# The Model of the Virtual Air Carrier as a Concept for the
## 2 Literature Review  
Doing business and operating an airline as such on the air transport market is not easy at all. At the same time creating a successful business model is a real challenge nowadays. Airlines have to face many problems represented by lack of capital, rising costs, often low returns. From this point of view managers have to always think about, how to adapt their business to the given conditions so that the airline can stay on the market. Most often, these are measures related to cost reduction, which results in the reduction of the workforce of personnel [5]. In addition, there are several other options or methods that can help to airlines. These are transformations in business models, for example the use of outsourcing of services or aircraft leasing. Many airlines have their business model based exclusively on this system and thus the virtual airline model has become a real possibility in the airline industry [6; 7]. Virtual airline represents just such an airline that operates most often with leased aircraft, among other things, it contracts with other companies for its services, while leaving some area of basic management to itself. One of the goals of such company is to achieve a \"lean and mean\" state of business, the origin of which is to be found in the regulatory liberalization that brought increase competition between air carriers [8]. The model of virtual airline is also described in the book \"Crisis management in Tourism\" from 2006. The originality of this model is set up in the fact that such airline does not own any aircraft, does not employ pilots and cabin crew, does not have any technical equipment and does not even perform any ground handling services. These activities are provided by other contracted companies. It primarily uses the electronic ticketing system [9]. The virtual airline model is most often used by start-up airlines, it means that they are defined as virtual. This model is attractive for the entrepreneurs precisely because of reduced costs, but also less risk in the initial phase [10]. However reduced costs and low risk of failure many not always be a guarantee of success, according to a study [PERSON] et al. (2022) it is easy to emergence a virtual airline, but it can easily fail and disappear from the air transport market [11]. A study By [PERSON] (2010) tried to design a virtual low-cost airline in order to remove all factors, that do not bring a value within the model. The concept is not based on the ownership of the aircraft or base airport. For this concept it was chosen as a key pillar to have an office at various airport or in other places, which are equipped with modern technologies, where web meetings are possible. The results of this study showed that total cost could be significantly reduced. The authors emphasize that in the current era of global recession, pressure to protect the environment, rising fuel and personnel costs and many other factors that threaten the existence of many airlines, it is crucial that more attention is paid to the threats. The virtual low-cost airline represents an innovative idea. Low-cost airlines adhere to the slogan of turning costs on revenues, virtual airline tries to turn the high costs to ICT equipment [12]. In addition to the technical equipment, it is important within the operational strategy of this type that the virtual airline can offer destinations to its customers. Access to the routes is based on code sharing agreements with other airlines. Code-sharing agreements have enabled airline virtualization, which can now be considered standard across almost all industries [13]. A 2014 study consider virtualization within the airline industry not entirely beneficial due to cost coordination. This model can only be successful if the destination offer is extensive and there exist cooperation with different carriers. On the other hand, virtualization presents an opportunity to simplify the company's internal organizational structure, allowing it to focus on its resources and key elements of the business model [14].