The global airline industry, facing significant changes and
discontinuity is prompted and forced to deal with a new normal. Who
would have imagined a few years ago that: - a significant
percentage of consumers in the US now prefer to fly low-cost
airlines instead of full-service airlines because they perceive the
product to be better, - airlines would generate up to a third of
their total income from non-ticket revenue, - many low-cost
airlines would add complexity to their original simple business
models through the development of code-share agreements, the use of
global distribution systems, and travel agents to distribute their
seats, - Jetstar, a low-cost subsidiary of Qantas, would grow
faster and be more profitable than its parent, - a survey carried
out by Ryanair would show that 42 percent of passengers would be
willing to stand on short (one hour) flights if they could pay 50
percent less than seated passengers, - passengers could pay as
little as US$2,000 for a transatlantic Business Class ticket on
top-brand airlines, - Lufthansa would have ownership in airlines
based in Austria, Belgium, Italy, Switzerland, Turkey, the UK, and
the US, and that it would continue to pursue equity ownership in
airlines based in Poland and Scandinavia, or - the Japanese and
Canadian governments would struggle to find different ways to bail
out their heretofore flag carriers?To deal with this upcoming new
normal, airlines have to go beyond their short-term circumstantial
strategies - they need strategic renewal of their ageing business
model. In this candidly-written book, Nawal Taneja explains what
will separate the winners from the losers.He maintains the leaders
will be the airlines that: (1) exploit this crisis-driven change to
their best advantage, (2) learn to work around the airline-inherent
constraints that prevent them from running their businesses just
like other businesses, (3) learn from successes and failures of
other global enterprises, (4) sharpen their business intelligence,
analytics, and strategic agility, and (5) proactively explore the
pockets of growth in this emerging-markets century. To help airline
executives become informed of new competitive games, the author
analyzes numerous business sectors such as auto, hospitality,
retail, technology, and entertainment. For example, relevant
lessons can be learned from the strategic mistakes made by the US
automakers. Likewise, emergent and compelling insights can be
gained in superior customer experience from Ritz Carlton and
Zappos, and in value-creating innovation from Cirque du Soleil and
Zipcar. The book also features a multitiude of forewords from
airlines and related businesses to provide readers with multiple
perspectives on the changing landscape in the global airline
industry.Nawal Taneja is a career analyst of the global airline
industry with wide-ranging experience in the aviation industry,
academia, and public policy. Encouraged by industry executives, he
has written five other books for practitioners in the global
airline industry, including FASTEN YOUR SEATBELT: The Passenger is
Flying the Plane and Flying Ahead of the Ai
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