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Riyadh Air enters Gulf aviation market with dry policy amidst fierce competition

Policy
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A321XLR | Airbus

Saudi Arabia's new airline, Riyadh Air, is preparing to enter the competitive Gulf aviation market in 2025. The region is currently dominated by Emirates, Qatar Airways, and Etihad Airways, known for their luxury services and global networks. Riyadh Air plans to establish Riyadh as a major global hub with connections to over 100 destinations by 2030.

A notable distinction for Riyadh Air is its adherence to Saudi Arabia's strict alcohol laws, likely resulting in a dry airline. This could be a disadvantage for passengers who associate alcohol with luxury travel experiences, particularly in premium cabins. Competitors like Emirates offer onboard bars with premium drinks that enhance their luxurious image.

To attract travelers, Riyadh Air may focus on other aspects of service excellence. Options include offering innovative non-alcoholic beverages such as signature mocktails and gourmet coffee menus. Enhancing passenger comfort through extra legroom and premium amenities could also help the airline stand out.

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Riyadh Air can leverage Saudi Arabia's growing tourism sector by promoting destinations like AlUla and Neom. For travelers interested in exploring Saudi Arabia's heritage and attractions, the airline presents a unique opportunity.

Royal Brunei Airlines serves as an example of how an airline can succeed without serving alcohol due to Islamic laws. It offers a network of destinations where alcohol consumption is less culturally significant and often provides more affordable fares than competitors.

For passengers prioritizing price, convenience, and onboard comfort over alcoholic beverages, Riyadh Air could be appealing. However, those who view alcohol as part of their travel experience might find its absence a drawback.

Riyadh Air's success will depend on how effectively it leverages its strengths while navigating cultural differences in the market. Its potential to disrupt the industry remains uncertain.

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