I. Industry Risk Analysis

(1) Policy Risk

The civil aviation transportation industry faces multi – dimensional policy risks: During the policy adjustment period, the reduction of subsidies compresses the profit margin, and the dual – carbon goal forces a sharp increase in the cost of green transformation; International routes are frequently changed due to geopolitical influences, and regulations on cross – border data flow and passenger privacy protection are continuously tightened; The emergency response mechanism for public health emergencies has become normalized, and the suspension mechanism may trigger business interruptions at any time; The policy of domestic substitution of aviation materials gives rise to the pressure of supply – chain reconstruction, and the extension of the airworthiness certification cycle leads to delays in new product R & D; Changes in air cargo price control and route slot allocation policies directly impact the capacity layout and market competition pattern.

(2) Economic Risk

The civil aviation transportation industry currently faces multiple risks brought about by economic cycle fluctuations. In the economic downturn cycle, the reduction of consumers’ disposable income leads to weak demand for business travel and tourism, directly hitting the air passenger volume; The rise in interest rates pushes up the operating costs of heavy – asset operations such as aircraft leasing and jet fuel procurement, intensifying the cash – flow pressure; Severe exchange – rate fluctuations expose the revenues of international routes to exchange losses. In particular, the financial costs of enterprises with a high proportion of US – dollar liabilities increase sharply. The industry’s unique high – leverage operating model is prone to cause debt – default risks during the economic contraction period. Meanwhile, price wars caused by over – capacity in aviation further compress the profit margin. Start – up companies have weak anti – risk capabilities and are likely to fall into operational difficulties if they encounter sudden black – swan events.

(3) Social Risk

The civil aviation transportation industry faces the hidden risk of generational consumption – demand fragmentation. Millennials and Generation Z prefer low – carbon travel and digital experiences, posing challenges to the traditional aviation service model. If the industry fails to meet the increasing demands of young customers for environmental protection and carbon emission reduction, instant itinerary customization, and full – link digital interaction, high – net – worth young users may switch to high – speed railways and emerging low – carbon transportation methods. At the same time, although the silver – haired population remains dependent on traditional aviation, their consumption frequency is decreasing. The industry’s over – reliance on high – end business travelers and the generational gap may magnify the risk of economic cycle fluctuations. Entrepreneurs need to be vigilant against the crisis of market structural imbalance caused by the generational gap in consumption preferences.

(4) Legal Risk

Entrepreneurs in the civil aviation transportation industry face multiple legal risks: The compliance risk of aviation safety regulations is high. The approval of operating qualifications and daily supervision are strict, and violations may result in flight suspension or high – value fines; Operating international routes requires dealing with differences in aviation regulations among multiple countries and sudden policy changes, such as trade restrictions or airspace control; The processing of passengers’ personal information must comply with the “Personal Information Protection Law”, and data leakage may lead to huge compensation; The terms of aircraft procurement/lease contracts are strict, and disputes over technical standards may cause the rupture of the capital chain; In terms of protecting laborers’ rights and interests, violations of pilot qualification certification and crew working – hour management may trigger labor arbitration; In addition, compensation disputes for casualties caused by aviation accidents may have a fatal impact on enterprises.

II. Entrepreneurship Guide

(1) Suggestions on Entrepreneurial Opportunities

Entrepreneurs in the civil aviation transportation industry can focus on the trends of digitalization and sustainable development in the aviation industry, develop tools such as intelligent luggage – tracking systems and real – time aviation data analysis platforms to help airlines reduce operating costs; Targeting the gap in the regional aviation market, integrate the resources of small and medium – sized airports to build a short – haul commuting network to meet the business travel needs of second – and third – tier cities; Use bio – fuel technology or the carbon – credit trading mechanism to build a carbon – neutral solution platform for the aviation industry; They can also combine the recovery of cross – border tourism to develop value – added services in vertical scenarios such as aviation medical rescue and pet transportation to fill the experience gap of the standardized services of traditional airlines.

(2) Suggestions on Entrepreneurial Resources

Entrepreneurs in the civil aviation transportation industry should prioritize the integration of core resources: On the capital side, focus on connecting with aviation industry funds and local transportation infrastructure investment platforms, and reduce the cost of aircraft procurement through the equipment financial leasing model; For qualification resources, establish equity cooperation or joint operations with mature airlines with operating certificates from the Civil Aviation Administration to quickly obtain route slot approval rights; In terms of the supply chain, sign long – term strategic agreements with China National Aviation Fuel Group and aircraft maintenance MRO enterprises to lock in the prices of aviation materials, and use civil aviation colleges to train crew members through targeted programs; Obtain ticket distribution resources by accessing the China Travel Sky Network GDS system, and at the same time, build a digital operation middle – platform to achieve dynamic revenue management. It is recommended to adopt a light – asset model of “hub airport + regional network”, cooperate with local governments to obtain take – off and landing fee subsidies, focus on niche markets such as cross – border e – commerce logistics and high – end business charters, and build a regional aviation service ecosystem through resource integration.

(3) Suggestions on Entrepreneurial Teams

Entrepreneurs in civil aviation transportation should form a composite team. First, recruit core members with civil aviation operation qualifications, airline resource integration capabilities, and aviation safety management experience, and then match them with professional talents in digital marketing, aviation logistics solution design, etc. The founder needs to ensure that the team has practical experience in dealing with regulatory reviews and air – right negotiations, and establish an aviation safety SOP and a crisis – handling mechanism. It is necessary to supplement government – affairs members familiar with aviation subsidy policies and air – space resource coordination to strengthen the team’s implementation ability at key nodes such as route slot approval and ground – handling service outsourcing.

(4) Suggestions on Entrepreneurial Risks

Entrepreneurs in the civil aviation transportation industry should focus on controlling three types of risks: compliance, capital, and operation. First, obtain aviation operation licenses and airworthiness certifications, and regularly update the safety operation standards of the International Air Transport Association (IATA); Adopt the financial leasing model to reduce the cost of aircraft procurement, and explore government support policies for aviation industry funds; Establish a dynamic review mechanism for pilot qualifications, and cooperate with third – party aviation material suppliers to reduce the risk of inventory overstock. It is recommended to optimize route layout through big – data analysis, avoid competition on highly saturated routes, and implement a differentiated pricing strategy to increase the seat occupancy rate. To deal with the risk of fuel – price fluctuations, sign price – locking agreements with jet – fuel suppliers and simultaneously purchase comprehensive liability insurance for aircraft to transfer losses from sudden accidents. Focus on the regional aviation market, and jointly build a route pre – sale system with tourism platforms to improve cash flow.