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    Air Senegal 2019

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    © All Rights Reserved
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    23 views3 pages

    Air Senegal 2019

    Uploaded by

    MLR123
    Air Senegal 2019

    Copyright:

    © All Rights Reserved
    Flag for inappropriate content
    of 3
    aes uid pore: Pipe Bohn ‘and Jerome Millet, Senegal is once again spreading its wings with an ambitious new flag-carrier. Martin Rivers talked to the architects of the airline’s business plan, Philippe Bohn and Jerome Maillet. HIRD TIME LUCKY? «Une nouvelle ére pour Air Sénégal » — Page 20 hen Air Senegal egan operations in “May 2018, it marked the west ican nation'sthird attempt a state-owned flag-carier ‘The failure of predecessors AirSenegal Intemational and Senegal Airlines would comes tle surprise to anyone familiar with the challengesof African aviation, ‘Senegal asa relatively small ar transport ‘market: ust 2.5 millon passengers pass through Dakar’s Blase Diagne Intemational Aiport, its main hub, each year. The country’ population of 16 milion would bea limiting factor even inthe developed word, where most people can afford to In the developing word, i makes running commercial siline all but impossible “Ye lose skies are not an option for Macky Sal, Senegal’ president, who was re-elected in February witha mandate to further advance his plan Senegal emergent (PSE)~a 20-year economic an social strategy simedat delivering long-term prosper. Like any mocrosconomic plan, the PSE encompasses heay investment in the transportation sectors maritime, road, ral and aviation -to keep goods and people circulating around the country. Without "upgrading the national infrastructure in this way, Sallhas ashope of maintaining the 6% annual ‘growth rate that has so far accompanied his seven year premiership. Mindfulof the failed ventures of previous ‘governments the president has, therefore, put ‘wo foreign experts~ Philip Bohn and Jerome Malet -ncharge ois legship projet. the national fine googa ‘Theirmandateis to make Air Senegal profitable, sustainable parastatal, And ther strategy has two fundamental pillars: ‘commercial credibility, which reduces the burden on the tate by epening the door to imjernational financing: and long-haul expansion. which liberates the company from the boundaties ofits niche home region, “One as tobe very pragmatic and realistic, and thats what we are," chief executive Boha ‘exphined, "Wehave to adapt tothe relity of our market if we want to haves chance *So what has been proposed tothe _government isnot [the model adopted by] ots of Airlinesin Aric, Usually when agovernavent wants an ailine they pu inequity they spend all, thecash onthe operations, and after afew years the government ised up with providing eash— and theaitline collapses. Weapproached the iss totaly diferent ft comes intoa strategy. Wsrational ohn desribed he Dakar Paris trunk rout, ‘which is bilaterally restricted to seven flightspor week each by one French and one Senegalese carrier asthe “backbone” ofthe operation, ‘Air Senegal entered the cty-parin February witha wetleased Airbus A340, pending the imminent delivery ofits own A350-900ne0. It took over the daily route from Prances Corsi Which had been granted a temporary designation ilicu of viable Senegalese operator With Air France providing the only competition, demand

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