Back in 2007, we were struggling with how we could integrate CRM (loyalty management) with revenue management. Since 2011, the proliferation of ancillary revenue-generating products and services are further complicating our conventional logic on controlling inventory (airline seat, hotel room, car rental). So we increasingly focus on pricing optimization.

1. Millennium Aviation, Inc.
CONFERENCE / SPEAKING ENGAGEMENT PRESENTATION PACK
INTEGRATING CRM AND RM, A MYTH OR A MUST?
ECONFERENCE, SINGAPORE 2007
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2. Agenda
◦ Trends in CRM and RM
◦ Conflicting Objectives of CRM and RM
◦ Aligning the two Fields
◦ The Potential of Customer Relationship Revenue Management
◦ Potential Benefits
◦ Conclusions
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3. Loyalty Management – Airline Industry
◦ Few evidence of true loyalty found (Accenture, 2006)
◦ Loyalty is predominantly “to the loyalty program”
◦ Loyalty can be impacted by external factors (e.g. airports)
◦ Increased “loyalty” in parallel to increased shopping
◦ Huge liability has led to promotions, new partners
◦ Tier levels and benefits stimulate captivity, i.e. it works
◦ FFPs now used for analytics-driven CRM
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4. Trends in CRM and RM
CRM
◦ From FFP  CRM  CEM
◦ Profiling, analytics
◦ Deep segmentation
◦ Touch point integration
◦ Choice-based offering
RM
◦ Simplification of pricing
◦ Value-based offering
◦ À la carte
◦ Unbundling
◦ Subscription-based
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5. Objectives of CRM and RM
CRM
◦ Facilitating life-time loyalty for repeat business
and revenue growth
RM
◦ Optimize revenues for maximized profitability
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6. Methodologies
CRM
◦ Value bundles of benefits
◦ Redemption opportunities
◦ Discretionary products
◦ Integration
◦ Standardization
◦ Analytics and BPR
◦ Focus on customer differences
RM
◦ Manipulating product availability (mix)
◦ AU controls on differentiated and
undifferentiated products
(yieldable vs. priceable)
◦ O.R.-based modeling
◦ Decision-tree and choice-based modeling
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7. Conflicting Objectives
CRM
◦ Focus on individuals
◦ Focus on long-term
RM
◦ Focus on market segments
◦ Transactional-level focus
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8. Wherein lies other Conflict?
◦ Current and new redemption policies
◦ “Loyalty” is often driven by lowest fare
◦ Product availability would depend on the individual requesting the product + customer value, including
the propensity of ancillary spend
◦ Thus, customer-centric RM would be discriminatory at the product availability level
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9. Some Thoughts
◦ Can one forecast propensity for ancillary spend?
◦ Can one predict individual travel?
◦ Is eCommerce not the enabler of “CR2M”?
◦ What if the customer enters through different channels (price parity issues) and/or cannot be
identified?
◦ Do FFP spin-offs conflict with CRM objectives?
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10. Aligning CRM and RM
◦ eCommerce as the facilitator
◦ Booking engines
◦ Upselling (add-on)
◦ Cross-selling (alternatives)
◦ Selling upgrades
◦ Subscription-based offering based on profiling
◦ Enhanced RM modeling integrated with RES and CRM
◦ Manipulating the mix of offers and prices based on individual customers
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11. Air Cargo Loyalty Context
Case: Air Cargo Loyalty Context
◦ Cargo is driven by one-to-one relationships
◦ Carrier preferences might outweigh price pressures
◦ Loyalty driven by:(Mid-Sized Forwarder, 2007)
◦ Price 67%
◦ Access to capacity 13%
◦ Reliability (service-level) 9%
◦ Ease of dealing with carrier 7%
◦ Other (security, etc.) 2%
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(Agifors Annual Symposium 2007, Pilon, R., Bangkok, Thailand, 3 October 2007)

12. Future Directions of Cargo Pricing & RM
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INTEGRATIONAIR CARGO
P & RM
Ability to better monitor
business performance
and plan business tactics
Ability to further align
pricing, capacity control,
sales and marketing
Ability to use systems with
increased and smart
computing power
Increasing Margins
(Agifors Cargo & RM, Pilon, R., Jeju Island, South Korea, May, 2007)

13. Air Cargo Loyalty Context
Case: Air Cargo Loyalty Context
◦ Cargo RM and CRM is driven by:
◦ Customer value
◦ Shipment value (yield, revenue)
◦ Integration leads to customer and shipment value based bid price
◦ Access to capacity is manipulated by shuffling dates and itineraries, and reshuffling bookings
◦ “Global local-based pricing” depending on network performance
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14. The Debate
◦ Who should drive CR2M?
◦ Should marketing be restructured into an integrated team?
◦ Are there intermediate approaches, i.e.:
◦ Analytics and profiling
◦ Estimating willingness to pay, and ancillary $
◦ Estimating product utility
◦ Redesigning the sales process?
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15. Conclusions
◦ CRM has delivered real benefits
◦ RM has delivered real financial gains
◦ With new technology and computing power, a real opportunity exists for “CR2M”
◦ An active dialogue should continue on further integration
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16. Integrating CRM and RM
- A M Y T H O R M U S T ? -
E C O N F E R E N C E 2 0 0 7
S I N G A P O R E
5 – 6 N O V E M B E R 2 0 0 7
1 August 2014 COPYRIGHT © MILLENNIUM AVIATION INC.. ALL RIGHTS RESERVED
Ricardo V. Pilon
CEO
Millennium Aviation Inc.
rpilon@millavia.com
Thank You !
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