The rapidly evolving aviation industry, marked by technological advancements, regulatory changes, and market dynamics, necessitates a shift from ticket-centric sales models to holistic travel experiences. Airlines must redefine their offerings to meet evolving customer expectations in this competitive and digitalized environment. Beyond facilitating travel, airlines now focus on delivering comprehensive experiences, integrating ancillary services such as lounge access, fast-track security, onboard amenities, and Wi-Fi connectivity. Furthermore, partnerships are expanding to include specialized services like pet care and door-to-door baggage handling, emphasizing the importance of practical innovation in creating customer experiential value. This study investigates the influence of innovative practices on customer experiential value within airline omnichannel environments. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze data from 285 airline passengers, the findings reveal that innovative behavior significantly enhances customer experiential value, with dimensions such as convenience, entertainment, and self-esteem mediating the relationship between innovation and customer satisfaction. Conversely, dimensions like monetary savings, exploration, and status do not exhibit significant mediation effects, highlighting the nuanced interplay between innovation, experiential value, and satisfaction. The study contributes to the theoretical advancement of service innovation research by demonstrating the critical role of value co-creation in shaping customer satisfaction. It offers practical insights for airline management, emphasizing the strategic importance of innovation in designing customer-centric services that foster loyalty and competitive differentiation in the digital era.
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