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Home The business traveller & hospitality

Leadstream Aviation targets cost savings for airlines with own flight simulator  

by Admin
February 15, 2019
in The business traveller & hospitality
By Sade Williams/TravelPort
 
Moved by the gap that exists due to lack of adequate training facilities in Nigeria aviation sector, Leadstream Aviation Training, which was recently given licence as Approved Training Organisation (ATO), has said it is planning to bring into Nigeria flight simulator.
 
Roland Ahmed, an engineer and chief executive officer of the company, said that the company is doing a comparative study to show airlines what they could save in terms of cost and stress in getting foreign exchange and in terms of downtime by utilizing indigenous ATOs for their training.
 
Ahmed, who admitted that there is a vacuum said: ‘Naturally, people want to travel abroad for training because for us, it’s a status thing but the question is what value are you adding to the system, how are you trying to get the system to work seamlessly and effectively? You go for training outside. People you are going to meet there are in their own homes, they have their own simulators. You go to Lufthansa, they have their own simulator, so if we come here and do this it saves us money. It will bring in foreign exchange for us,” he said.
 
“We have put our strategy in such a way that we can penetrate into these airlines and do a comparative analysis for them to see how much they are going to be saving in terms of cost, in terms of stress in getting forex, in terms of downtime…because if a pilot is suppose to do his simulator and travels out there will be a lot of ground time because when he gets there he is tired and starts his training in two-three days, finishes his training then he flies again and comes back and he will want to rest again for another one or two days and the airline is losing time and his services.
 
” So we are going to be putting all these together, the stress alone trying to get the slot, they tell you there is none and you have to wait. Then your rating expires and NCAA doesn’t give you extension and so you pilots are due for recurrence, no slots and they are down there but if they make use of those of us around, it saves the airline so much, in terms of their operating cost.”
On the type of simulator the company plans to introduce to the  Nigerian market, Ahmed explained that operators are currently shifting from the status quo and that will inform their decision on what simulator to bring in, in a couple of years but for now; there is still capacity to be built on the 737s.
 
 
“Truth be told, the market is still there for all of us. For us here we are going for the 737Ng because unlike other climes that have moved on, in Nigeria we still deal with the 737classics and we believe next 7-8 years this will still be relevant in Nigeria but we also have in mind that there are embraers and CRJs and the truth is that operators are beginning to understand the usage of the right aircraft for routes. Here the longest flight is Lagos -Abuja 50 minutes and this is what a Dash-8 can fly in 55-60minutes so why do you need a Boeing 737 when it burns twice the fuel of a Dash-8 and so it does not make economic sense.
 
“I think somehow we grew with that and we became stuck, but we are beginning to realize that we have to start running this business as we ought to run it. All of this we have in plans, AWA has Embraer, Air peace has Embraer and that will be our next line of focus but for now we are bringing in the Boeing simulator to fill in the immediate gap,” he added.
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Global airlines are investing heavily in economy class cabins as competition for passengers shifts beyond ticket prices to the quality of the travel experience, prompting carriers to modernise fleets, redesign cabins and enhance onboard services in a bid to strengthen customer loyalty and improve long-term profitability. The renewed focus reflects a transformation in the aviation industry, where economy class, despite offering lower fares than premium cabins, remains the largest contributor to passenger volumes and an increasingly important driver of commercial performance. With millions of travellers continuing to prioritise affordability, airlines are finding that modest improvements in comfort and convenience can translate into stronger repeat business, improved customer satisfaction and higher ancillary revenues. As a result, carriers are directing substantial investment towards upgrading economy cabins through newer aircraft, ergonomically designed seats, advanced inflight entertainment systems, onboard connectivity, enhanced catering and improved cabin service. Industry analysts say the strategy is becoming a key differentiator as airlines compete more aggressively for passengers on both regional and long-haul routes. Unlike business and first-class travellers, whose numbers are relatively limited, economy passengers account for the overwhelming majority of airline traffic, making their overall travel experience increasingly central to airlines' growth strategies. Rather than relying solely on fare reductions to attract customers, airlines are seeking to build stronger brand loyalty by improving the value passengers receive throughout their journeys. "Passenger expectations have changed significantly. Travellers increasingly compare airlines based not only on ticket prices but also on comfort, reliability, connectivity and the overall onboard experience," aviation analysts note. Several of the world's leading airlines have already embraced the strategy. Carriers including Singapore Airlines, Qatar Airways, Emirates, Turkish Airlines, All Nippon Airways (ANA), EVA Air and Cathay Pacific have invested significantly in upgrading their economy cabins through improved seating, larger entertainment libraries, enhanced meal services and customer-focused cabin experiences. Although each airline has adopted different approaches, the underlying objective remains the same: making economy travel more comfortable for the largest segment of their customer base while strengthening long-term commercial competitiveness. Fleet modernisation is playing a critical role in that transformation. Next-generation aircraft such as the Boeing 787 Dreamliner, Airbus A350 and Airbus A321neo are enabling airlines to improve the passenger experience while simultaneously lowering operating costs. Compared with older aircraft, these models offer quieter cabins, larger windows, improved air quality, better humidity control and greater fuel efficiency, creating benefits for both passengers and airline operators. The newer aircraft also reduce fuel consumption and maintenance expenses, allowing airlines to improve customer experience without significantly increasing operating costs over the aircraft's lifespan. Technology has emerged as another major area of investment. Features once reserved almost exclusively for premium cabins, including USB charging ports, wireless internet connectivity, mobile application integration and personalised digital entertainment platforms, are increasingly becoming standard in economy class. Passengers are also benefiting from greater control over their travel experience, with digital services allowing them to access entertainment, communicate onboard and manage various aspects of their journeys more conveniently. The growing investment reflects changing consumer expectations in an increasingly digital travel environment. Recent international passenger satisfaction surveys consistently indicate that airlines investing in cabin comfort, inflight technology and customer service continue to perform strongly in global service rankings. While competitive pricing remains an important consideration for travellers, customer experience has become an increasingly influential factor in airline selection, particularly on medium and long-haul routes where comfort plays a greater role in purchasing decisions. The trend is expected to reshape competition within Africa's aviation industry as airlines expand their fleets to meet growing passenger demand.

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