Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure?
Ano de defesa: | 2019 |
---|---|
Autor(a) principal: | |
Orientador(a): | |
Banca de defesa: | |
Tipo de documento: | Dissertação |
Tipo de acesso: | Acesso aberto |
Idioma: | eng |
Instituição de defesa: |
Não Informado pela instituição
|
Programa de Pós-Graduação: |
Não Informado pela instituição
|
Departamento: |
Não Informado pela instituição
|
País: |
Não Informado pela instituição
|
Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Link de acesso: | https://hdl.handle.net/10438/28600 |
Resumo: | This paper examines the business models of Sub-Saharan African low cost carriers with regards to costs, connectivity and fleet structure in an effort to find out to what extent they exhibit the peculiarities of a classic-case LCC business model within these three dimensions. This is done through a comparison with other airlines from the Southern Hemisphere and with Ryanair as prime example for a ‘pure LCC carrier’. In total, nine airlines from four continents have been examined by using an exploratory framework that builds on the Business Model Canvas and the Product and Organisational Analysis. The central challenges of LCCs in Sub-Saharan Africa remain the strong presence of nonAfrican airlines on the continent, a relatively small middle class, high cross-border tariffs and regulation, rapid and uneven market shifts, a poor safety record, as well as a weak state of the general infrastructure. The sampled African airlines tended to perform similarly to classical LCCs in terms of fleet structure, but exhibited higher costs and a lower degree of connectivity. These peculiarities could indeed give reason to the coining of the term ´African LCC business model´. Sub-Saharan African airlines should pursue a slow and organic expansion strategy that includes improving their seating density, having a lean, but modern distribution system, and choosing routes where the level of regulation is low. They have the potential to fill gaps that other transport providers previously failed to close. Similarly, it is of great importance for international and African academic institutions, think tanks and research organisations alike to generate grand-scale cross-country socio-economic and transportation data. This will give decision makers an overview of structural realities and enable them to begin to seek environmentally friendly on-ground solutions that might not be visible at first. |
id |
FGV_b9fa3ffaba3a1fc6213be29f7d1d03a3 |
---|---|
oai_identifier_str |
oai:bibliotecadigital.fgv.br:10438/28600 |
network_acronym_str |
FGV |
network_name_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
repository_id_str |
|
spelling |
Nowak, Christopher RobertEscolas::EAESPVasconcellos, Sílvio Luís deGama, Marina Amado BahiaCalixto, Cyntia Vilasboas2019-12-27T17:14:44Z2019-12-27T17:14:44Z2019-11-22https://hdl.handle.net/10438/28600This paper examines the business models of Sub-Saharan African low cost carriers with regards to costs, connectivity and fleet structure in an effort to find out to what extent they exhibit the peculiarities of a classic-case LCC business model within these three dimensions. This is done through a comparison with other airlines from the Southern Hemisphere and with Ryanair as prime example for a ‘pure LCC carrier’. In total, nine airlines from four continents have been examined by using an exploratory framework that builds on the Business Model Canvas and the Product and Organisational Analysis. The central challenges of LCCs in Sub-Saharan Africa remain the strong presence of nonAfrican airlines on the continent, a relatively small middle class, high cross-border tariffs and regulation, rapid and uneven market shifts, a poor safety record, as well as a weak state of the general infrastructure. The sampled African airlines tended to perform similarly to classical LCCs in terms of fleet structure, but exhibited higher costs and a lower degree of connectivity. These peculiarities could indeed give reason to the coining of the term ´African LCC business model´. Sub-Saharan African airlines should pursue a slow and organic expansion strategy that includes improving their seating density, having a lean, but modern distribution system, and choosing routes where the level of regulation is low. They have the potential to fill gaps that other transport providers previously failed to close. Similarly, it is of great importance for international and African academic institutions, think tanks and research organisations alike to generate grand-scale cross-country socio-economic and transportation data. This will give decision makers an overview of structural realities and enable them to begin to seek environmentally friendly on-ground solutions that might not be visible at first.Esta dissertação avalia os modelos de negócios das companhias aéreas Sul-africanas de baixo custo (low cost carriers - LCC) em relação aos seus custos, conectividade e estrutura da frota na tentativa de descobrir em que medida essas empresas exibem as particularidades dos modelos clássicos de LCC nas três dimensões. Para isso, foi realizada uma comparação com outras companhias áreas do Hemisfério Sul e também a Ryanair, como exemplo de um modelo puro de LCC. No total, foram examinadas nove companhias aéreas por meio de um framework exploratório composto pelo Business Model Canvas (BMC) e Product and Organisational Analysis (POA). Os principais desafios das LCCs na África Subsaariana permanecem sendo a forte presença de companhias não-africanas no continente, uma pequena parcela da população de classe média, altas taxas e regulação, mudanças de mercado rápidas e desiguais, baixos registros de segurança e pouca infraestrutura. As empresas africanas selecionas tentem a desempenhar de forma similar as clássicas LCCs em termos de estrutura de frota, mas enfrentam custos maiores e baixos níveis de conectividade. Essas particularidades poderiam auxiliar a cunhar o termo ´African LCC business model´. Companhias aéreas África Subsaariana devem buscar uma estratégia de expansão lenta e orgânica que inclua melhorias na densidade de assentos, criando um modelo lean, mas moderno de sistema de distribuição e escolher rotas em que a regulamentação seja menor. Elas têm o potencial de preencher as falhas que outros provedores de transporte falharam em atender. Por fim, é de grande importância que as instituições internacionais e africanas, think tanks e centros de pesquisa busquem desenvolver mais dados sobre transporte entre os países africanos. Os dados poderiam auxiliar os tomadores de decisão com uma perspectiva geral das realidades estruturais e habilita-los a buscar soluções ambientalmente responsáveis no local que não são visíveis num à primeira vista.engBusiness administrationBusiness modelsAirlines - FaresCommercial aviation - Sub-Saharan AfricaEconomic development - Sub-Saharan AfricaAdministração de empresasModelos em administraçãoLinhas aéreas - TarifasAeronautica comercial - Africa Sub-SaaraDesenvolvimento econômico - Africa SubSaaraCiência políticaAdministração de empresasModelos em administraçãoLinhas aéreas - TarifasAeronautica comercial - Africa Sub-SaaraDesenvolvimento econômico - Africa Sub-SaaraAre African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure?info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisinfo:eu-repo/semantics/openAccessreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas (FGV)instacron:FGVTHUMBNAILNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdf.jpgNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdf.jpgGenerated Thumbnailimage/jpeg1473http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/4/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdf.jpg0c4caacecf957eeb980e728fa775f9edMD54TEXTNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdf.txtNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdf.txtExtracted texttext/plain180228http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/3/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdf.txt4098b33a429800d10c1f09f383e29378MD53LICENSElicense.txtlicense.txttext/plain; charset=utf-84707http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/2/license.txtdfb340242cced38a6cca06c627998fa1MD52ORIGINALNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdfNOWAK, Christopher_ARE AFRICAN LOW-COST OPERATORS ON THE TRAIL OF RYANAIR___.pdfPDFapplication/pdf2744437http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/1/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdfa7ce226598a554a22ea7b69c8ab05f6dMD5110438/286002021-11-08 17:07:16.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ório InstitucionalPRI |
dc.title.eng.fl_str_mv |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
title |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
spellingShingle |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? Nowak, Christopher Robert Business administration Business models Airlines - Fares Commercial aviation - Sub-Saharan Africa Economic development - Sub-Saharan Africa Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa SubSaara Ciência política Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa Sub-Saara |
title_short |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
title_full |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
title_fullStr |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
title_full_unstemmed |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
title_sort |
Are African low-cost operators on the trail of Ryanair? How is their business model structured with regards to costs, connectivity, and fleet structure? |
author |
Nowak, Christopher Robert |
author_facet |
Nowak, Christopher Robert |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.member.none.fl_str_mv |
Vasconcellos, Sílvio Luís de Gama, Marina Amado Bahia |
dc.contributor.author.fl_str_mv |
Nowak, Christopher Robert |
dc.contributor.advisor1.fl_str_mv |
Calixto, Cyntia Vilasboas |
contributor_str_mv |
Calixto, Cyntia Vilasboas |
dc.subject.eng.fl_str_mv |
Business administration Business models Airlines - Fares Commercial aviation - Sub-Saharan Africa Economic development - Sub-Saharan Africa |
topic |
Business administration Business models Airlines - Fares Commercial aviation - Sub-Saharan Africa Economic development - Sub-Saharan Africa Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa SubSaara Ciência política Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa Sub-Saara |
dc.subject.por.fl_str_mv |
Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa SubSaara |
dc.subject.area.por.fl_str_mv |
Ciência política |
dc.subject.bibliodata.por.fl_str_mv |
Administração de empresas Modelos em administração Linhas aéreas - Tarifas Aeronautica comercial - Africa Sub-Saara Desenvolvimento econômico - Africa Sub-Saara |
description |
This paper examines the business models of Sub-Saharan African low cost carriers with regards to costs, connectivity and fleet structure in an effort to find out to what extent they exhibit the peculiarities of a classic-case LCC business model within these three dimensions. This is done through a comparison with other airlines from the Southern Hemisphere and with Ryanair as prime example for a ‘pure LCC carrier’. In total, nine airlines from four continents have been examined by using an exploratory framework that builds on the Business Model Canvas and the Product and Organisational Analysis. The central challenges of LCCs in Sub-Saharan Africa remain the strong presence of nonAfrican airlines on the continent, a relatively small middle class, high cross-border tariffs and regulation, rapid and uneven market shifts, a poor safety record, as well as a weak state of the general infrastructure. The sampled African airlines tended to perform similarly to classical LCCs in terms of fleet structure, but exhibited higher costs and a lower degree of connectivity. These peculiarities could indeed give reason to the coining of the term ´African LCC business model´. Sub-Saharan African airlines should pursue a slow and organic expansion strategy that includes improving their seating density, having a lean, but modern distribution system, and choosing routes where the level of regulation is low. They have the potential to fill gaps that other transport providers previously failed to close. Similarly, it is of great importance for international and African academic institutions, think tanks and research organisations alike to generate grand-scale cross-country socio-economic and transportation data. This will give decision makers an overview of structural realities and enable them to begin to seek environmentally friendly on-ground solutions that might not be visible at first. |
publishDate |
2019 |
dc.date.accessioned.fl_str_mv |
2019-12-27T17:14:44Z |
dc.date.available.fl_str_mv |
2019-12-27T17:14:44Z |
dc.date.issued.fl_str_mv |
2019-11-22 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://hdl.handle.net/10438/28600 |
url |
https://hdl.handle.net/10438/28600 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
bitstream.url.fl_str_mv |
http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/4/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdf.jpg http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/3/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdf.txt http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/2/license.txt http://bibliotecadigital.fgv.br:80/dspace/bitstream/10438/28600/1/NOWAK%2c%20Christopher_ARE%20AFRICAN%20LOW-COST%20OPERATORS%20ON%20THE%20TRAIL%20OF%20RYANAIR___.pdf |
bitstream.checksum.fl_str_mv |
0c4caacecf957eeb980e728fa775f9ed 4098b33a429800d10c1f09f383e29378 dfb340242cced38a6cca06c627998fa1 a7ce226598a554a22ea7b69c8ab05f6d |
bitstream.checksumAlgorithm.fl_str_mv |
MD5 MD5 MD5 MD5 |
repository.name.fl_str_mv |
|
repository.mail.fl_str_mv |
|
_version_ |
1742146138601947136 |