Airimagination: Extending the Airline Business Boundaries
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Milton
Taylor & Francis Group
2022
|
| Schlagworte: | |
| Online-Zugang: | FHD01 HWR01 |
| Beschreibung: | 1 Online-Ressource (237 Seiten) |
| ISBN: | 9781000773637 |
Internformat
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| 505 | 8 | |a 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? | |
| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
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| author | Taneja, Nawal K. |
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| contents | 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 |
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| id | DE-604.BV048410894 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:24:42Z |
| indexdate | 2024-07-10T09:37:27Z |
| institution | BVB |
| isbn | 9781000773637 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033789356 |
| oclc_num | 1338838506 |
| open_access_boolean | |
| owner | DE-2070s DE-1050 |
| owner_facet | DE-2070s DE-1050 |
| physical | 1 Online-Ressource (237 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Taylor & Francis Group |
| record_format | marc |
| spelling | Taneja, Nawal K. Verfasser aut Airimagination Extending the Airline Business Boundaries Milton Taylor & Francis Group 2022 ©2023 1 Online-Ressource (237 Seiten) txt rdacontent c rdamedia cr rdacarrier 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 Electronic books Erscheint auch als Druck-Ausgabe Taneja, Nawal K. Airimagination Milton : Taylor & Francis Group,c2022 9781032327464 |
| spellingShingle | Taneja, Nawal K. 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 |
| title | Airimagination Extending the Airline Business Boundaries |
| title_auth | Airimagination Extending the Airline Business Boundaries |
| title_exact_search | Airimagination Extending the Airline Business Boundaries |
| title_exact_search_txtP | Airimagination Extending the Airline Business Boundaries |
| title_full | Airimagination Extending the Airline Business Boundaries |
| title_fullStr | Airimagination Extending the Airline Business Boundaries |
| title_full_unstemmed | Airimagination Extending the Airline Business Boundaries |
| title_short | Airimagination |
| title_sort | airimagination extending the airline business boundaries |
| title_sub | Extending the Airline Business Boundaries |
| work_keys_str_mv | AT tanejanawalk airimaginationextendingtheairlinebusinessboundaries |