Monday, November 27, 2017

The Back Side Of The Aviation Business

Boeing has often approach business as a customer first purpose in manufacturing. However, there are different levels of whose those customers may be. The airline, the supplier or the passenger are most of the likely customers Boeing pursues. Its competitor, Airbus, advertises traveling space for its passengers over its competitor.

On the other hand Boeing talks efficiency, cost savings and innovation for its airline customer. Airlines job one is to make money by running a tight ship. Boeing has invested a considerable amount of money into ancillary services offered its customers. Maintenance plans, Boeing expertise and parts/servicing are to name a few products it offers to its airline customers. The philosophy from Boeing is if buying a Boeing aircraft an airline can hire mercenary services from Boeing without having to build its own ground services for itself for great cost.

Airbus has invested its campaign towards patronizing passenger sensibility when it featured a 5" wider wide body as its key reason for flying on its WB. It skipped past what it had to offer as an airline maker concerning its technical and ancillary support for a reason to buy its product. Boeing has emphasized its other contiguous services with the sales of its airplane. 

The theory being, when buying a product without added value accounted for in the sales transaction, it becomes an apple and orange product comparison. Boeing's additional ancillary offerings make a complete deal for any building airline.

The first years of the 787 in service is a good example. Every time the 787 had a fault during service a Boeing team was there to mitigate that fault. Boeing offers a similar service for its normal operations but with the caveat it will be more convenient, cheaper and efficient if hiring Boeing doing the ground work instead of an airline providing a vast number of trained employees to do the same.

This is an example of Boeing's emphasis towards the airline and not directly at the passenger. The second part of this becomes more intriguing for airline planners. Give the airline enough advanced technology for enticing passengers and then the airline is free in its decision on how the passengers are provided. The Airbus model was 5" wider and it fit wider seats in the space provided. Airbus spent money on how window shades were much better than dimming windows. It spent money on LED  lighting systems like Boeing had and it spent money  on its archaic bleed air air filtration processes which Boeing can skip from its electric driven air systems.

Airbus attacked to the passenger sensibility when convincing its airline customer the A-350 was a better deal. The 787 was designed for eight seats across and the A-350 was designed for nine seats across but most airlines choose nine seats across on the 787 in economy. Making a list of who does what better for this wide body class easily becomes an obvious choice in most categories the "new" aircraft offer.

Boeing wins the following battles for the customer: Lights, air, and windows.

Airbus wins the 5" wider space for nine seats across or about 1/2" per seat wider.

The noise difference is a push between the two makers. They are both quiet while hearing people do there thing becomes the issue.

All other comparisons are dependent on how well the airline serves its passengers

Passengers are comparing how seats are configured, airline service and who is able to offer the cheapest ticket. For the price conscious passenger the journey is not the vacation. The vacation starts upon arrival. The passenger not caring for travel prices as its deal breaker, since the typical airline first class or business class is 4-6 seats across no matter what airplane model a passenger flies on. The passenger in this class is looking for airline service from start to finish. However for economy, a ticket price is directly influence by an airlines efficiency, therefore an efficient flying aircraft will have the best seat prices in a competitive economy market.