Simpli-flying: optimizing the airline business model [electronic book] optimizing the airline business / Nawal K Taneja.

By: Taneja, Nawal K [author].

Material type: materialTypeLabel

BookPublisher: Oxon ; New York : Routledge, 2017Copyright date: ©2004Description: online resource (256 pages) : illustrations.Content type: text Media type: computer Carrier type: online resourceISBN: 9780754641933 (hardback); 9781351900058 (e-book).Subject(s): Airlines -- Management

| Airlines -- Planning

| Strategic planning

DDC classification: 387.70684 Online resources: E-book

Contents:

Adapt decisively to the changing aviation marketplace -- Select competitive and stakeholder-aligned business models -- Create value with a brand -- Grasp insights from other businesses -- Transform suppliers relationships -- Prepare for major transformation: the unthinkable is now thinkable -- Final thoughts.

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Item type	Current library	Call number	Status	Notes	Date due	Barcode	Item holds
e-BOOK	MTU Bishopstown Library eBook	387.70684 (Browse shelf(Opens below))	Not for loan	MTU Cork Module MGMT9070 - Core reading.

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Enhanced descriptions from Syndetics:

The airline industry is in a state of radical restructuring as its markets and key stakeholders (customers, airline labour and management groups, governments, and the financial community) adjust to the new aviation realities. Airline executives can be forgiven for being overwhelmed by technology proliferation, zestful new paradigm airlines, September 2001, business cycles, Iraq, SARS, and animal diseases. The leadership challenge for all carriers is now to select and execute appropriate business models, thinking both 'inside' and 'outside' the 'box', to turn conventional wisdom upside down to achieve dramatic increases in productivity. Some legacy carriers still need to create an effective strategy for much larger cycles that encompass major discontinuities. Burdened by past decisions, they are forced to fight with one hand tied behind their back to 'convert volume to value', to survive and prosper. Some new airlines have been at the forefront of shaping change, developing a vision of the mass-market, assessing the customer value of their core processes, and using a 'back-to-basics' business approach. Both groups should take a sideways glance at what works in other industries and implement those insights into actions.

Includes bibliographical references and index.

MTU CORK Module MGMT 9070 - Core reading.

Electronic reproduction.: ProQuest LibCentral. Mode of access: World Wide Web.

Table of contents provided by Syndetics

List of Figures (p. xi)
List of Tables (p. xiii)
Foreword (p. xv)
Foreword (p. xvii)
Foreword (p. xix)
Foreword (p. xxiii)
Foreword (p. xxv)
Preface (p. xxvii)
Acknowledgements (p. xxxiii)
List of Abbreviations (p. xxxv)
1. Adapt Decisively to the Changing Aviation Marketplace (p. 1)
Face Fundamental and Enduring Change (p. 2)
Businesses with Different Models (p. 2)
Customers: Smart and now in Charge (p. 6)
Distribution Channels and Systems (p. 9)
Ongoing Market Instability (p. 12)
Identify Obstacles to Change (p. 15)
Pervasive Government Intervention (p. 15)
Conventional Thinking in Unconventional Times (p. 16)
Burdened by Past Decisions (p. 21)
Focus on High-Priority Areas to Change (p. 24)
Cost Structure (p. 24)
Revenue Opportunities (p. 26)
Conclusions (p. 27)
2. Select Competitive and Stakeholder-Aligned Business Models (p. 29)
Historical Perspective (p. 30)
Rationality and Sustainability (p. 34)
Value Proposition (p. 35)
Consumer Behavior (p. 35)
Integrated Working Relationship with Governments and Airports (p. 35)
Location (p. 36)
Past Burdens (p. 36)
Change Management (p. 36)
Flexibility (p. 36)
Legacy Carriers: Potential Variations (p. 37)
Corporate Diversification (p. 37)
Alliances (p. 38)
Low Cost Subsidiaries (p. 40)
Network and Size (p. 41)
Hybrid Business Model (p. 44)
Technology (p. 44)
Fleet and Process Simplification (p. 46)
New Paradigm Airlines: Potential Variations (p. 47)
Absolute Lowest Cost (p. 47)
Traditional Types (p. 50)
Regional Jets (p. 50)
Intercontinental Operations (p. 51)
Network Design and Development (p. 52)
Examples of Variations in Business Models of Legacy Carriers (p. 53)
Aer Lingus (p. 53)
AirTran (p. 54)
America West (p. 55)
Alaska Airlines (p. 55)
Flybe (p. 56)
TACA (p. 57)
Thai Airways (p. 58)
Alignment with Key Stakeholders (p. 58)
Government (p. 59)
Infrastructure (p. 63)
Organized Labor (p. 66)
Management (p. 69)
Conclusions (p. 70)
3. Create Value with a Brand (p. 73)
Align Products, Core Competencies, and Customer Base (p. 74)
Customer Loyalty (p. 79)
Where to Focus: Products, or Brands, or Reputation? (p. 84)
Mistakes and Problems in Branding (p. 87)
Critical Success Factors in Branding (p. 89)
Connecting with the Customer (p. 89)
Authenticity, Distinctiveness, and Consistency (p. 92)
Employee Buy-In (p. 94)
Brand Development (p. 95)
Products, or Companies, or Employees (p. 95)
Customer Relationship Management (p. 99)
Conclusions (p. 107)
4. Grasp Insights from other Businesses (p. 111)
Some Who Succeeded (p. 111)
Wal-Mart: Low prices every day (p. 111)
Target: Reinventing the discount store concept (p. 113)
Nike: Even successful companies can lose customer focus (p. 116)
Dell Computers: Selling directly to customers (p. 117)
Shell International: Being well positioned to react to surprises (p. 118)
Harrah's Entertainment: Building profitable customer relations (p. 121)
The Warehouse: Doing more with fewer resources (p. 124)
Some Who Stumbled (p. 125)
Kmart: Inconsistent and ill-fated strategy (p. 125)
AOL: Failed synergies (p. 127)
Some Who Transformed Swiftly (p. 129)
Unilever: A dramatic turnaround of a business unit (p. 129)
Nissan: Restructuring through cross-functional teams (p. 132)
Some Who Created a New Market (p. 134)
DoCoMo: How to create a new market and become a worldwide force (p. 134)
Some Who Moved Steadily Forward (p. 136)
Toyota: Reaching its goals by evolution, not revolution (p. 136)
Conclusions (p. 139)
5. Transform Supplier Relationships (p. 143)
Risk Management (p. 143)
Outsourcing Decision Criteria (p. 147)
Relationship Management (p. 152)
What Happened Outside the Industry? (p. 154)
Transition Considerations (p. 156)
Conclusions (p. 158)
6. Prepare for Major Transformation: The Unthinkable is Now Thinkable (p. 161)
Triumph of the New Wave (p. 163)
Scenario (p. 163)
Contributing Factors (p. 163)
Implications (p. 172)
Survival of the Late Adapters (p. 174)
Scenario (p. 174)
Contributing Factors (p. 175)
Implications (p. 182)
The Connectivity Paradigm--From Surfing to Flying (p. 186)
Scenario (p. 186)
Contributing Factors (p. 187)
Implications (p. 189)
Emerging Markets--The New Frontier (p. 191)
Scenario (p. 191)
Contributing Factors (p. 191)
Implications (p. 195)
Conclusions (p. 196)
7. Final Thoughts (p. 199)
Financial Realities (p. 199)
Marketplace Realities (p. 200)
Financial Structures (p. 201)
Current Stakeholders' Roles in Preventing Solutions (p. 202)
Capacity (p. 202)
Strategic Alliances (p. 203)
Focus on the Right Things (p. 204)
Opportunities Continue (p. 207)
Segmentation (p. 209)
Turning the Page... (p. 212)
Index (p. 213)
About the Author (p. 219)

Author notes provided by Syndetics

Nawal Taneja is an experienced airline business strategist and the author of two recent books on the airline industry: Airline Survival Kit (2003) and Driving Airline Business Strategies through Emerging Technology (2002).