MARC Record from marc_columbia

LEADER: 04340cam a2200601Ii 4500
001 15112480
005 20221008230957.0
006 m o d
007 cr cnu|||unuuu
008 160627t20172017enk ob 001 0 eng d
035 $a(OCoLC)ocn952337146
035 $a(NNC)15112480
040 $aN$T$beng$erda$epn$cN$T$dIDEBK$dEBLCP$dN$T$dYDXCP$dOCLCF$dWAU$dDEBSZ$dZCU$dOCLCQ$dU3W$dYDX$dOCLCO$dTYFRS$dBRX$dOCLCQ$dUKAHL$dOCLCQ$dK6U$dOCLCO
019 $a952447320$a957738034$a958084330$a1046095262$a1053985981
020 $a9781317183075$q(electronic book)
020 $a131718307X$q(electronic book)
020 $a9781317183068$q(electronic book)
020 $a1317183061$q(electronic book)
020 $a9781315566429
020 $a1315566427
020 $z9781472484017$q(hardback)
020 $z1472484010$q(hardback)
035 $a(OCoLC)952337146$z(OCoLC)952447320$z(OCoLC)957738034$z(OCoLC)958084330$z(OCoLC)1046095262$z(OCoLC)1053985981
050 4 $aHE9776$b.T3577 2017
072 7 $aBUS$x070000$2bisacsh
082 04 $a338.7068/4$223
049 $aZCUA
100 1 $aTaneja, Nawal K.,$eauthor.
245 10 $aAirline industry :$bpoised for disruptive innovation? /$cNawal K. Taneja.
264 1 $aLondon ;$aNew York :$bRoutledge/Taylor & Francis Group,$c2017.
264 4 $c©2017
300 $a1 online resource (269 pages)
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
504 $aIncludes bibliographical references and index.
505 0 $aPerspectives on disruptive innovation -- Relevance to the airline industry -- Disruptive forces and their convergence -- Adaptation strategies by airlines -- Adaptation strategies: developing and emerging markets -- Adaptation strategies by airports -- Airline transformational opportunities -- Potential disruptive innovators and scenarios -- Closing thoughts: innovating in the air travel space.
520 $a"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"--Provided by publisher.
588 0 $aPrint version record.
650 0 $aAirlines.
650 0 $aDisruptive technologies.
650 6 $aCompagnies de transport aérien.
650 6 $aTechnologie de rupture.
650 7 $aBUSINESS & ECONOMICS$xIndustries$xGeneral.$2bisacsh
650 7 $aAirlines.$2fast$0(OCoLC)fst00802946
650 7 $aDisruptive technologies.$2fast$0(OCoLC)fst01737941
650 7 $aInnovation$2gnd
650 7 $aLuftfahrtindustrie$2gnd
655 0 $aElectronic books.
655 4 $aElectronic books.
776 08 $iPrint version:$aTaneja, Nawal K.$tAirline industry.$dLondon ; New York : Routledge/Taylor & Francis Group, 2017$z9781472484017$w(DLC) 2016007982$w(OCoLC)938995968
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio15112480$zTaylor & Francis eBooks
852 8 $blweb$hEBOOKS