that it takes around 90 days from the formal application meeting to receive the AOP, the airline may receive its AOP towards the end of September, or around early October 2015. This may make the airline open for sales around mid-October 2015, and start commercial operations towards the end of October or early November 2015.
Fleet growth plans, when translated to dates, indicate a fleet of 5 aircraft by April 2016, and thereafter on average one aircraft every 3 months till July 2017, when the fleet size is expected to touch 10.
However, AirAsia India, Air Pegasus, and Air Costa have shown that fleet projections tend to be over optimistic, and are seldom adhered to. The airline plans to induct airplanes through both operating and financing leases.
The real promoters or the source(s) of funding are yet unknown, but the funding seems to be from the Middle East. It is uncertain if there exists foreign direct investment (FDI) or investments from non-resident Indians (NRI).
The airline published the management bios of its 15 heads of departments on its website. Besides a CEO, the airline also has a deputy CEO, Lila Singh Aulakh, who formerly was the director of operations at Air Costa.
Although Air Costa and Flyeasy operate the same aircraft type, the network of Air Costa and the possible destinations of Flyeasy do not overlap. Competition in this case is only notional, with both airlines having no true competitors at this stage.
One very important observation about Flyeasy is the importance the airline gives to the organisational culture. The airline calls its employees a ‘family’. CEO Finn Thaulow, who spent a large part of his airline career with SAS, may have been inspired by Jan Carlzon, who was the CEO of the SAS group between 1981 – 1994. Jan Carlzon transformed SAS from a loss making European airline to a profitable one, by emphasising and cultivating a culture that motivated employees to deliver their best through a feeling of ownership and belonging.
The business model, growth plans and the efficiency of the airline will however be put to test in the speed with which the AOP is secured, and the way in which the airline’s revenues and fleet grow. Customer satisfaction will be another key performance indicator. Airlines with discipline across departments are the most likely to succeed, just like market leader IndiGo, which has benefitted all three stakeholders: the board, employees, and passengers.
Air Pegasus (ICAO: PPL, IATA: OP) is the newest airline in the Indian airspace, and the second active airline to be headquartered in of Bangalore, after AirAsia India. The airline is a regional scheduled operator, and plans to fly a fleet of only ATR 72 aircraft.
The airline received its first ATR 72-500 on September 27th, 2014. The aircraft, with a serial number MSN 699, formerly flew for the now defunt Kingfisher airlines as VT-KAA. The aircraft, back in India to fly for Air Pegasus, is registered VT-APA.
Six months after receiving its first and only aircraft, Air Pegasus was granted its Air Operator’s Permit (AOP) by the DGCA. The airline officially ‘launched’ on April 1st, and today – April 4th 2015 – has opened for bookings.
The second aircraft, another ex-Kingfisher ATR 72, is expected by the end of April 2015. The airline plans a third ATR 72 this year, details of which are not available.
The airline is India’s first all-ATR72 operator.
The airline plans to start operations on 12th April, 2015, with the inaugural flight from Bangalore to Hubli and back. The next day, the Bangalore – Trivandrum – Bangalore route will be inaugurated. These two stations are expected to be followed by Kochi, Chennai, Tuticorin, Belgaum, Rajmundry, Pondicherry and Madurai. Some of these stations witness good demand. However, it must be remembered that demand is a function of pricing.
Average turnaround time at the airline is 25 minutes, and the total aircraft utilization with these two sectors is 5:30 hrs. We expect the utilization to touch close to 10 hours per aircraft per day.
The airline opened for sales today, 4th April, 2015. The open for sales could perhaps have been supported by the presence of newspaper advertisements, media reports, tweets on the official Twitter account, or posts on the Facebook page. These were missing perhaps missing due to the long holiday weekend. It is learnt that the airline will launch a media campaign very soon.
Online Travel Agencies (OTA) are yet to list the airline in their searches, and may soon happen.
On the Bangalore- Hubli sector, a fully loaded ATR72 will consume around 875 litres of ATF as trip fuel, assuming a cruise at FL220. This translates to around INR 38,000 as fuel cost, including the discounted sales tax of 4% applicable to aircraft with less than 80 seats flying for a regional airline. The estimated operating cost, taking into account the low aircraft utilisation and few other factors, is at around INR 1,80,000 per flight, bringing the cost per seat on this sector to around INR 2,200, and CASK to INR 5.62.
On the Bangalore- Trivandrum sector, a fully loaded ATR72 will consume around 1,125 litres of ATF as trip fuel, assuming a cruise at FL220. This translates to around INR 49,000 as fuel cost. The operating cost is estimated at around INR 2,00,000 per flight, bringing the cost per seat on this sector to around INR 3,000, and CASK to INR 5.45.
Ticket prices on both sectors fall in eight buckets. The corresponding all inclusive fares are also shown. (deleted upon request)
Depending on the way revenue management at the airline is played with, the airline may comfortably break even with load factors of 70% +/- 10%. However, a lot of this depends on the actual demand by last minute travellers, when ticket prices usually sit in the higher buckets. This high yield D0-D7 demand is also driven by the service reputation that the airline builds over time.
The airline enjoys a monopoly on the Bangalore- Hubli route, and this will do the airline good. Air Pegasus competes with IndiGo, Air India, and Jet Airways on the Bangalore – Trivandrum sector. The airline will face certain stiff competition from IndiGo which prices its fares as low as INR 1,964.
We wish the airline all the very best in its operations.
The communication between air traffic controllers and pilots is key to efficiency and safety in the air traffic system (ATS). Air Traffic Control Officers (ATCOs) are looked upon as managers : managing the flow of air traffic, and relaying crisp, and necessary messages to pilots.
Effective management is only possible when there is a deep understanding of the technicalities of the lower levels. A manager is always at a ‘higher level’, and decisions are based on a ‘lower levels’ of understanding. Effective management of air traffic is possible only when an ATCO understands, and not just communicates to, a pilot.
Accidents in the past have been due to gaps in understanding between ATCOs and pilots. Fuel burn and on time performance (OTP) are heavily dependent on the decisions taken by an ATCO. Once ATCOs understand aircraft, and aircraft performance, and fuel burn for every extra nautical mile and minute they make airplanes fly, things fall better in place: airline economics, better airport efficiency, and enhanced flight safety.
AirAsia India , which opened for sales on May 30th, sold out the entire seats on the first flight in nine minutes, according to the Indian venture’s chief executive officer Mrithyunjaya Chandilya better known as Mittu, which according to him, “must be a record somewhere”.
Loads on the airline have been very encouraging. Reportedly, the Bangalore-Goa flights fly almost full, while the Bangalore-Chennai flights fly with about 80% load factor (occupancy), bringing the average to around 90% plus. The CEO is smiling, albeit with a hint of nervousness, and the big boss: AirAsia group CEO Tony Fernandes is very optimistic about India.
Underneath the show, excitement, and optimism, are the currents of cautiousness, and disagreement within the airline. The head of investor relations at AirAsia did not seem to mince words when talking about the airline’s break even: What Mittu had told the whole world: a break even in four months, seems to be far fetched for the head of investor relations who now says it’s not before eight months.
AirAsia India is probably the most dynamic airline in the country, today. Which is very good (and much needed), and at the same time paints a picture of an airline that wasn’t fully prepared for India. In parallel, the airline is putting people first, promising to make a cabin crew a line pilot. This, and a lot more, including Tony’s recipe for success, and how it seems to really be his show, which you can read when you click here.
The Flying Engineer looks into some of the areas where SpiceJet’s losses were linked to its planning and performance, mostly to do with operations. The long analysis identifies trends, and looks at areas where the airline could have either saved money, or made money.
Although the airline mentioned that 70% of the airline’s costs are affected by the dollar, this analysis shows how that the dollar can take only part blame for the loss. The real story goes beyond the dependance on the dollar, to a larger dependance on the airline, and how practices, brand, image, network, services, operations, planning, and people are responsible for the mess that SpiceJet found itself in.
The piece also captures most of what SpiceJet has been doing: transforming on the inside and the outside. With string and diligent efforts by the team led by Sanjiv Kapoor, FY2014-15 may witness SpiceJet performing better. However, the new entrants: AirAsia India and TATA-SIA, between which two SpiceJet has positioned itself, will place a lot of stress on the airline, especially at the same time as its turnaround process. Will it survive? Could it have been profitable? How does it measure against its competition? This and more, when you CLICK HERE.
The Flying Engineer does an interview and an analysis – or an Interlysis with Mrithyunjaya Chandilya, CEO of the newest airline in India: AirAsia India. Better known as Mittu, he’s stands out from the other heads of an airline: in his appearance, his fondness of the limelight, and his admirable warrior spirit. He talks to The Flying Engineer on AirAsia India and a variety of topics in the airline: its expansion plans, staff, culture, targets, and more, including how he came to figure in the continuing story that everyone is watching closely.
Air Costa yesterday received the approval from the DCGA to fly the Embraer E190s. Air Costa is the first airline in the history of Indian aviation to operate Embraer E190s. The airline started operations in October 2013 with two Embraer E170s.
The two Embraer ERJ E190s, with manufacturer serial numbers 593 and 608, registered VT-LBR, VT-LVR respectively, were delivered to Air Costa towards the second half of December 2013, and are leased from GECAS. However, the approval to fly the E190s arrived only 3 months later, due to exhaustive DGCA paperwork, some of which related to getting the aircraft type approved in India. The airplanes have been parked at Hyderabad-Shamshabad’s Rajiv Gandhi International (ICAO: VOHS IATA: HYD).
The two Embraer E190s are expected to be deployed into commercial service in the first week of April, and will fly the longer routes in the approved summer schedule. Since the ERJ 190’s license endorsement, as recognized by the DGCA, is “EMB170”, and common with the ERJ 170, pilots in the airline can fly both aircraft variants.
The E190s will be based at Chennai, and will be deployed on the following sectors: Chennai-Ahmadabad, Ahmadabad-Bangalore, Bangalore-Jaipur, Jaipur-Hyderabad, Hyderabad-Chennai, Chennai-Bangalore, Bangalore-Vishakhapatnam, Vishakhapatnam – Hyderabad.
Each aircraft will start operations at 0600hrs IST, and fly till 2340hrs IST, accumulating a total of 29 block hours per day over 18 flights, representing 56% of the entire fleet’s utilization. The E190s will be utilized approximately 30% more than the E170.
The Embraer E190s are an all-economy four abreast-single aisle cabin, with 112 seats laid out over 28 rows, with a 29/30-inch seat pitch (some seats will have a comfortable pitch of 30 inches, while the others will have 29 inches). Each of the seats are as wide as 18.25 inches, armrest-armrest, which is a good 1.25inches wider (and more comfortable) than the seats on SpiceJet’s Boeing 737s, and IndiGo, GoAir and Air Asia India’s Airbus A320s, which are all 17 inches wide. In addition, there are no middle seats: only either window or aisle, making the overall experience very comfortable. This comfort will make the airline’s product a preferred one, among regional airlines, today.
The 112 seat E-190 has 62% the capacity of an Airbus A320, which the airline feels is the right capacity for the markets they serve today. Another 4 E190s are expected to join the fleet this year.
Air Costa has been flying the E-170s with load factors greater than 70%.
Videos taken by aircrew, edited and posted on YouTube are not uncommon. With easy to use, high quality and wide angle cameras like those from GoPro easily available off the shelf, it isn’t too difficult for someone to shoot a video. But what makes some videos popular, separating these from the rest? Is it more than just a camera? And how does it impact an airline’s image? Let’s find out, in this interview with Rodrigo David, a responsible airline captain with Avianca, Brazil, whose popular channel on YouTube, known for “SAIL", and its new best, “Higher", also serves to market the airline, effortlessly, and in a very off-beat way.