Back-Of-The-Napkin-Modell
Type of record:
- reflection aid
- micromethod
- activation method
- creativity technique
- Innovation Phase
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Description
Innovation can also mean leaving out the existing. Concentrate on your core competencies.
The future of your business could fit on the back of a paper napkin. Rollin King, the owner of a nearly failed airline, succeeded in exactly such a plan. He sat with his lawyer in a restaurant in San Antonio to carry out the liquidation of his company. But King wouldn't give up without a fight.
And so on the back of the napkin he drew a triangle connecting the three Texas boom cities of Dallas, San Antonio and Houston. This was the birth of cheap flying - the greatest revolution of recent aviation fitted on the back of a napkin: "Back-Of-The-Napkin". The idea for the so-called "low-cost carriers" was uncompromising reduction:
- as few as possible, as short as possible distances between important cities
- secondary airports instead of expensive metropolises (Frankfurt-Hahn instead of Rhine-Main)
- only one aircraft type; short downtimes
- only one class on board; narrow seat spacing; no service
- Additional turnover through additional offers (rental cars, hotel bookings, paid snacks)
- low non-wage labour costs
- low ticket prices
Cheap flying is similar to discount markets: Renunciation of everything that seemed indispensable until now.
The future of your business could fit on the back of a paper napkin. Rollin King, the owner of a nearly failed airline, succeeded in exactly such a plan. He sat with his lawyer in a restaurant in San Antonio to carry out the liquidation of his company. But King wouldn't give up without a fight.
And so on the back of the napkin he drew a triangle connecting the three Texas boom cities of Dallas, San Antonio and Houston. This was the birth of cheap flying - the greatest revolution of recent aviation fitted on the back of a napkin: "Back-Of-The-Napkin". The idea for the so-called "low-cost carriers" was uncompromising reduction:
- as few as possible, as short as possible distances between important cities
- secondary airports instead of expensive metropolises (Frankfurt-Hahn instead of Rhine-Main)
- only one aircraft type; short downtimes
- only one class on board; narrow seat spacing; no service
- Additional turnover through additional offers (rental cars, hotel bookings, paid snacks)
- low non-wage labour costs
- low ticket prices
Cheap flying is similar to discount markets: Renunciation of everything that seemed indispensable until now.