TUM Library

Cover; Half Title; Title; Copyright; Dedication; Contents; List of figures; Acknowledgments; Foreword by Dick Benschop; Foreword by Marco Benvenuti; Foreword by Zhihang Chi; Foreword by James Davidson; Foreword by Kim Day; Foreword by Gaëtan Gagné; Foreword by Jeffrey Goh; Foreword by Greg Hyslop; Foreword by George J. Khairallah; Foreword by Taimur Khan; Foreword by Ed Sims; Foreword by Xiao Yinhong; 1 Introduction; Book theme; The case for revolutionary change; Five forces management must face; Emergence of platform solutions; Opportunities for airline management; Chapter outline

Book audienceNotes; 2 Managing the intersection and convergence of disruptive forces; Market dynamics; Customers; Technologies; Mobile; Biometrics; Blockchain; Artificial intelligence, augmented and virtual reality; Internet of things; New forms of transportation; Complexities; Regulators; Technology-enabled transformational strategies; Notes; 3 Transforming and bonding airline marketing and operations; Making marketing mainstream; Looking back ten years; Now; Looking forward ten years; New focus on retailing; Leading operations into the digital age

Bonding commercial and operational planningPrioritizing employee experience in the digital age; Notes; 4 Designing intelligent engagement platforms; Re-platforming the airline business; New-generation intelligent engagement platforms; An intelligent engagement platform framework; Building blocks; First lever -- vision; Second lever -- technologies; Third lever -- disciplined design; Rethinking design thinking; Related to the platform; Related to internal airline products and services; Operational considerations; Notes; 5 Airports creating contemporary value propositions

Major challenges facing airportsDemand-capacity gap; Structural changes within the airline industry; Customer experience; Environment; Business model transformation; Scenarios; Secondary airports; Intermodal transportation hubs; Notes; 6 A platform scenario: dynamically integrated travel; Development of challenges and opportunities; The challenge; The opportunity; Personalization; Content; Experience; Support; Notes; 7 Staying ahead of the transformation wave; 8 Thought leadership pieces; Value added service/solutions partners for airlines; Supply chain agility in aviation

The value added service modelNotes; Transforming of the airline business model through retailing and data; Retailing as the customer imperative for airlines; The framework of opportunity for airline retailers: the new customer journey; What does the "new customer journey" look like?; Extending the new customer journey; The nuts and bolts of airline retailing; The challenge of retailing in an airline; Customer expectations; The retailing mindset; Technology platforms; Data silos; Retailers need data-driven insights; Some insights from best-in-class retailing; Product mix; Merchandising

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.

OCLC-licensed vendor bibliographic record.