If 2010 was the year of the rebound for Air France-KLM, it was first the record loss: EUR 1.5 billion for the 2009-2010 fiscal year ended March 31, for a turnover decreased by 15 to 21 billion. The never-seen since the company had been near bankruptcy! But, unlike 1993, the Dutch group enjoys a healthy financial situation - with a comfortable cash flow that makes it immune to the filing of balance - and relative social peace, which will enable it to implement its recovery plan. Can be a return to the benefits of practices this year.
The first phase, begun as early as the end of 2008, was to stop the financial bleeding by carving in the offer, the costs and manpower. Between non-replaced natural departures and encouraged voluntary departures, the staff of the Air France-KLM group must pass 113.000 before the crisis to a little more than 100,000 early 2011. The second, hired in March with the introduction of new service Neo short and medium-haul, is more ambitious. It is not to reinvent Air France but at least to adapt it to the new substantive market trends: namely the attractiveness of low rates, including business travel, passenger and traffic on the emerging markets development, become major providers of air transport growth.
Profitable alliance strategy
On the long-haul network, Air France was helped by chance. Its new class Premium Voyageur, intermediate between class Affairs and eco and imagined before the crisis as a way to get in range part of the eco customer, arrives just in time to avoid, on the contrary, a still more massive landslide to the rear of the aircraft business customers.
Similarly, the first A380 him will save millions of euros in Paris-New York, by removing a daily flight without reducing its offer of seats. Especially, the continuous group take advantage of its alliance with the international strategy, developing its joint venture with Delta on the North Atlantic and multiplying into commercial partnerships, online or in SkyTeam. Already a leader in the North Atlantic, the alliance became virtually number one in the Chinese market, recruiting, after China Southern, China Eastern and Shanghai Airlines. Were added China Airlines Taiwan, Garuda Indonesia, MEA Beirut, Aerolineas Argentinas in South America and Saudia Arabia in Saudi Arabia. What offset groupings made by its main competitors in Europe (merger between British Airways and Iberia) and the United States (United and Continental).
On the medium-haul network, the site is to start. If the launch of the Neo product hit its target, halting the erosion of professional customer, costs remain to adapt revenues, in Bern. Where the idea of basing a dozen devices on each of the four main bases (Nice, Marseille, Toulouse and Bordeaux) province for point to point lines with flight personnel dedicated to perform maximum flying hours in the day.
This would increase the productivity of 15 without salary, leave the Red medium-haul network and reconnect with growth and openings of lines at low cost. remains to convince trade unions of seafarers, including pilots, to sign here in March a collective agreement, which will return also to accept to work for the same price. What will not be simple in a context of very disputed professional elections.
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