Strategy and Development

Aeroflot’s long-term objective

Development of a global network company including:

becoming a leader in uplift volumes;
availability of an efficient system of transportation junctions including a major competitive hub in the Sheremetyevo airport;
dominance on the domestic market;
availability of a developed long-haul flight network;
gaining leadership in the quality of products.

The Aeroflot Group’s strategy up to 2015 is based on:

Development of competences required for creating a global network company; the priority is to increase the market share and enhance positions on major target marketplaces.
The creation of a global carrier requires the company’s consistent move to new strategic goals:
growth of passenger traffic (to become a leader among European airlines and airline groups);
creation in the Moscow Aviation Junction of a major hub whose services would be comparable by volume and quality with those offered by hubs of major European carriers;
strengthening of positions on the domestic marketplace (No. 1);
development of a strategic long-haul international network;
improvement of the quality of services on land on onboard to standards of the world’s leading carriers.

Key factors of JSC Aeroflot’s success by 2015:

streamlining of efforts on О&D (origin and destination) flights;
boost of passenger loyalty;
competition for increase in fraction of high-revenue passengers;
highest security of flights in Russia;
a full-fledged HUB in the Sheremetyevo airport; efficient connections and high throughput capacity;
leading positions in Russia’s civil aviation market;
economically efficient aircraft fleet adequate to the developed network;
additional consumer value generated by products and the brand.