October 27, 2020 | Market Intelligence
COVID-19 has changed the economics of the airlines industry, impacting pricing strategies and revenue management systems.
Airlines are unable to do capacity planning months in advance. Due to changing rules on restrictions, they have moved to flexible weekly capacity planning.
Now, the talk is around adopting a ‘personalized dynamic pricing system’ to target potential customers with fares and benefits backed by data analytics and based on their travel behavior.
What does this mean for organizations with corporate travel accounts? How can their procurement teams secure better deals from airlines and travel management companies (TMCs)?
Extracting value from TMCs
Locking in deals with airlines
Leveraging global alliance of airlines
Companies can tap into interline partnerships and ensure that their TMCs are also aware of it and help them identify such airlines to get more value out of the engagements.
Even if managing interline arrangements is complex, establishing commercial agreements with new airline partners can help low-cost carriers attract more passengers. Such interline products for low-cost carriers allow travel agents to book more competitive long-haul fares.
Overall, to reduce risk, dynamic sourcing for travel may be a good option over a two to three-year agreement period.
However, the pandemic has exposed lack of details in contract clauses and other operational constraints. For now, airlines will be looking to rewrite and renegotiate contracts that could contain clauses to protect them from future disruptions.
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David Doran
Vice President, Consulting
David has over 20 years of experience in leading several large-scale consulting and sourcing engagements for transport and logistics at Fortune 500 companies.
A recognized leader in supply chain management and logistics, David plays a critical role in the design, sourcing and implementation of supply chain improvements to GEP’s global clients.