Top Five Global Airline Companies: Performance, Strategies, and Competitive Analysis, Septermber 2013
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:
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:
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
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
- Company overview
- Benchmarking (financial & market)
- SWOT analysis
- Product positioning
- Marketing strategy and tactics
- Corporate strategy
- 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
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
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
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
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
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
