Optimising your revenue
In an environment where margins are under pressure and demand shifts quickly, optimising revenue is no longer just about selling more.
Optimising your revenue
In an environment where margins are under pressure and demand shifts quickly, optimising revenue is no longer just about selling more. Economic performance depends on the ability to understand customer behaviour and the competition, adapt the offer, set a consistent pricing policy, make efficient use of capacity and manage the business with reliable indicators.
Airlines, airports, tourism and hospitality businesses must constantly balance commercial growth, profitability and customer satisfaction. Striking that balance requires an overall view of performance and the right decision-support tools.
Failing to address these issues can lead to under-used capacity, lost competitiveness, eroding margins or decisions based on incomplete analysis. Conversely, a structured revenue optimisation approach delivers a lasting improvement in economic performance and prepares new drivers of growth.
Understanding how your business is performing
Any improvement effort starts with a precise understanding of current performance. Before identifying levers for action, it is essential to analyse past results, measure performance gaps between markets, periods or customer segments, and identify the factors that explain the trends observed.
This analysis makes it possible to tell structural trends apart from cyclical effects, highlight the strengths and weaknesses of the business and prioritise action. It is also a prerequisite for any investment decision or change in commercial strategy.
- Analysis of data and performance indicators
- Historical analysis of revenue and activity
- Commercial and operational audit
- Analysis of occupancy rates, booking build-up and seasonality
- Competitive benchmarking
- Analysis of performance gaps
Identifying new revenue levers and becoming more agile
Once performance has been analysed, the challenge is to identify the opportunities that will improve revenue over the long term. These levers may concern pricing policy, segmentation of the offer, additional revenue, distribution channels or changes to the products and services offered.
The aim is to select the actions with the greatest economic potential while remaining consistent with the company’s positioning, customer expectations and the competitive environment. Our cross-functional approach favours agility and close coordination with sales teams, so that the levers identified are put in place faster.
- Analysis of pricing policies
- Review and optimisation of fare structures
- Analysis and development of ancillary revenue
- Market and competitive positioning analysis
- Analysis of distribution channels and costs
Managing your performance over time
Performance improvements only last if teams have the right tools, reliable indicators and management processes to track results over time.
Beyond the choice of technical solutions, it is essential to define the indicators that are genuinely useful for decision-making, to structure reporting and to support teams in their day-to-day use of the tools. The aim is to give decision-makers a clear, shared view of the business so that their decisions rest on reliable information.
- Advice on using and optimising existing tools
- Assessment and selection of solutions
- Dashboards and management indicators
- Data reliability
- Structuring and automating reporting
- Support for teams
Developing new revenue streams
Improving economic performance does not rely solely on optimising the core business. It also depends on the ability to identify and develop complementary sources of revenue.
For airlines, ancillary revenue is a significant profitability lever. For airports, developing non-aeronautical revenue strengthens the platform’s business model and reduces its dependence on air traffic. This approach relies on analysing the economic potential, profitability and fit of each activity with the company’s positioning, in order to identify the opportunities that create the most value.
- Diagnosis of ancillary revenue
- Analysis of non-aeronautical revenue and its potential
- Benchmark of market practices
- Revenue diversification strategy
- Pricing optimisation of ancillary activities
- Commercial partnerships
- Economic modelling
- Support with implementation
How we work
Embedded in your teams
Our consultants work closely with your sales, Revenue Management and Pricing teams to listen to them and understand their practices, your tools and your data.
Transfer of skills
Analysis methods, management tools and best practices are built together with your teams, so that they can take ownership of them and use them independently over the long term.
Data-driven management
Our recommendations are based on the analysis of your performance, your markets and your data, in order to identify, implement and measure revenue levers.
Aérogestion has been our consulting partner since 2013 on our pricing and yield management policy for parking space bookings. The team has supported us successfully all the way from drafting the specifications for our own yield management application to building the dashboards we use to manage our business, while ensuring a continuous transfer of skills.