Chapter 2113： The gap with the old opponent

Boeing is now attacking from all sides, showing an offensive trend. Some "tricks" are even contrary to the generally recognized concepts and practices, but they don't care, buy it first and talk about the concept.

All of this was done to cope with the old rival Airbus. After the Bombardier C-series entered the Airbus product lineage, changes were immediate. From the completion of the merger to the present, the aircraft has not yet been built, and the A220 has received more than 50 orders. Catch up with Bombardier’s three-year total number of orders in the C series era.

With the involvement of Delta, a major customer, it may not be long before the total number of orders exceeds 100.

While taking orders, Airbus said that it will make significant improvements to the A220 using the existing structural redundancy, system redundancy and fuel capacity of the aircraft. It is planned to be completed in the second half of 2020, when the A220-100 and A220-300 The maximum take-off weight (MTOW) will increase by 2268kg, and the range will increase by 830km. The maximum range of the two aircraft will be increased to 6300km and 6200km respectively.

As a result, in the field of regional aircraft ranging from 100 to 160 seats, the A220 has formed a comprehensive advantage, which is bound to make the already excellent C series aircraft favored by more customers and win a larger market share.

The current Airbus seems to be smooth, but there is a problem that no one can ignore, that is, the rival that is about to rise on the far side-ARJ21.

Today, the world's civil aircraft development and production pattern is undergoing tremendous and profound changes. Look at Boeing’s moves, Airbus’s style, and consider Mitsubishi Heavy Industries’ actions. The first two have each expanded their own passenger aircraft product sequence. Formed a full coverage from the branch line to the main line;

The latter means that Japan’s MHI, a regional aircraft provider with significantly enhanced strength, is also a strong competitor for the ARJ21 project; of course, there is also the polar bear’s ambition and practical operation to revitalize the civil aircraft industry.

As a result, the new pattern of a global branch line is ready to emerge. This new pattern is the "two strong + three new", the two strong are the United States (Boeing) and Europe (Airbus); the three new are Russia, China, and Japan.

After the market competition in the 1990s, Fokker, Dornier and others gradually withdrew from the regional aircraft market. Embraer and Bombardier emerged from the regional jet aircraft and grew into the two overlords of regional aircraft in more than 20 years.

But now, as time has passed, Embraer’s and Bombardier’s feeder business have been eaten by bigger hegemons, Boeing and Airbus, respectively, while Country Z, Polar Bear and RB entered the feeder aircraft market in the early 21st century. A branch line "new pole" is growing in the east of the world.

This is also related to the emergence of regional aircraft market players in the east. In the next 20 years, Asia-Pacific airlines will demand more than 3,000 regional aircraft with less than 150 seats, accounting for one-third of the total global demand of 10,500. .

Driven by demand, ARJ in Country Z is striving to enter the market. Polar Bear's SSJ (Sukhoi Superjet) has even delivered hundreds of them, and RB is vigorously developing its SpaceJet series.

In fact, not only in the field of regional aircraft, the entire civil aircraft manufacturing industry, including trunk aircraft, seems to be changing in this direction.

Boeing/Airbus-the "two tops" are stronger and basically achieve the full spectrum without obvious shortcomings.

In addition to the relatively single power of Mitsubishi, Viking and other businesses in the "newcomers", the goals of China and Russia are by no means limited to branch lines, but to seek greater and more comprehensive actions.

When it comes to the development of the Polar Bear civil aircraft, the IL-62, Tu-154, Tu-204, and IL-86/96 that have been put into operation during the Soviet era, as well as the relatively good foundation of aviation engines , Creating certain conditions for it.

The current SSJ and MC21 models, as well as the CR929 wide-body passenger aircraft developed in cooperation with Country Z, are playing a new chapter in the polar bear's revitalization of the civil aircraft manufacturing industry.

SSJ100 is developed and produced by Sukhoi Civil Aircraft Company through international cooperation and according to Western airworthiness standards. Sukhoi Civil Aircraft Company is an independent project company established under Sukhoi Design Bureau Co., Ltd.

The SSJ project was launched earlier, starting in 2000, and first flew in May 2008; the first aircraft was delivered to domestic users in 2011; in 2012, it obtained European EASA airworthiness certification. There are two models of 75 seats and 95 seats.

Its engine is SaM146, developed by PowerJet, a 50:50 joint venture established by the French Safran Group and Polar Bear Saturn Aero Engine Manufacturing Company.

Although the SSJ aircraft has experienced two air crashes in the past two years, the overall progress and performance are still good, and it has a good market prospect. The aircraft accounting for 20% of the total delivery has been sold abroad.

The MC-21 (150-211-seat class), a new medium- and short-range trunk airliner launched in 2007, will soon make its maiden flight and will receive all formalities for delivery.

The aircraft is manufactured by the Irkut Corporation under the Polar Bear United Aviation Manufacturing Group (UAC). In the future, it will replace the domestic "Tu", "Yak" and "An" series of aircraft, and strive to bring more than half of its products to the international market.

In addition to ARJ21, which is performing well at present, the future regional aviation field will definitely be a big dogfight. For the arrival of this big dogfight, Delta Air Lines must prepare in advance. This is Yang Orange’s vs. Bastian’s Claim.

During Bastian’s first term of office, if he can smoothly resolve the regional aviation struggle, it will be very beneficial to his re-election. In Yang Cheng’s plan, Bastian is his key link to control Delta Airlines. .

After talking about business matters, Yang Cheng smiled and eased the atmosphere, and asked, "Recently I heard that financial media praised you?"

Bastian said helplessly, "This is definitely not an article I paid for someone to write."

Yang Cheng laughed, "Ha~ I know, I think it is very good. The development of Delta Air Lines in the past two years has indeed exceeded expectations. Both major shareholders and investors are very satisfied. This is the credit of your CEO, nothing. I'm sorry to admit it."

Before he could answer, Yang Cheng said again, "However, profits will definitely decline in the next two years. You must be mentally prepared."

Bastian solemnly said, "I know the boss, the current rebound in oil prices is bound to impact our earnings, but I have the confidence to overwhelm American Airlines."

Yang Orange asked unexpectedly, "How do you say?"

"At an industry gathering some time ago, American Airlines CEO Parker said something. He believes that the last round of mergers and reorganizations in the U.S. aviation industry has completely changed the industry's competitive environment, and American Airlines will never fall into a situation of operating losses.

And he is optimistic that the sharp drop in American Airlines' profit year-on-year is entirely due to the rapid rise in fuel prices and the rise in labor costs.

This is true, but I feel that it is completely due to oil prices, and it is more of a problem with their management.

A closer look at their financial reports, it is not difficult to find that American Airlines' profits plummeted mainly because the growth rate of revenue lags behind its competitors, while the growth in cost of the three major airlines is basically the same.

The revenue growth of Delta Air Lines and United Airlines mainly comes from high-end products, corporate customers and increased fare levels, which in turn cover the increase in fuel costs to a greater extent. In contrast, American Airlines lacks capabilities in this area .

According to Parker, the backwardness of American Airlines in this regard is mainly due to technical limitations.

However, the formal merger of American Airlines and American Airlines began in 2013, later than the merger of Delta Air Lines and United Airlines. Therefore, American Airlines has invested more energy and resources in integration related work in recent years. Investment is limited.

Therefore, American Airlines lacks as efficient channels as Delta and United Airlines, and cannot effectively recommend high-end products to passengers.

At present, the integration of American Airlines and the United States has entered the final stage. The merger of its IT systems has been completed. All aircraft, pilots and flight attendants have been integrated into a unified dispatch platform, and the three bases of Miami, Dallas and Chicago have been completed. Financing work.

With the completion of the integration work, American Airlines will increase its investment in digital transformation, which will greatly improve the sales of high-end products, thereby increasing the level of auxiliary operating income.

In the context of rising oil prices, it is almost the consensus of our three major airlines to ensure profit through product segmentation, increasing emphasis on corporate customers and increasing fares. All three companies believe that high-end product revenue and corporate customer demand Will continue to rise.

Although American Airlines’ current auxiliary operating income has not achieved significant growth, UU Read www.uukānshu. However, from the perspective of its partial product distribution, its high-end products also have a huge demand, which is also one of the main strategies for American Airlines to increase its profits. "

Yang Cheng nodded after listening, "That's right, American Airlines' resource integration efficiency is too low, which delays development. At this step, it is slower than us and United Airlines. It will be difficult to catch up in the future."

Bastian also said, "This is right. The difference in overall revenue corresponds to the different performance of American Airlines, Delta Airlines, and United Airlines in the same market.

In terms of revenue structure, our three major airlines are dominated by passenger revenue. The domestic market accounts for most of the total revenue. The second largest market is the Atlantic region. Among the three major airlines, American Airlines’ revenue from Latin America accounts for the percentage of total revenue. highest.

But now, Argentina’s economic situation is severe, Brazil’s ZZ is at risk, and Mexico’s poor income environment has caused the unit revenue of the three major airlines in the Latin American market to fall to varying degrees. Among the four major markets, American Airlines is in this market. The seat capacity growth rate is the highest, which means that American Airlines has been affected the most, further affecting their overall revenue. "

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