Airimagination: Extending the Airline Business Boundaries

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of figures
List of tables
Forewords
Acknowledgments
Chapter 1: What if airlines adapted to consumer lifestyle changes?
	Implications for airlines
	Outline of chapters
	Notes
Chapter 2: What if airline products were reengineered?
	Short-term improvements in the core product
		Clean-sheet scheduling
		Scheduling for profitability and reliability
		Producing operations-friendly schedules
		Improving forecast accuracy
		Dynamic scheduling
	Medium-term improvements in the core product
		Door-to-door travel
		Small electric aircraft
		Air taxis
	Long-term improvements in the core product
		Supersonic aircraft
		Hyperloop vehicles
		Hydrogen-powered aircraft
	Highlights
	Notes
Chapter 3: What if airlines rethought their revenue approach?
	Traditional revenue approach
	Offer management
	New pricing/revenue management techniques
		Seat buy-back
		Ancillary pricing optimization/revenue management
		Customer choice model
		Dynamic pricing
		Offer revenue management
		Network planning/revenue management integration
		Real-time revenue management
		AI (algorithms)
		Strategic pricing
		Next-generation revenue management
	Selling differently
		Selling more products on airline.com as a natural retail channel
		New pricing schemes
		Better shopping displays
		In-flight shopping
		NDC and distribution
	Highlights
	Notes
Chapter 4: What if airlines reimagined and redefined customer experience?
	Customer service versus customer experience
	Two insightful examples
		Amazon
		DBS Bank
	Personalization
		Challenges
		Opportunities
	Digital experience
	AI and machine learning
	Highlights
	Notes
Chapter 5: What if the aviation industry contributed no carbon emissions?
	Developments relating to climate change
	Sustainable Aviation Fuels (SAFs)
	The net-zero-by-2050 scenario
	Implications for airlines
	Making sustainability the core of an airline’s business strategy
	Highlights
	Notes
Chapter 6: What if airlines could do more with less?
	Collaborating by design
	Building digital resiliency capabilities
	Strategizing for positional superiority
	Highlights
	Notes
Chapter 7: What if airlines could truly differentiate themselves?
	Applying the principles in practice
		JetBlue Airways
		Alaska Airlines
	Characteristics of Agility Airlines
		Network and schedule planning
		Revenue and offer management
		Designing customer experience through a holistic approach
		Sustainability as a competitive advantage
		Doing more with less
	Notes
Chapter 8: Thought leadership pieces
	Overview
	How do airline customers choose flights?
	What does a customer choice model look like?
	Measuring airline preferences and applying those preferences
	Embedding customer choice throughout the airline
	Implementing a customer choice program
	Summary
	Turning air into magic
		Loyalty programs as the beacon of airline innovation
		Pulling the curtains on the true value of loyalty programs
		Innovation implies risk
		Change is the only constant
			Making the loyalty program go the extra mile
		Final thoughts
	The operation’s support for a new airline customer proposition
	Everything will remain different—a different view on change
	Stop playing copycat
	Enhancing revenue management analyst effectiveness with human–machine symbiosis: learning to work with machines
		Overview
		The convergence and improvement of human–machine interaction
		Repetitive tasks and cognition
		Enter machine learning and robotic process automation
		It's not a question of human or machine but a matter of human and machine
		Value unlocked through automation
		Better together
	Whatever you do, start with the customer
		Creativity as the competitive advantage
		Customer experience is a movement, not a department!
		Opportunities during emotional connection
		Outside in
		We don’t see things as they are, we see them as we are 5
		Alone you go fast, together you go further
		Think like a 5-year-old
		Personalization, the next big thing
		The missing link
		A hands-in-the-pockets experience
	Creating unexpected compelling experiences to increase bookings and ancillary revenues
	What if airports changed into mobility hubs?
		The added value of a mobility hub regarding these main trend categories
		What is the impact of these trends on the business model of a hub airport?
		What are customer needs regarding a mobility hub?
			Customer needs
			Quality of connections
			Quantity of means of transport
			Infrastructure for multi-and intermodality
		What else is important: Ecosystem and funding
			Ecosystem—partnership and coopetition
			Responsibility and funding
		How to find the right course and get the feet off the ground?
			Digression
				Existing mobility offer at Frankfurt Airport
				Airplane
				Train
		Regional public transport
			Coach
			Car
			Mobility services
			Bikes and micromobility
	A new dynamic approach to network planning
		Designing a network and a schedule that is adaptable to what customers want
			Adapt time-of-day coverage
			Address the long tail of markets
			Implication on the schedule side
		Commercial and operational integration leads to dynamic scheduling and reduced lag time in the feedback loops
			Close-in signal led changes to the schedule
			Use of computational horsepower to tweak capacity plans
		Clean-sheet scheduling
	Making clean-sheet scheduling real
		Overview
		Characteristics of clean-sheet scheduling
		When in their process should airlines perform clean-sheet scheduling?
		Solution approach
		Observations about the solution approach
		Applications of clean-sheet scheduling
		Summary
	Notes
About the author
Index