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10 easyJet plc Annual report and accounts 2009
q
Shaping the network
Almost 300 million potential passengers live within
an hour of airports served by easyJet. But to win
their business, we need to continually manage and
ne-tune our network. Put simply, we must give
customers the opportunity to y where they want,
when they want.
There is signicant scope to drive performance
forwards in three specic areas – routes, slots
and bases. One of easyJet’s strengths is its exibility
in asset allocation; we can and do move aircraft
around our network to ensure we are generating
the best possible return on our investments.
Route management
Schedule quality is vital. Since 2006 we have
strengthened our position at London Gatwick,
Paris, Milan and Madrid by a combined total of
seven million departing seats. At London Gatwick,
we have increased our share of short-haul ights to
Europe and have signicantly higher load factors
than our competitors.
While we continue to build frequency and stability
on our core routes, we also remain alert to
opportunities to refresh the route mix and offer
more choice. Market intelligence through customer
research, together with insight from regional
managers and a team of European market
managers, helps us to identify those opportunities.
For example, we announced the launch of
Düsseldorf ights during 2009, with daily return
ights from Rome, Basel and London. As business
demand falls away through the summer months,
we actively manage our schedule and move assets
onto leisure routes. We increased capacity into
several destinations including Turkey, Morocco and
Croatia, where wey into Dubrovnik fromve
airports across the continent.
Pan-European strength
easyJet has a leading presence on Europe’s top
100 routes, with increasingly strong positions in
the key markets including London Gatwick, Milan,
Geneva and Paris. We focus on the routes our
customers nd the most attractive, at convenient
times of the day, concentrating our efforts on the
most popular destinations and departure points
together with the routes that have the strongest
business links.
Customer and geographic diversity are core
easyJet advantages. We serve a broad a mix of
leisure and business travellers, and for the rst time
this year saw half of our customers drawn from
outside the UK. Furthermore, nearly 40% of ights
did not touch the UK during 2009, reecting an
increase of 16% in the number of our mainland
European routes.
REVIEW OF STRATEGY CONTINUED
2 Build Europe’s No.1
air transport network
We aim to fly the right routes at the right times to meet
the demands of our broad customer base. Last year
we flew 45.2 million customers on over 400 routes linking
114 airports, giving us a 6.5% share of the European market.
18%
increase in Paris
seat capacity
Our seat capacity at
Paris has increased
by 18% since 2008.
No.1
We are the
leading airline at:
London Gatwick, Milan
Malpensa and Geneva.
39
Number of routes
between primary airports
We y 39 routes between primary
airports across Europe. Our nearest
competitor is British Airways, with 29.