Our References

Setting up the Revenue Management Department:

• Defining a pricing strategy to reflect the airline’s low-cost stance: designing products, classes and fare levels
• Implementing solutions and working methods linked to revenue management
• Operational deployment of flight optimisation (monitoring growth of flight reservations and forecasts, optimising revenue through load factor and price variables)
• Defining the flight programme to destinations on Reunion Island and other potential destinations

Research for, and implementation of, a long-haul service:

• Choosing the fleet, helping to negotiate leasing contracts
• Setting up the operational structure
• Setting up commercial representation
• Implementing and supervising Revenue Management
• Consultancy and assistance for the negotiation of aircraft and engine contracts
• Auditing the maintenance set-up for the regional fleet

Support during the development of an IT system:

• Auditing production and distribution solutions
• Drawing up the remit for improving the production system
• Managing migration to a later version of the production solution
• Developing report tools

Advice on opening routes dedicated to low-cost airlines:

• Market survey of Japanese airports (destinations, passenger profiles, low-cost market, etc.)
• Research into long-range opportunities thanks to latest-generation NEO and MAX aircraft
• Identifying 30 high-potential destinations according to specific criteria (growth in demand, direct and indirect competition, seasonal variations, leakage, etc.)
• Honing down the number of destinations to 10 (in light of specific criteria)

Advice on evolving towards a dynamic pricing strategy:

• Audit of – and then work on enhancing – business intelligence and reservation tools (aggregating and reprocessing data)
• Construction of a report system featuring vital key indicators in order to define future commercial actions
• Weekly recommendations on pricing initiatives to be taken
• Comparative study of business intelligence tools

Aérogestion works with the Appart’City Group to optimise its Yield Management methods and systems, drawing inspiration mainly from best practices devised by airlines:

• ​Audit of price grids and Yield Management tools in place.
• Supporting Appart’City in its transformation process, including reviewing its pricing policy
• Advice on enhancing Yield Management tools
• Assistance putting revenue optimisation solutions in place

• Audit of client database
• Compiling past statistics in a database in order to monitor key indicators: unit revenue, number of clients, churn rate
• Analysis of evolution in unit revenue prior to revamping the pricing strategy

Revenue management consultancy focusing on IT systems:

• Training on using the Amadeus inventory
• Setting flight parameters in the systems (publishing classes, nesting, automatic rules for opening and closing booking classes, etc.)

Implementing a yield strategy tailored to the car parks at Nice Airport:

• Introducing seasonal price modulation
• Advice on developing price management tools
• Defining budgets
• Setting up Yield Management methods and procedures

Aigle Azur commissioned Aérogestion to review the tools, methods and procedures it uses for Yield Management:

• Identifying opportunities to enhance performance in the short term
• Implementing Revenue Management recommendations

• Interim management of the Revenue Management Department; recruiting and training the new Revenue Manager; scheduling (2014 to 2016)
• Analysing the profitability of international routes and various business sectors (2005)
• Research into adapting sales policy to foster the development of tourism
• Drawing up the Concerted Tourism Development Plan for New Caledonia within a consortium of experts
• Defining then implementing Aircalin’s New Business Plan

Creation, interim management, advice to shareholders:

• Revision of the initial business plan and feasibility analysis
• Contacting investors, fund-raising process
• Setting up and managing the project launch team
• Creating the L’Avion commercial brand plus the related marketing and communication plan for two major markets (France and the US)
• Setting up a low-cost operational structure that complied with both European and American regulations
• Negotiating the necessary traffic rights and slots at two extremely saturated airports (Paris Orly and NYC Newark)
• Running the business, developing sales, and assisting with yield management

• Analysis of route profitability, analysis of price structures in place and opportunities linked to the market, analysis of inventory organisation and identification of necessary changes
• Analysis of solutions in place and recommendations on enhancements
• Review of work practices with a view to maximising dynamic flight management

• Prospective studies, route studies
• Assessing two projects for long-haul routes departing from Marseille Provence Airport

Tarbes-Lourdes-Pyrénées Airport asked Aérogestion to assess the economic and commercial conditions for operating the Tarbes–Paris route:

• Constructing a Business Plan
• Analysing scope for modifications to Public Service Obligation contracts
• Examining a list of potential operators

Putting in place inventory, distribution and reservation solutions when the airline was created:

• Designing the flight programme plus implementation in various distribution networks (GDS, website, etc.)
• Setting up the price grid and work practices
• Initialising flights in reservation systems
• Interim management