The basis for value creation of a classic hub airline is its hub-and-spoke operational strategy. This system implies that all flights move along spokes connected to a central hub. In fact, all long-haul flights depart from the hub, to which all passengers are transported in the first place. Therefore it is necessary to have a heterogeneous fleet to ensure excellent efficiency of long-distance flights. Having an attractive and capable hub is at the heart of the entire operation. To this end, it is extremely important that the airline owns a high percentage of the available slots and gates at the airport, which represent a distinctive key asset in this dynamic industry. Some major flag carriers have had their capabilities for decades through grandfather rule protection, meaning a competitive advantage in this infrastructure-limited industry. In addition to this, human capital can be seen as another crucial resource. This concerns a capable and motivated workforce on the one hand and management on the other. First of all, coping with the busy schedule of a hub requires a high degree of management capacity which decides the success or failure of operations. Furthermore, the fact that hub airlines control such a large number of slots means a high level of negotiating power with this airport. Furthermore, customer loyalty and loyalty are of great importance for a national airline, because its passengers are normally less price sensitive than customers of low-cost airlines and can consequently fly more often. This can be achieved, for example, through excellent customer service, frequent flyer programs and a strong brand reputation. The mentioned features apply best to long-haul traffic and business travel. The reason for this is that business passengers are willing to pay higher prices for greater comfort and service on board, which also applies to long-distance flights where entertainment, food and service in general become more important. This therefore leads to higher returns for the airline. This does not suit price-conscious customers, because they prefer cheaper flights. In contrast, low-cost carriers must have a very low cost structure to operate successfully and create value. For this reason it is essential to reduce costs wherever possible. Consequently, low-cost airlines should offer point-to-point routes without frills and without class discrimination. Furthermore, low-cost carriers tend towards secondary and underutilized airports due to the inaccessibility of major airports due to the grandfather rule and, more importantly, due to lower fares and less traffic, as well as slots and gates available..