Airline Core Stabilization
This large-scale project took all the business processes and connected IT systems into consideration. These outdated systems were stabilised to meet the service level required. The systems were then analysed in more detail and a strategic plan was developed along which the renewal of the complete system and its business processes was arranged. In parallel, in a step-by-step approach, the system and working method was successfully changed in the areas of inventory, departure control, sales, ticketing, and revenue optimisation as well as several planning areas. Our joint venture partner delivered a stable and robust core system and took over the role as service provider to the Airline. The Customer could quickly recover from problems caused by non-existing processes and broken systems. Once the Stabilisation and Renewal project was complete, a stable and robust service level could be safely reached. The complete system is still in place today.
Frequent Flyer Program
This system is a web-based application that is fully configurable and uses the most modern development methods as well as price efficient sources for operating systems and databases. A team of 15 Developers, two Product Managers and five Testers was put in place to establish this application suite. The project started with the definition of the product. A new entity was established to develop the product using IT Offshore outsourcing. The new staff was educated and trained to work within the strict Rational Unified Process, thus enabling us to steer the project very closely. Within 15 months, following a large-scale testing and bug-fixing period, the product was ready for implementation. The transition to the new system was achieved in planned phases as many users needed to be trained. Change Management procedures ensured that the users could use the system efficiently.
Integration electronic ticket
This project enabled an Airline to achieve e-Ticketing capabilities without changing their current Core IT system. The project started with an analysis of the sales channels. Once this was done, we took a step-by-step approach to implement e-Ticketing in each sales channel separately. In order to achieve maximum leverage for the customer, the channels with the largest sales volume were activated first. Once this was decided, we started two large sub-projects. One would concentrate on the Business Process and the required Change Management while the other would develop and provide the technical changes required in the core system in order to adopt the e-Ticketing functionality. Once the Core Systems inventory was enabled, the first channel was added and tested.
After User Acceptance, the “hands on” training started, aimed at enabling the users to make efficient use of the new system. Once the training was done, the system was brought into production. A third “Follow up” project was brought into place to penetrate the usage of the e-Ticketing system in each respective sales channel. In parallel, the next sales channel was brought into production. This method successfully enabled the Customer to stay on track with the requirements by IATA to implement a complete e-Ticketing capability.
Customer Relationship Management
The aim of this project was to develop methods and business processes for an Airline to identify and serve high-yield passengers. The sub-projects included a method to identify high-yield passengers at an early stage, and to contact those passengers to enrol them in a special treatment system. Further sub-projects included the implementation of special check-in processes and in-flight activities for passengers. In order to implement these, it was necessary to modify the existing check-in procedure at all locations worldwide. This was achieved by a globe-spanning Change Management system that was put into place to ensure the quality of the new processes.
Internet based Ticketing
This project focused on the sales of tickets for an Airline using the Internet as sales channel. The focus of this method was to develop strategies that allowed the Airline to penetrate this channel successfully. In parallel, a system had to be put in place that could handle not only the bookings, but security online. The project helped the Airline by providing a new business process; integrating an Internet-based booking engine; providing an interface to the existing passenger core system; and finally operating the system on an ongoing base. With the change-over, the project supported the customer’s back office to handle the new sales channel. Special caution was given regarding the transfer of seating availability in each booking class in order not to disturb the Yield of the Airline.
Sales Channel Integration
This project targeted the airline sales process. First, an analysis was done that enabled the customer to clearly see which channels were in place. Next we measured those sales channels and computed the costs of distribution. This gave the Customer a base for future decisions about which channel should be focused on. Once the strategic decision was prepared and decided, we then provided a method to strengthen the sales channels. New sales channels were proposed and implemented. Once the new sales channels were in place, their success was measured. As a result of the project, the Marketing and Sales departments were able to continuously improve and control their sales channels.