BIG STORY
Immediately post-pandemic, it Is low-cost carriers (LCCs) who have been slowly but surely emerging from their enforced hibernation to start taking people to their far-away destinations. Platinum looks back on a businessman, born 100 years ago this month, who ventured into the commercial aviation business with a view to making it available to all – Sir Freddie Laker. By Alan Wares
THE TAKE-OFF AND LANDING OF SIR FREDDIE LAKER Freddie was an entrepreneur, and businessman and a dreamer. His whole working life had been in the field of aviation. Born Frederick Alfred Laker in Canterbury, Kent on August 6th 1922, he was a member of the Air Transport Auxiliary (ATA) from 1941 to 1946. The ATA were effectively the hive workers who ferried aircraft parts from factory to assembly plant to delivery points to maintenance units to scrapyards to active service squadrons and airfields.
COMMERCIAL FLIGHTS
Immediately post-war, he borrowed enough money to start a company – Aviation Traders - based on the workings of the ATA. The Berlin airlift of 1948-49 meant his company flourished in all the extra airborne activity. In some instances, Laker flew the aircraft himself. Following his launch, operation and ultimate sale of ‘Channel Air Bridge’ from 1954 to 1960, Laker found himself as chair of British United Airlines. He remained in this position until 1965, when he quit to form the company – and become the disruptor he would be remembered as – that would ultimately make his name. In 1966, he formed Laker Airways, his third business venture. Initially, the company was a charter airline and tour operator. British airline regulations at
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the time required that charter-based low-price air travel be sold to the public only as a component of an air-hotel package. Almost all of the tips and tricks employed by low-cost airlines nowadays to save money for the company were almost certainly brought in by Laker. He introduced a lower weight limit for baggage, (40lb from 44lb); each aircraft flew carrying fewer passengers than it could hold. Additionally, he also encouraged flight crews to climb faster to their cruising heights using the same power by tuning into other aircraft to see what rate of climb they were using. All of these tweaks to each flight helped the company to reduce fuel consumption during one of the most fuel-intensive flight phases as well as reduce the engines’ wear and tear. Standard stuff now; innovative back then.
❛❛ Almost all of the
tips and tricks employed by low-cost airlines nowadays to save money for the company were almost certainly brought in by Laker ❜❜
In 1971, Laker started – or attempted to start – his now-famous ‘Skytrain’ service. This was the start of a decadelong business war between the airline, rival airlines and the aviation authorities in the UK and US to gain approval for a ‘low-cost, no frills’ transatlantic service between London and New York. Each single flight was intended to cost £32.50 one-way in winter and £37.50 in summer. That was ridiculously low, even for 1971 prices. In 1973, de-regulations on US aviation meant the Skytrain was able to operate across the Atlantic, albeit via ‘Advanced Booking Charters’ (ABC) only. This meant you couldn’t just wander up and pay for a seat there and then. However, the flight experience Laker was able to offer – as well as the price – meant that his airline became the market leader in trans-Atlantic ABC flights. By 1976, Laker finally had Skytrain, his daily, low-cost transatlantic shuttle, operating between London and New York. So successful was his operation, he was knighted in recognition of his services to the airline industry.
