Airline Projects

Airlines continue to have more profound changes that most industries from new distribution models and new competitors to new alliances and ever demanding customers. Change is constant.

The challenge has always been about service to the consumer. With the dynamic changes, airlines that fail to adapt are left behind. We work closely with clients to assess their strategic and competitive positions. Keeping the customer at the heart of any strategy allowed our clients to take a leadership position.

Self-Service Kiosksal_ksk As passenger growth continues, airlines face the critical issue of ever increasing needs for efficiency and cost reduction. Customer self-service kiosks exploit new business models and technologies to deliver lower costs with consistent with their customers’ expectations for an enhanced travel experience. What processes and methodologies should airlines use to facilitate the self-service kiosk technology, be it airline or common-use? The objective remains improved efficiency leading to lower operating costs, while at the same time enhancing their customer’s travel experience and retaining their business?

Preferred Customer Services


As airlines struggle to compete in today’s local and global markets, they must refocus their efforts on customer relationships. Older CRM methodologies are not as effective as they used to be, given their reliance on frequent flyer plans. What should airlines do to create strategic advantage, enhancing their customer’s experience, thereby retaining their loyalty? A change in thinking is required, starting with a change in nomenclature: from CRM to CMR – Customer Relationship Management! It’s the customer who is charge of the relationship whether we like it or not!

Airline Legacy Messaging Networks


The aviation industry, particularly airlines, has long used Type B messaging for non-priority messages. Type B messages facilitate the movement of data between host computers using legacy applications. Until now, airlines have been locked into established network providers or even managed their own expensive dedicated networks to interface their applications to their own or their partners’ hosts. New services are now available to unlock tremendous cost savings for the airlines. Based on standard IP routers, a new suite of software products can provide a reliable, easy-to-use and secure alternative to traditional legacy network.

Ancillary Revenue Generation


Airlines have long had the ability to deliver personalized and targeted offers directly to their customer (the passenger). It is critical to understand the multi-channel opportunity and develop new customer insights, as a result of new segmentation techniques. The obvious benefit is greater auxiliary revenues from having ‘A Single Customer View” across the airline’s diverse systems. The not so obvious benefit is the ability to improve the airline’s relationship with their customers. The challenge will be to see if airlines can implement this as a strategic element of their marketing mix.

Social Media Platforms: Increased Anciliary Revenues


Customers have become very sophisticated in their purchasing and airlines have not yet developed an effective strategy to communicate with their customers. In order to increase ancilliary revenue growth, airlines need to more effectively promote more products and services. Although airlines have core customer data available in their FFP databases, they do not fully exploit that advantage. There is a disconnect with their customers. What is needed are systems to capable of communicating directly with the customer’s chosen channel, often through platforms such as blogs and social communities (Facebook), traveler-centric social networks (TripIT) or other business communities (LinkedIn). This provides the airlines with the ability to engage with their customers in order to increase the airline’s auxiliary revenues.