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British Airways Revenue Management: Strategies and Goals

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Introduction - British Airways Revenue Management Strategies

Slide1: Title page

Slide 2: Introduction

  • Principal responsibility is to optimize the company's income and profit potential.
  • The revenue managers are in charge of gathering and evaluating information.
  • Gather information about the company and its competitors.
  • They stay up to date on market developments and spot trends.

Speaker note

The revenue management's principal responsibility is to optimize the company's income and profit potential. For the purpose of accomplishing such a thing, the revenue managers are in charge of gathering and evaluating information to make price choices. The revenue manager gathers information about the company and its competitors. They stay up to date on market developments and spot trends.

Slide 3: Outlook for air travel

  • International tourist arrivals to the global economy would increase by 3.5 percent.
  • Travel and tourism would provide upwards of three eighty million employment.
  • Accounting for one ninth of all occupations within the globe.

Speaker note

According to the “World Travel & Tourism Council (WTTC),” the entire international tourist arrivals to the global economy would increase by 3.5 percent in the year 2017 (Abrate et al 2019). It is expected that by 2027, travel and tourism would provide upwards of three eighty million employment internationally, accounting for one ninth of all occupations within the globe.

Slide 4: Business demand perspective

  • British Airways isn't really a minimal cost carrier.
  • This cannot battle on pricing.
  • It provides an exceptional customer experience.
  • New London Heathrow to or from Los Angeles and Rome capacity already has a high demand.

Speaker note

British Airways isn't really a minimal cost carrier, and this cannot battle on pricing, therefore it must provide an exceptional customer experience. Making decisions like providing complimentary espresso on short haul flights would be an excellent resource (Klein et al 2020). New London Heathrow to or from Los Angeles and Rome capacity already has a high demand despite its premiumness.

Slide 5: High yield leisure perspective

  • British Airways has already had to take strong action to get profit.
  • Strong emphasis on stability.
  • Intended to deliver a high quality experience.
  • A customer with a premium payment will get premium experience.

Speaker note

British Airways has already had to take strong action in order to stay profitable in a sector that has undergone structural changes. With a strong emphasis on stability, the carrier has drawn on large additional debt (Miši? 2020). The new London Heathrow to or from Los Angeles and Rome airline has intended to deliver a high quality experience to the customer with a premium payment.

Slide 6: Low yield leisure perspective

  • Quality is anticipated to become more essential.
  • Customers become more conscious of the environmental effect of flight.
  • Intended to deliver a good quality experience to the general public.

Speaker note

Quality is anticipated to become more essential as customers become more conscious of the environmental effect of flight. This will most certainly result in fewer aircraft but more passengers prepared to pay more money on quality. The new London Heathrow to or from Los Angeles and Rome airline has intended to deliver a good quality experience to the general public.

Slide 7: Tactical Revenue Management

  • British Airways (BA) has upgraded its cutting-edge Revenue Management Program.
  • A new organizational structure and associated workflows were also implemented.
  • Especially for the new London Heathrow to or from Los Angeles and Rome airline.
  • Revamped structures and procedures to determine what was functioning effectively.

Speaker note

British Airways (BA) has upgraded its cutting-edge Revenue Management Program. A new organizational structure and associated workflows were also implemented in tandem with the updated system installation especially for the new London Heathrow to or from Los Angeles and Rome airline. BA's top officials now thought that the time had come to acquire independent third-party evaluation of the revamped structures and procedures to determine what was functioning effectively and what might be improved.

Slide 8: Business demand perspective

  • Present a set of practical ideas for how to improve things at a fair cost.
  • There is a high demand for the premium service the BA provides.
  • Consumers are hoping to get the same premium service.
  • Will ultimately generate premium revenue for the new airline.

Speaker note

BA hired Veritec Solutions to lead this endeavor and present a set of practical ideas for how to improve things at a fair cost for the new London Heathrow to or from Los Angeles airline and Rome. There is a high demand for the premium service the BA provides, so the consumers are hoping to get the same premium services which will ultimately generate premium revenue for the new airline.

Slide 9: High yield leisure perspective

  • British Airways implemented a new revenue management system.
  • With a focus on steadiness, the airline has taken on significant extra credit.
  • Intends to provide an elevated experience to customers for a premium fee.
  • Generate a greater revenue for the British Airways.

Speaker note

British Airways implemented a new revenue management system to stay successful in the premium competitive market. With a focus on steadiness, the airline has taken on significant extra credit. This new London Heathrow to Los Angeles and Rome airline intends to provide an elevated experience to customers for a premium fee which will generate a greater revenue for the British Airways.

Slide 10: Low yield leisure perspective

  • Taking reliability as a main factor in mind.
  • Expected to become increasingly important for a good revenue output.
  • This will almost probably result in good service with low ticket cost.
  • Will provide a good revenue for the British Airways.

Speaker note

With taking reliability as a main factor in mind the British Airways implemented a new revenue management system which is expected to become increasingly important for a good revenue output. This will almost probably result in good service with ticket cost in mind for the general public. The new London Heathrow to Los Angeles and Rome airline will provide a good revenue for the British Airways.

Slide 11: Revenue Management goals

  • Contact their ideal consumers.
  • Maintain connections with customers effectively.
  • Minimize overall business expenses.
  • Improve overall customer experience.
  • Enhance the consumer retention

Speaker note

Revenue management desires that the Worldwide Sales Force deal with opportunities like these to have a great contact with their ideal consumers and maintain that connection and improve them (Strauss et al 2018). They also want to enhance the consumer retention and minimize overall business expenses to provide an excellent service in this new London Heathrow to or from Los Angeles and Rome airline in British airways.

Slide 12: References

Slide 13: Thank You

 Reference List

Journals

Abrate, G., Nicolau, J.L. and Viglia, G., 2019. The impact of dynamic price variability on revenue maximization. Tourism Management74, pp.224-233.

Buhalis, D. and Leung, R., 2018. Smart hospitality—Interconnectivity and interoperability towards an ecosystem. International Journal of Hospitality Management71, pp.41-50.

Klein, R., Koch, S., Steinhardt, C. and Strauss, A.K., 2020. A review of revenue management: Recent generalizations and advances in industry applications. European journal of operational research284(2), pp.397-412.

Leung, R., 2019. Smart hospitality: Taiwan hotel stakeholder perspectives. Tourism Review.

Miši?, V.V. and Perakis, G., 2020. Data analytics in operations management: A review. Manufacturing & Service Operations Management22(1), pp.158-169.

Strauss, A.K., Klein, R. and Steinhardt, C., 2018. A review of choice-based revenue management: Theory and methods. European journal of operational research271(2), pp.375-387.

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