The long-haul low-cost airline business model: A disruptive innovation perspective |
| |
Institution: | 4. Antwerp Management School, Boogkeers 5, 2000, Antwerpen, Belgium;1. Department of Economic Policy, Universitat de Barcelona, Avinguda Diagonal 690, 08034 Barcelona, Spain;2. Centre for Air Transport Management, Martell House, Cranfield University, Bedforshire MK43 0TR, United Kingdom |
| |
Abstract: | This paper analyzes the impact of the long-haul low-cost (LHLC) airline business model on the air transport industry from a disruptive innovation perspective. We argue that the LHLC business model is set to stay; it is bound to penetrate the mass market that has, to date, been occupied by incumbent network carriers. It will thus lead to significant strategic adaptations in the long-haul air travel market where incumbents are well advised to prepare their responses. We provide a set of strategic response options along the categories of avoiding, accepting and embracing the LHLC business model that can be used by incumbents to defend their competitive positioning in the long-haul air travel market. This paper provides guidelines for airline managers to (re)evaluate the strategies of their own organizations facing the emergence of a potentially disruptive innovation in their industry. |
| |
Keywords: | Low-cost carrier Airline strategy Business model Disruptive innovation Airline strategy Management and operations Airline competition |
本文献已被 ScienceDirect 等数据库收录! |
|