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By carrying only 150,000 passengers of its normally 42.4 million passengers and grounding all but a few aircraft Ryanair Europe's largest airline, will show a loss of 100 million pounds. It will resume operations by July when it expects about half of the 42.4 million passengers for the quarter. Routes will be cut and prices adjusted with profits expected by September 2020. It expects full recovery of the airline industry to take about 2 years. For the financial year ending March 2021 it expects about 100 million passengers for the year down from 154 million passengers normal for the year. Ryanair is one of the only airlines that was able to plan this far. It has laid off one sixth of its 18,000 staff.

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Ryanair has reduced capacity by grounding 80 aircraft from its fleet of 294 airplanes for better yield performance. Further capacity reductions may be taken. Revenues went up 13% in the 4th quarter of 2011, even as passenger numbers declined by 2%. Fare increase are planned for 2012 to meet higher fuel costs.

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Spirit Airlines strategy to charge for almost everything from snacks to bags, reservations on the phone and other items for a flight- making it a bare bones flight like that of European budget carrier Ryanair- has proven very successful. Spirit's net profit per plane is now the highest by far in the U.S. airline industry. Spirit leads with $2.06 million profit per plane, followed by Delta at $1.21, United $1.19, JetBlue $0.51, Southwest $0.32, US Airways $0.21, and American at a negative $2.32 million, according to Ascend and FactSet Research. Spirit has stayed away from business fliers, instead pursuing the frugal flyer, other than the seat everything has a price. Boarding passes cost $5, water $3. Spirit started the trend to charge for bags. Southwest has moved away from the no frills arrangement and Spirit is gutsily moving that way. Carryons in the overhead bin run $30-$45. Compared to other airlines which get only 6% of revenues from add on charges, Spirit gets about 50%. Since 1989 Spirit earned $289 million, compared to $1 billion for way larger Southwest. Bill Franke, a former CEO of America West Airlines in 1990's, bought Spirit with the idea of modeling it on Ryanair in Europe, after Spirit could not turn a profit flying Midwest passengers to Florida. He teamed up with CEO Baldanza to run the operation on a hands on basis with only 1% going for advertising, and Franke doing some of the ads in emails. Running flight on a tight schedule means late flights and with tight seating and strict refund policies, Spirit has many complaints. It has the worst on time performance in the industry. Yet it has planes running close to capacity in today's frugal customer environment. Prices are about 30% lower than competitors according to industry analysts. Franke and Baldanza seem to revel in this, sensing that they have struck the right tone for a frugal flier, and outdone cost pioneer Southwest. ...

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Airline studies show one way fares have come down drastically to about 11% premium over round trip, as a result about 44% of travellers chose one way fares by April 2018. Fares to Europe direct to Italy and Greece could cost $2000 in summer. Using one way means taking advantage of cheaper flights to Iceland or London, or Copenhagen, Oslo, Helsinki, and then going south on budget airlines such as Ryanair or Norwegian airlines. 

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Stevenson and Gough describe the remarkable success of AirAsia under Tony Fernandes, who turned it into Asia's largest budget carrier with 43 million passengers in 2013. Fernandes acquired the airline for 1 Malaysia ringgit or 29 cents in Sept. 2001 from a Malaysian conglomerate. He is an accountant educated in Britain, originally from Goa, India, who worked as a Warner Music executive in Southeast Asia. Fernandes says he was encouraged by the founder of British budget carrier EasyJet, and hired executives from Ryanair. Expanding in Asia was accomplished with acquisitions and partial ownership in local airlines located in Indonesia, Thailand, Philippines, India, Japan and other countries. Using the Ryanair model AirAsia has maintained a low cost structure, while increasing revenues with prices for addon options such as seat selection and checkin. It has revenues of $1.1 billion and is profitable. The airline uses relatively new Airbus 320 planes that are also used by other successful budget carriers. Fernandes has a hands on style of management reflected in this account of his handling of an AirAsia accident in Indonesia in Jan. 2015....

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How Ryannair is breaking up the package of services and product once sold as a package by other airlines, beverages, food, checked bags, and so on. Could movies be unbundled also? Other airlines are looking at these revenues also.

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Some of the airlines that are seeing significant increases in airline passengers are Etihad Airways, and Quatar Airways, others like Ryanair, Lufthansa, Air France-KLM, Southwest, singapore, Cathay and LAN airlines are seeing increases in passegers. This separates them from airlines especially in the USA that are having to pay higher fuel prices with a weaker dollar, and lower proportion of international traffic and a very competitive market. As some airlines are shrinking others are buying new fuel efficient planes and moving into routes left by the shrinking airlines, and using their cash reserves to hedge fuel costs, and some like Singapore Airlines are attracting customers with premium services for premium prices.

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Spain's domestic airline Spanair cancelled all flights and filed for bankruptcy protection. The government of Catalonia owns 85.6% of Spanair, Scandinavian airline SAS owns 10.9%. The Catalan government tried to keep Spanair running as long as possible as part of its plan to develop Barcelona's El Prat airport as a regional hub. This is the third Spanish airline to shut down after Air Comet and Air Madrid. Its competitors were Vueling Airlines, run by Air Iberia, U.K.'s EasyJet and Ireland's Ryanair.

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The story of O'Leary and Ryanair, Europe's lowcost airline, and the man behind its rise and its operations.