International Journal of Aviation, International Journal of Aviation,
Aeronautics, and Aerospace Aeronautics, and Aerospace
Volume 5 Issue 5 Article 12
2018
How low-cost carriers are changing the growing East Asian travel How low-cost carriers are changing the growing East Asian travel
market market
Connor Slocum
Texas Christian University
Follow this and additional works at: https://commons.erau.edu/ijaaa
Scholarly Commons Citation Scholarly Commons Citation
Slocum, C. (2018). How low-cost carriers are changing the growing East Asian travel market.
International
Journal of Aviation, Aeronautics, and Aerospace, 5
(5). DOI: https://doi.org/10.58940/2374-6793.1270
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Introduction
The Asian air travel market has drastically changed over the past decade.
Recent governmental changes, policy modifications, economic growth, and rising
incomes have all contributed to air travel growth. But the growth in air travel is not
limited to domestic trips, much of it is international as well. Much of the growth is
attributed to the rise of low-cost carriers, which offer cheaper fares to access more
potential customers, which in turn gets more people into the air. The percentage of
passengers leaving Asia is growing as well, with 18% of Chinese air travelers
leaving the continent in 2017. This accounts for Asian tourists leaving Asia to the
US, Europe, and other destinations. Many of these destinations are leisure-oriented
and tend to be in warmer climates (Chen, 2018). Domestic travel in Asia, primarily
in the Chinese market given its numerous regional airports and destinations, grew
10% in 2017. In 2017, Sichuan Province received the highest number of domestic
tourists by airplane, and its main Chengdu airport was the fourth-busiest in
mainland China (Chinatravelnews.com, 2017). This tourism is heavily driven by
the presence of popular Giant Panda breeding centers and preserves in the region,
along with ancient towns, ski areas, and museums (Travel Sichuan, 2018). Much of
the air service growth has been made possible by the main three state-carriers, Air
China, China Eastern, and China Southern. However, smaller carriers such as
Hainan Airlines, Sichuan Airlines, and XiamenAir are growing both domestically
and internationally. Despite the increase in air travel trips and routes, China is not
the only country where the monstrous growth is occurring.
In Malaysia, domestic travel continues to increase, despite concerns of low
consumer spending, rising living costs, and low consumer sentiment. The Hong
Leong Investment Bank research shows that the availability of low-cost carriers
and growth in low-cost airline networks will contribute to an expected growth of
6%-8% for the year of 2018 (Star Media Group, 2018). The largest carrier in the
country is AirAsia, a large low-cost carrier with Thai, Philippine, and Indonesian
subsidiaries. AirAsia also provides long-haul services through its newer subsidiary,
AirAsia X. AirAsia X is experiencing large growth in both low-cost short haul and
long haul, with routes travelling as far west as Delhi, India and as far east as
Auckland, New Zealand. Malaysia is home to the largest concentration of low-cost
long-haul capacity in Asia, at 7% of available seats. Half of AirAsia X’s traffic also
connects to other flights provided by the group, which provides good reinforcement
that the model is working (CAPA, 2017). As the third largest air travel market in
Asia, it continues to grow despite bad publicity from the loss of two aircraft from
the state carrier Malaysia Airlines.
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In Indonesia, the nation is expected to become the fifth-largest air travel
market by 2036, where it will see an expected 355 million passengers
(Indonesiaexpat.biz, 2018). The market is expected to grow 6% annually for
international travel between 2017 and 2021. Three-quarters of international
passengers are inbound, with most arrivals from Singapore, followed by Malaysia,
China, and Australia. Indonesia has the potential for large domestic growth due to
its numerous islands and large expanse of the Indonesian archipelago, however the
primary growth is coming from tourism as well as other international destinations.
The Lion Group of Airlines are the most flown carriers in the country. Meanwhile,
Lion Air is the predominant low-cost airline of Indonesia, along with its
subsidiaries Batik Air and Wings Air (BCD Travel, 2018).
India has also seen explosive air travel growth. The growth rate of passenger
traffic is expected to remain steady between 8% and 10% in 2018 and 2019. Major
Indian Airports, such as New Delhi and Mumbai have seen passenger traffic
increase by nearly 20% during both 2015 and 2016. Major Indian airports are also
running at capacity or near capacity as governments try to expand them to continue
the growth (The Economic Times, 2017). The largest carriers in the country are
low-cost private airlines, with IndiGo carrying 38.2% of domestic travel, and Spice
Jet carrying 13.8% of domestic passengers. The lone state-owned and flag carrier,
Air India carries 13.5% of domestic traffic (Statista, 2017). Many private airlines
in India, such as GoAir, Spice Jet, and Indigo, have dozens or even hundreds of jets
on order, meaning that large expansion of networks and services is expected in the
region within the next few years.
The Evolution of Low-Cost Carriers
As airlines grow to serve more markets, the focus has turned from how
carriers can provide more destinations to their networks to how carriers can reach
more and more customers. Many airlines turned to mergers and acquisitions,
enhanced interline and codeshare networks, and more service to growing markets
by utilizing smaller and more efficient aircraft to handle routes with longer distance,
but thinner demand. These routes such as British Airway’s Nashville-London and
Austin-London services and Japan Airline’s Dallas-Tokyo and Boston-Tokyo
services could not have been made possible without the introduction of aircraft such
as the Boeing 787, capable of handling smaller markets and travelling longer
distances. Despite these market changes, the demand for lower ticket prices on the
consumer side of aviation remained a concern.
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In comparison to other airlines, the structure of low-cost carrier operations
is very similar. Most of them utilize a single aircraft type or a small number of
aircraft types which results in a small number of pilot classes, a smaller parts bin,
and lower maintenance costs. For example, Southwest Airlines operates Boeing
737 NG and the newer Boeing 737 MAX aircraft. Philippine-based Cebu Pacific
operates Airbus A320 and A321 aircraft along with high-density Airbus A330
aircraft. This single manufacturer fleet type also contributes to lower maintenance
and operating costs. Low-cost carriers generally fly out of airports that have lower
landing, slot, and gate leasing costs as well. For example, in Bangkok, many low-
cost carriers opt for the smaller airport in the region, Don Mueang International
Airport, which in 2015 was the world’s largest low-cost carrier airport after it
experienced a staggering 50% increase in traffic between 2014 and 2015 (CAPA,
2017).
Low-cost airlines typically run high-density configuration aircraft in their
fleets in order to maximize potential seat sales and profitability. In the Airbus A320,
a non-low-cost carrier, Philippine Airlines runs the A320 with 156 seats total, with
12 in first class and A321s with 199 seats having 12 in first class (Philippine
Airlines, n.d.) The low-cost carrier in the region, Cebu Pacific, runs A320s with a
total of 180 seats, while they configure the larger A321 with 230 seats
(TripAdvisor, n.d.). In this configuration, the low-cost carrier sells 15.3% more
seats in the A320 and 15.5% more seats in the A321. Assuming crew, fuel, and
aircraft costs are the same, an airline can realize more revenue if it sold seats in a
similar price range to the less dense seat price. However, the low cost-carrier will
also have lower pilot and crew pay. Many low-cost carrier pilots are not in unions,
and much of the grounds crew as well as airport agents and representatives are hired
on a contract basis. Many low-cost carriers do not operate airport lounges, which
allows them to avoid a major rent or lease cost to cater to high-status or ‘frequent-
flier’ passengers. These reduce costs which allow carriers to focus more on the
aircraft that will move their passengers. Most of these aircraft are leased, which
allows the airline to use existing cashflow to pay for the aircraft and avoids the high
capital cost that comes with purchasing an aircraft. Low-cost carriers in many cases
have fewer interline agreements or codeshares. This means that they don’t have to
use the larger airports in order to connect them with their global partners, which is
a trend that many non-low-cost carriers use. The primary goal of the low-cost
carrier is to sell less-expensive tickets, fill seats, and get those who could not
previously afford to fly into the air. As airlines sell less expensive tickets, they can
access more potential passengers, moving down the economic pyramid. As a result,
the business model has become popular seemingly everywhere.
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High Density Routes in the Far East
East Asia, due to its close major cities and robust economies, has some of
the busiest flight routes in the world. One of the more notable routes is from Seoul,
South Korea to Jeju Island, South Korea. This route, which only takes just over an
hour to complete, faces competition from seven different carriers and is flown
approximately 100 times per day each way. Much of the service is provided by low-
cost carriers, such as Jin Air, Eastar Jet, and Jeju Air. They provide dozens of
services at the lowest fares between the two cities by utilizing high density narrow-
body aircraft. The mainline carriers of South Korea, Korean Air and Asiana
Airlines, operate services using both their wide-body long haul aircraft, as well as
some larger narrow-body aircraft. Notably, Asiana operates a higher density
regionally configured Boeing 767-300 to help serve the busier routes with shorter
distances. Korean Air also offers widebody service on this route with regionally
configured Airbus A330-300 and Boeing 777-300, along with others. All service to
Jeju from Seoul is provided out of Seoul’s Gimpo airport, a smaller airport east of
Seoul’s main Incheon Airport, which was built to replace Gimpo. This means that
most airline service was moved to Incheon, and it let smaller low-cost carriers as
well as other regional Asian carriers to keep their spaces at the airport.
The Seoul-Jeju route has a varying price structure. Service provided by
smaller carriers and lower-cost carriers bottomed out near $64 USD for summer
time round trips. The mainline carriers that serviced the route, Korean Air and
Asiana Airlines, had fares hundreds of U.S. dollars higher than the low-cost
carriers. Albeit, these carriers provided less service between the two cities and had
several different classes of service onboard. Trips on these carriers to the island of
Jeju averaged between $300 and $400 USD. The most expensive low-cost carrier
round trip to the island ran near $130 USD (Google Flights, 2018). This does not
take into account other fees that airlines may incur upon boarding or during the
purchasing process. A comparison can be made to the LAX/SFO route in the United
States, where as many as 45 daily departures to each city are made during the
summer months. LAX and SFO are also only 50 miles further in distance from each
other when compared to Seoul and Jeju Island. A vast majority of these trips are
made by Delta Airlines, United Airlines, American Airlines, and Alaska Airlines.
Delta utilizes smaller narrow body jets such as the Boeing 717 and 737, while
American and United offer a mix of regional jets complemented with narrow body
options as well. Occasionally, United will use a Boeing 787 variant on the route,
presumably to position the aircraft between the two United hubs for long-haul
service. Alaska uses A320s which were inherited from the Virgin America
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takeover, while the lone low-cost carrier on the route, Southwest Airlines uses their
all Boeing 737 fleet. Southwest offers nine roundtrips daily during the summer
season, with an average economy ‘Wanna get away’ fare of $80 USD. The most
expensive trip of the day in the same fare class tops at $105 USD. Meanwhile, the
non-low-cost segment offers over 40 departures each day in each direction, with an
economy fare average of $230 USD, with the lowest being $113 USD and the
highest at $369 USD (Google Flights, 2018). This is considerably higher than the
low-cost market, keeping in mind the lowest Southwest fare class offers two free
checked bags. What should be considered is that LAX and SFO have very close
alternative airports such as BUR, SJC, OAK, and LGB, many of which have more
service from low-cost airlines like JetBlue and Spirit Airlines. These routes such as
LGB/SJC and BUR/OAK have much less total frequency and higher fares for
economy passengers, and they often face no direct competition as neither airports
are hubs for any non-low-cost airline. Nevertheless, the alternative airport options
for LAX and SFO traffic are much greater than the Korean example, showing that
the low-cost segment tends to thrive in these niche markets away from non-low-
cost hub carriers. Meanwhile, non-low-cost carriers have a greater percentage of
seats from LAX/SFO. Without the availability of alternative airports in the
Seoul/Jeju Island route, the low-cost segment has taken the competition head on,
and 57% of the traffic is flown by the low-cost segment (CAPA, 2017). Given Jeju
Island’s reputation as a leisure and beach destination, the low-cost segment can
benefit from their aircraft with more economy seats, as this tends to give more
travelers the opportunity to visit leisure destinations.
With alternative airports in mind, major cities will have a smaller and larger
international airport to better serve airlines and customers. Shanghai follows this
same initiative by having two international airports, Pudong and Hongqiao. Pudong
is used as the primary airport open to all carriers from all parts of the world, while
Hongqiao is used by Asian carriers exclusively. This also addresses the high
demand for air travel in the region. The smaller airports, which are often the original
airports of the city, can provide more service to routes where demand is very high,
without creating more congestion at larger and busier international airports. Many
low-cost carriers utilize these airports not only for congestion reasons, but also to
avoid higher landing and air traffic fees that larger airports bear. However, since
low cost carriers typically operate similar, larger narrow-body aircraft, they target
larger markets in order to fill more seats.
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The creation of sub-brands
As airlines find ways to grow in a competitive market, the creation of sub-
brands by larger airlines has been seen as a way to enhance profitability and serve
more customers. These sub-brands are usually low-cost carrier variants of the
larger parent airline, with a slight difference in service. The creation of smaller
subsidiaries allows airlines to use older or existing equipment to be rebranded and
run in a denser seat configuration to accommodate more travel markets. The trend
has become common in Europe, and now is becoming a greater influence on the
Asian market. Sub-branding on this scale can be seen in Japan, where All-Nippon
Airways and a Hong Kong investment firm recently spun off Peach, a low-cost
carrier designed to give travelers more options to travel between Japan’s largest
cities and Korea, Hong Kong, and Taiwan along with other major destinations
(ANA Holdings, n.d.). Garuda Indonesia has also created a sub-brand, known as
Citilink. It is designed to serve more high volume domestic destinations within
Indonesia and the rest of the archipelago along with several major Malaysian
cities. Citilink operates their own narrow body aircraft that were not inherited
from Garuda Indonesia and are a different brand than the narrow bodies operated
by the parent company. Many European airlines already have sub-brands targeted
at this market. Lufthansa is a parent company of the low-cost carrier, Eurowings,
which provides service both continentally in Europe and long-haul as well. Most
of the hubs for the carrier are found in Germany, in airports not dominated by
Lufthansa such as Hamburg and Cologne/Bonn. There are some instances of
direct competition between the subsidiaries for domestic German flights, but most
of the routes operate without in-house competition. In the same region, KLM is
the parent company of Transavia, a low-cost Dutch carrier that also has a French
division as well. Examples of sub-branding in Europe are becoming more
common, and some are often taking ‘millennial’ marketing and branding versions,
such as Air France’s ‘Joon’ carrier. This airline is focused however not on low-
cost, but rather a more lifestyle centric brand focused on technology. This carrier
flies to destinations more popular for millennials from Paris such as Cape Town,
Mahé in the Seychelles, Barcelona, and Lisbon (Fitzmaurice, 2018). While the
airline may not be a low-cost variant, it does differentiate with marketing and its
product, taking an alternative approach to expanding the target market.
The new sub-brands are targeted at large leisure markets and travel
markets. They use already busy routes so that they can compete with the low-cost
carriers. This gives the non-low-cost carrier direct competition with its segment
rivals. Most Asian sub-brands target these routes, even though their larger
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counterparts fly between the same cities, but many choose different airports. For
example, Peach Air will fly from Tokyo to Seoul-Incheon instead of Seoul-
Gimpo, because Peach does not want to cannibalize the All Nippon route from
Tokyo to Gimpo Airport. The reason one route may also appeal differently to
consumers is the airport locations, which may also factor purchasing decisions,
albeit this may ignore whether the consumer chooses the larger or smaller airline.
The structure of the sub-brand is different with Garuda Indonesia’s Citilink,
where many of the routes it flies from Jakarta are also directly competed on by the
main airline. There is a notable price difference between the two carriers however
when comparing the flights between the same airports side by side.
Sub-branding is a key move that airlines can make to maintain market
share. Where competition rises in the low-cost sector, major airlines try to offer
products such as basic economy or ‘no-frills economy’ to get lower budget
travelers in the air, and to keep them with their airline, rather than losing them to
low-cost competition. This may include regulating size of carry-on bags or no
prior seat selection. Many of these services can be added back to the ticket
booking with a cost. Differentiation is important with the creation of a sub-brand
as customers may be confused (Carter, 2016). With a sub-brand, the cost per seat,
fuel, and crew remain the same. This is the case if a sub-brand uses a non-low-
cost configured airplane. A wholly owned low-cost subsidiary can help larger
carriers maintain profitability and stabilize income if increased competition or an
increase in low cost carrier service begin to undercut larger carrier load factors
and revenues.
Hong Kong and Singapore
As natural hub and spoke cities, where all air traffic is international, Hong
Kong and Singapore are also adapting to the explosion of low-cost carriers in
Southeast Asia. Each of these airports are home to a variety of carriers, many of
them low-cost as well as mainline. At Hong Kong’s airport, Cathay Pacific, its
regional outfit Cathay Dragon, Hong Kong Airlines, and low-cost carrier HK
Express all operate to destinations both in mainland China and around the world.
The airport, which was built in 1998, replaced the aging, overcrowded, and
difficult to access Kai Tak airport (Hong Kong Airport Authority, 2018). It is one
of the last major cities in Asia to not have a diversity of low-cost carriers. Now,
the new Hong Kong airport is in need of a third runway, with its annual takeoffs
and landings reaching its operational limits (Lee, 2017). Only one budget airline,
HK Express, operates a Hong Kong hub. It is owned by HNA Group, the same
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parent company of Hainan Airlines, a private Chinese carrier. While it is a
growing airline, many of the routes that it operates do not go to mainland China,
and rather to countries such as South Korea, Japan, and Thailand (HK Express,
2018). The busiest air routes from Hong Kong, such as flights to Taipei and
Shanghai Pudong are operated either entirely or almost entirely by non-low-cost
carriers. Much of this can be attributed to infrastructure problems in Hong Kong.
With a growing slot-problem and a more congested airport, airlines fear that
getting access to Hong Kong airport will become more difficult until a third
runway is installed (Lee, 2018). As an infrastructure problem keeps many new
routes and flights out, it helps maintain a stronghold of legacy carriers in the city-
state. The opening of a third runway may allow low-cost carriers such as HK
Express to expand to more destinations from Hong Kong, creating more
competition. Nevertheless, the airlines based in Hong Kong are aware of the
competition that surrounds them in cities and airports nearby, and what the future
may bring if the airport decides to grow.
Singapore, however, has many different low-cost carriers operating out of
its Changi Airport. Jetstar Asia Airways, along with Scoot airlines and SilkAir,
both of which are owned by Singapore Airlines, the flag carrier of the city-state.
After recently merging regional rival Tigerair with Scoot Airways, the parent
company airline looks to expand into more long-haul opportunities, such as in
India and Europe in order to take on larger low-cost rivals in the region such as
Jetstar and AirAsia. Scoot operates newer Boeing 787 aircraft along with Airbus
A320s to accommodate various markets both regionally and in the long-haul
sector. However, low-cost long-haul service has often come and gone, such as the
Honolulu-Singapore route. Meanwhile, Scoot operates a Singapore-Berlin route,
which is the longest route in their system. These carriers tend to have more
success in the ‘medium-haul’ market in routes such as Singapore-Osaka and
Singapore-Perth. While low-cost long haul does not have many service options,
time will tell if it does become a real influence in the long-haul market.
Nevertheless, the product makes a big difference in the economics of low-
cost long-haul service. Scoot sells its economy seats by offering the lowest price
to purchase one seat. Scoot charges extra for a checked bag, and a little more for a
checked bag and a meal (Scoot Tigerair Tpe, 2018). This allows customers with
many budget options to fly, eliminating costs for consumers if they do not wish to
buy a particular item or want less service. Most of Scoot’s planes are high density,
and this is no difference with their long-haul enabling Boeing 787 fleet. The
planes have nearly 300 economy seats, configured in a similar pitch and width of
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other 787s used around the world. The airline does not provide IFE screens, and
uses recliner seats for its business class. The business class section of the Scoot
787 takes much less room than other carriers, enabling the airline to sell more
seats, which in turn may bring more revenue. The decision of Singapore Airlines
to be the parent company of Scoot was designed to reduce costs in a region where
airline competition is only growing and to maximize the potential revenue of the
airline with only one hub.
Conclusion
The growth of the low-cost and ultra-low-cost carrier in East Asia has
attributed to a changing economic atmosphere of airlines in the region. More large
mainline carriers are flying larger aircraft, creating sub-brands, and luring more
passengers with newer economy products to adjust to the largest growing aviation
market in the world. Lower cost carriers continue to grow, expanding into the
lower economic pyramid, by offering cheaper fares and more destinations to lure
new air travel customers. Natural hubs will change amidst the growth of airlines,
as the barriers to entry for new carriers fall, current airlines will be challenged as
the business model of commercial aviation adjusts to a change in networks.
Newer and more fuel-efficient aircraft will contribute to larger growth, making
‘long and skinny routes’ more profitable and more accessible. Carriers will form
new alliances in order to maximize market access and opportunities in areas
unserved, by connecting long-haul passengers and short-haul passengers to access
regional and local destinations. As low-cost long-haul becomes more common
with airlines such as Scoot and AirAsia, current long-haul mainline carriers will
adjust to the rise in traffic as more passengers will be able to travel longer
distances. This will be ultimately be determined by the true demand for the low-
cost long-haul market, and whether the demand can be high enough for service.
As the dynamic of the airline industry constantly changes, airlines in East Asia
will experience more competition as more and more passengers will be able to
access the air.
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International Journal of Aviation, Aeronautics, and Aerospace, Vol. 5 [2018], Iss. 5, Art. 12
https://commons.erau.edu/ijaaa/vol5/iss5/12
DOI: 10.58940/2374-6793.1270
