N&C’s view, RM’s problems
Cruise operators were among the first to launch a Revenue Management approach, and the sector was quickly inspired by the airline industry: management by fare classes, dynamic pricing, RM, and Pricing organization based on the airline model…
Unlike ferries, another maritime sector, we are closer to the hotel business than to transport:
A cruise is a floating hotel with similar levers – forecasting and optimization by cabin and not by room – with easily transposable techniques. Another issue is forecasting, linked to the scheduling of cruises, which can vary significantly from one year to the next.
The missions carried out
A wide range of achievements in this sector:
- Audit of the tariff grids
- Recommendations for changes in price-lists
- Identification of constrained stocks and adjustment of the pricing policy
- Re-staging of dynamic pricing
- Development of decision support tools
- Measurement of the contribution of fare products (senior, youth, packages, etc.)
- Analysis of the contribution of ancillary revenues.
We have also developed several related tools for salespeople, group management, finance, and as is often the case, deliver training to our clients’ Revenue Managers.
INDICES E.M.D.P by N&c
of Eligibility
OF MATURITY
OF DEPLOYMENT
of Potential
We have also developed several related tools for salespeople, group management, finance, and as is often the case, deliver training to our clients’ Revenue Managers.
THEY TRUST US
