As recent study report forecasted that air travel expected to reach

seven billion passengers by 2034, therefore there is silver lining

for air transport industry to plan for future growth. Which gives us
confidence that thoughtful and meticulous planning and
recommendations will bring the desired output. A leaner, greener
and much more customer focused airlines operation would be the
key to success in future.

Conservatively it would be wise to frame future plans and

strategies as captured below for a sustainable growth of Royal
Falcon Airways.

Collaboration with another airline:

Smarter collaboration is the key to the future of air travel. It is a

well-known fact that air transport industry’s operation,
maintenance and overall management is very complex in nature
and heavily relies on collaboration with flying partners. Without
its many stakeholders working in agreement and harmony it will
be very difficult to keep up the business the way we want. Use of
emerging and novel technologies would be an enabler option to
collaborate in new and increasingly effective ways.

Providing a seamless journey option to our passengers in

collaboration with other airlines would be set as our topmost
priority. As much as 20 other airlines could be involved in making
the journey feasible. But to make this happen we shall focus on
close teamwork, IT connectivity, aircraft operations and air traffic
control. Working with alliance airlines partners all should
coordinate with crew on the aircraft, the crew handling baggage
and cargo, as well as the teams involved in the aircraft’s
replenishment, engineering and technology processes. In doing
this, we must keep an eye on Gartner’s Hype Curve, as we want
to base our cases on stable and deployable technology.

Gain Additional Assets:

As a strategic planning we need to focus more on gaining

additional assets which would be beneficial for future growth and
sustainability. Accounting for aircraft acquisition and subsequent
depreciation is a complex process and need specialized
expertise which is not available inhouse. It’s highly
recommended to appoint a third-party consultant to advice on
such recommendations. The purchase price, cost related to the
purchase and keeping required spares in optimum level (i.e., in
economic order quantity EOQ) would be crucial for future.

In addition to these, collaboration with other travelling and holiday

making partners across the globe will be a key strategy.
Passengers usually prefers to club these schemes with the
airlines journey. It is preferred to build an inhouse cell within our
company to explore the possibilities which could be offered to our
customers. This will include but not limited to hotel booking,
limousine service, customized tour packages etc.

Monitoring Passenger Load Factors in various destinations:

We need to keep a close look on the passenger load factor
statistics in various routes we are operating. “Passenger load
factor” in aviation industry metric reflecting the capacity utilization
of an aircraft, more precisely the ratio between
revenue passenger kilometers (RPK) and available seat
kilometers (ASK) expressed as a percentage. Effective
monitoring and control of this key indicator would be reflected in
efficiently filling the aircraft passenger occupancy and filling
available seats which in turn would generate higher fare
revenues. Break-even load factor to be used by our airlines in
strategic planning. We must focus to attract low-budget
customers with cheap tickets which would require a higher load
factor to stay profitable and may need aircraft designed to carry
more passengers. Pursuing service and a quality customer
experience, we may decide to charge more per ticket and offer
fewer seats while providing a higher level of comfort.

Continue to expand gradually:

Connectivity at the Hub, Aircraft availability, Demand Forecasting

and Matching the competition would be the major four
considerations to plan for our future expansion strategy. We must
constantly evaluate to add new destinations in addition to our
existing network. We need to perform multiple route evaluations
in order to know if a route will be profitable in the long term or not.
Operating multiple flights between popular destinations also
need to be considered as this required comparatively less costs
in operating flights due to familiarity. Business travelers usually
prefers taking a flight early in the morning and return home at the
end of the day after their meetings. This will ensure that we can
retain loyal customers which adds to profitability. Scheduling of
flight time based on passenger’s preference and convenience
also need to looked up by our in-house team as more passengers
could be attracted through this scheme. Flying to a smaller or
less travelled destinations should also be evaluated as we can
get an advantage with no airline competition which might be a
better option.