Features

The demand and passenger model was created to be realistic and uses real-world passenger location and economic data, not real-world passenger numbers. You have the ability to create a new hub-and-spoke system based on the real world — not recreate the same hub-and-spoke system that is currently in place in the real world.

Demand is modeled at a granular passenger level, which means you compete for passengers by location and they are not captive to specific airports. Passenger choice and selection is dynamic, and depending on the type of traveler (business, pleasure, VFR) they have a preference and the ability to compare connecting flights to get to their destinations.

You are not alone on an empty map. Rival carriers fight for the same passengers, gates, and slots. Strategy is about positioning against other operators in a shared world.

Much like the real world, the airline industry and broader economy are always in a state of flux, and you should be poised to react to numerous economic challenges that may threaten even the most entrenched airlines. Be prepared to withstand pandemics, wars, fuel spikes, economic downturns, and a few pleasant surprises — much like airlines in the real world have to overcome.

Buy and lease aircraft, design cabins, paint liveries, open routes, set fares and frequency, and manage operations. Airport capacity and aircraft capability both matter.

Game days advance on a steady real-time cadence so the world keeps moving even when you step away. Come back to new market outcomes, fleet needs, and competitive pressure.