Innovation can also mean leaving out what already exists. Focus on your core competencies.<\/p>\n
The future of your business could fit on the back of a paper napkin. In fact, Rollin King, the owner of a nearly failed airline, managed just such a plan. He was sitting in a San Antonio restaurant with his attorney to liquidate his company. But King wasn’t about to give up without a fight.<\/p>\n
And so, on the back of the napkin, he drew a triangle connecting the three Texas boom towns of Dallas, San Antonio and Houston. This was the birth of low-cost flying – the biggest revolution in recent aviation fit on the back of a napkin: “Back-Of-The-Napkin”. The idea for the so-called “low-cost carriers” was uncompromising reduction:<\/p>\n
– As few distances as possible, as short as possible, between important cities
\n– Fly to secondary airports instead of expensive metropolises (i.e. Frankfurt-Hahn instead of Rhine-Main)
\n– Only one type of aircraft; short downtimes
\n– only one boarding class; narrow seat pitch; no service
\n– Additional sales through additional offers (rental cars, hotel bookings, snacks for which a fee is charged)
\n– low non-wage labor costs
\n– low ticket prices<\/p>\n
Low-cost flying resembles discount markets: Abandonment of everything that previously seemed indispensable.<\/p>\n","protected":false},"excerpt":{"rendered":"
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