Revenue Management in the airline industry - PowerPoint PPT Presentation

1 / 53
About This Presentation
Title:

Revenue Management in the airline industry

Description:

Minimise seat spoilage, spillage and risk of denied boardings and /or downgrades. ... CABIN SPOILAGE. PROBLEM ... DISCOUNT SPOILAGE. PROBLEM ... – PowerPoint PPT presentation

Number of Views:5697
Avg rating:3.0/5.0
Slides: 54
Provided by: BritishAi6
Category:

less

Transcript and Presenter's Notes

Title: Revenue Management in the airline industry


1
Revenue Management in the airline industry
  • Paul Rose
  • Managing Director

2
Content
  • My background
  • The History of Revenue Management
  • Revenue Management an essential business practice
  • Group business and RM
  • System selection implementation

3
My background
  • BA 1970-94 in RA, Sales but mostly RM.
  • Virgin Atlantic Airways 94-97 implemented RM.
  • Rejoined BA 1997-2000 RM Pricing
  • OD and Oneworld RM projects.
  • 2001 M.D. of PR RM Ltd
  • SITA RI RM consultant, product manages range.
  • A.R.I.G. Owner Chair
  • Independent RM Consulting
  • Conferences and publications
  • IATA
  • Calidris Worlds leading RI supplier

4
THE HISTORY OF REVENUE MANAGEMENT
5
Revenue Management History
  • R.M was born from the deregulation of the USA
    airline industry in the early 70s.
  • Pioneered by AA and followed by other Mega
    airlines who could fund the RD costs who
    instigated first systems AA, UA, DL, BA etc)
  • People express a forerunner of LCC airline the
    first casualty of US Price Wars did not have
    R.M. capability.

6
Revenue Management History
  • 70s - Reservations / Space control
  • Basic control systems
  • Simple pricing with Few fares in the market
    place., Focus on space not yield, Reservations
    staff resourced, US deregulation starts.
  • Early 80s- Basic Yield Control
  • Better inventory systems
  • 26 selling classes evolve, European regulation
    continues hence little competition.
  • Mid 80s - Better Yield Control
  • RM systems introduced
  • Yield focus through class hierarchy,
    deregulation new aggressive competition emerge!

7
Revenue Management History
  • Early 90s - Revenue Management
  • Route Inventory Sales Area Pricing begin to
    merge, Sophisticated RM systems now available
  • Mid 90s - Improved Revenue Management
  • Quantum leap in technology - POS introduced, SBP
    / Heuristic BP introduced , Codeshare abounds,
    more carriers enlisting R.M.
  • 2000 today
  • Majority of major airlines have a RMS, RM
    Pricing depts merged , focus on costs, profit,
    and more aware of competitors

8
Food for thought !
  • Yet RM systems are still only used by approx 45
    of the Worlds gt1300 airlines!
  • Revenue Management typically delivers 3-9
    revenue gain, with gt11 achieved at some leading
    airlines!
  • Most unsuccessful RM installations are due to
    unsupported business processes, lack of Snr
    Mngmnt support, or lack of expertise rather than
    system failures !

9
Industries employing Revenue Management
  • Airlines
  • Hotels
  • Car rental
  • Tour operators
  • Cruise ships / Ferries etc.
  • Healthcare
  • Amusement parks, golf courses.
  • Theatres, Opera.
  • Energy companies
  • Advertising TV companies

10
REVENUE MANAGEMENTAN ESSENTIAL BUSINESS PRACTICE
11
Is R.M. the same thing as yield management?
300 seats, full fare 1,900 discounted 1,300
would you prefer a) 50 full fare and 250
discounted, or b) 190 full fare and 50
discounted, or c) 135 full fare and 135
discounted ?
The one that makes you most money (c) is not
necessarily the one that gives you the highest
average yield (b) or the highest load factor
(a). Revenue Yield Load-factor a)
(501900)(2501300)420,000 420000/(50250)1,4
00 (50250)/300)100 100 b) (1901900)(501300)
426,000 426000/(19050) 1,775 (19050)/300)10
080 c) (1351900)(1351300)
432,000 432000/(135135)1,600 (135135)/300100
90
12
Airlines without RM
  • Often only consider Load Factor
  • Their business driver is to sell as many seats as
    possible regardless of price, dilution or
    increased costs.
  • Few limits are imposed, fewer classes are
    utilised, and class availability is often sub
    optimal.

13
Airlines without RM
  • Large numbers of low yielding seats are usually
    sold with this approach, without any protections
    for higher yielding late booking clients.
  • The assumption is that the higher the seat
    factor, the higher the profitability for the
    airline, which is incorrect.
  • Waste valuable resources with manual best guess
    of likely demand.

14
Why RM is important
  • Revenue Management maximizes profitability by
    selling the correct number of seats at various
    fare levels based on demand and pricing
    elasticity
  • Sometimes the number of passengers carried may be
    lower than when compared to a simple load factor
    driven methodology.
  • BUT, the result of correctly optimised number of
    seats sold, with lower costs, will still provide
    higher revenue than an uncontrolled load factor
    approach.

15
Why RM is important
  • Managing an airlines most important asset - its
    perishable seat inventory
  • Accurately predict future demand
  • Maximise revenue on every flight departure by
    setting optimal inventory allocations, that
    reflect the passenger demand forecast and allows
    for cancellations and no-shows.
  • Minimise seat spoilage, spillage and risk of
    denied boardings and /or downgrades.

16
RM is important as it allows a carrier to
  • Accurately accept Group business without diluting
    revenue or spilling high individual demand and
    focus on the best performing Tour Operators
  • Immediate benefit by using Historic data from the
    RMS db
  • Side benefits such as using passenger forecasts
    for Network planning,Catering, Customer Services
    resource planning and future aircraft acquisition.

17
So what is Revenue Management?
  • A must-have for high-fixed-cost, low-margin,
    price-segmentable businesses
  • A process of maximising revenue from perishable
    products, through the integrated control of
    capacity and price.
  • Although RMS can now be bought off the shelf,
    systems-integration, data-quality, and
    business-process- improvement still remain major
    challenges

18
What is Revenue Management?
  • In other words-
  • Selling the right product
  • To the right customer
  • In the right place
  • At the right time
  • For the optimum price
  • Via the best channel

19
RM benefits
  • Has demonstrated the ability to generate of 3
    9 in additional Revenue
  • Better management of group and tour operator
    performance
  • Better Pricing actions where Pricing and RM depts
    are integrated
  • Increased speed to market
  • Superior Management Information leading to better
    decisions

20
The major steps in RM
  • Planning
  • Produce business plan and set up flights based on
    historic performance with required inputs to
    reflect the future.
  • Forecasting
  • Produce Detailed Forecasts of Unconstrained
    Demand for Each Future Flight Departure

21
The major steps in RM
  • Overbooking
  • Overbook Future Flight Departures Based on
    Historic Patterns of No-Shows and Late
    Cancellations
  • Optimisation
  • Determine best authorisation levels for each
    Booking Class to maximise a flights Revenue
    using EMSR (Expected Marginal Seat Revenue
    algorithm)

22
Why we need computers for demand forecasting?
  • There are too many human biases in forecasting-
  • Treat easily available or recallable data as
    more significant
  • Attach higher validity to info which confirms
    previously held beliefs, seeking information to
    support views.
  • Overemphasise conclusions from small samples
    anecdotal evidence
  • Conservatism failing to use new info to
    significantly revise estimates
  • Failure to regress to the mean, extreme values
    expected to continue

23
5 Key elements of airline R.M.
  • CABIN SPOILAGE
  • PROBLEM
  • Loss of revenue occurring due to passengers who
    No-Show or cancel late on full flights.
  • SOLUTION
  • Identify revenue opportunities available and
    apply accurate overbooking levels.

24
5 Key elements of airline R.M.
  • DISCOUNT SPOILAGE
  • PROBLEM
  • Loss of revenue resulting from turning away
    discount customers because discount seats were
    not available at the time of booking,
    subsequently the flight departs with a
    significant number of empty seats.
  • SOLUTION
  • Identify revenue opportunities lost on flights
    that departed with a significant number of empty
    seats, yet had discount class restrictions at
    some point prior to departure, and reforecast and
    re-optimise future flights.

25
5 Key elements of airline R.M.
  • HIGHER YIELD SPILL
  • PROBLEM
  • The loss of revenue resulting from turning away
    late high yield demand because too many lower
    yield seats were sold early.
  • SOLUTION
  • Quantify the opportunity from flights that fill
    prior to departure leaving no seats for higher
    yield passengers, and protect on future flights.

26
5 Key elements of airline R.M.
  • UPGRADE OPPORTUNITY
  • PROBLEM
  • The loss of revenue from failing to accommodate
    demand in a lower cabin from available seats in
    a higher cabin.
  • SOLUTION
  • Quantify revenue potential from more accurate
    setting of overbooking profiles utilise
    adjustment of capacity between cabins.

27
5 Key elements of airline R.M.
  • DIFFERENTIAL PRICING
  • PROBLEM
  • An airline seat can be viewed by a purchaser as
    a single commodity, the desire is to purchase at
    the lowest price.
  • SOLUTION
  • Differentiate brands ( e.g. First, Business,
    Economy ) to offer added value and create
    products within a brand utilising
    micro-segmentation of the market place and price
    fences ( e.g. Advance purchase tickets, Corporate
    rates, Tour operator fares, Frequent flyer
    redemption rates etc ).

28
What is Revenue Management?
  • MANAGEMENT OF SEAT FACTOR
  • Overbooking capacity to ensure maximum
    seat-factors with minimal offloads and
    downgrades.
  • MANAGEMENT OF REVENUE MIX
  • Cabin mix via market segmentation
  • Seat access Group acceptance.
  • ADDED SOPHISTICATION
  • Sales area mix ( POS - Point of sale )
  • Managing traffic flows (OD )

29
Airline business environment
  • High yield business books late, low yield
    business books early.
  • Average industry No-show rate of 15, with
    variation between 5 - 50 ! Plus cancellation
    effects
  • Group Management - Materialisation Rates
  • Multiple World-wide distribution channels
  • Many Business segments
  • Complex dynamic pricing structure

30
RMS functionality
  • Unconstrained Demand Forecasting
  • Optimisation Process using complex algorithms.
  • Recommendations with Auto-Pilot options.
  • Automated No-shows / cancellation management
  • Management reporting
  • Group evaluation tools

31
Process map
FORECAST DEMAND
PLUS CURRENT BOOKED PASSENGERS
EXCEPTIONS
RECOMMENDED CONTROLS
NET YIELD
OPTIMISE
CRS GDSs
AUTOMATIC
NOSHOWS CANCELLATIONS
32
Daily process cycle
Daily analysis
Performance Measurement
R.M. systems people
Exception reports
Implementation
Forecasting Optimisation
33
Overbooking and upgrading
  • ADVANTAGES
  • More seat access
  • More passengers accommodated
  • More revenue
  • Passengers more likely to trade up
  • Reward for frequent fliers and card holders
  • DISADVANTAGES
  • Full fare passenger may be annoyed
  • Frequent travellers will 'play the system'
  • Some passengers not suitable
  • Additional work for customer service

34
Balancing the network
Copenhagen
New York
115
150
100
Vienna
London
175
65
Paris
San Francisco
275
Johannesburg
Paris - New York 215 Vienna - New
York 250 Johannesburg - New York 425
(1) All LH flights full Take local traffic (2)
If JFK, or SFO, JNB empty gt Take connecting
traffic Danger of First come, first served for
many airlines.
35
Declining Yield Over Time Actual versus
comparative2009 - LONDON - LOS ANGELES- FIJI -
AUCKLAND - SYDNEY - SINGAPORE - LONDON1991-
LONDON - LOS ANGELES - TAHITI- SYDNEY-
BANGKOK-LONDON1984 - LONDON - NEW YORK- LOS
ANGELES - FIJI- SYDNEY- HONG KONG-LONDON1960 -
LONDON - BERMUDA- ACAPULCO- TAHITI- SYDNEY-
DARWIN-SINGAPORE- BOMBAY- BAHRAIN- LONDON
1 9 6 0
1 9 8 4
1 9 9 1
2 0 0 9
36
GROUP BUSINESS REVENENUE MANAGEMENT
37
What is wrong with most airlines Groups business
process
  • No economic evaluation of groups
  • Limited evaluation of the possible route
    itineraries
  • Limited estimation and very little planning of
    group utilisation rates.
  • Response times slow, typically 3-5 days
  • No automated monitoring tracking of Group
    bookings
  • No comprehensive performance measurement and no
    management reporting

38
Results are lost revenue
  • Airlines say YES - when they should say NO
  • Which can potentially displace higher-revenue
    passengers
  • Airlines say NO - when they should say YES
  • Which can potentially reduce load factor
  • Airlines respond too slowly clients shop around
  • First airline to offer good rate and space
    usually gets sale.

39
The objectives of a good Groups system
  • Maximise revenue opportunities from groups by
    analysing trade-offs between price, seat quantity
    time
  • Provide real-time decision support capability to
    perform economic evaluation on all requests
  • Evaluate all possible scenarios for acceptance
  • Create win-win situation where airline remains
    in control

40
The objectives of a good Groups system
  • Convert group data into valuable decision support
    information and reports
  • Provide facilities to forecast and continuously
    monitor group utilisation behaviour
  • Mechanise mundane manual processes e.g.
    contracts.
  • Enhance user productivity

41
Group Evaluation Business Process
  • Receipt of request
  • Economic evaluation of itineraries
  • Interactive negotiating capability
  • Agree on itinerary
  • Agree on price and terms
  • Generate the group PNRs
  • Generate contracts
  • Input of names
  • Continuous monitoring through post-departure

42
Ad Hoc Groups decision support
  • Forecasting group utilisation (take up)
  • Evaluation of complete itinerary
  • Determination of minimum acceptance price for
    each itinerary option
  • Whole and / or break-up of Group across
    alternatives.
  • Agent commissions
  • Free tour conductor passes (dependant upon
    carriers policy )
  • Channel groups toward itineraries with highest
    incremental revenue potential (offer connections)
  • Management reporting system

43
Series Groups decision support
  • Evaluate Series requests spanning multiple
    itineraries and travel patterns
  • Analyse requests among competing travel agents
    and tour operators
  • Determine optimal block allocations to sales
    offices for subsequent distribution to individual
    travel agents / tour operators
  • Monitor all bookings by travel agents / tour
    operators from time of acceptance until departure

44
SYSTEM SELECTION IMPLEMENTATION
45
PROJECT INITIALISATION
  • Assessing the current position
  • No RM at all
  • Base inventory controls
  • Market segmentation - crude or sophisticated?
  • First generation RM system looking towards an
    upgrade ?
  • What are the business drivers / aims ?
  • Size of network, nature of the traffic ?
  • Do we need an OD system?
  • Do we compete with LCCs
  • Are we a LCC?

46
PROJECT INITIALISATION
  • Needs analysis study. What is needed, when, how
    ?
  • Options -
  • Independent consultant.
  • Software supplier
  • Enlist Senior Management support.
  • Understand the basics-
  • - Forecasting - Optimisation
  • - Yield - Market segmentation

47
PROJECT INITIALISATION
  • Simulations
  • Provides proof of concepts.
  • Provides insight into current data, uncovers
    problems.
  • Optimal/Actual/System only/No control
  • Requirements Scope-
  • Understand your current business processes-
  • Strengths, weaknesses, need for change.
  • Phased deliveries.
  • Budget available - 1 - 10M ?
  • MANAGING EXPECTATIONS - Rome wasnt built in a
    day !

48
PROJECT INITIALISATION
  • Expertise requirements-
  • RM expert (s)
  • Project Management
  • Adequate IT dept/infrastructure.
  • Budget approval - Dont underestimate and include
    everything !
  • Hardware, software, project management costs,
    consultancy, training, travel /accommodation
    costs, support maintenance etc.

49
SOFTWARE SUPPLIERS
  • Narrowing the field-
  • System Demos
  • Range of modules available - RM, Groups etc.
  • Integration between RMS and other systems.
  • Who understands your business the most ?
  • Speak to other airlines, visit reference sites.
  • Timescales - can supplier meet desires ?
  • Price - best option for what airline can afford,
    that matches requirements.
  • Upgrade options for the future

50
PROJECT INTIALISATION
  • Select supplier.- Sign contract, build
    relationships
  • Visible Project plan.
  • Key milestones, deliveries.
  • Track costs, resources.
  • Does the airline have the right people for the
    future in the R.M dept ?
  • What are their current skills vs required future
    skills?
  • Do they want to be part of the future ?
  • Education training of team.

51
COMMUNICATE !
  • Sell the benefits to key internal partners e.g.
    Airports, Sales, Revenue Accounting, Marketing
    etc.
  • Maintain Senior Management support.
  • Utilise all avenues - Intranet, In-house mag,
    company journal, workshops, presentations.
  • BUT MOST IMPORTANTLY WITH THE R.M. TEAM !

52
IMPLEMENTATION
  • Start measurements before implementation.
  • Benchmark against old results, against other
    competitors or industries.
  • Set targets, measure success, at macro/micro
    levels
  • Systems People performance
  • Improvements in Revenue
  • Offloads / Downgrades
  • Seat access, speed to market.
  • Success milestones - Celebrate Communicate

53
Thank you
Write a Comment
User Comments (0)
About PowerShow.com