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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.
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. Some examples featured in this book include: ” Wal-Mart's virtually real time inventory system; ” Target's business model based around a unique customer experience; ” Dell Computers' business model based around direct sales and mass customization; ” Unilever's organizational structure around value creation and value delivery departments; ” Shell International's development of scenarios of alternate futures; ” Harrah's Entertainment's use of information technology to recognize and reward valuable customers; ” The Warehouse's communication system with its suppliers to produce efficiency at both ends for the common benefit of the customer; ” Nissan's cross-functional teams; ” DoCoMo's management of human passion in customers; ” Nike's innovation resulting in 'industry-transforming' products; ” Toyota's 'Construction of Cost Competitiveness for the 21st Century'. Written by an experienced airline business strategist and international in scope, this wide-ranging book identifies challenges and problems, presents comprehensive analyses and suggests some solutions. Key features include: ” a comparison with 14 other business sectors (unique amongst aviation books); ” examples of airlines who have changed their business models; ” a detailed study of branding, including mistakes and critical success factors; ” how to manage risk by transforming supplier relationships; ” plausible scenarios for the future to prepare for major transformation; ” the emerging role of passenger management systems to identify, serve, and retain high value passengers. The author identifies the new realities and the obstacles to change, the need to revitalize product development and renew the customer experience. He deals with public policy and the need to revise supplier relationships, especially with aircraft maintenance providers, and looks at successes and failures in other industries. This is rounded off with a clarion call to governments, labour unions, airports, manufacturers, suppliers and above all airline management, to shake off the past, and to address the challenges and opportunities. His approach is to provide impartial analysis and pragmatic insights into vital enablers of change, potential business models, execution strategy, ways to make stakeholders more influential, wisdom from other businesses, and to present scenarios to make busy executives stop and think. The readership includes the broadest cross-section of practitioners in the global airline and related industries, as well as those affected by the industry and seeking a deeper understanding of it. This includes including airlines, government civil aviation departments, the aviation divisions of the financial community (investment banks and leasing companies), aircraft manufacturers and their suppliers, airports, information technology companies, as well as customers and other stakeholders.
Flying Ahead of the Airplane by Nawal K. Taneja Pdf
Airlines willing to develop insight from foresight relating to the expected ’step phase changes’ will eventually improve their margins. However, the backward-looking airline, managed using old strategic levers and short-term metrics, will cease to exist, merge, shrink, become more dependent on government support, or become irrelevant. ’Management innovations’ are not going to deliver the required improvements; innovation within management is essential for airlines' survival. In Flying Ahead of the Airplane, Nawal Taneja analyzes global changes and thought-provoking scenarios to help airline executives adjust and adapt to the chaotic world. Drawing on his experience of real airline situations worldwide, the author concludes that there is a gulf between what executives are doing now and what they need to do to stay ahead of the curve. To close this gap, the author suggests that airline executives focus on just three relevant initiatives: a) aligning business and technology strategies, b) redesigning organization structures to centralize the role of the scheduling function, and c) developing relevant brands that integrate social networking technology. To support this third initiative, the book provides insights on branding from 20 fascinating non-aviation case studies from around the world. Flying Ahead of the Airplane will assist practitioners in airlines of every size to integrate future trends into their mainstream thinking and launch flexible business models to manage risk and compete effectively in the ’flattening world’.
Sometimes the best fly is a simple one. Whether you're a beginner looking to get started with tying or an expert looking to get back to the basics, these simple wet flies, nymphs, dry flies, and streamers will often catch fish as well as--if not better than--more complex patterns. This guide shows you all the techniques, tools, and materials you need to get started. • Techniques for tying quick, durable, and effective flies • Simple flies from history, plus interviews with modern anglers such as Chico Fernández, Bob Wyatt, Daniel Galhardo, and Chris Stewart • Contains flies for and inspired by tenkara fishing
Now in its ninth edition, Air Transportation: A Global Management Perspective by John Wensveen is a well-proven, accessible textbook that offers a comprehensive introduction to the theory and practice of air transport management. In addition to explaining the fundamentals, the book transports the reader to the leading edge of the discipline, using past and present trends to forecast future challenges and opportunities the industry may face, encouraging the reader to think deeply about the decisions a manager implements. The word "Global" has been added to the subtitle for this edition, reflecting an increased emphasis on worldwide operations, including North America, Latin America/Caribbean, Europe, Asia-Pacific, the Middle East, and Africa. The ninth edition focuses on the "Age of Acceleration," addressing trends related to emerging technologies, such as autonomy, artificial intelligence, augmented reality, virtual reality, 3-D printing, data analytics, blockchain, cybersecurity, etc. New material includes extra information on airport management and operations, air carrier business models, aviation risk, safety and security, and how changing political landscapes impact the aviation industry. Enhanced content is supported by the addition of new chapters and online supplemental resources, including PowerPoint presentations, chapter quizzes, exam questions, and links to online resources. This wide-ranging textbook is appropriate for nearly all aviation programs that feature business and management. Its student-friendly structure and style make it highly suitable for modular courses and distance-learning programs, or for self-directed study and continuing personal professional development.
Sustainable Development, International Aviation, and Treaty Implementation by Armand L.C. de Mestral,P. Paul Fitzgerald,Md. Tanveer Ahmad Pdf
The international community has succeeded in developing rules to limit greenhouse gas emissions in the atmosphere from international civil aviation. This book examines the development of international law and policy in an area that has remained largely outside the general framework of international environmental law.
Designing Future-Oriented Airline Businesses by Nawal K. Taneja Pdf
Designing Future-Oriented Airline Businesses is the eighth Ashgate book by Nawal K. Taneja to address the ongoing challenges and opportunities facing all generations of airlines. Firstly, it challenges and encourages airline managements to take a deeper dive into new ways of doing business. Secondly, it provides a framework for identifying and developing strategies and capabilities, as well as executing them efficiently and effectively, to change the focus from cost reduction to revenue enhancement and from competitive advantage to comparative advantage. Based on the author’s own extensive experience and ongoing work in the global airline industry, as well as through a synthesis of leading business practices both inside and outside of the industry, Designing Future-Oriented Airline Businesses sets out to demystify numerous concepts being discussed within the airline industry and to facilitate managements to identify and articulate the boundaries of their business models. It provides material from which managements can set about answering the key questions, especially with respect to strategies, capabilities and execution, and pursue an effective redesign of their business. As with the author’s previous books, the primary audience is senior-level practitioners of differing generations of airlines worldwide as well as related businesses. The material presented continues to be at a pragmatic level, not an academic exercise, to lead managements to ask themselves and their teams some critical thought-provoking questions.
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 Airplane.
Many business sectors have been, and are being, forced to compete with new competitors-disrupters of some sort-who have found new ways to create and deliver new value for customers often through the use of technology that is coupled with a new underlying production or business model, and/or a broad array of partners, including, in some cases, customers themselves. Think about the disruption created by Apple by the introduction of the iPod and iTunes, and by Netflix within the entertainment sectors using partners within the ecosystem; think of Uber that didn’t build an app around the taxi business but rather built a mobility business around the app to improve customer experience. Airline Industry considers whether the airline industry is poised for disruptive innovations from inside or outside of the industry. Although airlines have a long history of continuous improvements and innovation, few of their innovations can be classified as disruptive innovations. The few disruptive innovations that did emerge were facilitated, for example by new technology (jet aircraft) and government policy (deregulation). Now there are new forces in play-customers who expect to receive products that are more personalized and experience-based throughout the entire journey, new customer interfaces (via social media), advanced information systems and analytics, financially powerful airlines based in emerging nations, and the rise of unencumbered entrepreneurs who think differently as well as platform-focused integrators.
This book provides a flight plan for riding the impending connectivity transformation curve. It takes the perspective of actionability, highlighting initiatives that executives in airlines and related businesses can use from the insights of multi-industry executives. The emphasis is on execution, not on the concepts themselves. There is a cluster of at least four distinct megatrends that may converge to form disruptive conditions: (1) elevated expectations of existing and new customer segmentations, those who expect available and accessible air mass transportation systems, and those who expect connected services and seamless travel on different modes of transportation; (2) new emerging technology, incorporated in the air and ground vehicles, that will create new opportunities for existing and new service providers to offer new value propositions; (3) platforms developed around the ecosystem of customers; and (4) the impact on travel that the fast-changing demographic and economic characteristics of two major countries: India and China. These megatrends could lead existing or new businesses to create value propositions specifically dedicated to the new segments once each reaches a critical mass. Drawing on the author’s own experience in the airline industry and related businesses, this book discusses the "how", relating to reimagining the business, re-entrepreneuring the organization, innovating through partnerships, reengaging with customers and employees, and rebranding the business in response to these trends. This book is recommended reading for all senior-level practitioners of airlines and related businesses worldwide.
In 21st Century Airlines: Connecting the Dots, Nawal Taneja addresses the challenges and opportunities facing the airline industry as it tries to innovate and create products and services that are radically different by ‘connecting the dots’ at four key levels: recognizing the implications of global events, improving cross-functional collaboration within the organization, working more closely with the travel chain, and providing much higher engagements with connectors within the social networks. The book synthesizes insights gained from the experience of non-traditional businesses, such as Uber, that have no physical assets and that focus on scalability through platforms, as well as traditional businesses, such as Mercedes-Benz, that are transitioning from operators of physical assets to adapt to the on-demand and sharing economies. These insights show pragmatically that digitizing airline businesses would require digital mind-sets, digital technologies, digital strategies, and digital workplaces to explore new frontiers in value for both customers and airlines. Moreover, forward-thinking airlines need to consider working with bimodal organizational structures, in which one group optimizes current business models (network, fleet, and schedule planning, as well as revenue management) while a second group explores innovative ways to add digital features to physical products to provide a consistent experience throughout the journey. The book is written for all senior-level practitioners of airlines and related businesses worldwide, as well as senior-level government policymakers.
Re-platforming the Airline Business by Nawal K. Taneja Pdf
Airline business models continue to be shaped by powerful forces relating to customers, complexities and regulators. However, at the same time, there are emerging technologies that can help airlines cater to the needs of their changing customer bases and manage the complexities of the business. In his previous books, Nawal Taneja has deliberated on these forces and how the airline industry is poised for disruptive change that could come from within or outside of the industry. He also discussed the point that the airline planning systems and process in use are neither contemporary nor sufficiently integrated to meet the changing needs of customers who now are looking for outcomes, not products. In Re-platforming the Airline Business: To Meet Travelers' Total Mobility Needs, Taneja not only reiterates the need for transformation of the airline business but provides a map of the transformational process. This book proposes that different sectors of the aviation industry, particularly airlines and airports, should consider using not just a wide array of technologies (Artificial Intelligence, biometrics, blockchain, and the Internet of Things), but also specifically-designed customer-centric platforms to make informed decisions and to develop and implement transformative strategies to meet travelers’ total mobility needs. These technologies and platforms can enable airlines and airports to achieve scale and scope as well as agility and flexibility (through strategic partnerships) to offer intelligently aggregated travel-related services right now. Subsequently, they will enable various members in the travel chain to provide solutions to travelers’ global mobility requirements, effectively and with better experiences.
The Passenger Has Gone Digital and Mobile by Nawal K. Taneja Pdf
Technology is changing expectations in the airline industry. Passengers want to be in control, and they expect airlines to become solution providers and aggregators of value, to provide them with personalized services. Airline employees expect to be given the tools to do their jobs and to meet passenger expectations. Airline executives expect to make returns that are reasonable and relatively stable through business cycles. All of these expectations can be met by airlines through the effective and efficient leveraging of information and technology, to shift from being operations- and product-centric to becoming customer-centric and dramatically improving the overall passenger travel experience throughout the travel cycle. In this new book by world-renowned airline expert Nawal K. Taneja, the 7th in a series with Ashgate, the author explores and explains the game-changing opportunities presented to the industry by new-generation information and technology. He shows how information and technology can now drive, not just enable, an airline's strategy to become truly customer-centric at a personalized level, while at the same time enabling the operator to reduce costs, enhance revenues, reduce risks and become much more flexible and agile by better managing complexity.
