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xi | |
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xiii | |
| Forewords |
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xv | |
| Doreen Burse |
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xv | |
| Stephen Fitzpatrick |
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xvii | |
| Christoph Klingenberg |
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xix | |
| Boet E.J. Kreiken |
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xxi | |
| Le Hong Ha |
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xxiv | |
| Chang-Hyeon Song |
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xxv | |
| Decius Valmorbida |
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xxvi | |
| Dee K. Waddell |
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xxviii | |
| Acknowledgments |
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xxx | |
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1 What if airlines adapted to consumer lifestyle changes? |
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1 | (12) |
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Implications for airlines |
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3 | (6) |
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9 | (4) |
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2 What if airline products were reengineered? |
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13 | (23) |
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Short-term improvements in the core product |
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16 | (5) |
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21 | (2) |
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Scheduling for profitability and reliability |
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23 | (1) |
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Producing operations-friendly schedules |
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24 | (1) |
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Improving forecast accuracy |
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25 | (1) |
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26 | (2) |
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Medium-term improvements in the core product |
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28 | (1) |
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29 | (1) |
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30 | (1) |
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31 | (2) |
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Long-term improvements in the core product |
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33 | (1) |
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33 | (1) |
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34 | (1) |
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Hydrogen-powered aircraft |
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34 | (1) |
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35 | (1) |
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3 What if airlines rethought their revenue approach? |
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36 | (23) |
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Traditional revenue approach |
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36 | (3) |
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39 | (3) |
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New pricing/revenue management techniques |
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42 | (1) |
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42 | (2) |
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Ancillary pricing optimization/revenue management |
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44 | (1) |
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44 | (2) |
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46 | (3) |
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49 | (1) |
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Network planning/revenue management integration |
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49 | (2) |
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Real-time revenue management |
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51 | (1) |
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52 | (1) |
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53 | (1) |
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Next-generation revenue management |
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54 | (1) |
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55 | (1) |
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Selling more products on airline.com as a natural retail channel |
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55 | (1) |
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55 | (1) |
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56 | (1) |
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57 | (1) |
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57 | (1) |
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58 | (1) |
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4 What if airlines reimagined and redefined customer experience? |
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59 | (19) |
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Customer service versus customer experience |
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59 | (3) |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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64 | (1) |
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65 | (1) |
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65 | (6) |
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71 | (1) |
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72 | (3) |
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75 | (3) |
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5 What if the aviation industry contributed no carbon emissions? |
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78 | (15) |
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Developments relating to climate change |
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79 | (2) |
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Sustainable Aviation Fuels (SAFs) |
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81 | (2) |
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The net-zero-by-2050 scenario |
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83 | (1) |
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Implications for airlines |
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84 | (4) |
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Making sustainability the core of an airline's business strategy |
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88 | (2) |
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90 | (3) |
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6 What if airlines could do more with less? |
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93 | (15) |
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94 | (5) |
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Building digital resiliency capabilities |
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99 | (2) |
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Strategizing for positional superiority |
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101 | (4) |
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105 | (3) |
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7 What if airlines could truly differentiate themselves? |
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108 | (12) |
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Applying the principles in practice |
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108 | (1) |
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108 | (1) |
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109 | (1) |
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Characteristics of Agility Airlines |
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109 | (1) |
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Network and schedule planning |
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110 | (3) |
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Revenue and offer management |
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113 | (2) |
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Designing customer experience through a holistic approach |
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115 | (1) |
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Sustainability as a competitive advantage |
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116 | (1) |
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117 | (3) |
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8 Thought leadership pieces |
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120 | (80) |
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The unifying nature of customer choice |
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121 | (6) |
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127 | (9) |
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The operation's support for a new airline customer proposition |
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136 | (5) |
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Everything will remain different---a different view on change |
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141 | (4) |
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145 | (5) |
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Enhancing revenue management analyst effectiveness with human-machine symbiosis: learning to work with machines |
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150 | (8) |
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Whatever you do, start with the customer |
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158 | (8) |
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Creating unexpected compelling experiences to increase bookings and ancillary revenues |
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166 | (6) |
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What if airports changed into mobility hubs? |
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172 | (13) |
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A new dynamic approach to network planning |
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185 | (6) |
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Making clean-sheet scheduling real |
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191 | (9) |
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| About the author |
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200 | (2) |
| Index |
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202 | |