British Airways and Air France both operated a total of seven Concorde aircraft, exceeding their original orders by one. The supersonic airliner, which revolutionized air travel, celebrated its 50th anniversary since entering service. While its primary routes connected London and Paris to New York, the inaugural commercial flights took unexpected paths to Bahrain and Rio de Janeiro.
The Concorde project stands apart from typical commercial aircraft ventures. It was more than just an airline operation; it represented a unique collaboration between the UK and France, aiming to overcome historical rivalries and pave the way for the formation of Airbus. Understanding why both airlines ended up with seven Concordes instead of six or eight offers insight into the complexities of this groundbreaking program.
Origins and Orders: The Concorde Journey
In the early 1960s, the UK and France initiated what would become a significant national endeavor. In 1963, the British Overseas Airways Corporation (BOAC), later known as British Airways, placed an initial order for six Concordes. France’s national airline made a similar commitment, also ordering six aircraft in the same year. By 1972, British Airways confirmed its order for an additional five Concordes, while Air France solidified its order for four.
Despite these agreements, other airlines that showed interest in the Concorde ultimately retracted their orders. In total, 20 airframes were manufactured, including two prototypes and two pre-production models. With only 12 aircraft contracted for British Airways and Air France, four additional Concordes, known as “white tails,” were built without buyers. Two of these were subsequently delivered to the two airlines, resulting in their total fleet of seven. The remaining two were not utilized for commercial purposes but instead served as spare parts and for limited flying and development activities.
The economic model of the Concorde was inherently flawed. Even with state subsidies, the operational costs proved prohibitive. The aircraft could only profit from a limited number of routes, primarily between London and New York or Paris and New York. Secondary routes to destinations such as Washington D.C. and Barbados were infrequent and often temporary.
The Economic Challenges of Operating Concorde
The financial viability of the Concorde was compromised by its extraordinary development and operational expenses. With an inability to recover capital costs, the aircraft was essentially a luxury item for both airlines. British Airways and Air France managed to operate a fleet of five Concordes while maintaining one or two for maintenance purposes. The British government sold the aircraft for just £1 each in 1984 as part of a privatization effort. Similarly, Air France acquired its aircraft for a nominal fee of one Franc.
Acquiring Concordes for other airlines would have required similar government backing, a strategy that almost materialized with Iran Air. The Shah of Iran envisioned the aircraft as a national symbol and had plans for routes connecting Tehran with London and New York. However, the Iranian Revolution in 1979 led to the cancellation of the orders in 1980, marking a missed opportunity for the aircraft’s international presence.
Many airlines, including Pan Am, Continental, and TWA, expressed initial interest in the Concorde, placing nonbinding orders that ultimately dissolved as financial realities set in. The collective interest from U.S.-based airlines amounted to 38 potential Concordes, but numerous factors, including the crash of its Soviet counterpart, the Tu-144, contributed to these cancellations.
The allure of the Concorde extended beyond commercial viability. It represented a significant achievement in aerospace engineering, showcasing the technological prowess of Europe during a period of intense competition with the United States and the Soviet Union. The Anglo-French Treaty of 1962, which initiated the Concorde project, was emblematic of a strategic effort to ensure European dominance in aviation.
In retrospect, evaluating the success of the Concorde requires a broader perspective. While it may have fallen short of traditional profit metrics, it served as a catalyst for cooperation and industrial integration in Europe. The collaborative framework established through the Concorde project ultimately laid the groundwork for the creation of Airbus, which has since become a leading player in the global aviation market.
Through its legacy, the Concorde continues to symbolize not just an engineering marvel, but a testament to the possibilities of international collaboration in high-stakes technological ventures.
