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Home business a.m. EDITORIAL

President Trump, US banking regulations and China’s internet giants

by Admin
June 22, 2017
in business a.m. EDITORIAL

US banking regulations seem set for profound change as lawmakers consider whether to pass the Financial Choice Act into law. Advocates argue that the 2010 Dodd-Frank Law currently in place was created in the heat of the post-crisis moment and left bankers in the US facing a confusing and costly thicket of regulation. Among other things, this lobby wants to undercut the powers of the Consumer Finance Protection Bureau and introduce regulatory exemption for big banks. Opponents meanwhile argue that banks are in a unique position relative to the economy and that that position comes with an additional and unavoidable burden if catastrophes such as 2008 are to be avoided. A Republican-controlled lower house passed the bill onto the senate on 8 June. Before a final vote, detailed testimony from regulators is being considered by the Senate Banking Committee, with the Volcker Rule — banning proprietary trading by commercial banks — one of the key discussion points. Reuters observes that the rule as we know it seems certain to change: “Officials from the Federal Reserve and the Office of the Comptroller of the Currency (OCC) said they were looking at ways to simplify the Volcker Rule, which prevents banks from making speculative bets with their own money. The possible steps included exempting small banks from having to comply with it.”

Image result for US banking regulations

The current OCC chief, Keith Noreika, may only be in an acting capacity, but, having been installed by President Trump, he shares Treasury Secretary Mnuchin’s view that the current regulations are harming business and has a list of 17 reform proposals, including reducing the number of banks subject to stress tests. Supervision arrangements too should be reconsidered, Mr Noreika argues: “in most cases the depository institution and the holding company have different supervisors. Smaller institutions where the depository institution makes up the bulk of the assets in the holding company do not engage in the expansive activities that give rise to the types of complexity and interconnectedness that raise macro-prudential concerns (such as resolvability). Requiring these institutions to respond to two supervisors is inefficient, redundant, and burdensome on the institution.” [Testimonies may be read in full on the committee’s website.]

“The services already being provided by China’s internet giants are a template for what will become possible in Europe under the revised Payments Services Directive, PSD2,” writes David Hickey for Lafferty News this week. “The average adult has seven current accounts and five debit cards. Because of this, Chinese consumers have a constant need to move money around. Alipay and Tencent allow them to manage this on a single platform.” The net result is that alternative payments may now be encroaching on card payments in the country, a curious development given that cards have seen such remarkable growth since the Millennium. Indeed, China is now the biggest cards market in the world by some margin.

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Global airlines are investing heavily in economy class cabins as competition for passengers shifts beyond ticket prices to the quality of the travel experience, prompting carriers to modernise fleets, redesign cabins and enhance onboard services in a bid to strengthen customer loyalty and improve long-term profitability. The renewed focus reflects a transformation in the aviation industry, where economy class, despite offering lower fares than premium cabins, remains the largest contributor to passenger volumes and an increasingly important driver of commercial performance. With millions of travellers continuing to prioritise affordability, airlines are finding that modest improvements in comfort and convenience can translate into stronger repeat business, improved customer satisfaction and higher ancillary revenues. As a result, carriers are directing substantial investment towards upgrading economy cabins through newer aircraft, ergonomically designed seats, advanced inflight entertainment systems, onboard connectivity, enhanced catering and improved cabin service. Industry analysts say the strategy is becoming a key differentiator as airlines compete more aggressively for passengers on both regional and long-haul routes. Unlike business and first-class travellers, whose numbers are relatively limited, economy passengers account for the overwhelming majority of airline traffic, making their overall travel experience increasingly central to airlines' growth strategies. Rather than relying solely on fare reductions to attract customers, airlines are seeking to build stronger brand loyalty by improving the value passengers receive throughout their journeys. "Passenger expectations have changed significantly. Travellers increasingly compare airlines based not only on ticket prices but also on comfort, reliability, connectivity and the overall onboard experience," aviation analysts note. Several of the world's leading airlines have already embraced the strategy. Carriers including Singapore Airlines, Qatar Airways, Emirates, Turkish Airlines, All Nippon Airways (ANA), EVA Air and Cathay Pacific have invested significantly in upgrading their economy cabins through improved seating, larger entertainment libraries, enhanced meal services and customer-focused cabin experiences. Although each airline has adopted different approaches, the underlying objective remains the same: making economy travel more comfortable for the largest segment of their customer base while strengthening long-term commercial competitiveness. Fleet modernisation is playing a critical role in that transformation. Next-generation aircraft such as the Boeing 787 Dreamliner, Airbus A350 and Airbus A321neo are enabling airlines to improve the passenger experience while simultaneously lowering operating costs. Compared with older aircraft, these models offer quieter cabins, larger windows, improved air quality, better humidity control and greater fuel efficiency, creating benefits for both passengers and airline operators. The newer aircraft also reduce fuel consumption and maintenance expenses, allowing airlines to improve customer experience without significantly increasing operating costs over the aircraft's lifespan. Technology has emerged as another major area of investment. Features once reserved almost exclusively for premium cabins, including USB charging ports, wireless internet connectivity, mobile application integration and personalised digital entertainment platforms, are increasingly becoming standard in economy class. Passengers are also benefiting from greater control over their travel experience, with digital services allowing them to access entertainment, communicate onboard and manage various aspects of their journeys more conveniently. The growing investment reflects changing consumer expectations in an increasingly digital travel environment. Recent international passenger satisfaction surveys consistently indicate that airlines investing in cabin comfort, inflight technology and customer service continue to perform strongly in global service rankings. While competitive pricing remains an important consideration for travellers, customer experience has become an increasingly influential factor in airline selection, particularly on medium and long-haul routes where comfort plays a greater role in purchasing decisions. The trend is expected to reshape competition within Africa's aviation industry as airlines expand their fleets to meet growing passenger demand.

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Global airlines are investing heavily in economy class cabins as competition for passengers shifts beyond ticket prices to the quality of the travel experience, prompting carriers to modernise fleets, redesign cabins and enhance onboard services in a bid to strengthen customer loyalty and improve long-term profitability. The renewed focus reflects a transformation in the aviation industry, where economy class, despite offering lower fares than premium cabins, remains the largest contributor to passenger volumes and an increasingly important driver of commercial performance. With millions of travellers continuing to prioritise affordability, airlines are finding that modest improvements in comfort and convenience can translate into stronger repeat business, improved customer satisfaction and higher ancillary revenues. As a result, carriers are directing substantial investment towards upgrading economy cabins through newer aircraft, ergonomically designed seats, advanced inflight entertainment systems, onboard connectivity, enhanced catering and improved cabin service. Industry analysts say the strategy is becoming a key differentiator as airlines compete more aggressively for passengers on both regional and long-haul routes. Unlike business and first-class travellers, whose numbers are relatively limited, economy passengers account for the overwhelming majority of airline traffic, making their overall travel experience increasingly central to airlines' growth strategies. Rather than relying solely on fare reductions to attract customers, airlines are seeking to build stronger brand loyalty by improving the value passengers receive throughout their journeys. "Passenger expectations have changed significantly. Travellers increasingly compare airlines based not only on ticket prices but also on comfort, reliability, connectivity and the overall onboard experience," aviation analysts note. Several of the world's leading airlines have already embraced the strategy. Carriers including Singapore Airlines, Qatar Airways, Emirates, Turkish Airlines, All Nippon Airways (ANA), EVA Air and Cathay Pacific have invested significantly in upgrading their economy cabins through improved seating, larger entertainment libraries, enhanced meal services and customer-focused cabin experiences. Although each airline has adopted different approaches, the underlying objective remains the same: making economy travel more comfortable for the largest segment of their customer base while strengthening long-term commercial competitiveness. Fleet modernisation is playing a critical role in that transformation. Next-generation aircraft such as the Boeing 787 Dreamliner, Airbus A350 and Airbus A321neo are enabling airlines to improve the passenger experience while simultaneously lowering operating costs. Compared with older aircraft, these models offer quieter cabins, larger windows, improved air quality, better humidity control and greater fuel efficiency, creating benefits for both passengers and airline operators. The newer aircraft also reduce fuel consumption and maintenance expenses, allowing airlines to improve customer experience without significantly increasing operating costs over the aircraft's lifespan. Technology has emerged as another major area of investment. Features once reserved almost exclusively for premium cabins, including USB charging ports, wireless internet connectivity, mobile application integration and personalised digital entertainment platforms, are increasingly becoming standard in economy class. Passengers are also benefiting from greater control over their travel experience, with digital services allowing them to access entertainment, communicate onboard and manage various aspects of their journeys more conveniently. The growing investment reflects changing consumer expectations in an increasingly digital travel environment. Recent international passenger satisfaction surveys consistently indicate that airlines investing in cabin comfort, inflight technology and customer service continue to perform strongly in global service rankings. While competitive pricing remains an important consideration for travellers, customer experience has become an increasingly influential factor in airline selection, particularly on medium and long-haul routes where comfort plays a greater role in purchasing decisions. The trend is expected to reshape competition within Africa's aviation industry as airlines expand their fleets to meet growing passenger demand.

Global airlines raise economy class spending to win passenger loyalty

July 14, 2026

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