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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.

Success Factors

Key factors of PJSC 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.