由于抢到了 Easy Jet 的一笔订单,空客自然又得到了一次渲染市场重分的机会。但就在空客自认为拿到了低成本航空市场部分发言权之际,波音又把人们的注意力从低成本运作航空市场引到一个截然相反的市场。他们借汉莎航空的一个“大胆尝试”的做法——将波音公务机用于定期航班——而向业界提出了一个新的疑问。深航:低成本运作成功的中国案例只拥有18架737单一机型机队的深圳航空公司以1/50的飞饥架次,切走了中国民航1/5的利润“蛋糕”,连续第8年实现盈利,此消息在刚刚对2002年中国民航业大重组予以了关注的国内新闻界的眼里无疑成了一个值得讨论的话题。在民航业惨淡经营、艰难改革的背景下,深航的业绩源自哪里?对此,深航的负责人回答非常具体:低成本运作。20世纪80年代未,世界经济步入周期循耶的低谷。全球航空业 Airbus grabbed the opportunity to render the market again by grabbing an Easy Jet order. But just as Airbus is claiming to have taken the floor in the low-cost aerospace market, Boeing has diverted attention from the low-cost operating aviation market to a diametrically opposed market. They challenged the industry with a “bold attempt” by Lufthansa - using the Boeing business jet for scheduled flights. Shenzhen Airlines: a Successful Chinese Case with Low Costs Shenzhen Airlines, which owns only 18 737 single-unit fleets, cut 1/5 of its profit “cake” for 1/50 of a year. For the eighth year in a row To achieve profitability, this news undoubtedly became a topic worth discussing in the eyes of the domestic press just now paying attention to the restructuring of China’s civil aviation industry in 2002. In the context of dismal management and difficult reforms in the civil aviation industry, where did the performance of Shenzhen Airlines originate? In response, the responsible person of Shenzhen Airlines answered very specifically: low-cost operation. In the 1980s, the world economy entered a period of cyclical decline. Global aviation industry