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Air France-KLM Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis

March 2020 | 73 pages | ID: A37EB18F8C6BEN
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Air France-KLM Fundamental Company Report provides a complete overview of the company’s affairs. All available data is presented in a comprehensive and easily accessed format. The report includes financial and SWOT information, industry analysis, opinions, estimates, plus annual and quarterly forecasts made by stock market experts. The report also enables direct comparison to be made between Air France-KLM and its competitors. This provides our Clients with a clear understanding of Air France-KLM position in the Industry.

  • The report contains detailed information about Air France-KLM that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
  • Another part of the report is a SWOT-analysis carried out for Air France-KLM. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
  • The Air France-KLM financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
  • In the part that describes Air France-KLM competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
  • Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Air France-KLM business.

About Air France-KLM

Air France-KLM S.A. operates as an airline company worldwide. The company’s main business is passenger transportation. Its activities also include cargo, aeronautics maintenance, and other air transport related activities, including principally catering and charter services.


Passenger: Passenger segment includes the company’s passenger transportation services on scheduled flights with its airline code, including flights operated by other airlines under code-sharing agreements.

Cargo: Cargo segment includes freight transport on flights under the companies’ codes, including flights operated by other partner airlines under code-sharing agreements. It also sells cargo capacity to third parties.

Maintenance: Maintenance segment includes maintenance services provided to other airlines and customers worldwide.

Other: Other segment includes catering supplied by the company to third-party airlines and to charter flights operated primarily by Transavia.

Geographical Segments

The company’s activities are broken down into five geographical regions: Europe and North Africa; Caribbean, French Guiana and Indian Ocean; Africa, the Middle East; and Americas, Polynesia-Asia, and New Caledonia.


In February 2008, the company bought 100% of shares of the regional airline VLM Airlines. The business airline based in Antwerp manages a fleet of 19 aircraft, offering flights from Amsterdam, Antwerp, Brussels, Groningen (via Amsterdam), the Isle of Man, Jersey, Luxembourg, Manchester and Rotterdam to London City.

Significant Events

On June 29, 2009, Air France-KLM and Bangkok Airways Co. Ltd. announced that they had signed a code-sharing agreement under which the French carrier would be able to serve six new destinations in Asia on flights operated by its Thai partner.

In August 2009, China Southern Airlines Co. Ltd. has expanded its codeshare agreement with Air France to extend the air links between China and Europe and provide customers with more flight options.

On March 24, 2010, Aeroflot - Russian Airlines signed a code-sharing agreement with Air France-KLM to share an additional ten routes in the scope of the SkyTeam Alliance. The airlines would share routes to the Russian cities of Khabarovsk, Novosibirsk, Krasnoyarsk, Irkutsk, Yekaterinburg and Nizhnevartovsk, and to the European cities of Strasburg, Lyon, Marseille, and Lisbon.

On May 14, 2010, Vietnam Airlines and Air France have signed a code sharing contract that would allow six more flights a week from Vietnam to Paris.

On July 5, 2010, Alitalia-Linee Aeree Italiane S.p.A. joined the Air France-KLM Group and Delta Air Lines as a member of the airline trans-Atlantic joint venture. Through the four-way joint venture, passengers have access to the trans-Atlantic network, which offers approximately 250 flights and approximately 55,000 seats each day, including 20 daily trans-Atlantic flights to 5 U.S. destinations from Rome and Milan Malpensa airports.

On September 21, 2010, Air France-KLM and China Southern Airlines Co. Ltd. signed a joint venture agreement for flights between Paris and Guangzhou in southeast China.

In October 2010, Flybe Limited announced the launch of its new code-sharing agreement with Air France.

In December 2010, Air France-KLM signed an agreement with Saudi Arabian Airlines Corporation, aimed at developing cooperation. The deal would concern the routes between Jeddah, Riyadh and Paris. The two airlines would be able to offer seven Paris-Jeddah return flights and six Paris-Riyadh return flights per week operated in code-sharing via Airbus A320/330 aircraft.


Air France-KLM S.A. was founded in 1933.

The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.




1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History


2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units


3.1. Overview
3.2. Strengths
3.3. Weaknesses
3.4. Opportunities
3.5. Threats


4.1. Financial Statements
  4.1.1. Income Statement
  4.1.2. Balance Sheet
  4.1.3. Cash Flow
4.2. Financial Ratios
  4.2.1. Profitability
  4.2.2. Margin Analysis
  4.2.3. Asset Turnover
  4.2.4. Credit Ratios
  4.2.5. Long-Term Solvency
  4.2.6. Growth Over Prior Year
  4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot


5.1. Air France-KLM Direct Competitors
5.2. Comparison of Air France-KLM and Direct Competitors Financial Ratios
5.3. Comparison of Air France-KLM and Direct Competitors Stock Charts
5.4. Air France-KLM Industry Analysis
  5.4.1. Industry Snapshot
  5.4.2. Air France-KLM Industry Position Analysis


6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events


7.1. Experts Opinion
7.2. Experts Estimates



9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors


10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix





Air France-KLM Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Air France-KLM 1-year Stock Charts
Air France-KLM 5-year Stock Charts
Air France-KLM vs. Main Indexes 1-year Stock Chart
Air France-KLM vs. Direct Competitors 1-year Stock Charts
Air France-KLM Article Density Chart

1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.


Air France-KLM Key Facts
Management Effectiveness
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Air France-KLM Key Executives
Key Executives Biographies1
Key Executives Compensations1
Air France-KLM Major Shareholders
Air France-KLM History
Air France-KLM Products
Revenues by Segment
Revenues by Region
Air France-KLM Offices and Representations
Air France-KLM SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Air France-KLM Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Credit Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Air France-KLM Capital Market Snapshot
Air France-KLM Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Industry Statistics
Air France-KLM Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Air France-KLM Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Historical Surprises1
Revenue Estimates Trend1
Earnings Estimates Trend1
Revenue Revisions1

SWOT Analysis

SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.

Enhanced SWOT Analysis

Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:

  • How to use the strengths to take advantage of the opportunities?
  • How to use the strengths to reduce likelihood and impact of the threats?
  • How to overcome the weaknesses that obstruct taking advantage of the opportunities?
  • How to overcome the weaknesses that can make the threats a reality?

Upon answering these questions a company can develop a project plan to improve its business performance.

PESTEL Analysis

PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.

Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.

Key Factors Examined by PESTEL Analysis:

  • Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
  • Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
  • Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
  • Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
  • Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
  • Legal – What laws and legislation will exert influence on the style the business is carried out?

IFE, EFE, IE Matrices

The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.

The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.

The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.

Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.

Porter Five Forces Analysis

The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:

  1. What composes a threat of substitute products and services?
  2. Is there a threat of new competitors entering the market?
  3. What is the intensity of competitive rivalry?
  4. How big is the bargaining power of buyers?
  5. How significant is the bargaining power of suppliers?

VRIO Analysis

VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:

  • Tangible resources
    • Financial
    • Physical
    • Technological
    • Organizational
  • Intangible resources
    • Human
    • Innovation and Creativity
    • Reputation
  • Organizational capabilities

The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:

  • Valuable?
  • Rare?
  • Costly to imitate?
  • Organized properly?

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