Airline Marketing - Case Study Example

Student Name: Tutor: Title: Marketing Report Course: Airline Marketing Report Table of contents List of Abbreviations/Glossary 3 Introduction 3 Airline profile information 4 Concept of the airline and route analysis 4 Fleet analysis 5 Traffic figures analysis 5 Marketing audit 6 SWOT Analysis 6 Marketing Mix (4Ps) 10 Competitive environment 12 Financial Summary: Evaluation of financial Results 13 Justification of route development or for restructuring plan 14 Conclusions 15 Recommendations 16 Reflection Essay: comparison with a real situation 18 References 22 Appendix section 23 List of Abbreviations/Glossary RASK……………………………….Revenue per Available Seat Kilometer CASK………………………………..Cost per Available Seat Kilometer ASK………………………………….Available Seat Kilometer RPK…………………………………..Revenue Passenger Kilometer SFC……………………………………Sam Fun Cloud Introduction The simulation games offered a chance of forming an airline company and running it. The aviation simulation game went through six rounds and the purpose was to create an airline with the aim of learning how to operate and manage a real airline company. The aviation simulation game also provided an opportunity of experiencing the challenges, competition and obstacles that are encountered in the airline industry. The results obtained after every round were documented and formed one quarter of the financial reporting period of the airline. The airline company formed in this report is referred to as Sam Fun Cloud (SFC). This market report analyzes the events that took place in the simulation game while giving an in-depth explanation of all the results with regard to Sam Fun Cloud. The profile of the company has been discussed. The marketing audit gives a detail analysis of the strengths, weaknesses, opportunities, and threats of the airline company. The four Ps that form the marketing mix of product, promotion, place and price have been explained. This report provides an insight into managing and operating an airline company. Many factors that are important in the airline industry have been discussed in this report. Airline profile information Concept of the airline and route analysis The concept of the Sam Fun Cloud airline is to penetrate the market a low cost carrier with the aim of expanding to other sectors that offer more flexibility. The airline penetrated the airline industry as a low cost carrier targeting low income earners or middle class looking for price bargains. To minimize costs, only one class of passengers was operated by the airline SFC carriers. Price can be a strategy of market entry (Verma, 2012). Maintaining low operation costs in the airline industry is challenging due to the price of fuel which forms a big portion of the expense. Appendix 1 shows the route map of the Sam Fun Cloud airline since its inception. The routes developed include Tehran, Bahrain, Muscat, Jeddah, Karachi, Cairo, Istanbul, and Bombay respectively. Dubai-Istanbul was the longest route followed by Dubai-Cairo. Dubai-Karachi and Dubai-Jeddah were among the shortest international routes. Dubai-Bahrain was the shortest route. Most of the routes did not require connecting. Fleet analysis Sam Fun Could possesses three Boeings 737-900 with Blended winglets, two Boeings 737-900, one Embraer 190, one Embraer 195, and one Gulfstream G200 operated as a charter to Bahrain. The airline does not own any of the aircrafts but it holds them on a lease. The Boeing 737-900 aircrafts with blended winglets are held on lease with an average age of four and half years. Two Boeing 737-900 aircrafts without blended winglets have been leased have an average age of 13.25 years. The Embraer 190 and 195 have an average age of 5.25 years each. The Gulfstream G200 is held on a lease and its average age is 8.75 years. Appendix 3 shows the details of the fleet owned by Sam Fun Cloud. In total the company has eight aircrafts. There are no aircraft on order by the time this report was being written. This fleet was chosen to avoid high cost and keep operation costs as low as possible. The average age of the fleet held by Sam Fun Cloud is 7.4 years. Luxurious aircrafts would mean that company has to enter the high end market while in this case it was targeting the low end market. The clients with average income who cannot afford lavish spending were being targeted by Sam Fun Cloud airline. Traffic figures analysis Sam Fun Could traffic in round three was pathetic. This is when its operations started. Available seats per kilometer were very few or absent and the same applied to Revenue per kilometer. While other airlines managed to make millions, Sam Fun Cloud only managed a few thousands. The company had only four aircrafts in the third round and came as second last as compared to other airlines in the same industry. Consequently the company made a loss in this round. The passengers carried per quarter did not go beyond 1,800 passengers as demonstrated in appendix 3. Nevertheless the number increased from below 200 passengers in the second quarter of 2014 to above 1,600 in the second quarter of 2015 during the six round of the simulation process. Passengers carried right from round three when operation started were very few as shown in appendix 4. Unfortunately losses were made from round three when flights began as shown in appendix 5. Thai Cov Airways took the lion share of passengers carried. RASK in the second quarter of 2015 was $0.02 per Km while CASK was $0.07 per kilometer; it resulted in a loss of $0.05 per km. Marketing audit SWOT Analysis SWOT Analysis Table Strength Low operation costs Ability to offer bargained prices Vast middle income market Dynamic workforce with multiple roles Weakness Absence of flexibility due to stringent practices Few and old aircrafts Rigidity in case of flight cancellation by customer Absence of variety due to Single class flight Opportunity Capacity to diversify to hotel and catering Availability of a huge market Opportunity in leisure segment Capacity to change routes and destinations to profitable areas Threat Increased competition in the airline industry Threat of industrial strikes High cost of fuel Strengths Sam Fun Cloud has a chance of bringing down its operation costs since it has a small fleet that can be easily maintained. Maintenance and fuel costs can be brought down if the right routes of operation are chosen. The operation costs of the company are low and if the promotion strategy is right, profits can be realized within no time. The company has a chance of offering affordable prices to its customers since it operates as a low cost carrier. Targeting the low end market can have advantage since there are people who cannot afford luxurious flights. The middle income earners are many and the company can capitalize by presenting itself as a low cost carrier. Employees have to work multiple roles thus reducing the cost of employing many clients. Cost can be reduced while investing on other important things like promotion campaigns. Weaknesses There as absence of variety and flexibility offered by the company’s routes and aircrafts. The aircrafts are few and old hence offering no variety to customers. The average age of the aircrafts is seven and a half years. Chances are that some customers would want to travel at times when the flights by Sam Fun Cloud are not operating. There is little flexibility offered. In case of cancellation of a flight the clients are not refunded by the money forwarded in the case of a future flight. This can scare off clients since they fear losing their money in case they cancel their flights and are not interested in travelling anymore. The absence of flexibility in the routes and time of flight leave many customers disoriented and with no choice but to use another airline’s services. The few commercial flights that the company operates make it miss out on increasing its flights to target customers in any time of the day. The fact that the aircraft was configured to have one single passenger class was a disadvantage and people who did not prefer the aircraft looked for an alternative class in another aircraft. Besides it was unfortunate that the carriers reserved seating with the aim of encouraging clients to book quickly and early hence reducing turnaround times. However, this has the advantage of keeping off customers who prefer to reserve their seat online through early booking at the comfort of their homes. This practice denies customers flexibility and variety while forcing them to look for alternative unless otherwise. Opportunities Sam Fun Cloud can diversify into cargo and hotel industry within the airports. Instead of depending only on ferrying of passengers, the company can offer excellent catering services at its terminals to try and lure as many customers as possible. Using a well documented marketing strategy, Sam Fun Cloud can take control of the low end market and realize huge profits. With adequate investment in promotion campaigns and skilled manpower; the best chance of the company can come from the low end market. The company has an opportunity to focus on leisure segment of the market and exit the business segment that has stiff competition. Holiday seekers who prefer bargained prices can be targeted and the routes of the airline focused in tourist destinations. San Fun Cloud can open new routes to other profitable destinations and sacrifice routes that seem to be prone to losses due to stiff competition from other carriers. Destinations that are not profitable have to be scraped from the routes of SFC. Threats The company has threats that are capable of crippling its operations. The stiff competition in the airline industry is one of the most prominent threats. Increased competition has forced the airline to retreat in some routes or try to offer bargain prices that have not worked well to turn around the situation (Rigas, 2002). The number of airline companies that have been launched are many and this has led to fragmentation of the air travel market. Domestically Thai Cov Airways and Sky Middle East offer stiff competition. Regional and internationally, the entry of other airlines make the situation even worse. The increased cost of operations is also a threat to the company. The company has to should a heavy burden of salary to its employs and at the same time buy fuel and pay technical experts to maintain the aircraft. The increased cost of operations raises the chances of the airline making losses. The cost fuel and the risk of industrial strikes pose a real threat to the Sam Fun Cloud. The cost of fuel forms a major percentage of expenses and world chances in the costs affect the operations of the company. The imminence of workers participating in industrial strike is always imminent particularly in this incident where they play multiple roles. Marketing Mix (4Ps) The 4Ps are commonly referred to as the marketing mix. They are constrained by external and internal factors in the general environment (Donovan & Henley, 2010). The 4Ps have to be elaborate in the marketing strategy of the company. Product The product/service defines the characteristics or features of what is being offered in the market to the customers. It is defines how the service is branded and positioned in the market (Barker & Angelopulo, 2005). Sam Fun Cloud positioned itself as a low cost carrier targeting the low end market where middle income earners want bargained prices. The aircraft is configured to have a single passenger class. The target is to reduce cost of operations by using minimum set of optional equipment and keeping the aircraft weight lower in order to save on fuel. The aircrafts have in-flight entertainment systems, LCD monitors, satellite television, and radio for broadcasting commercials. Place Place defines where the service or the product of the company are found or the final destination of the product or service. The distribution channel has to be elaborate. Sales force can create awareness about the availability of the service or product. Sun Place Operations are based in Dubai at Dubai Airport. The airline targets clients in the Middle East region which is an international trade hub for oil and other valuable minerals. There are also tourist destination areas particularly in the United Arab Emirates. The routes opened in order included Tehran, Bahrain, Muscat, Jeddah, Karachi, Cairo, Istanbul, and Bombay. There are in total eight operation routes plied by Sam Fun Cloud carriers. Promotion Promotion is the means through which a company gets the marketing messages to the target clients. It defines how customers are informed about products. This can be through press, TV, Radio, through Public Relations, and Billboards (Masterson & Pickton, 2010). San Fun Cloud has employed a number of ways to try and reach as many potential clients as possible; this includes economy class advertising, and use of agents through the evidence of commission paid. In the second quarter of 2015 there was no premium advertising, no holiday advertising and no cargo advertising. This means that Sam Fun Cloud only operated the economy class with no cargo transport. There is an office of the advertising manager ensuring that the targeted customers are aware of the services being offered by the company. Advertising in public media and use of agents to sell travel tickets to customers was mostly used by the company in its promotion campaign. Price Price defines the value of the service or product being offered. A company has to be aware if the customers are price sensitive. The customers have to know how much they are going to pay for the service or product (Smith & Taylor, 2004). Sam Fun Cloud has used pricing strategy to try and penetrate the market. Sam Fun Cloud has a dynamic pricing policy comprising of discounts and tickets in promotion with special offer given for group booking. This encourages group travelling hence increasing RPK. The airline has positioned itself as low cost carrier and wants to use the pricing strategy to penetrate both new and established markets. Competitive environment Competition in the airline industry in the gulf region is very stiff. The competition is from both international and local fronts. A company has to have competitive advantage in order to stay ahead of its competitors in the same industry (Rigas, 2001). From the local market Sam Fun Cloud faces competition from Sky Middle East and Thai Cov Airways. Thai Cov Airways offered stiff competition and the passengers ferried by its aircraft particularly in the third round were fur beyond what Sam Fun Cloud could manage. While Thai Cov Airways carried above 4 million passengers in this round, Sam Fun Cloud performed dismally only managing a few. Sky Middle East ferried more than half a million passengers to various destinations. Consequently Sam Fun Cloud performed dismally as compared to its competition from the local market. Moreover, other airlines international or regionally performed better than Sam Fun Cloud. There many things that went wrong resulting into a poor show by Sam Fun Cloud. Thai Cov Airways and New World Airlines lead in terms of profits internationally. Thai Cov Airways has the lion share of the customer base in both the domestic and international market. Financial Summary: Evaluation of financial Results The performance of the airline throughout the quarters was not attractive going by the figures shown on the graph in appendix 8. Almost all the routes chosen did not translate to profits as shown in appendix 7. Dubai-Bombay and Dubai-Cairo routes made the huge losses. The least losses were made on Bahrain-Dubai route since only one aircraft operated on this route and the flights were limited. Unfortunately no single route made a profit. All routes that Sam Fun Cloud plied made losses. Expenses increased towards the second quarter of 2014 but declined towards the third quarter of the same period. They then rose gently towards the first quarter of 2015. Towards the second quarter of 2015 they stabilized. This information is carried in appendix 6. The financial results of the first quarter of 2014 of the Sam Fun Cloud airline operation saw it make loss of $206,590.50. It was almost of a breakeven since the cash balance available at the beginning of the year was $600Million while the final balance after costs had been removed was $599,793,409.50. In the second quarter of 2014, Sam Fun Cloud moved further away from breaking even since its inception. It realized a cash balance of $564,239,152.77. There was no loss $35,554,256.73 which was worse than the previous quarter. The operation costs rose sharply proceeding to the third quarter of 2014.The revenue also increased reducing the loss realized in that quarter to $8,251,934.51. The loss realized increased in the fourth quarter of 2014. The operation costs came down towards the fourth quarter of 2014 but also the revenue declined at a higher margin hence making the loss realized to subside towards the first quarter of 2015. The loss realized in the fourth quarter was $5,233,601.94. The first quarter of 2015 saw Sam Fun Could make a loss of $ 35,076,733.13sloding back from the previous quarter positive growth. The second quarter of 2015 saw the airline making a loss of $11,028,018.24 which was a slight improvement from the previous loss. However, it should be noted that things changes occurred when both revenue and operation costs declined. There was growth in revenue. There was no profit made throughout the operation of Sam Fun Cloud airline in the six rounds of the simulation process as indicated in the appendix 9. This trend has to chance for better prospects of the company in the airline industry. Justification of route development or for restructuring plan There is urgent need for restructuring and route development if Sam Fun Could has to result positive growth in future. It is unfortunate that the company did not make any profit since its inception. The operation policy and marketing strategy was absence making the company to run as if experimenting. During the second quarter of 2015 Available Seats per Kilometer were 239,050,994 but the Revenue Passenger per Kilometer was $37,620,622. From the data provided 84.3% of the seats were unoccupied while it is only 15.7% of the seats that was occupied as shown in appendix 10. The route from Dubai to Muscat and Muscat to Dubai did not did not realize any revenue at all in the second quarter of 2015 which was the last round of the simulation games. Bahrain to Dubai and Dubai and Dubai to Bahrain did also experience the same issue but in this case there were no available seats per kilometer like in the first case. This shows that there were no aircrafts on this route. The designated chartered Gulfstream G200 did not launch its flight on this route at that time. But from Muscat to Dubai and back, there were available seats per kilometer but no revenue was realized per kilometer. It would be fair to consider withdrawing aircrafts on the route from Dubai to Muscat and Muscat to Dubai. On these routes Sam Fun Cloud Airline incurred operation costs but there was no revenue realized leading to heavy losses in the end of the second quarter. SFC needs to find ways of encouraging customers to use its services. Marketing research has to be carried out to identify the opportunities and strengths as well as how customers perceive services of the airline company. From these statistics it shows that the marketing strategy was a total failure that convinced customers to occupy only 15.7% of the seats available. The rest of the aircrafts travelled with empty seats. In order to lure more customers to the company’s fleet there is need to be more flexible and spend more on the promotion of services offered by the airline. The potential customers have to learn more about what the company is able to offer competitively in the market (Dahlen, Lange & Smith, 2010). There is need to clear faith in the company through vigorous promotion campaigns in both print and audio-visual media. There is urgent need to change the routes and scrap others in order to avoid losses from where there are few customers attracted to Sam Fun Cloud. Entry into a market has to be done after an intensive promotion campaign to create awareness about the services offered by the airline industry. Conclusions The aviation simulation game was challenging and formation of Sam Fun Cloud was not within good time. After a faulty start it was obvious that it would take a lot of time before recovery. Before any positive growth could be realized the final round of the six rounds had come and passed. Therefore, there was no chance to recover fully to be able to make profits. The duration of the simulation was very short and SFC did not have a chance to be established well and be operated efficiently. The losses realized point to the dismal performance of the airline. Some routes were not beneficial and in spite of ASK there was no RPK realized. This was disappointing and the management kept on hoping that in the next round it would get better. Despite huge losses being made in the third quarter and fourth quarter of 2014, there was positive effort indicative improvement in the first and second quarter of 2015. This shows that if the simulation game had gone on for some other three more rounds, SFC would have performed better and even made profits. The hurried process of forming the company and embarking in operation did not allow time for quick adjustment and a lot of mistakes were committed. Recommendations The technical hitch in the aviation simulation game was a big letdown that resulted in the operation of San Fun Cloud Company picking up in the third round. By this time many other airlines had already made their profits and were congested with passengers’ traffic. It would be prudent for enough training and preparation to be done ahead of any aviation simulation gave in order to give everyone equal chance of participating while fully aware of the logistics of the game. Sam Fun Cloud suffered heavy losses in the six rounds of the game and there is need for chances to take place in order to turnaround its fortunes. The Gulfstream G200 aircraft operating from Dubai to Bahrain and Bahrain to Dubai is not beneficial to the company and there is urgent need to do away with this aircraft. This route has not realized any profits but losses. It seems people interested in a chartered aircraft are very few on this route and Sam Fun Cloud can think about withdrawing this aircraft and disposing it or changing its route to another profitable one. Sam Fun Cloud has only a market share of 0.03% which is not profitable. The promotion campaign of the company has not been perfected due to the absence of a marketing strategy that defines the strategic and short terms goals of the company marketing mix. Position the airline as a low cost carrier is not enough without adequate marketing strategy that involves an elaborate promotion campaign. The company has to establish a long lasting relationship with its customers in order to create loyalty (Kong, 2005). It is important to come up with loyalty plans that would encourage previous customers to use SFC again. The absence of holiday travel advertising means that Sam Fun Cloud has not considered investing in holiday seekers. There is need to focus some routes to holiday destinations in order to take advantage when commercial flights are few or competition is stiff. SFC can perform well if diversifies to other sectors that it has not explored like the tourism travel (Pirie, 2009). No effort has been done to lure holiday seekers or travelers who travel for leisure. SFC has to also focus on leisure travel and the chartered flight introduced in the course of the operations can prove to be very useful for this purpose. The idea of workers playing multiple roles may be costing the company. Poor performance and lack of concentration will be due to fatigue following long working hours. For the workers to be active there is need to give them enough rest and have a new shift of workers take their place. The workforce need to be motivated and compensated well. Excellent service delivery can be a strong selling point for the company in future. Just like in the price policy there is need for dynamism in operations. PART II Reflection Essay: comparison with a real situation Introduction The simulation process would be very different when compared to a real situation. There are many things that happened during the simulation process that I do not anticipate them to happen in a real situation and to a real airline company. I faced a technical problem with the game software. I did not understand the simulation concept and neither did I establish an operation policy not a marketing strategy. I began to grasp the game in round three after a meeting and clarification by the module leader. This set me for a fail. I had a very limited time to learn about the simulation process and take part in simulation rounds. It took me quite a while to take off and try to compete in the simulation games. I did not fair on well and before I could master everything, the simulation rounds were over. I had many challenges in taking part in the simulation aviation games. It took me a lot of time to establish an airline company and commence business. Even after establishing an airline company I did not adjust to the environment in the airline industry in the simulation game within a good time. As a result I did not launch any aircraft in the first round of the simulation. Experience and comparison I began making losses from the first round which escalated in the subsequent rounds. In all the rounds the revenue that I realized was always less than the operation costs that the airline company incurred. The process initially proved very complex to me and the simulation period was very brief for someone to adjust fully. Before I could master the whole process and operate the airline at any profit we had already reached the last round of the simulation games and, therefore, I did not post any positive progress with my airline: San Fun Cloud. I had to get direction from the module leader before I could start learning how to take part in the simulation games. Generally I did not perform well and I reckon this would not been the case had the airline been real. In a real situation I would have consulted more with experts to understand the kind of airline to operate in the Middle East. Seemingly in the Middle East people prefer luxurious airline since they can afford the high costs due to their income level. This fact was not clear to me during the simulation process hence I choose a low cost airline with little flexibility to offer. There was no refund to of cash due to cancellation of flights and the fleet that I operated offered very little variety for the customers. In a real situation I would not make decisions about routes and destination alone since I would have many people in charge of different departments. Decisions will have to be made collectively and hence chances are that the right decisions will be made. In the simulation game one has to act as everything from the marketing manager, to Chief Finance officer, and to the Chief Executive Officer. This is tedious for one person and it made me to make errors in places that I did not have vast experience like financing and investment activities. In a real scenario there will be people who are heading different departments with clear job descriptions and able to make decisions that they understand. In the simulation process you could make a haste decision that had a very retrogressive impact on the performance of the airline company. In the real situation I would have implemented a decision that I am sure of its consequences to the wider picture of the airline company and its competitors. In the simulation process I did not have a clear marketing strategy to make the services of Sam Fun Cloud known to the potential customers. It is not possible to penetrate a market without a clear marketing mix that explains how the promotion of the product is done until it reaches the intended client. Collective decision making in a real situation would allow formation of a marketing strategy with a vivid means of promoting the product or services to reach as many clients as possible. In a real situation I would engage the services of financial experts to advise me with regard to spending. In the simulation process it was like groping in the dark where you stumble upon decisions with the hope that they will work and before you realize it; you have already incurred losses. In a real situation decisions are made consultatively and the future charted from a broad strategic plans that narrows down to specific short term goals that shape daily operations. It is not upon one person in a real situation to make all decisions regarding to the operations of a company. Decisions are deliberated upon before they are implemented in a real situation. However, the simulation game offered a chance to test the ability to make accurate and progressive decisions within a short time. It expanded my thinking about the airline industry and how airlines make their profits and incur losses. Choice of routes, destinations and class is important. In real situations there will be a time when a quick decision has to be made without consulting widely due to limited time frame as in the simulation process. The aviation simulation games demonstrated how such decisions can be made and how weighty they are to the future operation of the company. From the simulation games I learnt that one moment of decision making can make or break the prospects of a company establishing itself in a new market. Despite the huge differences between a simulation process and a real situation, there are similarities that can be drawn such as those that involve quick decision making at the spur of the moment. Waiting for too long before making a decision can cost the prospects of a company breaking through a given market. Conclusion I felt that the six rounds of simulation came too fast and before I could adjust fully and make excellent decisions; it was over. The lessons learnt are indispensable and I need to have good judgment in future in order to take advantage of short window of opportunity that need quick decision making. It may not have been the best simulation game that I have played but there are plenty of lessons I have learnt that I will implement in future. Moreover, there should be adequate preparation or orientation before the main simulation process begins to make everyone to be on the same page. I felt disadvantaged and disoriented before I could grasp how the game was being played. Given another chance I would make sure Sam Fun Cloud airline does better than I performed in these simulation games. It would not take me long to start a company as it happened during this simulation process. References Barker, R. & Angelopulo, G.C., 2005, Integrated Organizational Communication, Juta and Company Ltd, Pretoria. Dahlen, M., Lange, F. & Smith, T., 2010, Marketing Communications: A Brand Narrative Approach, John Wiley & Sons, London. Donovan, R. & Henley, N., 2010, Principles and Practice of Social Marketing: An International Perspective, Cambridge University Press, Cambridge. Kong, C.M., 2005, Relationship Marketing in a Globalised World, Utusan Publications, Kuala Lumpur. Masterson, R. & Pickton, D., 2010, Marketing: An Introduction, SAGE, Melbourne. Pirie, G.H., 2009, Incidental tourism: British imperial air travel in the 1930s, Journal of Tourism History, 1: 49-66. Smith, P.S. & Taylor, J., 2004, Marketing Communications: An Integrated Approach, Kogan Page Publishers, Sydney. Rigas D., 2002, Flying Off Course: The Economics of International Airlines, 3rd edition, Routledge, New York. Rigas, D., 2001, The Airline Business in the 21st Century, Routledge, New York. Verma, H.V., 2012, Services Marketing: Text and Cases, 2/e, Pearson Education India, New Delhi. Appendix section Appendix 1: Route map Appendix 2: Fleet details Appendix 3: Passengers carried per quarter Appendix 4: Passengers carried in round 3 Appendix 5: Profits/losses in round 3 Appendix 6: Expense in dollars per quarter APPENDIX 7: Route Profitability Departure city Destination city Net profit BAHRAIN DUBAI ($94,827.95) DUBAI BAHRAIN ($91,323.16) DUBAI TEHRAN MEHRABAD ($119,697.48) TEHRAN MEHRABAD DUBAI ($121,619.95) BOMBAY DUBAI ($1,146,712.88) DUBAI BOMBAY ($1,133,023.65) KARACHI DUBAI ($696,082.14) DUBAI KARACHI ($645,052.20) DUBAI JEDDAH KING ABDUL ($654,359.58) JEDDAH KING ABDUL DUBAI ($677,256.20) DUBAI CAIRO ($994,464.23) CAIRO DUBAI ($1,007,241.97) DUBAI ISTANBUL ($534,556.82) ISTANBUL DUBAI ($549,235.12) DUBAI MUSCAT ($389,584.94) MUSCAT DUBAI ($400,885.38) Appendix 8: Revenue and cost in cents per kilometer Appendix 9: Profit per quarter Appendix 10 Read More