Customer Centric Business Model Innovation in the airline industry

48,079 views

Published on

Presentation held at the 17th International Airline Symposium, Seattle, October 6 & 7, 2011 @Google Campus

Published in: Business, Technology
8 Comments
50 Likes
Statistics
Notes
No Downloads
Views
Total views
48,079
On SlideShare
0
From Embeds
0
Number of Embeds
3,128
Actions
Shares
0
Downloads
858
Comments
8
Likes
50
Embeds 0
No embeds

No notes for slide

Customer Centric Business Model Innovation in the airline industry

  1. My travel experience onshort haul flights
  2. A word of warning I’m not an airline expert witha long lasting track record ofoperating an airline. I’m just aknowledgeable customer ofthe airline industry.
  3. Introduction •  Dr. Patrick Stähler, Partner @fluidminds – the business innovators •  Expert on Business Model Innovation •  Passion for customer experience & authenticity 196 cm •  Passionate Mystery Shopper 6”6’ •  Managing Director of Internet Firm Experteer (90 FTEs) •  Born, when the Boeing 747 made its maiden flight •  First website 1996, digerati ever since •  CO2 footprint for flights = 9.421t (not sustainable)
  4. 3 disciplines to master air travel Running Yoga to reach •  to store my self connecting into the seat and flights •  to learn to accept what I cannot change Weight Lifting to bring luggage on board so it does not get lost
  5. 1Thesis: Airlines are Masters of TransportEconomics not of Customer Experience
  6. Follow me on a booking trip1st moment of truth for airlines Zurich Hamburg
  7. Wow! 3 differentprices for the sameflight (same plane@same time)
  8. 50% difference in price for the same flight. That confuses me!400 350 300 +50% 250 200 150 100 50 0 Swiss Swiss Lufthansa eBookers eBookers eBookers finaly Center booked
  9. 2Thesis: Airlines have trainedcustomers to huntfor price bargain not for value
  10. Let‘s take a look whatGoogle (or the people)think about airlines Cheap is associated with air travel. Bad for the industry
  11. Let‘s take a look whatGoogle (or the people)think about cheap = travel
  12. 3Thesis: Airlines have used IT to maximize yields. Now, customerstake revenge with systems you can’t beat
  13. In the past you had the IT power to run sophisticated yield managementsystems. You had the power to do all the optimization of your yields
  14. Times are changing The power of the cloud will always be larger than your IT system That’s you
  15. Thesis: The digital and mobile 3customer is aknowledge customer Please treat her/him this way
  16. Times are changing: Thecommon customer has access tomore computing power than youwill ever have. Be prepared. Why should the customer trust your app?
  17. 4Thesis: Airlines will becomecommodities unless they create business modelsthat customers love and that are difficult to copy
  18. What will happen when youloose your direct sales channel? What will happen to your profitsif customers outsmart your yieldmanagement systems?
  19. Why shouldcustomers be excited about you?
  20. Why are customerwilling to pay so muchfor a coffee fromStarbucks?
  21. Why so little forairtravel? Is it reallyonly the competition?
  22. Would yo u dare t say this? o Wh be the a at would nswer of your boss ?“Well, I know we are in acommodity market where theprice is key, but I believe we cansell the good for 10x as muchas before.”
  23. Is it just their brandor George Clooney?
  24. The magicformular for Customer utility great firms customer + value price company + profit costs
  25. To develop a great business model, is toDo the rightthings andnot to do things right The airline industry is the champion of optimization
  26. „What is a business model?“
  27. Are you aware o f your DN A?!The business model is theDNA of your business
  28. The business model givesmeaning to your employeesand customers
  29. 1.  What value/ benefit do we create for whom? 2.  How do we do it? 3.  How do we earn money? 4.  What values do we pursue?
  30. Components of a business model Value Proposition What value or benefit do we create for our customers and partners? Value Architecture How do we create the value? Revenue Model How and with what do we earn money? Values/ Culture What values do we pursue?
  31. Value Proposition/ customer Wertschöpfungsarchitektur customers Where is your Value Proposition/ Kunden Angebot Distributionskanäle uniqueness?? Kunden §  Wie sieht mein Angebot §  WhoWie erreicht das Angebot §  are our §  Wer ist mein Kunde? aus? meine Kunden? §  Welchen „Job“ customers? übernehme ich für §  What job do we solve meinen Kunden? Wertschöpfungskette for our customers? §  Was sind die wichtigsten Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Kunden Aktivität 1 Nutzen Wertschöpfung? §  Welchen Nutzen stifte ich für meinen Kunden? value proposition §  Welchen Nutzen stifte Kernfähigkeiten Partner ich für meine Partner? §  Welche Kernfähigkeiten §  What value do we create §  Welche Partner brauche ich? benötige ich? for our customers? §  What value do we create for our partners? Ertragsmodell Kostenstruktur Ertragsquellen §  Die Kostenstruktur wird durch §  Womit verdiene ich die Wertschöpfungs-architektur Geld? festgelegt. Kultur/ Werte Führungsstil Beziehungskultur Werthaltung §  Welchen Führungsstil §  Wie gehen wir §  Welche Werte prägen uns? pflege ich? miteinander um?
  32. A good business model is allabout being different
  33. And this how the airline industry looks to meBut if everybody is doing thesame, you have to find a newbusiness model
  34. 5Airlines can learn from firms that have customer value trust build intotheir business model and thereby escaped competition
  35. Optimal is when differentbusiness models exists and allhave devoted customers
  36. No hiddencharges atAmazon.
  37. Building trust byhaving no specialdeals.
  38. Trust build intotheir businessmodel
  39. Transparent pricingin the telco industry= innovation Swisscom Mobile •  Simplified price structure. 0.50 CHF per call for up to 1 hour. Still more expensive then competitor for average call •  Simplified general terms conditions (GTCs). No mandatory contract duration •  Result: greater trust and growing market share for the incumbent
  40. Swiss railway (SBB) •  One price regardless of time •  No prebooking, No reservation •  Taktfahrplan (rigid time table with planable departure times like every 30 minutes) •  Actually pretty slow trains; No high speed trains •  Result: Highly trusted
  41. Business model innovationis all about breakingaccepted rules. Beprepared for opposition. „Scary to be this nail. Where will the hammer hit next time?“
  42. More Information onhttp://blog.business-model-innovation.comDr. oec. Patrick Stähler fluidminds GmbH Patrick.Staehler@fluidminds.ch www.fluidminds.ch blog.business-model-innovation.com
  43. Airlines: Master of Transportation Economicsbut not of customer experienceThe need for business model innovation 17th International Airline Symposium, Seattle October 6th, 2011 Dr. oec. Patrick Stähler

×