How can you align civil aviation business models with market needs and expectations?

Una ves me asignaron certificar una grua,(el cliente(ellos), no querian que les hiciera las inspecciones y pruebas de peso/carga,decian que todo estaba bien,ellos querian el puro certificado,.en sintesis no les certifique la grua un dia despues recibi una llamada que la grua habia siniestrada y con saldo del operador muerto

There’s an opportunity to find customers by analyzing the entire operations model of civil aviation and identifying the stakeholders involved. With the whole supply chain of services from manufacturing to logistics to ultimately flying aircraft, there are unique requirements applicable to civil aviation. Look for the gaps in service or product needs and assess whether a potential market niche exists. Then develop innovative business models that fit or improve the operations model where the gap exists, exploit that market niche and generates profit for you while reducing costs for those involved stakeholders, who’d become your potential customers.

Understand the different groups of people or organizations an airline serves. This involves identifying various market segments based on factors like travel frequency, purpose (business vs. leisure), preferences (luxury vs. economy), and demographics. Tailoring services and marketing strategies to meet the specific needs of these segments can enhance customer satisfaction and loyalty.

Before we look into the business model, we need to understand that civil aviation is a highly regulated economy that revolves around safety. So the current civil aviation model is based of flying at Class A airspace, meaning it's meant for aircrafts which fly beyond 8000ft above ground level - at that height, wing and tube designs takes precedence because it's very much a controlled rocket. That makes the current spoke and hub model very efficient for mass transport, because it's just a single path for the travel direction. But at different airspace classes, regulations will differ so the key is to understand the impact to operational costs prior to building the business case - particularly to urban airspace.

1. **Research**: Understand what passengers and cargo shippers want. 2. **Segmentation**: Tailor services for different customer groups. 3. **Tech Integration**: Use technology to improve efficiency and customer experience. 4. **Sustainability**: Invest in eco-friendly practices and offset programs. 5. **Flexible Pricing**: Offer various pricing options to attract and retain customers. 6. **Innovation**: Introduce new services and amenities to stand out. 7. **Partnerships**: Collaborate with other airlines and travel businesses. 8. **Regulatory Compliance**: Stay updated with industry regulations and standards. These steps help airlines meet market needs effectively.

The value proposition for any new technology in civil aviation must consider much more than just desire-ability of new technology. I have seen many great new ideas never make it to market because people did not "know they needed it". You have to solve a specific problem, safety issue, or workload issue with a technology that is affordable and reliable. You also need to plan for certification costs so you can recover your development cost. This one is tough, since the retrofit market in GA is not that big and owners don't like to spend money. In the same way, airlines don't like to spend money on new technology unless it improves their ops efficiency or provides some new access to operational routes and route priority.

Clearly define what makes the airline unique and why customers should choose it over competitors. This could involve offering superior customer service, more direct routes, better on-time performance, lower prices, or additional amenities. The value proposition should resonate with the identified customer segments and meet their expectations and needs.

I learned and agreed one point in my high school bilogic learning as below. One good structure support the annimals function. And its good performance rely on a suitable /innovation structure. Or else ,the animal will phase out. So does to aviation organization . You shall have good audit to your supplier's believe, culture ,org chart and implemention,instead of only manual desk top review. It is a critical risk management when you will choose a partner or a supplier. Not new customer ,high staff rotation rate shall be a strong symptom to you. Aviation ,it not a game. Do it in professional ,or left it!

N?o existe empresa perfeita, nem produto perfeito, mas a empresa que quer ser líder tem que saber trabalhar esse ponto na hora de pensar uma solu??o e apresentar a seu potencial cliente. Conhecer os pontos fortes e fracos da concorrência também é fator importante e pode ser decisivo no momento da negocia??o. O consumidor nunca foi t?o bem informado, ainda mais se tratando de produto de alto valor agregado. Independente do nicho, cliente é cliente. Ele precisa sentir confian?a na empresa e no produto. Essa rela??o deverá ser a mais transparente possível. Um cliente bem atendido compra sempre e ainda vende para a empresa.

Clearly articulate what sets your aviation services apart. This could be cost efficiency, luxury experiences, reliability, or unique destinations. Ensure that your offerings resonate with your identified customer segments.

Revenue streams in civil aviation are best planned in incremental steps. For example, if a new technology can be introduced in a low-risk, advisory role to ease certification, it can be introduced at lower cost. That revenue stream can then feed into product improvements for higher risk use cases. The challenge is avoiding decisions for the low risk use case that limit the growth potential and level of certification a product can achieve as it grows, such as sensor quality, software DAL levels, etc.

Develop diverse revenue streams beyond just selling tickets. This can include ancillary revenues from baggage fees, onboard sales, premium services, frequent flyer programs, partnerships with hotels and car rental services, and cargo services. Aligning these revenue streams with customer expectations and market trends can increase profitability.

Develop multiple sources of income beyond just ticket sales, like cargo services, in-flight sales, loyalty programs, and partnerships with tourism agencies. This diversification helps to stabilize income despite market fluctuations.

- Diversifying revenue streams is crucial to ensure the financial sustainability of airlines. This may include offering complementary services, strategic partnerships, and exploring new revenue opportunities. For example, let's consider the case of Ryanair, which stands out for its extremely low airfares and revenue generation strategy through additional sales, such as priority seating reservations, checked baggage, and onboard services.

Efficiently manage your cost structure to offer competitive pricing and maintain profitability. This involves optimizing fuel consumption, fleet utilization, and maintenance operations. Adopting new technologies and methodologies, like predictive maintenance or more fuel-efficient aircraft, can significantly reduce costs.

Optimize the cost structure to be competitive while maintaining quality service. This involves efficient fuel management, optimizing flight routes, fleet utilization, and maintenance operations, and leveraging technology for cost savings. Aligning costs with customer value can help in pricing services competitively while ensuring sustainability.

Manage your costs by optimizing fuel efficiency, negotiating favorable terms with suppliers, and implementing efficient operational practices. A well-managed cost structure allows for competitive pricing and improved profit margins.

- Efficiently managing the cost structure is essential to ensure profitability in the civil aviation sector. This involves identifying and reducing waste, negotiating advantageous contracts with suppliers, and investing in technologies that optimize operations. For example, consider the case of Southwest Airlines, known for its low-cost approach and operational efficiency. By adopting a standardized fleet of Boeing 737 aircraft and implementing proactive maintenance practices, Southwest manages to keep operating costs lower than its competitors.

Identify and develop a competitive advantage that sets the airline apart in the market. This could be through unique routes, superior technology, strategic partnerships, brand reputation, or customer service excellence. Understanding the competitive landscape and continuously innovating to maintain a competitive edge is crucial.

Competitive advantage comes from having three key things in place: 1) a new and novel solution to a problem the market recognizes, 2) a collaborative level of support from those who regulate the market you are going into, and 3) a path to market adoption with customers. Just having (1) without the others in aviation is useless. Invention is not disruptive unless you have customer adoption, you can certify it. I have seen fantastic prototype products fail because one of these three key areas was not addressed. Looking at AAM, for example, it will be imperative for those trying to go to "full autonomy" to have a plan with the FAA for technology to prove it can replace the pilot for safety critical functions currently done by humans.

- To stand out in a highly competitive market, airlines need to develop and maintain a sustainable competitive advantage. This may involve investments in innovation, technology, and brand differentiation. For example, consider the case of Singapore Airlines, recognized for its service excellence and continuous innovation. By offering exclusive amenities, such as private suites onboard and custom menus prepared by renowned chefs, Singapore Airlines has built a reputation for quality and sophistication that sets it apart from its competitors.

Identify and cultivate your competitive advantage. This could be through operational excellence, superior customer service, strategic alliances, or technological innovation. Understanding what sets you apart in the marketplace is key to attracting and retaining customers.

Establish what makes your aviation business stand out. This could be a strong brand reputation, exclusive airport lounges, a comprehensive flight network, advanced technology in operations, or superior customer service.

Stay abreast of industry trends and innovations to continually align your business model with market expectations. This includes advancements in aircraft technology, sustainable aviation practices, digital transformation in customer service and operations, and evolving passenger expectations around convenience and sustainability.

Acredito que algumas formas existentes para que um engenheiro aeroespacial possa contribuir para a melhoria dos aspectos citados, seria o auto aperfei?oamento constante, intercambio com outros profissionais, pesquisas de campo e conversa com o cliente final. Há que se evitar gastos desnecessários e sem estudo aprofundado e até uma pesquisa com funcionários ch?o de fábrica podem revelar solu??es simples antes impensadas. A mente aberta para novas ideias e perspectivas, independente de onde venham, pode se mostrar uma boa alternativa. Quebra de paradigmas e de preconceitos.

This includes adopting new technologies, sustainable practices, adapting to changes in consumer behavior, and regulatory changes. Being proactive in incorporating trends and innovations can attract customers and position the airline as a market leader.

Market Research: Regularly conduct market research to stay informed about changing customer preferences, economic factors, and competitive dynamics. Sustainability Practices: With increasing awareness of environmental issues, incorporating sustainable practices can appeal to eco-conscious consumers and potentially reduce costs (e.g., through more fuel-efficient aircraft). Customer Experience: Continuously enhance the customer experience at all touchpoints, leveraging technology for personalized services, seamless travel experiences,and efficient customer support Flexibility and Resilience:Develop a business model that is flexible and resilient to external shocks,such as economic downturns or pandemics Employee Engagement