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E-raamat: Airimagination: Extending the Airline Business Boundaries [Taylor & Francis e-raamat]

(Faculty Emeritus, Aviation, Ohio State University)
  • Formaat: 206 pages, 2 Tables, black and white; 22 Line drawings, black and white; 11 Halftones, black and white; 33 Illustrations, black and white
  • Ilmumisaeg: 29-Sep-2022
  • Kirjastus: Routledge
  • ISBN-13: 9781003332824
  • Taylor & Francis e-raamat
  • Hind: 66,46 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
  • Tavahind: 94,95 €
  • Säästad 30%
  • Formaat: 206 pages, 2 Tables, black and white; 22 Line drawings, black and white; 11 Halftones, black and white; 33 Illustrations, black and white
  • Ilmumisaeg: 29-Sep-2022
  • Kirjastus: Routledge
  • ISBN-13: 9781003332824
Unprecedented social changes, accelerated by facilitating technologies and the COVID-19 pandemic, are calling for airlines to think deeply and non-conventionally on what will be important to existing and new travelers, as they change their lifestyles. New thinking requires airlines to extend the boundaries of their businesses to go beyond their traditional domains. This need goes beyond the renovation and iteration of conventional products to the transformation of products requiring new ideas and ways to scale them. Examples include the development of cost-effective urban air mobility, intermodal passenger transportation, door-to-door travel that is sustainable, and personalized offers.

Airimagination: Extending the Airline Business Boundaries raises some thought-provoking questions and provides a direction for practical solutions. For example, what if airlines developed products and services that finally meet end-to-end needs of customers seamlessly by collaborating in the value-adding open ecosystems, using platforms that facilitate effective engagement with both "digital and nondigital" customers and employees in real time and at each touch point? Ironically, the current time is an advantage for some airlines as they already have had to deal with a deep and wide disruption caused by the pandemic, leading operations to start from ground zero.

This book, the latest in a long and well-regarded series by Nawal K. Taneja, explores innovative best practices within the airline business world, complemented by numerous insightful perspectives contained in multiple forewords and thought leadership pieces. This book is aimed primarily at high-level practitioners within the airline industry and related businesses.
List of figures
xi
List of tables
xiii
Forewords xv
Doreen Burse xv
Stephen Fitzpatrick xvii
Christoph Klingenberg xix
Boet E.J. Kreiken xxi
Le Hong Ha xxiv
Chang-Hyeon Song xxv
Decius Valmorbida xxvi
Dee K. Waddell xxviii
Acknowledgments xxx
1 What if airlines adapted to consumer lifestyle changes?
1(12)
Implications for airlines
3(6)
Outline of chapters
9(4)
2 What if airline products were reengineered?
13(23)
Short-term improvements in the core product
16(5)
Clean-sheet scheduling
21(2)
Scheduling for profitability and reliability
23(1)
Producing operations-friendly schedules
24(1)
Improving forecast accuracy
25(1)
Dynamic scheduling
26(2)
Medium-term improvements in the core product
28(1)
Door-to-door travel
29(1)
Small electric aircraft
30(1)
Air taxis
31(2)
Long-term improvements in the core product
33(1)
Supersonic aircraft
33(1)
Hyperloop vehicles
34(1)
Hydrogen-powered aircraft
34(1)
Highlights
35(1)
3 What if airlines rethought their revenue approach?
36(23)
Traditional revenue approach
36(3)
Offer management
39(3)
New pricing/revenue management techniques
42(1)
Seat buy-back
42(2)
Ancillary pricing optimization/revenue management
44(1)
Customer choice model
44(2)
Dynamic pricing
46(3)
Offer revenue management
49(1)
Network planning/revenue management integration
49(2)
Real-time revenue management
51(1)
AI (algorithms)
52(1)
Strategic pricing
53(1)
Next-generation revenue management
54(1)
Selling differently
55(1)
Selling more products on airline.com as a natural retail channel
55(1)
New pricing schemes
55(1)
Better shopping displays
56(1)
In-flight shopping
57(1)
NDC and distribution
57(1)
Highlights
58(1)
4 What if airlines reimagined and redefined customer experience?
59(19)
Customer service versus customer experience
59(3)
Two insightful examples
62(1)
Amazon
62(1)
DBS Bank
63(1)
Personalization
64(1)
Challenges
65(1)
Opportunities
65(6)
Digital experience
71(1)
AI and machine learning
72(3)
Highlights
75(3)
5 What if the aviation industry contributed no carbon emissions?
78(15)
Developments relating to climate change
79(2)
Sustainable Aviation Fuels (SAFs)
81(2)
The net-zero-by-2050 scenario
83(1)
Implications for airlines
84(4)
Making sustainability the core of an airline's business strategy
88(2)
Highlights
90(3)
6 What if airlines could do more with less?
93(15)
Collaborating by design
94(5)
Building digital resiliency capabilities
99(2)
Strategizing for positional superiority
101(4)
Highlights
105(3)
7 What if airlines could truly differentiate themselves?
108(12)
Applying the principles in practice
108(1)
JetBlue Airways
108(1)
Alaska Airlines
109(1)
Characteristics of Agility Airlines
109(1)
Network and schedule planning
110(3)
Revenue and offer management
113(2)
Designing customer experience through a holistic approach
115(1)
Sustainability as a competitive advantage
116(1)
Doing more with less
117(3)
8 Thought leadership pieces
120(80)
The unifying nature of customer choice
121(6)
Jim Barlow
Turning air into magic
127(9)
Evert De Boer
The operation's support for a new airline customer proposition
136(5)
Christopher Gibbs
Everything will remain different---a different view on change
141(4)
Peter Glade
Stop playing copycat
145(5)
Glenn Hollister
Enhancing revenue management analyst effectiveness with human-machine symbiosis: learning to work with machines
150(8)
Jason Kelly
Whatever you do, start with the customer
158(8)
Jordie Knoppers
Creating unexpected compelling experiences to increase bookings and ancillary revenues
166(6)
Kerstin Lomb
What if airports changed into mobility hubs?
172(13)
Michaela Schultheß-Munch
Dr. Jennifer Berz
A new dynamic approach to network planning
185(6)
Philippe Puech
Making clean-sheet scheduling real
191(9)
Renzo Vaccari
About the author 200(2)
Index 202
Nawal K. Taneja, whose experience in the aviation industry spans five decades (starting with TWA at its headquarters in New York City), has worked for and advised major airlines and related aviation businesses worldwide. Currently, he is an executive-in-residence at the Fisher College of Business at the Ohio State University.