AND MR STOODART HAS ALWAYS THE SAME SPEACH, HE DID IT ONCE, HE DID IT TWICE AND HE WILL CONTINUE DOING THE SAME FARSE UNTILL SOMEONE PUTS HIM IN THE RIGHT PLACE.
Another crash landing
The forced landing of Ozjet has cost its founder millions and shown that Australia will remain an airline duopoly for the time being, writes Steve Creedy
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March 14, 2006
WHEN Ozjet founder Paul Stoddart flew into Melbourne late last week to look at the company's books, he quickly realised that his pet enterprise was bleeding to death.
The time had come to stop the rot. He had no choice but to shut down the business class airline's services between Sydney and Melbourne. "The operating losses on a bad week were a million dollars and on a good week they were three-quarters of a million dollars," Stoddart says. "That's the kind of money it was blowing."
As word went out on Sunday and Stoddart began fielding calls, he sat absorbed in his other great passion, Formula One racing televised from Bahrain.
Most people had given the start-up six months before it failed, depending on the depth of Stoddart's pockets. But virtually no one outside the airline was convinced its all-business class format would find the niche it was so desperately seeking or that it could break the Qantas-Virgin Blue stranglehold on the market.
Ultimately, the travelling public agreed. Australian travellers ignored the start-up to the extent the experiment has cost Stoddart, 50, an eight-figure sum before he ended it.
Up to 70 per cent of the airline's 100-strong work force will lose their jobs as it moves into its new charter role with just two aircraft.
The warnings came as early as last July when Singapore Airlines chief executive Chew Choon Seng said the carrier's study of the Australian domestic market had shown it could support only two domestic airlines and the regional carriers.
Most experts agree that the Qantas decision to set up low-cost offshoot Jetstar has made it even harder for another carrier to enter the market. To do so would mean competing for market share against two robust carriers, Virgin and Jetstar, with low operating costs.
"I think that's really made this market virtually impregnable now for the two carriers," Centre for Asia-Pacific Aviation executive chairman Peter Harbison says.
Ozjet's executives, however, believed they could tap into a niche market by luring 1 per cent or 2 per cent of well-heeled travellers to defect from the established airlines. They would do this by offering business class service at full economy prices.
The new airline would use ageing 737-200 aircraft configured to offer 60 comfortable business class seats with a 20kg cabin luggage allowance that would allow travellers to avoid wasting time checking in and picking up their baggage. It chose Australia's busiest route and the third busiest in the world, Melbourne-Sydney, to launch its inaugural service. It was immediately at a disadvantage; pitting eight return services a day against half-hourly peak departures by Qantas and Virgin.
A TURBULENT BUSINESS
Ansett is founded in 1935. Acquires Australian National Airways in 1957. Prospers under two-airline duopoly until poor business decisions, competition and maintenance irregularities leave it short of cash. Voluntary administration in September 2001. Ansett marktwo collapses in February 2002.
Trans Australia Airlines (later Australian Airlines), government-owned domestic carrier under two-airline policy, is established in 1950. By 1955 it has 56 per cent of the market. Absorbed into Qantas in the late 1990s.
Compass operates for two periods, under different managements, in the early '90s. Compass I is Australia's first low-cost airline. Collapses after a year.
Compass II, conceived as Southern Cross Airlines, collapses in 1993.
Impulse begins services in 1994. Sold to Qantas in 2001. With Virgin Blue, started in 2000, Impulse triggers restructuring of the industry. Qantas's low-cost Jetstar starts operations in May 2004. Impulse brand is replaced by Jetstar.
Delays in regulatory approvals also meant it had to launch in late November as the industry entered the quietest time of the year for business travel. By mid-December, Ozjet was cutting services after flying with as few as three people on its planes and was cutting prices to attract travellers.
Ozjet executives say they went into the Christmas launch with their eyes open and expected to lose money during the break. They used the period to iron out bugs in the system and prepare for the return in business traffic after the Australia Day long weekend.
Stoddart says historical and other data showed a huge 65 per cent surge in business traffic after Australia Day. "And for us that just didn't happen," he says. "We were carrying the same passengers in February, and projected through March that we were carrying, as we were in January."
The airline's decision to cut fares also bumped up its break-even load factor, the level at which it fills enough seats to cover costs. The original break-even of 50 per cent had been set with one-way fares of $325.
Stoddart says the airline's decision to lower fares pushed the break-even to 75 per cent to 80 per cent. "And we were only seeing, at best, the sort of mid-30s," he says.
So what went wrong? Stoddart rules out the anti-competitive practices blamed for the demise of previous entrants such as Compass.
"I have to be honest, we didn't find problems with the environment," he says. "We didn't have problems with Civil Aviation Safety Authority, they were fantastic, and we were very proud of getting our approval on the first go. We certainly had no problems with Sydney and Melbourne airports, and I'm certain we wouldn't have had with any other of the airports.
"And Qantas - all right [Qantas chief executive] Geoff [Dixon] and I go back a while - but we had no real problems with Qantas and none with Virgin.
"It failed because it simply was getting 25per cent of the revenue that was predicted and it just wasn't getting the bums on seats."
Stoddart points to two factors that contributed to the airline's problems.
"In going for business customers, we didn't have a frequent flyer program which, it became clear, was incredibly important," he says. "And we certainly didn't have the Australia-wide network."
He also acknowledges that launching on the highly competitive Sydney-Melbourne route, with its short flying time and half-hourly peak departures by Qantas and Virgin, also appears to have been a mistake. "Obviously we did have good support from a loyal bunch of people, but I don't think people necessarily felt the need to move to Ozjet because of the services we were offering," Stoddart says.
Harbison agrees. "I didn't see how it could work because we have a price-sensitive market and price dominates on sectors of an hour," he says. "People just aren't that fussed about comfort and Australia's not really that big on prestige and being seen to be travelling business class. If they can save 50 per cent on the fare, they'll save 50 per cent on the fare."
How much Ozjet will cost Stoddart in total remains to be seen. The former Minardi Formula One team boss estimated in 2004 that it would cost him $70 million to set up the airline and said last August that 75 per cent of that money had already been spent.
Add to that losses of $750,000 to $1 million a week during the 15-week life of the carrier and it's easy to see why the losses are hurting.
"If I've got any regrets about this it's because I spent most of the last year when this was happening ... with Minardi and was seeing management reports and listening to people who were highly optimistic about what potential loads were going to be," he says.
"Indeed, I was told repeatedly that our biggest problem coming into this was that we didn't have enough seats in the market and we were not going to have the capacity for the demand. Quite the opposite was true."
Stoddart now has the unpleasant job of making redundant much of Ozjet's work force, but it is not the first time he has faced the situation. In 2002, he had moved to sell European Aviation Air Charters, the air charter company he started in Europe using aircraft and spares bought from the RAAF. In 2004, he stepped back in to save the company, but had to sack 585 staff.
Last year, he told reporters he had subsequently hired back more than 300 staff and the company was trading profitably.
He is confident the Australian charter operations will also work, probably with one aircraft converted back to a 100-plus seater and keeping the other with existing configuration. In addition to traditional charter work with mining companies, it will seek to attract entertainers, sporting teams and businesses wanting to take staff to conventions.
But having been bruised by Ozjet, he is not going to fall for the same trap twice and says the charter operation will be lean and mean and grow only through hard work.
"This is a market I've personally been in for 13 years so it's not new to me," he says. "You're very much controller of your own destiny because you're only flying when you have the demand.
"Because we own the assets and we don't have massive overheads we can take a soft start to it and I have to say I've been rather encouraged this morning.
"Thanks to Qantas we've had no passenger issues whatsoever that I'm aware of - and certainly I've been monitoring the call centre myself this morning - and all we have had is people making inquiries for charter."
While Ozjet is another lesson to people besotted with starting a domestic airline in Australia, it will probably be only a matter of time before another attempt is made.
CAPA's Harbison says the chances of success remain small. "It's fairly telling to say that there have been 55 years of aviation in Australia where there's never been more than two airlines that have been able to keep a hold on the market on a national scale," he says.
Stoddart isn't about to disagree.
"Would I recommend anybody else try it? Not particularly," he says. "It has certainly proven to me that Australia is a duopoly and it always has been."
Steve Creedy is The Australian's aviation writer.
Last landing for Ozjet
March 13, 2006
AUSTRALIA'S traditional preference for a two-airline system had proven too tough for Ozjet to crack, the airline's chairman, Paul Stoddart, said today.
Insufficient business forced the budget business class airline yesterday to suspended its scheduled flights between Melbourne and Sydney after just four months of operation and to foreshadow "50 or 60" redundancies.
Mr Stoddart said the outcome suggested there was no room for a budget business class airline in Australia.
"I think Australia's traditionally been, domestically anyway, a two-airline operation," he told ABC radio.
"There's always been two main players in the marketplace and any new entrants have struggled.
"We thought we had a different plan. Certainly the industry, the agents and so on, gave it enormous support before it started up (and) made us very confident.
"But unfortunately it didn't translate into that all-important 'bums on seats'."
He agreed there had been a major misjudgement of the market.
"It's fair to say the support was overwhelming in the 12 months before we started, but it just didn't translate into bookings," Mr Stoddart said.
"It doesn't matter what the reasons are. They're just the facts."
He said ticket-holders were completely protected and Qantas had offered to carry any passengers who had already begun their journey back to their origin.
Redundancies were inevitable, Mr Stoddart said.
"Even to lose one member of staff is too many, but we're going to lose 50 or 60, which is really, really sad," he said.
"Certain areas of the business, namely the base at Sydney and the call centre are areas that we won't be taking forward."
Mr Stoddart, the former owner of Formula One racing team Minardi, said any staff not retained would be paid their full entitlements.
Just last month, OzJet announced Perth would become the airline's third destination.
The announcement came amid speculation OzJet would go belly-up.
The airline had struggled to attract customers in the tough Melbourne and Sydney markets, with reports some flights were carrying only three passengers.
OzJet slashed its prices and revised its flight schedule only a week after it began its Sydney-Melbourne service in December last year.
Mr Stoddart said OzJet would downsize to concentrate on earning income from ad hoc and VIP charters.
The carrier will retain its Air Operators Certificate, a minimum of two Boeing 737 aircraft for charter work and about 30 per cent of its staff.
OzJet flights grounded after three months
Steve Creedy and Elizabeth Gosch
March 13, 2006
BUSINESS class airline OzJet has axed its domestic service just three months after launching a bold push to take well-heeled customers away from Qantas and Virgin Blue.
The airline said last night it was cancelling services between Sydney and Melbourne and would not proceed with planned flights to Perth, unveiled last month.
OzJet chief executive Hans van Pelt said about 70 of the airline's 100 employees would lose their jobs as a result of the decision.
OzJet, founded by Australian Formula 1 investor Paul Stoddart, plans to keep at least two aircraft operating in Australia and to pursue charter work.
Mr van Pelt said OzJet customers who had already travelled one leg of a journey would be transferred without extra cost to Qantas flights between now and March 24.
Those who had not started their journey would get a full refund or could get a Qantas seat at the same price if they contacted the airline by the end of the week.
Mr van Pelt said OzJet had not attracted enough customers to make the service viable.
"It just comes down to could we get the numbers to make it work," Mr van Pelt said.
"And the reality is we just can't see where it's coming from and for whatever reason we can't get the support to operate in this environment.
"We just can't go on losing money. It's fair to say we gave it a go and it's become clear we weren't going to achieve it in the immediate future."
OzJet has brought four aircraft into Australia, and Mr van Pelt said the company was working through its future.
He said some staff would become redundant but the airline would honour all its commitments.
"But the reality is we will probably downscale to a minimum of two aircraft and about 30 per cent of the staff," he said.
OzJet hit turbulence as recently as last week when it announced the delay of its proposed Perth services because of lack of support for a proposed red-eye flight.
The aviation industry had been highly sceptical of the start-up's chance of survival, particularly when it chose to begin operations over Christmas, a traditionally quiet period for business travel.
Mr van Pelt said the decision to axe the airline services had been a tough one.
"It's disappointing, what else can you say," he said. "It's with great regret that we have to do it, and it's just really unfortunate.
OzJet chairman Paul Stoddart said the airline had been unable to compete against Australia's other established carriers.
"Unfortunately, for whatever reasons, we have not had the support we needed to operate in that environment against big established carriers," Mr Stoddart said in a statement.
"It's very, very disappointing, particularly, I'm sure, for those people who had started travelling regularly with us between Melbourne and Sydney and many of our very diligent and loyal employees. Sad to say, there have not been enough of the regular customers."
The Melbourne-based airline struggled from the start, delaying its launch last year from July to October and then to November because it took longer than expected to obtain approval to operate from the Civil Aviation Safety Authority.
OzJet then cut prices and revised its schedule just a week after launching and struggled to attract customers, with reports some flights were carrying just three passengers.
However, in February Mr Stoddart said things were looking up, with the airline's load factors hitting 50 per cent.
"The bookings over the last couple of weeks have really, really picked up," he told the Nine Network.
Yesterday he said "no paying passenger booked on OzJet" would be disadvantaged from the cancellation of the service.
"They can either receive a refund from OzJet or transfer without any additional cost to Qantas, which has kindly offered to assist in transporting people who have booked and paid for tickets with OzJet," he said.