Everyone should be worried to operate an aircraft within the typical capacity-range IMO.
My opinion is that the judgment of the AS-passenger regarding the comfort and decision to book, the ability to operate aircraft with too few seats profitably, and the aim to get high ratings to please the AS-passenger are unrealistic as long as a game with airline-business in focus is not taking the “seatmile cost” much stronger into account – with a similar importance as the rating, demands of passengers etc.. Such numbers should be one of the most important numbers for an airline to compare the cost-structures, to optimize the flight ops etc..
A little more realistic view would “force” the majority of airlines to make good use of the available space aboard their aircraft. It would also increase the “difficulty” to offer long haul flights with very small aircraft (Boeing 737-600s etc.) because of devastating operating costs and lack of enough income due to too few available seats for example. Many routes won´t be viable anymore as long as bigger aircraft are used. In case of lack of demand, it is like in real world: Suspend the route.
Nevertheless I am very pleased about the improvements made with the new editor (regardless of all the complaints) and I am sure that airlinesim will be further enhanced.
The demands of my passengers are not my first priority and the rating is the most unimportant thing for me.
My priorities at Sparrow Air:
- Making money to ensure the future of Sparrow Air
- Offering an attractive network which is sustainable
- Making full use of my tools (airplanes) at Sparrow Air
- Operating Sparrow Air at reasonable costs
- Closely monitoring the cost-structure of Sparrow Air
- Taking care of my employees to ensure their jobs at Sparrow Air
- Offering our passengers dependable, friendly and safe service
- Ensure a very high technical condition of the aircraft at Sparrow Air
- Ensure clean cabins at Sparrow Air
- Retain profitability as good as I can
- Secure markets which are doing well for Sparrow Air
- Increase markets which are doing well for Sparrow Air
- Retain some sort of simplicity within Sparrow Air
The aim to be efficient is additionally fueled due to the fact that the majority of my fleet is rather classic. This results in the fact that I have to make compromises to compensate disadvantages and to make full use of the advantages. The less economical operation of parts of my fleet urges me to make good use of an aircraft. I simply can´t operate an MD-80 with only 70 or 80 seats (at very high comfort-standards) because the operating-costs would directly result in losses – despite the full aircraft. I always have to look for an “optimal configuration” and the ideal mix of Business Class/Economy Class, and a large enough number of passengers to break even at xx% load factor to ensure profits with every additional seat sold. This is always highly individual but a very nice orientation is to look at real world.
The configuration of an aircraft should not be influenced primarily by the acceptance of the passenger or ratings.
The configuration of an aircraft was, is and will always be a compromise:
- Demand/supply of capacities/markets
- Requirement of the offered standard/service
- Performance/payload/regional requirements
- Cost-structure of the aircraft
The compromise is finally advertised in nice brochures like the one at Sparrow Air:
“The McDonnell Douglas MD-82 is configured to seat 137 passengers. Enjoy the fact that 80% of all passengers get a seat at an aisle or window due to the 5-abreast seating!” :wub:
:wub: :wub:The passenger shouldn´t be aware that Sparrow Air researched three years to find the optimal configuration where 44 seats can be sold as Business Class and 93 as Economy Class. The 137 seats also allow Sparrow Air to schedule their MD-82s on longer routes without payload-restrictions because the aircraft can be operated with up to 172 seats (35 more people + baggage). The difference in payload really helps Sparrow Air.
In short: I agree with your opinion ;)