AIR CARG O WEEK
WORLD AIRLINES
F
CUSTOMER-FOCUSED GROWTH
BY Edward HARDY 08 T
“Having been in the same position as our customers just a few months ago, I always remind them that I was once in their seat”
he current geopolitical landscape, including the events
in the Red Sea, has significantly increased demand for air cargo routes. These developments, coupled with the surge in e-commerce and the rush to transport electric vehicles from China to the U.S. ahead of impending tariffs, have cre-
ated substantial opportunities. Etihad Cargo is rapidly expanding its global network, with significant growth in North America, Asia, and Europe, strategically leveraging its unique geographical position to seize these new opportunities amidst global challenges. By maintain- ing a strong focus on customer needs, Etihad Cargo has been able to swiftly identify and capitalise on emerging trends, turning global challenges into pathways for growth. “The business is very dynamic for us, and we are well-positioned for
growth,” Stanislas Brun, Vice President Cargo at Etihad Cargo, said. “We have a strong organisation; we are in the right place, moving
at the right pace and headed in the right direction. But we need to reinforce it further, which is why I’m currently working on the organi- sational structure. Overall, the outlook is very positive.”
Seeing it from their perspective Etihad Cargo’s engagement strategy is deeply influenced by Stanis- las’s experience as a customer when he worked on the other side of the relationship at GEODIS. “Having been in the same position as our customers just a few
months ago, I always remind them that I was once in their seat,” Stan- islas outlined. “This perspective drives me to focus less on rates and more on the
overall service and unique offerings that an airline can provide to a forwarder today.” Believing that the customer should always be at the centre of their
thoughts and actions, Etihad Cargo has sought to implement tools to enhance efficiency and productivity that are essential to development. “We’ve implemented direct API connections to enable real-time
exchanges on dynamic pricing, booking, and tracking. We’ll continue rolling this out with all our global partners as they become ready,” Stanislas highlighted. “Internally, we’re also equipping our team with the right tools,
such as Sales Cockpit, which helps identify business opportunities by origin, destination, and customer. This tool enhances customer interactions by providing insights that customers may not have the capacity to see on their own.”
Collaboration creates opportunity To meet growing customer demand, Etihad is not only expanding its fleet, including the addition of new Boeing 787s, but is also enhancing its collaborative efforts with other airlines, using interline agree- ments to boost capacity. Partnerships enable the carrier to provide the right solutions by
increasing capacity between key destinations, such as China and Eu- rope, allowing both sides to achieve more than they could individually. “Compared to 15 years ago, China has seen a tremendous increase
in the number of airports capable of handling international transit,” Stanislas explained. “We need to ensure we’re on these new platforms to provide the
right service. From the factory to the airport and from the airport to the plane, everything must be streamlined for the customer and for us. “Our partnership with SF Airlines focuses on shared capacity, not on
pricing or targeting the same customers. This is about mutual growth, and we’ve seen significant benefits from flying into SF’s Ezhou and Shenzhen hubs in China, which has sparked growing interest from our customers. “We have recently launched a new route to Shenzhen in collabora-
tion with SF, and we are committed to continuing to strengthen and grow this partnership. We believe strongly in the potential of this col- laboration to drive further success.”
Product portfolio Looking to maintain a dynamic and responsive product portfolio as the cargo landscape evolves—whether through rising e-commerce de- mands, increased animal handling, or the growing need to transport lithium batteries—Etihad Cargo recognises the need to constantly lis- ten and learn from customers. “We operate in one of the most human-centric industries, where
communication is key,” Stanislas explained. “While we learned during Covid-19 that we can communicate effectively through digital means, nothing replaces the value of meeting face-to-face with our customers. “This direct engagement allows us to fully understand their expec-
tations and needs, ensuring we can consistently stay ahead of our competitors by offering the right solutions and services. “We are committed to ensuring on-time delivery across our network.
For instance, in response to customer expectations, we’ve introduced temperature-controlled dollies for handling pharma and perishable goods during the hotter months in Abu Dhabi. This ensures that cargo remains protected from extreme temperatures, from arrival at the air- port to transfer to the warehouse and back to the flight.
ACW 09 SEPTEMBER 2024
www.aircargoweek.com
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