Even very young children perform rudimentary experiments to learn about the world and how things work, so why don't you? An experiment is just a procedure carried out to verify, refute, or establish the validity of a hypothesis. We help find out the working principles of Air Tycoon.

What we have discovered

  • Long-Ranged routes give more profit, already excluding that fact that slot and fuel expenses for short-hauled routes.
  • Sub-business are directly related to your routes operating in that city.
  • The occupancy of Economy-class' in a route is related to the price of that of Business-class' and vice-versa

Fuel Efficiency

Example 1

In this experiment, I will operate a B707-120 and a Boeing 707-320 from 1960.3-1960.12 respectively. I operate each of the planes for ten months, recording down their data and see if we can find out something.

A Boeing 707-120 can travel 992.27 kilometers per hour or at 0.81 mach. It can do 26 trips per month. It has 6.2 Fuel Efficiency.


A Boeing 707-320 can travel 967.7737 kilometers per hour or at 0.79 mach. It can do 25 trips per month. It has 6.3 Fuel Efficiency.

Seatings (Just in Case it is being included): 77%E,23%B, Standard Seat-pitch (33in-,55in-)

Route operated: Chicago - Atlanta (948km)

Fuel Expense for B707-120 Fuel Price per ME Change Fuel Expense for B707-320 Fuel Price per ME Change
1960.3 133 276 N/A 135 280.9 N/A
1960.4 140 289.5 13.8 130 275.9 (5)
1960.5 144 298.2 8.7 130 275.9 NC
1960.6 148 307.1 8.9 135 285.9 10.8
1960.7 155 322.4 15.3 137 299.3 (8.4)
1960.8 157 325.6 3.2 138 285.7 13.6
1960.9 157 325.6 NC 138 285.7 NC
1960.10 152 315.8 (9.8) 143 297.1 11.4
1960.11 148 306.3 (9.5) 147 306 8.9
1960.12 140 303.2 (3.1) 155 321.3 15.3

N/A means not available; NC indicates no change; () means negative number.

Now we have some data, we need a formula that can return 6.2 for B707-120 and 6.3 for B707-320.

Experiment 2(A)

I have started a new game in AT4.

This time we have investigated in The factor of a route affecting sub-business and Effect of Upgrades on Expenses.

At first I started in Chicago, and bought a sub-business (Photo 2.1)

What we have found out is that when there is no route opened in the city, it is losing you money,.

No route


After we have opened a route, it is earning back money. (Photo 2.2)



OK. So we have talked about opening a route, and i opened a route (Chicago-Atlanta) with a Boeing 707-120. In order to eliminate the occupancy issues and the weight of passengers, the occupancy is set to 100%.



1960.3: (Photos 2.3, 2.4)

Basically I run the company like this for several months, as you can see from 2.5 and below, and that there is change of fuel expenses due to oil price change.





















Screenshot 2015-12-21-14-16-17


Experiment 2(b)

Then i purchased a new B707-120 upgraded with Super Engine and Fuselage Coatings. (2.15)



It will be delivered two turns later.



But then there comes something interesting: the original 707-120 has aged and caused the maintenance expense to rise by 1K: only 8 months into her service.



October came and i sold my old B707-120 (2.17,2.18).

Finally, i finished the last turn of this experiment with lowered fuel expense, increased passenger income (The upgraded aircraft can do 1 more flight), and that the sub-business increased for 8.42%! (For just one more flight!)








Experiment 3

Flight Schedules

See also: Experiment 1

Range affecting Profitability

Experiment 1(a)

Average Profit made in 12 consecutive months / Cost of Aircraft / Depreciation / Expense


Aérospatiale-BAC Concorde is a turbojet-powered supersonic passenger jet airliner that was operated until 2003. It featured a maximum speed over twice the speed of sound at Mach 2.04 (1,354 mph or 2,180 km/h at cruise altitude), with seating for 92 to 128 passengers. First flown in 1969, Concorde entered service in 1976 and continued commercial flights for 27 years. It is one of only two supersonic transports to have ever entered commercial service; the other was the Tupolev Tu-144, which ran for a much shorter period of time, before being grounded and retired due to safety, a general downturn in the commercial aviation industry after the type's only crash in 2000, the 11 September terrorist attacks in 2001; a decision by Airbus, the successor firm of Aérospatiale and BAC, to discontinue maintenance support and budget issues. I mention these only because the aircraft is regarded by many as an aviation icon and an engineering marvel, and that over time the aircraft became profitable when it found a customer base willing to pay for flights on what was for most of its career the fastest commercial aircraft in the world.
I know what you're saying, okay. Let's get back to our tracks.

Concorde Versus CRJ

Small regional aircrafts are usually great for opening routes that are easy to keep as a monopoly and/or from a large city to little cities with a tourism around 120-180 and low business ratings.

Some find that places like the Canary Islands, Key West, the Eastern European cities, the little Indonesian cities around Kuala Lumpur, and Singapore, the small-but-well-rated Korean cities, some of the Appalachian cities in the US, outliers like Nuuk, or even central Asian cities like Yerevan don't get much attention, but there is a nice little 1,500K to 2,000K per turn to be made of a regional jet route to those places. Also since there is few competition you can usually set the rate at about 1.4 - 1.6 and let it cover most of your airline's expense if used in large populations and with the right method.

When your passengers have no choice, satisfaction may not affect the occupancy a lot.

You can usually pick up one of these planes with little money after buying big birds for your main routes.

Also, the reciprocation rate of these small planes are rather high when compared with other big planes:

Suppose you have a concorde and a CRJ-200.

Your concorde can make an average of 15,000K every month and throughout 20 years. The cost of buying one concorde is 399,000K.

While your CRJ can make 1,800K every month. The cost of it is 24,000K.

Excluding all expenses, a concorde can make (15000/399000)*100% of profit.

That is about 3.759% of its value. At the same time, 0.0041% of its value vanish every month due to deprecation. (That is about 1635.9 K per month)

While your CRJ-200 can make 1800K per month; That is 7.5% of its value and whereas every month you just lose 98K due to depreciation.

Therefore it is advisable that long range and routes with huge demands to be operated by large planes and small routes to be operated by small planes.

Did I also say if the concorde isn't being operated in major routes between cities with 300 tourism and 200 business ratings, it is hard to make the price tag in 1.3 and getting 100% occupancy? Any competition can easily destroy your concorde route. And if the ratings is not 200+, you can never make more than 8000K in high seasons.

Trivia/Strategy we discovered with Concorde:

  • Long-ranged Concorde routes give more profit. A Concorde route at price tag 1.6 between a range of 973 km (Atlanta-Miami) earns less than that of a concorde operated at a range of 3522 km (London-Cairo) given that their occupancy is 100%. It is due to the formula behind flight schedules
    Screenshot 2015-12-26-22-21-43
    Screenshot 2015-12-26-22-21-17


So yesterday (12/1/2016) I occasionally found out that the occupancy of Economy-class' in a route is related to the price of that of Business-class' and vice-versa. Basically the world traveller index was ~3500 at the first part of my experiment. I am using a 737-100 in a route between Luxembourg and Abu Dhabi. The original price tag for both classes are 1.6 until i find business-class isn't full so i lowered the business-class price tag to 1.0 Soon enough, next turn the World Traveller Index rose by 40 something. To my surprise, some passengers have switched from Economy to Business and that the occupancy for economy becomes 98% while vice-versa for Business. I concluded that the occupancy of Economy-class' in a route is related to the price of that of Business-class' and vice-versa as no dependent variable exist.

To Do

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