Tag Archive | "ancillary revenue"

Ancillary services provider dives into consumer mobile world

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Ancillary services provider dives into consumer mobile world


Travel ancillary services group Collinson Latitude is taking some new toys straight to the consumer market via the development of two different smartphone applications.

collinson apps

The company, normally known for its B2B services with such industry sectors as airlines and insurance providers, has unleashed two iPhone applications this week to iTunes, one covering trip planning and another attempting to make travel more sociable.

The first, Travelplan, claims to be the only app in the marketplace that has timetable information for 750,000 scheduled flights and access to around 15,000 hotels on a directory.

The accommodation information includes details number of rooms, facilities and contact details. Users can select different elements of a trip and bundle into an itinerary.

Collinson is making great play of the offline status of the app, meaning users do not need to tap into a live data stream to access content.

Air data is provided by FlightStats.

The second app, Fly&Share, which Collinson has decided to charge £5.99 ($8), works as a trip update system so that users can notify other people in their social networks and address books when they are using a particular travel service.

The user enters the detail of a service and the app automatically sends messages at various points during a flight, for example, allowing people to learn when an aircraft has taken off or landed.

Asked why the company has developed two separate services instead of combining into a single product, an official says:

“Potentially in the future they will be, but they are two single minded products to serve different needs at different stages of the travel journey.

“There is also the logical disconnect in the middle – Travelplan allows you to identify the trip you want to take, but you haven’t booked anything yet. Fly&Share allows you to share confirmed and current travel.”

Collinson says the two apps are the first in a suite of different B2C travel products, primarily as a testing vehicle to evaluate requirements of consumers.

“What do people want? Will they use it, will they pay for it? We are also testing Apple – what are the boundaries? How much data can we put out on a phone etc, and how we connect to Facebook and Twitter.”

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Travelport points finger at airlines over ancillary development

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Travelport points finger at airlines over ancillary development


The debate over ancillary services and who is responsible for developing relevant technology for it appears to have taken another twist this week.

luggage

In a somewhat novel move by a legacy GDS, Shelley Beasley, Travelport’s point person in the Asia-Pacific region, has gone out on a limb and attacked the low cost carriers for not wanting to pay for the custom development necessary to support ancillary services.

Indeed she is suggesting that the LCCs just don’t want to pay for the cost of the development at all.

At this week’s TravelTech conference, hosted by Martin Kelly in Sydney, Australia, Beasley (managing director for Pacific and head of solutions support in Asia-Pacific) went on the offensive.

Following negative comments on GDSs capability to handle advanced services and to keep up with the demands of LCCs by Jetstar and Air Asia in recent weeks in the region, Beasley countered in a spirited defense of the traditional GDS service model.

Describing the adverse statements as “a smokescreen” she says LCCs are reluctant to spend money on developing a system that handles their complex way of selling.

“The industry has not worked to a standard,” she says, adding a common solution “has to happen.”

Presumably this implies that the LCCs should be paying the GDSs for custom development despite having the capability functioning well on their own sites and in their own infrastructure – in many cases on systems owned and managed by GDS companies.

This seems to be a common cry from the GDSs to the point where it would seem they are reading from the same script.

Perhaps this is somewhat of a jaded argument. It would appear that the GDSs have not invested enough into the infrastructure to support a form of product that has been in the market for more than a few years.

This argument also does not hold up in the light of history. In previous major changes to the infrastructure of airline distribution such as ATB – the GDSs did not charge the airlines for this development.

In the end the agents had to pay for the expensive ATB2 printers either directly or via incentive payments from the airlines.

Depending on your view, it could become a chicken vs egg discussion.

The low cost carriers generally eschewed the use of GDS distribution. Indeed the most successful of them all in terms of profitability is Ryanair and it still steadfastly refuses to use intermediaries to sell its products.

It argues that if the product is to be sold that way then the consumer will be disadvantaged.

Other low cost carriers either charge for content distribution, such as Norwegian, or limit the product that is available for distribution by the more expensive channel – for example GOL.

Thus should the GDSs be providing solutions that support ancillary revenues at their cost or do they sit this one out and wait for a standard?

The airlines appear unwilling to wait to support a GDS sponsored standard but instead are coalescing around a standard of their own – the OpenAxis standard.

But the argument does not just affect LCCs. Full service network carriers such as American Airlines and Air Canada have also adopted the same position.

Clearly for the majority of carriers, adopting ancillary revenue product sales is a profit winning solution.

Most estimates for all of 2010 put ancillary revenues in the $5 billion plus range.

Total profits for the whole industry are (per IATA estimates) only $2.5 billion. In contrast, 2010 GDS fees are likely to be in the range of $10 billion to $12 billion range for the whole industry.

Who will be the winners in this battle? There is clearly a lot at stake.

But it would seem that the GDSs are deploying solutions. Amadeus has announced adoption already.

Even Travelport itself has slated release of enhancements in the September timeframe. Therefore it would seem the protests are ringing a little hollow.

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Booking air tickets on websites: The musical

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Booking air tickets on websites: The musical


Just for fun. Funny skit from comedy trio Fascinating Aida about the perils of search and booking cheap air fares on the web.

Listen carefully…

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The amazing lack of consumer information on airline fees

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The amazing lack of consumer information on airline fees


I have been looking at who is doing a good job in providing consumer information on fees and ancillaries charges.

Given the industry and consumer advocacy focus on this – I really wanted to see who does a good job.

So, I went to some of the top online travel agency sites, GDSs and the search/metasearch sites who can provide data and then this table is the results.

Global Distribution Systems

CompanyFee calculator
AmadeusNothing at present
Sabre64 airlines split into domestic and international - basic 4 columns and a counter to compare (*1)
WorldspanNothing at present
GalileoNothing at present

Search/metasearch engines

SiteFee calculator
Bing TravelNothing at present
Farecomparea good comprehensive chart for 16 airlines available in USA (*2)
Kayak27 airlines with more detail (*3)
MobissimoNothing at present
SkyscannerNothing at present

Online travel agencies

SiteFee calculator
Cleartripnothing at present
eDreamsnothing at present
Expedianothing at present (adding tools to Egencia)
Opodonothing at present
Pricelinenothing at present
Travelocitynothing at present (adding tools to Travelocity Business)
Travelstartnothing at present
Wotif/Wotflightsnothing at present
Zujinothing at present

Notes:

Frankly, I am surprised – I would have thought that by now consumer advocacy would have driven sites to do a better job.

So either the sites are lazy or they are fatalistic about doing the job.

It has been a long while since I did an overview of consumer support – but I am actually surprised at how little there is out there to help users.

In almost all cases – it was hard to find the information on each site.

So I could actually have missed if the individual site does have the information. In that case I will apologize for not finding it but then chastise the site for not making it intuitive and easier.

If there is a lesson here – it is that if you are consumer facing you should have an easy way to simplify the way airline information is presented. It will also help to build trust in the mind of the consumer.

That has to be a good thing – so why aren’t you doing it?

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LAN Airlines taps Orbitz Worldwide over Expedia for private label solution

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LAN Airlines taps Orbitz Worldwide over Expedia for private label solution


LAN Airlines, which has existing hotel relationships with Expedia Inc.’s hotels.com and Travelport’s Octopus Travel, selected Orbitz Worldwide’s private-label solution for dynamic packages.

Orbitz Worldwide won the LAN business over Expedia Inc.’s private-label offering, the Expedia Affiliate Network.

lanvacations

“We continue to have a strong online travel agency partnership with Expedia, but were not able to implement our private label with them because they couldn’t meet our technical requirements,” says LAN spokeswoman Megan Kat, without providing further details.

The Latin America carrier sees the dynamic packages from Orbitz Worldwide as a way to boost LAN’s ancillary revenue.

“In addition to offering more choice and value to our customers, this partnership positions LAN Airlines effectively to grow ancillary revenues by facilitating the booking of hotels, car rentals and insurance, all in a single transaction,” says Pablo Unis, LAN vice president of North America and the Caribbean.

The dynamic packages aren’t in the LAN flight booking path, but are accessible from the LAN homepage by clicking on a “Book Packages to South America now” ad.

lanvacations

LAN brands the private label offering LAN Vacations and on the landing page at the bottom it indicates that the packages are powered by Neat, which was acquired by Cendant in 2003 and eventually transferred to Orbitz.

LAN spokeswoman Kat says the airline also is evaluating adding standalone hotels from Orbitz Worldwide in North America to LAN Vacations.

Orbitz Worldwide’s private label business is in its infancy and is dwarfed by Expedia’s.

In addition to LAN, Orbitz Worldwide also offers its private-label solution to Delta Air Lines and KLM.

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Airlines versus Global Distribution Systems: Welcome to the new Cold War

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Airlines versus Global Distribution Systems: Welcome to the new Cold War


So the gloves are coming off and the simmering dispute between the airlines and the GDSs over non-traditional content distribution is breaking out into war.

cold war

At first most international airlines have been watching the different positions taken by the traditional GDSs in the North American market.

The airlines generally regard ancillary services as a critical part of their future business model for profitability.

The GDSs, as they contend with ever increasing product complexity, don’t want to have to spend a large amount of money to re-develop the core architecture to accommodate this need.

Users do not want to change, they simply want a nice and easy way to compare products which they regard as a commodity. And they want it in the traditional channels in the traditional way.

The airlines believe it is critical to differentiate their products and services, and then distribute as they see fit. Conversely, the GDSs have been slow to develop solutions to accommodate the airlines in their needs.

Last year the legacy GDSs pointed to a lack of standards as a reason not to develop or support the distribution of unbundled product. And this is the core of the issue – the right to differentiate one’s product.

The airlines appear to be reluctant to wait for a GDS based standard for ancillaries and indeed in the USA formed their own organization to create a standard.

The idea behind OpenAxis Group is that their solution was formed because the OpenTravel Alliance and the traditional GDSs were perceived to be taking too long to develop a set of solutions.

The standoff between the players continues, although now they are starting to discuss it.

Many traditional airlines outside of the USA have been quiet on the issue – but the gloves have certainly come off in Asia-Pacific.

Specifically two airlines based in the region are vocal in their frustration.

From Jetstar (a wholly owned subsidiary of Qantas), executive manager for commercial, David Koczkar, was blunt in his assessment of the problem.

“The GDS’s can’t sell half our products.” And then he was more specific: “ …[they] can’t keep up with the LCCs in terms of product development.”

Further north, in what has become a very competitive market, Amin Khan, senior general manager network, revenue management and distribution for Malaysia Airlines, describing his frustration with the GDSs, said: “We are not able to display to the end customer what we would like them to see…”

He added that GDSs are “too expensive”. There is a subtext to the issue and that is how airlines feel a growing discontent with the highly restrictive GDS full content contracts, which in some cases are now tying their hands in their distribution of any content.

But the GDSs are fighting back. Responding to a reporter’s question directly, Amadeus retiring CEO David Jones responded by pushing the blame bucket back across to the airlines.

He pointed the finger at the airlines by saying they should have agreed on a universal set of standards for their own systems.

Sticking to the GDS standard line, he said: “The fact is that different airlines around the world have not yet agreed on any set standards to do this.”

This is going to be a long running saga. Now there is a standard set available in the OpenAxis Group which is not just a paper standard but has actually been deployed in markets, and not just in the USA.

The GDSs don’t have this argument to hang onto much longer.

Where Jones is right is that there are still issues on financial fulfillment to be resolved. But the airlines are not waiting – this is critical to their success, they are putting in solutions today and working with distributers to ensure that the customers can buy their products through their preferred channels which of course includes travel agents.

The impact of this fundamental change of the airline product clearly extends beyond the GDSs.

The OTAs and indeed anyone selling airline products – either standalone or bundled – will have to start working quickly to deploy these solutions.

Standards or not – avoiding the issue is not an option.

Note: The author is acting CEO of LUTE Technologies, which is an allied member of Open Axis Group.

NB: Hat-tip Travel Weekly Australia for source quotes.

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Web service launches to reimburse travellers for rain or lack of sun

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Web service launches to reimburse travellers for rain or lack of sun


Meteobonus, a new online service to reward travellers during holiday wash-outs or an abundance of dark clouds, has its first industry partner in SmartWings.

rain beach

The Prague-based low cost airline, which is a subsidiary of the IcelandAir Group, has integrated a white label version of the Meteobonus system into its existing booking engine, allowing passengers to effectively insure themselves against poor weather.

The system works by calculating a flat fee (or premium) for each passenger based on length of trip and likelihood of bad weather based on historical data.

For example, a six-day trip from the UK to the Spanish island of Ibiza will cost around Euro 15 per person. In the event of rain or a lack of sun, Meteobonus pays out Euro 30 per day or rain.

AirSavings-owned Meteobonus says if more rain than average falls in a destination during a traveller’s trip (or if less sunshine is recorded), the dividend is automatically paid.

Meteorological data is based on the nearest weather station to the destination, and corroborated by the World Meteorological Association.

Unsurprisingly, Meteobonus is touting the service as the “next big revenue generator” for airlines hungry to develop more ancillary products.

It has bold plans to roll out the service to other airlines across the world, having secured data agreements with 250 weather stations in Canada and Australia and a further 450 in the US.

The company plans to also extend the service to include ski holiday later this year.

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JetBlue thanks Sabre for Even More Legroom tweaks, El Al interline pact

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JetBlue thanks Sabre for Even More Legroom tweaks, El Al interline pact


The JetBlue-Sabre romance was in full bloom for all to see yesterday.

In JetBlue’s second quarter earnings call, President and CEO David Barger credited Sabre, which began hosting the airline’s reservation system early this year, for enabling the airline to introduce 11 price points based on customer demand to its Even More Legroom product. Previously there were fewer price points and they were based on route length rather than customer demand.

jetbluelegs

Barger said the enhancements to Even More Legroom should generate $10 million in incremental revenue in the second half of 2010.

And, CFO Ed Barnes announced that beginning Sept. 1 JetBlue will introduce pre-boarding to Even More Legroom customers, a move designed to render the “program even more attactive to business customers.”

JetBlue also revealed it will establish an agreement with its sixth interline partner, El Al.

JetBlue implemented an interline agreement with American Airlines this week, and earlier during the second quarter established an interline pact with South African Airways.

“The Sabre platform is allowing us to better scale our business including more seamless integration with airline partners and better connectivity to global distribution systems,” Barger said. “While we began to realize some benefits of this more robust system [SabreSonic] back in February, we continue to see even more revenue growth as we add functionality to the Sabre platform.”

Barger also said Sabre enabled the airline to tap into “higher yielding business traffic through the GDS channels and enhanced pricing capabilities.”

The Sabre platform also aided the airline in adding several classes to the airline’s fare structure, a boost to JetBlue pricing and revenue management capabilities, he said.

JetBlue says it incurred $2 million in Sabre-related one-time expenses during the second quarter.

Despite all the plaudits for Sabre, the airline has experienced some hiccups in the transition to the new reservations system.

Barnes said JetBlue had lower change-fee revenue in the second quarter because it has waived certain change fees for passengers in connection with the SabreSonic implementation.

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Study: Winners in airline ancillary revenue

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Study: Winners in airline ancillary revenue


Interesting data from a joint study by Amadeus and IdeaWorks outlining the top earners in the airline industry when it comes to ancillary revenue.

luggage

The project examined the disclosed financial performance of 96 airlines around the world, including low cost and other scheduled carriers, to produce detailed information on which airline is making the most from revenues gained from ancillary products.

Amadeus says the estimates include revenue from a la carte features such as baggage fees and food sold onboard aircraft, commissions from the sale of hotel accommodations, car rentals, and travel insurance at airline websites, and partner revenue generated by frequent flier programs.

The total amount of ancillary revenue for the 96 airlines over the course of 2009 was Euro 11 billion, up from Euro 7.68 billion in 2008, the study found.

Leading the way in terms of total ancillary revenue for 2009 is United Airlines with Euro 1.5 billion, an increase of Euro 330 million on the previous year.

Top 10 Airlines – total ancillary revenue:

RankTotal ancillary revenue (Euro)Airline
11,527,310,000United
21,507,750,000American
31,117,120,500Delta
4782,903,000Qantas
5663,600,000Ryanair
6608,796,693EasyJet
7540,589,693US Airways
8534,143,000Air Canada
9368,869,000Alaska Airlines
10356,742,400TAM Airlines

Top 10 Airlines – ancillary revenue as % of total revenue:

RankPercentage of totalAirline
129.2%Allegiant
223.9%Spirit Airlines
322.2%Ryanair
419.4%EasyJet
519.4%Tiger Airways
618.1%Jet2.com
714.4%Aer Lingus
813.3%Alaska Airlines
913.2%FlyBe
1013.1%AirAsia

Top 10 Airlines – ancillary revenue per passenger:

RankAncillary revenue per passenger (Euro)Airline
124.89Allegiant
222.51Jet2.com
322.35Spirit Airlines
420.37Qantas
518.76United Airlines
617.23Air Canada
716.72Aer Lingus
816.47Alaska Airlines
914.43American Airlines
1013.47EasyJet

NB: Amadeus says the estimates include revenue from a la carte features such as baggage fees and food sold onboard aircraft, commissions from the sale of hotel accommodations, car rentals, and travel insurance at airline websites, and partner revenue generated by frequent flier programs.

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Should airlines be forced to disclose equal pricing and fees in all channels?

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Should airlines be forced to disclose equal pricing and fees in all channels?


After the display of theatre in Washington last week at the hearings on airline fees we have the usual players all lined up on either side of the equation.

The esteemed members of the panel seemed to want nothing but political points and really didn’t have anything valid to add to the process.

The GDSs and the “consumer side” as represented by BTC all wanted full and equal disclosure but via the GDS.

I also note that the GAO noted the tax issue – finally someone was listening to something I felt needing addressing out a long time ago.

In this matter it would seem that Washington, in the form of the IRS, has made a huge U-turn on the issue of taxation of ancillary fees/revenue items.

suitcase money

Normally, when the US government issues tax guidelines, most practitioners regard that as the interpretation of the law and act accordingly.

In this case the IRS has gone so far as to actually issue a disclaimer (which I am sure was not on the pages originally but I cannot verify that).

This disclaimer makes it clear that these instructions are guidelines only. If ever there was a hint that the US Federal Government finally sees the error of its ways and now wants to tax ancillaries – then this was it.

However, I want to focus on the bigger issue of whether or not the Airlines should be forced to disclose all of its pricing options equally in all channels.

While this may not seem to be the issue in debate, it most decidedly is an underlying one.

Let me be unequivocal. In my view the answer is NO.

The reason is that it creates a dangerous precedent for any supplier who then has to adopt a uniform approach to the market.

Channel-based pricing is as old as the hills. If you can buy soap powder in any channel does the price have to be the same?

Does the information about how to sell it have to be transparent?

If I buy a book online at Amazon vs buying a book at a Barnes and Noble store – do I have to know all the pricing options? What about cars?

And while we are at it how about local taxation – should not the same logic apply to taxation so that the local tax authorities should put a detailed tax guide against every tax charged when the media being used for promotion crosses boundary lines?

To me this is re-regulation of a deregulated industry.

I do not think that it is in anyone’s interest to force display of fees via a particular channel.

To be clear – yes, the airline has an obligation to disclose its pricing on its own channel. This is primarily today its own website.

And this is something that must be done. But it does not mean that the same obligation applies to all channels equally.

Further I believe that any supplier or intermediary should have the right to create its own pricing and not have any external party – government or distribution player – force it into certain behaviors.

The only caveat I suggest is that the actual seller is responsible for disclosing the appropriate fees at the point of sale.

As far as I can tell everyone is in compliance with this requirement.

The US government and its elective branch has its own agenda here. It sees that it made a big mistake in not evaluating the tax implication of unbundled services and fees.

Thus they further compounded their mistake by considering that the unbundling of the airline fees should not be taxable at the federal level. Talk about egg all over one’s face.

Why the government would at a time of revenue short fall would have allowed such a thing is just beyond belief. But they did do this.

In doing so, as some have pointed out, they made airline ancillary fees possibly open to local taxation – something several states had their eyes on.

That would have been a terrible mess. It would have made the issue of hotel taxes (that the OTAs are fighting for pre-paid stays) look like a walk in the part.

The internet has created an environment of transparency that is wonderful. You can run but you cannot hide on the wild wide web.

Many players have emerged to promote this transparency and harness it for the consumer.

Such a proposed process of forcing the airlines to display their full feels in a specific channel such as the GDS would harm innovation not just today but for the future.

We can be sure that as we speak there are many players – existing chaps and some brain working in his back room – coming up with solutions as to how to display fees.

Even Sabre has a web page devoted to the subject that is open to all to see. http://www.exploreflightfees.com/

I don’t want to sound like an apologist for the suppliers. I clearly am not.

They, like any seller, must be required to provide full information to the consumer. Some intermediaries have imposed some very restrictive covenants in the so called full content contracts between GDSs and Airlines.

These clauses require an airline to provide not just full content but also restrict how the content may be administered.

Perhaps the esteemed members of the US Congress should investigate some of these practices, the GDSs have created some incredibly complicated contracts with lots of restrictions for the supply side and equally for the selling side.

Fortunately the consumer is both smart to these issues and not fooled. He can be lazy too. But if he wants to find something he will. And woe betide anyone who gets in his way.

For the petitioners in this matter – namely those who want to see GDS fee disclosure – I believe that everything should be open and transparent but that should be via the web and not exclusively or in a preferred way via the GDSs.

Of course there is an easy way to solve the problem. Let the airlines charge the GDSs for access to the data. That will soon put things in a whole different light.

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