PBH(Power by the Hour) 시장 : 세계 및 지역별 분석 - 플랫폼별, 유형별, 프로바이더별, 컴포넌트별, 국가별 분석(2023-2033년)

Introduction to Global Power by the Hour Market

Power by the Hour is a business model that has been employed in the aviation and manufacturing sectors, particularly in the context of aircraft engines. The concept involves charging customers based on the actual usage or performance of a product or service rather than a fixed upfront cost. This can provide flexibility and cost-effectiveness for customers, as they pay for the actual hours of operation or power output.

Market Segmentation:

Segmentation 1: by Platform

• Commercial Aviation
• Business Jet
• Helicopter
• Others

Segmentation 2: by Type

• Line Maintenance
• Heavy Maintenance

Segmentation 3: by Provider

• Original Equipment Manufacturer (OEM)
• Maintenance, Repair and Operation (MRO)

Segmentation 4: by Component

• Engine
• Avionics
• Landing Gear and Brakes
• Spare Parts and Componen
• Airframes
• Others

Segmentation 5: by Region

• North America
• Europe
• Asia Pacific
• Rest-of-the-World

How can this report add value to an organization?

Growth/Marketing Strategy: The global power by the hour market has seen major development by key players operating in the market, such as business expansion, partnership, collaboration, and joint venture. The favored strategy for the companies has been a business expansion to strengthen their positions in the power by the hour market.

Competitive Strategy: A detailed competitive benchmarking of the players operating in the global power by the hour market has been done to help the reader understand how players stack against each other, presenting a clear market landscape. Additionally, comprehensive competitive strategies such as partnerships, agreements, and collaborations will aid the reader in understanding the untapped revenue pockets in the market.

Some of the prominent names established in this market are:

Table of Contents

1. Markets

• 1.1. Industry Outlook
  • 1.1.1. Trends: Current and Future Impact
    • 1.1.1.1. Adoption of Advanced Technologies
      • 1.1.1.1.1. Artificial Intelligence and Machine Learning
      • 1.1.1.1.2. Digital twins
      • 1.1.1.1.3. Internet of Things
    • 1.1.1.2. Increase in the Industry Specific PHB Solution
  • 1.1.2. Supply Chain Analysis
  • 1.1.3. Pricing / Cost Analysis
  • 1.1.4. Ecosystem
    • 1.1.4.1. Start-Up and Investment Landscape
  • 1.1.5. Regulatory and Legal Framework
  • 1.1.6. Stakeholder Analysis
    • 1.1.6.1. Use case
    • 1.1.6.2. End User and buying criteria
  • 1.1.7. Impact analysis for key global events- covid19, Russia/Ukraine or Middle East crisis
• 1.2. Market Dynamics
  • 1.2.1. Market Overview
    • 1.2.1.1. Market Drivers
    • 1.2.1.2. Market Restraints
    • 1.2.1.3. Market Opportunities
  • 1.2.2. Market Maturity
  • 1.2.3. Market Map

2. Service

• 2.1. Global Power by the Hour Market (by Platform)
  • 2.1.1. Market Overview
    • 2.1.1.1. Demand Analysis of Power by the Hour Market, by Platform, Value Data
  • 2.1.2. Commercial Aviation
    • 2.1.2.1. Narrow Body Aircraft
    • 2.1.2.2. Wide Body Aircraft
  • 2.1.3. Business Jet
  • 2.1.4. Helicopter
  • 2.1.5. Others
• 2.2. Global Power by the Hour Market (by Type)
  • 2.2.1. Market Overview
    • 2.2.1.1. Demand Analysis of Power by the Hour Market, by Type, Value Data
  • 2.2.2. Line Maintenance
  • 2.2.3. Heavy Maintenance
• 2.3. Global Power by the Hour Market (by Provider)
  • 2.3.1. Market Overview
    • 2.3.1.1. Demand Analysis of Power by the Hour Market, by Provider, Value Data
  • 2.3.2. Original Equipment Manufacturer (OEM)
  • 2.3.3. Maintenance, Repair and Operation (MRO)
• 2.4. Global Power by the Hour Market (By Component)
  • 2.4.1. Market Overview
    • 2.4.1.1. Demand Analysis of Power by the Hour Market, by Component, Value Data
  • 2.4.2. Engine
  • 2.4.3. Avionics
  • 2.4.4. Landing Gear and Brakes
  • 2.4.5. Spare Parts and Component
  • 2.4.6. Airframes
  • 2.4.7. Others

3. Region

• 3.1. Global Power by the Hour Market (by Region)
• 3.2. North America
  • 3.2.1. Markets
    • 3.2.1.1. Key Market Participants in North America
    • 3.2.1.2. Business Drivers
    • 3.2.1.3. Business Challenges
  • 3.2.2. Application
  • 3.2.3. Product
  • 3.2.4. North America (by Country)
    • 3.2.4.1. U.S.
      • 3.2.4.1.1. Application
      • 3.2.4.1.2. Product
    • 3.2.4.2. Canada
      • 3.2.4.2.1. Application
      • 3.2.4.2.2. Product
• 3.3. Europe
  • 3.3.1. Markets
    • 3.3.1.1. Key Market Participants in Europe
    • 3.3.1.2. Business Drivers
    • 3.3.1.3. Business Challenges
  • 3.3.2. Application
  • 3.3.3. Product
  • 3.3.4. Europe (by Country)
    • 3.3.4.1. France
      • 3.3.4.1.1. Application
      • 3.3.4.1.2. Product
    • 3.3.4.2. Germany
      • 3.3.4.2.1. Application
      • 3.3.4.2.2. Product
    • 3.3.4.3. U.K.
      • 3.3.4.3.1. Application
      • 3.3.4.3.2. Product
    • 3.3.4.4. Rest-of-Europe
      • 3.3.4.4.1. Application
      • 3.3.4.4.2. Product
• 3.4. Asia-Pacific
  • 3.4.1. Markets
    • 3.4.1.1. Key Market Participants in Asia-Pacific
    • 3.4.1.2. Business Drivers
    • 3.4.1.3. Business Challenges
  • 3.4.2. Application
  • 3.4.3. Product
  • 3.4.4. Asia-Pacific (by Country)
    • 3.4.4.1. China
      • 3.4.4.1.1. Application
      • 3.4.4.1.2. Product
    • 3.4.4.2. India
      • 3.4.4.2.1. Application
      • 3.4.4.2.2. Product
    • 3.4.4.3. Japan
      • 3.4.4.3.1. Application
      • 3.4.4.3.2. Product
    • 3.4.4.4. Rest-of-Asia-Pacific
      • 3.4.4.4.1. Application
      • 3.4.4.4.2. Product
• 3.5. Rest-of-the-World
  • 3.5.1. Markets
    • 3.5.1.1. Key Market Participants in Asia-Pacific
    • 3.5.1.2. Business Drivers
    • 3.5.1.3. Business Challenges
  • 3.5.2. Application
  • 3.5.3. Product

4. Markets - Competitive Benchmarking & Company Profiles

• 4.1. Competitive Benchmarking
• 4.2. Company Profile
  • 4.2.1. A J Walter Aviation Limited
    • 4.2.1.1. Company Overview
      • 4.2.1.1.1. Role of A J Walter Aviation Limited in Global Power by the Hour Market
      • 4.2.1.1.2. Product Portfolio
    • 4.2.1.2. Business Strategies
    • 4.2.1.3. Corporate Strategies
    • 4.2.1.4. Analyst View
  • 4.2.2. Aeroplex
    • 4.2.2.1. Company Overview
      • 4.2.2.1.1. Role of Aeroplex in Global Power by the Hour Market
      • 4.2.2.1.2. Product Portfolio
    • 4.2.2.2. Business Strategies
    • 4.2.2.3. Corporate Strategies
    • 4.2.2.4. Analyst View
  • 4.2.3. AFI KLM E&M
    • 4.2.3.1. Company Overview
      • 4.2.3.1.1. Role of AFI KLM E&M in Global Power by the Hour Market
      • 4.2.3.1.2. Product Portfolio
    • 4.2.3.2. Business Strategies
    • 4.2.3.3. Corporate Strategies
    • 4.2.3.4. Analyst View
  • 4.2.4. EFTEC AERO Ltd.
    • 4.2.4.1. Company Overview
      • 4.2.4.1.1. Role of EFTEC AERO Ltd. in Global Power by the Hour Market
      • 4.2.4.1.2. Product Portfolio
    • 4.2.4.2. Business Strategies
    • 4.2.4.3. Corporate Strategies
    • 4.2.4.4. Analyst View
  • 4.2.5. Exodus Aviation
    • 4.2.5.1. Company Overview
      • 4.2.5.1.1. Role of Exodus Aviation in Global Power by the Hour Market
      • 4.2.5.1.2. Product Portfolio
    • 4.2.5.2. Business Strategies
    • 4.2.5.3. Corporate Strategies
    • 4.2.5.4. Analyst View
  • 4.2.6. GE Aviation
    • 4.2.6.1. Company Overview
      • 4.2.6.1.1. Role of GE Aviation in Global Power by the Hour Market
      • 4.2.6.1.2. Product Portfolio
    • 4.2.6.2. Business Strategies
    • 4.2.6.3. Corporate Strategies
    • 4.2.6.4. Analyst View
  • 4.2.7. Honeywell International
    • 4.2.7.1. Company Overview
      • 4.2.7.1.1. Role of Honeywell International in Global Power by the Hour Market
      • 4.2.7.1.2. Product Portfolio
    • 4.2.7.2. Business Strategies
    • 4.2.7.3. Corporate Strategies
    • 4.2.7.4. Analyst View
  • 4.2.8. Lufthansa Technik
    • 4.2.8.1. Company Overview
      • 4.2.8.1.1. Role of Lufthansa Technik in Global Power by the Hour Market
      • 4.2.8.1.2. Product Portfolio
    • 4.2.8.2. Business Strategies
    • 4.2.8.3. Corporate Strategies
    • 4.2.8.4. Analyst View
  • 4.2.9. MTU Aero Engines AG
    • 4.2.9.1. Company Overview
      • 4.2.9.1.1. Role of MTU Aero Engines AG in Global Power by the Hour Market
      • 4.2.9.1.2. Product Portfolio
    • 4.2.9.2. Business Strategies
    • 4.2.9.3. Corporate Strategies
    • 4.2.9.4. Analyst View
  • 4.2.10. Rolls Royce
    • 4.2.10.1. Company Overview
      • 4.2.10.1.1. Role of Rolls Royce in Global Power by the Hour Market
      • 4.2.10.1.2. Product Portfolio
    • 4.2.10.2. Business Strategies
    • 4.2.10.3. Corporate Strategies
    • 4.2.10.4. Analyst View
  • 4.2.11. ST Engineering
    • 4.2.11.1. Company Overview
      • 4.2.11.1.1. Role of ST Engineering in Global Power by the Hour Market
      • 4.2.11.1.2. Product Portfolio
    • 4.2.11.2. Business Strategies
    • 4.2.11.3. Corporate Strategies
    • 4.2.11.4. Analyst View
  • 4.2.12. SIA Engineering Company
    • 4.2.12.1. Company Overview
      • 4.2.12.1.1. Role of SIA Engineering Company in Global Power by the Hour Market
      • 4.2.12.1.2. Product Portfolio
    • 4.2.12.2. Business Strategies
    • 4.2.12.3. Corporate Strategies
    • 4.2.12.4. Analyst View
  • 4.2.13. Singapore Technologies Engineering Ltd
    • 4.2.13.1. Company Overview
      • 4.2.13.1.1. Role of Singapore Technologies Engineering Ltd in Global Power by the Hour Market
      • 4.2.13.1.2. Product Portfolio
    • 4.2.13.2. Business Strategies
    • 4.2.13.3. Corporate Strategies
    • 4.2.13.4. Analyst View
  • 4.2.14. Textron Inc.
    • 4.2.14.1. Company Overview
      • 4.2.14.1.1. Role of Textron Inc. in Global Power by the Hour Market
      • 4.2.14.1.2. Product Portfolio
    • 4.2.14.2. Business Strategies
    • 4.2.14.3. Corporate Strategies
    • 4.2.14.4. Analyst View
  • 4.2.15. Turkish Technic Inc.
    • 4.2.15.1. Company Overview
      • 4.2.15.1.1. Role of Turkish Technic Inc. in Global Power by the Hour Market
      • 4.2.15.1.2. Product Portfolio
    • 4.2.15.2. Business Strategies
    • 4.2.15.3. Corporate Strategies
    • 4.2.15.4. Analyst View
• 4.3. Other Key Market Participants

^*Note: The companies mentioned in the Company Profile Section are tentative and addition or removal of relevant companies can be done during production of the report.

5. Growth Opportunities & Recommendations

6. Research Methodology