Airlines - APAC Flashcards
SQ VP RM
Alan Lim
Bamboo and Direct Connect: how much does it represent
Around 30% of their distribution, which is very unusual. Probably because tickets are so cheap that the GDS fee would be prohibitive
Japan CAB requirement for international flights
Only requires to disclose min and max price per RBD/FF
NH product & pricing strategy wrt JL
NH main FF is exchangeable, JL not
BUT otherwise all prices are exact matches
New JL filing granularity
With move to Ludwig: from flight+date to group of flights+seasons
Objective of Japan CAB
Stop JL and NH from undermining their competitors like LCC. Whenever they go too low, they take a blame
NH use of their RMS
Completely overridden. Only one class is open and it’s the one corresponding to the advance purchase and they change its price to map JL even if it should be 2 classes away, etc.
NH domestic: P2P vs connecting traffic and consequence
95% P2P (so PROS segment)
KE call centre solution
In-house Kalis based on WBS
KE loyalty impact for Offer
None but Miles & cash in the same contract: we need to dvp it for ATC
Last name of George from SQ
George Wang
Why is interoperability of SQ and Scoot so important
Has increased from 10% to 25% following the merger with MI
SQ’s Bryan: name and role
Bryan Koh: EVP E-com & Distribution
SQ’s Joe: name and role
Jole Ooi: Pricing & Merchandising
[Joey Tribiani]
Top boss from KE: name and role
Kenny, CMO
End of MI: date
Jan21 (ceased operations)
VN PBs
Pre-covid: 23M
JL: share of INT traffic and share of INT.com
20% with only 3% on INT.com! But very significant in revenues
[nose, tree]
CZ: specificity of their .com shopping
You don’t choose the cabin, it returns all
QF new RMS
In-house: BOOST
Specificity of NHDOM regarding implementation
Nobody on Fares/Shopping part, managed by R&D
AI future NDC partner
Tata Neu
Why did AI do an FCR during SRM project
Add premium eco cabin
Size of CZ
~100M PBs, top 1 or 2 in China
