Airport Business - 37

AIRLINES
Analytics can also prove effective
to predict and prepare for the outcomes
of bookings and cancellations in real
time - net bookings, gross bookings,
net new - by markets. Combined with
the airline's experience, data-backed
analytics will provide insights to
pinpoint geo-specific interventions
for maximum ROI. This can include
scenario planning for various options
like what-if analysis for future demand
across business, leisure, family and
individual traveler segment categories.

work for specific destination and categories
of travelers? These questions can be
answered using revenue management
controls. Airlines should reach all
travelers who cancelled upcoming
travel plans with personalized offers
based on the revenue management
systems' adjustments. Most importantly
is the ability of the airline to push new
booking sales to the back end, once
demand returns. One of the most
powerful tools currently available to
manage demand, digital assets and
content is the Adobe Experience
Manager (AEM) suite.
Airlines that use these types of
tools will be able to draw travelers
with the exceptional experience they
offer. COVID-19 is likely to reset
the industry and customers will not
necessarily return to the airlines they
were historically loyal to. Instead,
they will opt for airlines that focus on
keeping their passengers healthy, safe
and engaged with a great end-to-end
experience from booking to refund.

CUSTOMER CARE INITIATIVES
One of the critical learnings from this
unfortunate episode is to ensure airlines
have simple and reassuring self-service
capabilities that allow customers to
cancel, refund or reschedule their tickets
without having to call travel agents or
a call center. This will help ease call
center volumes, lower costs and ensure
that customers are always in control.
Airlines would do well to use
online, kiosk and in-f light videos
demonstrating aircraft cleaning and
sanitization procedures to rebuild
customer confidence. These videos
could extend to an emergency process
meant to safeguard the wellness of
customers and crew, the care and
regulatory adherence.
Finally, it has become essential
for airlines to educate and train their
employees about how to handle customers
during health-related emergencies.

Read more at
www.AviationPros.com/21137058

SHUTTERSTOCK

Perhaps the most urgent area
where analytics can be applied is to
gauge the pulse of customers through
an external consumer conf idence
index. Examining leading indicators
inside and outside the airline industry
can help airlines measure the comfort
level of customers to start traveling
again and the precise levers that
will inf luence them to start early
rebooking. Indicators that could
suggest resumption of travel activity
could be credit card activity, increased
online retail spending and decreased
COVID-19 cases and outbreaks.
Weather could also be another
important indicator to evaluate.

DEMAND STIMULATION AND
PREPARATION
Airlines would do well to prepare
themselves appropriately for when
customer demand returns. Foremost,
they must be ready with attractive offers
to stimulate demand such as packages,
promotions and deep discount plans to
entice both leisure and business travelers.
How much should yields be relaxed to
stimulate demand? What kind of offers will

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AUGUST | SEPTEMBER 2020 \ AVIATIONPROS.COM / 37


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Airport Business

Table of Contents for the Digital Edition of Airport Business

Inside the Fence: Statistically Speaking...
Industry Update
The FBO Customer Experience Beyond COVID-19
Switching Seats: COVID-19's Impact on the Terminal
Data Security and Privacy at Commercial Airports
A Private Affair
Creating Quality Customer Service
Designing the 'Airport of the Future'
Will Peer-to-Peer Car Sharing be the Next Disruptor?
An Airport Takes Off
Totally Boggus: Clearing the Air
Proactive Technology Strategies for Airlines to Succeed Post COVID-19
Looking to Upgrade Your Sustainability Practices? Ask These Questions First
Product Profile: Runway Reliability - Stable Soils Make the Difference
Airport Business - 1
Airport Business - 2
Airport Business - 3
Airport Business - 4
Airport Business - 5
Airport Business - Inside the Fence: Statistically Speaking...
Airport Business - 7
Airport Business - Industry Update
Airport Business - 9
Airport Business - The FBO Customer Experience Beyond COVID-19
Airport Business - 11
Airport Business - Switching Seats: COVID-19's Impact on the Terminal
Airport Business - 13
Airport Business - 14
Airport Business - 15
Airport Business - 16
Airport Business - 17
Airport Business - Data Security and Privacy at Commercial Airports
Airport Business - 19
Airport Business - A Private Affair
Airport Business - 21
Airport Business - 22
Airport Business - 23
Airport Business - 24
Airport Business - 25
Airport Business - Creating Quality Customer Service
Airport Business - 27
Airport Business - Designing the 'Airport of the Future'
Airport Business - 29
Airport Business - Will Peer-to-Peer Car Sharing be the Next Disruptor?
Airport Business - 31
Airport Business - An Airport Takes Off
Airport Business - 33
Airport Business - 34
Airport Business - Totally Boggus: Clearing the Air
Airport Business - Proactive Technology Strategies for Airlines to Succeed Post COVID-19
Airport Business - 37
Airport Business - Looking to Upgrade Your Sustainability Practices? Ask These Questions First
Airport Business - 39
Airport Business - Product Profile: Runway Reliability - Stable Soils Make the Difference
Airport Business - 41
Airport Business - 42
Airport Business - 43
Airport Business - 44
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