Co-Creation at Air New Zealand

SMBA6006 - Innovation in Strategic Marketing SID440536293, SID440546317, SID440606781, SID430558863, SID430547502

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Identifying Existing and Potential Opportunities for Value Co-Creation


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Table of Contents

1.0 INTRODUCTION 4

2.0 WHAT IS CO-CREATION? 5

3.0 CO-CREATION IN THE AVIATION INDUSTRY 6

4.0 AIR NEW ZEALAND 8

4.1 BACKGROUND 8 4.2 MARKET TRENDS 9 4.3 SWOT ANALYSIS & BUSINESS DRIVERS 9 4.4 KEY MARKET SEGMENTS 10 4.4.1 AGEING DOMESTIC POPULATION 10 4.4.2 CHINESE TOURISTS 11 4.2.3 TRANS-TASMAN TRAVELLERS 11 4.3 AIR NEW ZEALAND STAKEHOLDERS 11 4.3.1 PARTNERS & SUPPLIERS 11 4.3.2 INTERNAL & INFLUENCERS 12

5.0 AN ANALYSIS OF CURRENT AND FUTURE CO-CREATION STRATEGIES 13

5.1 VISION 13 5.2 GUIDING PRINCIPLES 13

6.0 AIR NEW ZEALAND: EXISTING USE OF CO-CREATION 14

6.1 PRE FLIGHT 15 6.2 IN FLIGHT 16 6.3 POST FLIGHT 18

7.0 THE FUTURE OF CO-CREATION: AIR NEW ZEALAND 20 7.1 A NEW CUSTOMER EXPERIENCE 20

8.0 CO-DESTRUCTION 24

9.0 RECOMMENDED ACTIONS 26

10.0 CONCLUSION 28

11.0 APPENDIX A - AIR NEW ZEALAND GROUP OF COMPANIES 30

12.0 APPENDIX B – HISTORICAL OVERVIEW 32


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13.0 REFERENCES 34


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1.0 Introduction

The aviation industry presents a compelling showcase for how macro trends can motivate

business model innovation. An increasingly informed and empowered customer, alongside a

multi-decadal emphasis on the realisation of operating efficiencies, has focussed airlines’

attention on how they can differentiate themselves from their main competitors in new, more

innovative, ways.

Air New Zealand (“Air NZ”) has, to a large part, been among those at the forefront of this

transformation. Chief among their approaches has been an emphasis on co-creation, defined by

Frow as: “an interactive process involving at least two resource integrating stakeholders

(‘actors’), when the interaction provides an opportunity for value creation.” (Frow, P 2014, p. 2).

This report seeks to; (i) Consider the importance of Air New Zealand’s current co-creation

activities; (ii) Identify additional opportunities for Air NZ to co-create with their major

stakeholders, and finally; (iii) Highlight how co-creation offers solutions to the strategic issues

facing Air New Zealand.


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2.0 What is Co-Creation? It is worth noting that there is no uniformly agreed definition of co-creation (Ind and Coates,

2013, p. 87). While there is general agreement that co-creation is a customer-centric approach

to doing business; terms such as customer participation, joint production, co-production,

collaboration, and joint-value creation are used interchangeably to describe customer-centric

business processes (Ind and Coates, 2013, p. 93).

It is clear that understandings of co-creation are evolving. At its essence, it describes how

business models are changing to find new ways of creating value for customers that would

initially appear counter-intuitive. Steve Jobs’ and Bill Gates’ agreement to allow Microsoft Office

to be supported on Apple hardware is one such example.

In the context of co-created value, it is not only the purchase of a product or service that

generates value to a customer, but also the total customer experience. Co-created value is the

summation of the dialogue, interactions, personalized treatment, and level of customization that

a stakeholder network is able to create (Füller, 2010, p.107).

It is the emphasis on improving value that differentiates co-created customer experiences from

other, more conventional, customer-centric business models.


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3.0 Co-Creation in the Aviation Industry The aviation industry has embraced the concept of co-creation. In response to changing

perceptions of customer value, business model innovation has emerged as a growing trend in

the aviation industry (Schneider et. al. 2013). Prior to industry deregulation in the 1970s, the

cost of aviation travel was prohibitively expensive (when Frank Sinatra sung ‘Come Fly with Me’

over 80% of Americans had never been on a plane (Thompson 2013). Following deregulation,

airlines were forced to compete on price, necessitating a change in business model.

Significantly intensified competition, climbing operating costs, tremendous capital expenses and

evolving customer needs required airlines to focus on product differentiation (PwC, 2013 p.1).

Whilst business model innovation has been embraced by the aviation industry, it is in the area

of co-creation of new value with stakeholders that aviation firms have excelled. The industry

has increasingly partnered with their stakeholders to improve customer experiences. Aviation

stakeholders include customers, employees, unions, regulators, airport management, local

communities, the business community, government and service providers (such as

maintenance providers, catering suppliers, cleaners, fuel companies and marketing agencies)

(Schaar and Sherry, 2010, p. 10). A diagrammatic expression of the aviation stakeholder

network can be represented as follows:


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Figure 1: The Aviation Stakeholder Network

Source: Schaar and Sherry, 2010, p. 10

This diagram demonstrates that the aviation stakeholder network is a labyrinth of interconnected

firms and agencies. Every time one of these firms or agencies specifically interacts with an

aviation firm there is a possibility to create value through co-creation. A historical overview of

co-creation in the global aviation industry can be found in Appendix B.


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4.0 Air New Zealand This section provides background information on Air New Zealand, what it is facing in terms of

market trends and where the greatest opportunities for co-creation lie based on a strategic

review of its business, business drivers, customer and stakeholder segments.

4.1 Background Founded in April 1965, Air New Zealand is the national airline and flag carrier of New Zealand

(Air New Zealand, 2014[a]). The Air New Zealand Group of Companies (collectively “Air New

Zealand”) comprised of some forty operating entities (Appendix A), transporting over 12.5

million passengers annually, generating over $4.6 billion (NZD) dollars in revenue and an

operating profit of $260 (NZD) million dollars in the 2014 fiscal year (Air New Zealand, 2014[a],

p.4).

The 2013 Air New Zealand Investor Day presentation (New Zealand Stock Exchange, 2013; Air

New Zealand 2013[b]) outlined the company’s 2013 strategy and reaffirmed Air New Zealand’s

commitment to operate as a pacific rim airline, servicing New Zealand, Australia, North America,

the Tasman and Pacific Islands, China and Japan (Air New Zealand 2013[b]). The 2013

Investor Day presentation also reaffirmed Air New Zealand’s commitment to position itself as a

full-service mid-cost carrier, with a focus on the tourism and short-haul cost-conscious business

segments (Air New Zealand 2013[b]).


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4.2 Market Trends

Creating value through co-creation can, and should, form part of the company’s strategic

response to shifting market trends. Market trends include an increase in traffic from South East

Asia; in 2014 inbound Japanese traffic had increased by 11% and inbound Chinese traffic was

up 16%. North America continues to be a continuing growth market, with an 11% increase in

load capacity in the 2014 fiscal year. European traffic has stagnated and in 2014 Air NZ

announced the closure of the Hong Kong to London route (Air New Zealand, 2014[b]).

New Zealand’s Tourism 2025 strategy identified the significance of the over 65 market in

tourism spending, including air travel. Australia continues to be the largest inbound tourism and

business partner for Air New Zealand, and will continue to be a strong performer (China Tool

Kit, 2014).

Close analysis of these market trends informs which customers segments Air NZ should target.

4.3 Business Drivers

Air NZ must focus its co-creation activities on its strengths and opportunities. These include

leveraging the fact that it is Government backed and tourism aligned, capitalising on its award

winning reputation to grow its customer base and using its strategic alliances with Virgin and

Singapore airlines to compete with its key competitors, the Qantas and Emirates alliance. The

above is consistent with the key business drivers identified by Air NZ contained in the figure

below:


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4.4 Key Market Segments

Customer segmentation in the airline industry is a complicated exercise. There are multiple

ways to segment the industry. In this report, customers have been segmented into either

business or leisure travellers reflecting the primary reasons for air travel people. The section

below identifies sub-customer groups that represent Air New Zealand’s greatest customer

opportunities within these two broad categories.

4.4.1 Ageing Domestic Population

According to the New Zealand Bureau of Statistics there are more than 600,000 people aged

over 65 who reside in New Zealand on a permanent basis (New Zealand Bureau of Statistics,

2012). This number has doubled since 1980, and is expected to double again by 2025. This

demographic is healthy, active, has high disposable income and ample leisure time. As this

demographic expands, it is expected they will travel more, both domestically and internationally

(TIZO, 2013 p. 10). Air New Zealand’s domestic operations operate at an 82% load factor,

meaning that 8 out of 10 seats on an average flight are filled (Air New Zealand, 2014 [b], p. 18).

There is an opportunity to fill the remaining capacity by attracting New Zealand’s ageing

population, a key consideration of Air New Zealand’s management team.


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4.4.2 Chinese Tourists

China is New Zealand’s fastest growing visitor market. By 2018, it is predicted that 400,000

Chinese visitors will visit New Zealand annually, injecting more than $1.1 billion (NZD) into New

Zealand’s tourism market annually (China Tool Kit, 2014). On average, Chinese visitors spend

$3,200 (NZD) and stay for three days (China Tool Kit, 2014). In the 2014 fiscal year, Air New

Zealand’s Chinese load factor increased by 16% and the 2014 Air New Zealand Investor Day

deck shows that increasing this load factor further is key to Air New Zealand’s long-term

strategy (Air New Zealand, 2014 [b], p. 21).

4.2.3 Trans-Tasman Travellers Australia is New Zealand’s top visitor market, with 1.2 million people crossing the Tasman for

business and leisure every year. This represents 45% of all inbound visits (China Toolkit, 2014;

TIZO, 2013 p. 4). Air NZ recently formed a partnership with Virgin Australia, in an effort to boost

load factor, which is currently at 84% (Air New Zealand, 2014 [b], p. 19). Capturing market

share and improving load factor on this route is integral to Air New Zealand’s strategic direction.

4.3 Air New Zealand Stakeholders Firms that operate within the aviation stakeholder network play an integral role in the availability

of co-creation opportunities. Examples of customer led co-creation will be provided later in this

report but the focus for future co-creation lies with one of Air New Zealand’s greatest strengths,

its stakeholders.

4.3.1 Partners & Suppliers

Air NZ has a significant strategic alliance with Virgin and Singapore Airlines. This alliance

provides a competitive advantage over its closest rival Qantas and Jetstar for travel to, from and

inside New Zealand (Air New Zealand, 2014 [c]). Local domestic airports are important


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partners for Air NZ as they provide a number of passenger services (e.g. transfers, food,

parking etc.) and manage third party suppliers to the airport. Air New Zealand’s alignment to

‘Brand’ New Zealand ensures that the local tourism industry, including hotels, restaurants and

outdoor activity providers are mutually incentivised to ensure the airline continues to deliver

value to customers.

4.3.2 Internal & Influencers

The New Zealand Government is a majority shareholder in the airline and represents a key

stakeholder and influencer. The Tourism Industry Association represents over 1500 business

across New Zealand and is a key partner for the airline in linking customer travel to experiences

within New Zealand. Finally, with a significant culture of innovation and a commitment to

customer service, Air NZ staff are powerful internal stakeholders who are in direct contact with

customers and therefore play a significant role in delivering the customer experience, essential

in ensuring repeat business.


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5.0 An analysis of current and future co-creation strategies

To ensure what is proposed aligns with key business issues, the airline’s Vision and guiding

principles are included as assessment criteria before exploring existing and future co-creation

activities.

5.1 Vision “We will strive to be number one in every market we serve by creating a workplace where teams

are committed to our customers in a distinctively New Zealand way, resulting in superior

industry returns” (Air New Zealand, 2014 [d])

5.2 Guiding Principles

1. “We will be the customer’s airline of choice when travelling to, from and within New

Zealand;

2. We will build competitive advantage in all our businesses through the creativity and

innovation of our people;

3. We will champion and promote New Zealand and its people, culture and business at

home and overseas;

4. We will work together as a great team committed to the growth and vitality of our

company and New Zealand; and

5. Our workplaces will be fun, emerging in and where everyone can make a difference.”

(Air New Zealand, 2014 [d])


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6.0 Air New Zealand: Existing Use of Co-Creation Air NZ views their customer experience as having twelve discrete components (Air New

Zealand, 2013[b], p. 81). These stages are identified in Figure 2 below, and follow the usage

flow of a customer experience. It is through this lens that examples of Air New Zealand’s

existing co-creation activities will be assessed.

Figure 2

Source: Air New Zealand, 2013(b), p. 81.

The figures below detail existing Air New Zealand’s examples of co-creation, the stakeholders

involved and what the underlying business drivers were being addressed through the passenger

journey. For simplicity, the journey has been represented as pre, during and post flight.


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6.1 Pre Flight


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6.2 In Flight


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6.3 Post Flight


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The analysis of the existing Air NZ co-creation initiatives highlights that the airline is already

performing strongly in the co-creation space in relation to its first two guiding principles; the

strength of its customer value proposition and its high customer service standards.

Any future co-creation opportunities should therefore build on this whilst also attempting to link

to the other three guiding principles; Championing New Zealand, Grow New Zealand and Staff

Make a Difference.


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7.0 The Future of Co-creation: Air New Zealand

As a sophisticated user of co-creation initiatives, Air NZ is well positioned to incorporate co-

creation into its strategy to combat and capitalise on these market segments. Co-creation ideas

considered by the authors of this report included:

7.1 A new customer experience


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8.0 Co-destruction In forming the recommendations, the potential for co-destruction was considered. Co-

destruction occurs when the pursuit of customer acquisition, product improvement or service

improvement initiatives has a negative effect on a segment or business. Whilst the above

examples of co-creation provide value in one segment, they may destroy value or heighten

exposure to risk in another segment, and if implemented could negatively impact the Air NZ

brand.

As an example, Air NZ produced an in flight “Safety in Paradise” video in conjunction with

Sports Illustrated to celebrate the 50th anniversary of the swimsuit edition. Whilst this appealed

to certain market segments, there were others who were so outraged at the lack of social

awareness that web based petitions were set up to complain about the sexism and the

campaign was withdrawn.

There is the potential for co-destruction in the following options:

Sick Bay – reduced space available for more seats or for storage and would require

permanently trained healthcare providers on board, at additional cost.

Food vouchers for short-haul travel – could negatively impact consumer experience if the

consumer is charged for food in-flight because they were unable to use the voucher, or wish to

consume food and beverage in-flight; it could also place upward pressure on the requisite

quality of in-flight food and beverages so that comparable levels of perceived consumer quality


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are maintained. This would eliminate any cost savings obtained by implementation of this co-

creation initiative.

Multi-airfare passes have the potential to place downward pressure on revenue through

overuse of the free flights, which would negatively impact business performance, and may affect

shareholder satisfaction.

Partnering with cruise line providers increases exposure to quality assurance risk, as a

consumer’s experience on the cruise may be the driver of their holiday experience overall.

Before a co-creation initiative like this could be considered, a detailed suitability and quality

maintenance review would need to be conducted.


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9.0 Recommended Actions Co-creation is more than a marketing trend, it is a tool that is capable of transforming customer

experience for the better. Through identification of customer segments that are integral to the

strategic direction of Air NZ and assessing the opportunities for co-creation that are in alignment

with each of these segments this report recommends three co-creation initiatives for immediate

implementation. Each of these recommendations are designed to increase capacity utilisation,

build brand affinity and co-create value for Air NZ consumers. The figure below demonstrates

the final analysis of the opportunities:

Key: Yes = 1; No = 0 (reference top row for formula, note co-destruction is negative)


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The recommended co-creation actions for Air NZ are:


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10.0 Conclusion Air New Zealand, in seeking to differentiate themselves from their key competitors, have

experienced significant success in leveraging co-creation. Key initiatives, such as (i) The

airline’s ongoing co-promotional campaigns with Peter Jackson’s Lord of the Rings and Hobbit

movies; (ii) Partnerships with the national rugby team, the All Blacks and finally; (iii) Co-

experience initiatives with the Professional Golfing Association (PGA) during the New Zealand

PGA Tournament speak to the leadership Air NZ have established, within the aviation industry,

in leveraging co-creation to deliver enhanced value to their shareholders and their key

stakeholders.

With an eye to ensure this performance is sustained and enhanced throughout the period

ahead, this report has identified additional opportunities for Air NZ to co-create with their major

stakeholders. As the airline seeks to respond to, satiate and capture demand from key market

segments, namely; (i) the Trans-Tasman traveller; (ii) The over-65 New Zealand domestic

tourist and finally; (iii) The increasingly affluent Asian traveller, co-creation activities such as

those detailed herein, facilitates for solutions to the strategic issues facing Air NZ in two key

ways.

Firstly, in increasing capacity rates on domestic, Trans-Tasman and international flights the

airline benefit from increased economies of scale. This is a particularly relevant consideration

when one considers that Air New Zealand’s will likely face competition from carriers whose

maintenance, operations, logistics operations are headquartered and head-quarters in locations

enjoying cost advantages. Secondly, leveraging co-creation presents an opportunity to deliver


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enhanced value to customers beyond that which can be realistically and sustainable delivered

to clients in a very price-competitive market.


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11.0 Appendix A - Air New Zealand Group of Companies New Zealand Companies ADP (New Zealand) Limited Air Nelson Limited Air New Zealand Aircraft Holdings Limited Air New Zealand Associated Companies Limited Air New Zealand Associated Companies (Australia) Air New Zealand Consulting Limited Air New Zealand Holidays Limited Air New Zealand Express Limited Air New Zealand International Limited Air New Zealand Tasman Pacific Limited Air New Zealand Travel Business Limited Altitude Aerospace Interiors Limited ANNZES Engines Christchurch Limited Ansett Australia & Air New Zealand Engineering Services Limited C.I. Air Services Limited Eagle Air Maintenance Limited Eagle Airways Limited Eagle Aviation Limited Freedom Air Limited Mount Cook Airline Limited National Airlines Company Limited New Zealand International Airlines Limited New Zealand Tourist Promotion Company Limited Pacific Leisure Group Limited3 Safe Air Limited Tasman Empire Airways 1965 Limited Tasman Express Limited Teal Insurance Limited The Mount Cook Group Limited Tourism New Zealand Limited ValetPort Limited Zeal 320 Limited Australian Companies Air New Zealand (Australia) Pty Limited Masling Industries Pty Ltd Safe Air Australia Pty Ltd TAE Aviation Pty Limited


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TAE Gas Turbines Pty Ltd TAE Pty Limited VCubed Pty Ltd Non-Australian Companies Air New Zealand Travel Services Limited (Japan) ANZGT Field Services LLC (USA) Source: Air New Zealand, 2013 Annual Report, p. 67, http://www.airnewzealand.com.au/assets/PDFs/Air-NZ-2013-Annual-Financial-Report.pdf


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12.0 Appendix B – Historical Overview Many airlines have already capitalised on the co-creation of value concept, and have partnered

with their stakeholders in an effort to improve perceived customer value. KLM Airways and

Amsterdam’s Schiphol Airport, in collaboration with the Grounds and Climate-KIC, have initiated

airportNEXT! - an initiative that invites Schiphol Airport’s two hundred and thirty plus

stakeholders to collaborate with one another, and drive co-creation initiatives that will help

improve pre-flight, in-flight, and post-flight experiences for customers (Climate Next, 2012). In

2009 British Airways entered into a “Great Britons” partnership with Heston Blumenthal, in an

effort to invite aspiring chefs to co-create the airlines in-flight menu (Kollau, 2011). In 2009 Air

France ran a “Young Designers” competition, and invited students and recent design school

graduates from France, the Netherlands, Belgium, Great Britain, Switzerland and Italy to co-

create the design of the airlines in-flight meal tray and associated accessories (Air France,

2009). In July of this year Aeroflot, Korean Air and Jetstar Asia announced that they would

feature images created by children in-flight on in-flight pamphlet materials, aircraft liveries and

boarding passes (Airline Trends, 2014).

In the United States of America United Airways and American Airways have invited developers

to participate in a series of hackathons, in an effort to co-create customer facing mobile

applications about aviation related goods and services (Skift, 2013). In 2013 Finnair and

Helsinki Airport launched the ‘Quality Hunters’ program, which invited consumers to travel on

the Finnair network, and provide recommendations for experiential improvements - this program

led to the launch of the Finnair book swap, an initiative that invites passengers to swap second-

hand books with other travellers at the end of a long-haul flight. In the year 2010 Finnair


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received more than 5,200 applications from 90 countries from people wishing to become a

Quality Hunters (Finnair, 2013).

In 2009 Virgin Atlantic began offering a mobile application known as ‘taxi2’, which invited

travellers to connect with other passengers in an effort to promote sharing of taxis to travel from

airports to city centres (Jaunted, 2009). Whilst the aforementioned examples provide a snapshot

of co-creation initiatives that have being fostered by the aviation stakeholder network, it clearly

demonstrates that co-creation has transcended from a mere ‘marketing trend’, into a business

tool that is capable of delivering real business outcomes, enhancing customer loyalty and

improving brand recognition.


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13.0 References Air New Zealand, 2013(a), Annual Report, viewed 31 October 2014, http://www.airnewzealand.com.au/assets/PDFs/Air-NZ-2013-Annual-Financial-Report.pdf Air New Zealand, 2013(b), Investor Day 2013, 14 May, viewed 1 November 2014, http://www.airnewzealand.com.au/assets/PDFs/investor-day-2013.pdf Air New Zealand, 2014(a), Company History, viewed 1 November 2014, http://www.airnewzealand.com.au/company-history Air New Zealand, 2014(b), Investor Day 2014, viewed 31 October 2014, http://www.airnewzealand.com.au/assets/PDFs/investor-day-2014.pdf Centre for Aviation, 2013. ‘Air New Zealand poised to deliver on "go beyond" strategy, still facing stiff competition’, viewed 21 October 2014, http://centreforaviation.com/analysis/air-new-zealand-poised-to-deliver-on-go-beyond-strategy-still-facing-stiff-competition-103058 Chesbrough, H. 2006, Open Innovation: The New Imperative for Creating and Profiting from Technology,Harvard Business School Press, Boston, MA China Tool Kit, 2014, Chinese Visitor Infographic, April 11, viewed 31 October 2014, http://www.chinatoolkit.co.nz/infographic Chonks, L. 1993, ‘A Customers Perception of Value’, Baylor Business Review, vol. 11, pp. 26 - 27. Craymer, L. 2014, ‘For Air New Zealand, It Pays to Be Nimble’, Wall Street Journal, February 27, viewed 2 November 2014, http://online.wsj.com/articles/SB10001424052702304709904579408171419900370 Durston, J. 2014, ‘Air New Zealand shows off stunning, all-black Dreamliner’, CNN, July 9, viewed 1 November 2014, http://edition.cnn.com/2014/07/09/travel/air-new-zealand-787-9-dreamliner/index.html?c=travel Ellison, K. 2012. ‘Air New Zealand Launches In-Flight Putting Competition’, Gadling, March 23, viewed 1 November 2014, http://gadling.com/2012/03/23/air-new-zealand-launches-in-flight-putting-competition/ Füller, J. 2010. ‘Refining virtual co‐creation from a consumer perspective’, California Management Review, vol. 52, no.2, pp. 98‐122.


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Gascogine Associates, 2012, ‘Air New Zealand Clothes Hanger’, 10 June, viewed 2 November 2014, http://www.dezeen.com/2011/06/10/air-new-zealand-clothes-hangar-by-gascoigne-associates/ Ind, N. Coates, N. 2013, ‘The Meaning of Co-Creation’, European Business Review, vol. 25, no.1, pp. 86-95. Lewis, L. 2012. ‘Air New Zealand Really Gets Social Media’, The Perceptive Travel Blog, December 5, viewed 2 November 2013, http://perceptivetravel.com/blog/2009/12/05/air-new-zealand-really-gets-social-media/ New Zealand Bureau of Statistics, 2012, NZ Official Yearbook, viewed 1 November 2014, http://www.stats.govt.nz/browse_for_stats/snapshots-of-nz/yearbook/people/population/7-million.aspx New Zealand Stock Exchange, 2013, Announcements, viewed 1 November 2014, https://nzx.com/companies/AIR/announcements/236185 PWC, Experience Radar 2013: Lessons Learned from the Aviation Industry, vol. 5, viewed 21 October 2014, http://www.pwc.com/en_US/us/advisory/customer-impact/assets/experience-radar-airlines-report.pdf PwC, Tailwinds: 2014 Airline Trends, viewed 21 October 2014, http://www.pwc.com/en_US/us/industrial-products/publications/assets/pwc-tailwinds-the-connected-airline.pdf Ramaswamy, V. & Ozcan, K. 2014, ‘Strategy and co-creation thinking’, Strategy & Leadership, vol. 41. no. 6, pp. 5 - 10. Rosen, E. 2011, ‘Inside Air New Zealand’s Koru Lounge at Auckland Airport’, Jaunted.com, February 8, viewed 30 October 2014, http://www.jaunted.com/story/2011/2/8/24143/52785/travel/Inside+Air+New+Zealand%92s+Koru+Lounge+at+Auckland+Airport Schneider, S. Spieth, P. 2013, Business model Innovation in the Aviation Industry, International Journal of Product Development, vol. 18, no.34. pp. 286-310. Thomas, E. 2014, ‘Malaysia Airlines Launches Unfortunately Named 'Bucket List' Contest’, Huffington Post, February 9, viewed 27 October 2014, http://www.huffingtonpost.com/2014/09/02/malaysia-airlines-bucket-list-contest_n_5755426.html


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Thompson, D. 2013, ‘How Airline Ticket Prices Fell 50% in 30 years (and why nobody noticed)’, The Atlantic, February 8, viewed 27 October 2014, www.theatlantic.com

Co-Creation at Air New Zealand

Business

understandings of cocreation

definition of cocreation

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creation strategies

air new zealand stakeholders

jointvalue creation

new customer experience

smba6006 innovation