6. concrete milestones of the airlines on the way to optimal sustainable development

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the milestones of the airlines on the way to the optimal situation described above?".

What does a possible future look like for the airlines according to the "new normal" after the Corona crisis? We at NEURONprocessing have dealt intensively with this question in the development of a realistic Optimums We have also dealt with the following issues. Which significant milestones on the way to the optimum are the airlines, along our developed timeline with the associated development dynamics, we will show you in the following sections.

Now that the public focus is on the first regular flights after the crisis has subsided, the airlines can already begin to develop promising and high-profile business segments in the areas of Environment, Health care and public innovation begin.

The re-entry

For the first flights, after the easing of pandemic travel restrictions, the safety of the health of passengers is paramount and must be immediately tangible for them.

To ensure this, particularly experienced crews should accompany the passengers and be appropriately trained for any questions that may arise regarding the current hygiene guidelines. People will follow the travel experiences of the first passengers in 'regular' flight operations on television and social media and then make their own decision as to when and if they will travel by air again.

Possible delays and technical breakdowns in the initial phase should be prevented by relaxing the flight plan and allowing sufficient turnaround times. In this context, it may also be worthwhile to keep a certain number of replacement aircraft including crews on hand.

From disseminator to preventer

For the airlines, in this highly sensitive initial phase, it is particularly important to deal with possible effects on the emergence or negative development of pandemics, due to the resurgence of air traffic.

To this end, it is advisable for companies to develop preventive measures or technologies, as we have already done, among other things, under further immediate measures and the possible optimum. It can be worthwhile for the airlines in the long term if their measures go beyond those required by law and, in the best case, even help to shape the direction of legislation.

Corporate communication should be adapted in such a way that the industry moves away from the role of polluter and towards a position of supporter based on a sustainable prevention concept. (see also Carrier of the virus under point 1 Current situation.

With flexibility to the 'new normal

For airlines, flexibility is now required in all areas on the way to the 'new normal'. As the effects of the pandemic are expected to be felt significantly into 2021 (see "Possible period of the critical phase of the pandemic for airlines"), there is a need for rapid adaptability in terms of flight and staff scheduling.

To ensure this, it is advisable for airlines to keep a certain number of aircraft including crews in operation as a replacement fleet and not to park them for the long term, as is currently the case worldwide. Depending on the load situation, these can be activated and deployed immediately to absorb temporary peaks in capacity utilization.

Particularly in the initial phase, passengers will make many spontaneous bookings, which the airlines will be able to handle well and easily, at least on the IT system side. The response time of the aviation staff and the entire infrastructure must be organized just as well or quickly in order to do justice to the initially still quite dynamic passenger volume.

New business segments

Decisive milestones on the way to the Optimum of the airlines are the new business segments described above. When implementing these new business fields, it makes sense for the innovative airlines to consider the sequence described below. Depending on the capacities available in each case, the airlines can also deal with these fields in parallel and use the resulting synergies for themselves.

  1. In the first step, the data described under "The environmental idea"The ideas described above should be launched as transparently and with as much publicity as possible. Further relevant measures can be taken in accordance with the guidelines set out under point 3 "PeriodThe development dynamics described in the section "Development Dynamics" will be gradually integrated or adapted.
    1. Until the next stage of greener aviation is actually achieved, for example through the use of new propulsion technologies, airlines can already start sharing their current research results with the public.
  2. In doing so, airlines can proactively build and communicate a positive, environmentally oriented and forward-looking image even before external requirements from politics and society make this mandatory. The aviation industry can even play a certain pioneering role for other industries in terms of completely new and particularly sustainable environmental standards.
  3. In a further step, the data required for the Optimum developed ideas regarding integrated health care and the associated new services will be launched.
  4. Special importance is attached to the promising business field: "Public Innovation" as an accelerator of industry-specific issues. This was developed by NEURONprocessing identified as a central component of future development processes.

The sooner aviation companies take advantage of this research and development opportunity, the faster and more likely they will be to achieve their goals in the other business areas.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers, which are lucrative beyond the crisis?".

5. steps already needed for airlines to move towards optimal sustainable development

In this part of our project "Ideas for international airlines during and beyond the crisis". is concerned with the question "What steps do the airlines need to take now, in parallel with the above immediate measures, in order to enable an entry into the optimal development line?".


Our demonstrated Optimum of the airlines does not correspond to a distant vision of the future. Rather, it shows a realistic scenario that will be achieved if the airlines start now to implement the measures described.

It is obvious that currently many airlines do not want to or cannot take any additional risks in the crisis and mainly react to the current situation by adapting their business. To ensure a successful entry into the optimal development line However, in order to achieve this, it is all the more worthwhile for companies to break up old and entrenched structures.

More flexible structures also facilitate possible cooperation with other airlines, from which all parties involved can benefit to the greatest extent and together emerge stronger from the crisis.

Particularly the area of research and development for new aviation technologies is given high priority in this context. Here, the synergy effects between the companies can be used in the best possible way.

How such an entry towards the optimum for the airlines can look like, we describe in the following.

First steps

A first step for the airlines is to optimise the existing fleet according to the forecast load factor with regard to a 'regular' flight operation in winter 2021 (see also Phase 3.6 Further increase at Point 3 Period).

Old aircraft can be taken out of service and replaced by inexpensive new aircraft ex works, from the secondary market or from leasing companies. This may well take place in an exchange with other airlines and, in a further step, also affect the associated personnel.

The secondary market is also becoming interesting for renowned airlines due to the airlines that have become insolvent as a result of the crisis and their partly young fleets.

Break old chains

Old and entrenched (corporate) structures should definitely be broken up in order to allow for more flexibility and speed in the direction of Optimum to record.

The necessity of these measures must be communicated to airline employees in a comprehensible manner, as they represent the airlines' most valuable asset and are therefore crucial to their future.

External presentation

For a quick revival of air traffic, it is important to continuously pick up potential passengers. "Where are we as a company, what are our prospects, when do we move forward and most importantly, how? What are we doing for our customers in this context?".

This can be achieved, for example, by means of image films or reports on the renewal and maintenance of the fleet, special training for employees on how to deal with viruses and dangerous pathogens.

The easiest way to keep customers up to date is through existing newsletters and booking apps.

Achieving more together

At this stage, an African proverb holds true: "If you quick you want to get ahead, then go aloneif you want to go far, then go collectively"!

It is advisable for airlines to explore alliances and possible mergers with other airlines and to plan and prepare scenarios together now that can be implemented immediately in the event of any market developments.

In this context, the large, renowned airlines can polish up their image by helping weaker competitors, thereby preserving jobs in the industry in the long term.

The time is now

In order to emerge from the crisis in the best possible shape as an airline, all those involved in the Optimum described ideas should now be put on the road to implementation.

For this purpose, it makes sense to put together special teams that pursue the ideas described and work out appropriate adaptations. These teams should work together in a superordinate network as far as possible in order to be able to work out the common connections and requirements. For example, a jointly used digital platform for a Environmental Transparency Management System and public innovation during the flight.

Focus on research and development

Parallel to shaping flight operations with regard to the "new normal", as described above, the airlines should now also put research (R&T) back at the forefront. This can be done, for example, in cooperation with the aircraft manufacturers - such as Airbus primarily in Europe and Boeing primarily in America.

Further possible fields of research for the airlines on the way to the optimum will be shown after the completion of our IDEAS development or we will be pleased to give them to you. upon request out.

New drive technologies and concepts

The development of new propulsion technologies and concepts is a key area of research for future-oriented and sustainable aviation. The first step is to find out to what extent existing engine technologies can be converted or used to enable alternative types of propulsion. So-called hybrid drive concepts are already part of current research. These should be further explored and brought to implementation maturity as soon as possible.

It is now also the responsibility of the airlines to specifically demand these new technologies from the aircraft and engine manufacturers. After all, we are all in the same boat and equally affected by the future development of the industry.

Promising ideas that we are happy to bring to market together with interested companies are, for example:

  • Development of less polluting fuels based on conventional technologies
  • Use of hydrogen as a fuel in the existing fleet

In the (further) development of these and other ideas, we at NEURONprocessing can provide innovative companies with targeted support in the form of our trend-setting IDEAS support. Through the application of our NEURONprocessor idea development software we enable the companies to achieve the optimal solution for you in each case.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the milestones of the airlines on the way to the optimal situation described above?".

4. the possible optimum for airlines beyond the crisis - in particular with regard to new business areas

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "The possible optimum for airlines beyond the crisis - especially in relation to new business areas?".


For most of the airlines concerned, especially for their managers and decision-makers, it will certainly be difficult to imagine the actual development of the aviation industry over the next few years, taking into account the current points of view.

The current situation forces most airlines to focus mainly on the acute issues, such as resuming air traffic as quickly as possible. This leaves the companies little or, in the worst case, no scope at all to deal with the development of a possible optimum, based on sustainable measures and innovations.


We at NEURONprocessing have therefore developed with the help of our innovative NEURONprocessor Software based Ideation (Idea Development) set out to work out a possible optimum for the airlines that could last beyond the crisis.

In general, already during the crisis - and also in the following years - a global market shakeout is taking place in favour of the renowned and state-owned airlines.

In addition, promising business areas are already emerging for innovative airlines during the crisis. They can be integrated wonderfully into the newly created airline infrastructure with the change that is now necessary anyway due to the Corona crisis. In the following we will discuss these lucrative business areas in more detail. Among others, these are:

  • A new environmental approach with real results that are transparent to society
  • Health care and related new services
  • Public innovation as an accelerator of sector-specific issues


Market shakeout

Existing airlines that have survived the crisis may now have the opportunity to select new or better routes and optimally adapt their route networks to the existing infrastructure at their home airports. This is possible because some competitors have already had to leave the market as a result of the crisis. It can be expected that in the post-crisis period further competitors will have to exit or merge with healthier airlines in order to remain competitive.

In this context, a number of fair mergers and amalgamations of existing airlines, known as aviation alliances, may occur. In this scenario, the existing alliances expand their network. However, the exit of some major players in the market, to form new alliances, is also conceivable. This would have a positive effect on the majority of the companies involved, both in terms of the fleet and the route network.


Travel Fever

The desire to travel among potential holidaymakers is expected to remain unbroken. The decline in the number of business travellers and commuters after the crisis has subsided can be largely absorbed by holiday traffic, as many people are drawn to faraway places and especially to the sunny beaches of this world after weeks of quarantine. The prerequisite for this is, of course, in addition to the relaxation of the pandemic-related travel restrictions, correspondingly tempting offers from the airlines and tourism providers in terms of pricing and the available destinations.


See also:

Tourism & Prices' in "2. other possible immediate measures by airlines for regular flight operations out of the crisis".


Favourable framework conditions

Even after the crisis, airlines are likely to benefit from kerosene prices, which will remain low, tax breaks and the unbroken strong demand from their passengers.


See also:

'Purchasing' in 2. other possible immediate measures by airlines for regular flight operations out of the crisis".


Innovative boarding concepts

Due to the increased hygiene regulations worldwide, the boarding concept will be completely revised at most airlines. Taking into account an innovative approach, this can lead to a more efficient, more comfortable and above all faster boarding process for passengers. This is also designed to be much safer from a health point of view.


"In the optimisation of a highly efficient boarding concept, we can always assist interested airlines with our successful IDEATION processes Support.


Airlines already generally represent the highest level of safety for their passengers. Passengers therefore also accept any inconveniences that compliance with the required hygiene regulations may entail, as they still want to reach their destination safely and in good health.


fast track

In order to avoid the under "3. possible period of the critical phase of the pandemic for airlines"In order to accelerate the possible development towards the optimum outlined above, the airlines will not be able to avoid launching the ideas described here and in the following points. These can be used as a set screw for the companies to achieve their set goals as promptly as possible.


Optimised route networks

New business segments will essentially be the route networks of the former or acquired airlines that become available. This will bring a large number of improvements for air travelers. In most cases, the higher standards of the parent companies in terms of safety, comfort, booking systems and goodwill options will be adopted. Other lucrative business areas for the airlines are described below.


Power by the Hour Leasing

There is an emerging trend among airlines towards leasing aircraft and away from owning their own fleets. This operating model allows a more flexible adjustment with regard to fleet utilization and can thus be decisive for competition. The airlines or alliances can choose from a pool of aircraft, some of which are shared with leasing companies.

In future, it will be possible to adapt leased aircraft to the corporate identity of the respective airline by simple means. The conversion from one airline to another is possible within a few hours. A trend-setting idea here is, for example, logos of the respective airline projected onto the white fuselage or tail units. These are also visible in daylight due to the projection technology used.

Another possible advantage of leasing is that there are common safety standards, which for many airlines can be higher than before. The increased safety standard results, among other things, from the optimized fleet portfolio of the respective leasing provider. This allows synergy effects, e.g. in maintenance, to be used much more effectively.

This possibility can also be considered for flying personnel within the framework of personnel services specific to the aviation industry. The same applies to ground staff at airports and maintenance facilities.


Health care and new services

A completely new business segment, which has emerged almost as a response to the current pandemic, is preventive health care and related services. The use of medical components is particularly suitable in connection with long-haul flights. The possible range of services and the resulting offer for passengers seems enormous. Once introduced, this can be continuously developed and adapted to the current requirements of the healthcare market.

Such a development is conceivable by innovative airlines in cooperation with medical technology companies, the aircraft manufacturers or cabin equipment suppliers concerned and aeronautical research institutes.


» We at NEURONprocessing support these companies at all times with our highly innovative IDEATION approaches, which can demonstrably contribute to optimal results within the shortest possible time. We are happy to share the ideas we have already developed for this with interested companies on request.


On Board Medical Technology

The basis for the above-mentioned services is provided by (bio)sensors for examining passengers during the flight in order to detect any illnesses and provide possible treatment recommendations. The sensors are integrated into the aircraft seats or cabin furnishings and can be configured variably according to requirements. The sensors can be applied to the body by the passengers themselves. In the best case, they function contactlessly.


Relaxation programs

Another idea would be anti-stress and relaxation programs that can be offered on the flights.


Neuro- and Biofeedback

Long-haul flights in particular offer an optimal opportunity for passengers to become more familiar with the concepts of neuro- and biofeedback methods. Furthermore, they can convince themselves of their effectiveness directly, on the basis of an often strenuous long-haul flight.

The development of such aeronautical components can be carried out in cooperation with appropriate manufacturers.


Rehabilitation of the sector

The airlines and aircraft manufacturers, in particular Lufthansa and Airbus, can market the health measures described above as a contribution to 'public health' - a kind of de-stressing for the common good. If necessary, this can restore the somewhat tarnished image of the airlines as the worldwide 'carriers' of the virus.


See also:

'Carrier of the virus' in 1. the current situation of airlines in the context of the Corona pandemic


The environmental idea

Airlines can start now, during the crisis, to launch new and particularly sustainable environmental technologies. After the crisis has subsided, and in the years to come, airlines can use these sustainably designed programmes as a flagship to promote themselves.

A real requirement for this will arise from the environmental awareness of the population, which has increased worldwide as a result of the crisis.

The effects of the massive suspension of international air traffic and the associated climatic improvement are being officially evaluated and are subsequently penetrating more and more into the consciousness of the population. This is already the case today, so that the aviation industry must come onto the market with appropriate technologies as early as possible and also use them consistently in order to achieve a more environmentally friendly and climate-neutral public image.


Environmental Research

To this end, airlines wishing to take on a pioneering role and the associated external impact can establish a corresponding research centre for environmental and climate technology, in cooperation with existing institutions.

It should therefore primarily be a kind of head organization that searches for existing solutions and checks them for their applicability in cooperation with specialists and experts from the partners.

Here, the experience already gained in adapting security technologies from industry - e.g. protective measures with regard to the Corona pandemic - must also be applied to environmental technologies in this context.


Futuristic ambience

In order to anticipate the environmental idea of the airlines, they can develop modern designed aircraft cabins with futuristic ambience and interiors in cooperation with the aircraft manufacturers. In doing so, they should equip the first aircraft in their fleet with them as soon as possible in order to appeal to an innovative, future-oriented clientele.

In the further course, the environment - such as airports, gates, lounges - will also be adapted to enable a completely new futuristic travel flair with real positive environmental attributes.

The prevailing design appears clean, tidy, clearly structured and a colour scheme with white tones predominates - similar to the interiors in science fiction films.


Environmental Transparency Management System

Within the framework of their environmental activities, the airlines strive to continuously visualize the change brought about in terms of increased environmental awareness and to communicate the measures actually implemented, as well as their positive effects of a cleaner environment, to their customers.

A specially created environmental transparency management system shows the environmentally conscious customer transparently and understandably how far one has already progressed in the projects in the environmental area. In addition, the customer can also be involved in terms of his ideas, wishes and imagination. Ideas developed by the customer are selected and then implemented by the airlines. The idea developer is publicly named and appreciated for his contribution by the airlines and the developer community. For his valuable contribution, he receives special status as a passenger, attractive rewards or a credit to his points account in the airline's mileage program.


See also:

Our proposed idea 'Public Innovation' below.


A note on our own business:

We offer the possibility of professional IDEAS developer to become.


public innovation

We've already seen in 1. the current situation of airlines in the context of the Corona pandemic anticipated the idea of 'public innovation' under the heading of 'standard protection measures'.

The airlines make current questions and problems available to their customers on a specific platform. In addition to the questions of the respective company, these can also be topics from other industries, the solution of which the airlines can offer as a service.

Passengers who wish to participate in the solution of a problem or the development of a concept during the flight can do so primarily via their personal mobile devices (smartphones, tablets and laptops). Alternatively, airlines will provide their guests with their own devices, which will be kept on board for this purpose. As an additional incentive, airlines may reward their customers for their support directly with free WiFi access for the remainder of the flight.

Long-haul flights in particular, with their extended time window, offer suitable potential for this. Of course, passengers can also continue to work on their solutions from home. The focus, however, is on questions that can probably be completely processed within a long-haul flight.

The attractiveness of public innovation during the flight is achieved by corresponding bonus systems of the airlines.


See also:

Our previous idea proposal 'Environmental Transparency Management System'.


A possible side effect and benefit for the airlines is that a stronger "we-feeling" is created between the company and its customers. For the customer, the feeling arises that the airline and the flight operations are increasingly developing into a personal "biotope", which he himself has helped to shape and would like to continue to help shape.


Opinion Research

Similar to Public Innovation and the Environmental Transparency Management System, the platform created for this can be used to participate in surveys in cooperation with opinion and trend researchers. The passengers here represent a good cross-section of a certain part of the population.

Participation could possibly be rewarded by means of an appropriate bonus system, as in the approaches already mentioned above.


Flying on Demand

Flying on demand' offers a new and particularly inexpensive way for passengers to travel. With this concept, certain flights only arise when the scheduled aircraft are filled to capacity. The flights can be offered to passengers at above-average prices, as the planes are always fully utilised in this scenario. This concept presupposes a certain flexibility on the part of the passengers in the event of flight cancellation or postponement in the event of under-occupancy, but this is accepted by the customers due to the favourable price.


in-flight entertainment

In contrast to the airline-specific in-flight entertainment systems already in place today, cooperations and partnerships with the major streaming providers (Netflix, Amazon Prime, Audible, etc.) are also conceivable. The corresponding services will be offered to passengers via a special WLAN access on board.

This is a system with a local server structure and a limited but up-to-date offer. The server updates itself automatically during the turnaround times at the airports. No individual user access is required on the part of the streaming provider - every passenger can stream from the available selection for a fee.

In addition, passengers can sign up for attractive in-flight subscriptions onboard, which means additional profit for the respective streaming providers.

This platform can also be used by airlines for self-promotion purposes - especially for new airline proprietary services described in the broader sense here.


Educational and sightseeing flights

Interested industries and companies can become active as sponsors for educational and sightseeing flights for e.g. school and study classes. For these flights, only the window seats are occupied in order to guarantee each participant an optimal view to the outside. The flights themselves can lead over certain regions worth seeing (e.g. the Alps or coastal regions) and can be backed up with corresponding audio commentaries.

The industrial sponsors can promote their industry during the flights by means of infotainment on the audio and video track. These types of flights are also conceivable without sponsorship as a general offer for groups and individuals with appropriate payment.


In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What do airlines have to do already now to realise a possible optimum of aviation ".



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