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But its also true that we approach the business in different ways
Issues between Sales and RevMan may arise if the departments establish
performance targets that fail to consider the other department.
When all is said and done, we are more alike than different.
SIN station notified RevMan that 1 AKE per day was clawbacked compared to
baggage forecast
RevMan investigated and liaised with the relevant teams to get the forecast
corrected
The forecast is now more accurate, giving more time to sell that extra AKE
Inbound hurdles
Sales and Revenue Management have their own data set / sources,
sometimes containing contradicting information
Critical reports should be made common (customer performance, allocation
utilisation), so both Revenue Management and Sales can refer to them
QNNR calculator: great tool to get an estimation of the QNNR of each flow of
business, used by both departments
Optima System: will help Sales when offering deals or rates to customers
We are sharing the same goals and should not establish performance targets
that fail to consider the other department
RAs should give their input and are accountable for meeting some of the
financial plan targets
Get social
Sales and RAs could have monthly review calls where we can discuss among
other things:
- Inbound Product management
- Inbound Hurdles management
- Inbound low QNNR management
- Inbound Allocation management
- Inbound Overbooking management
RA should be aware of the deals agreed with the customers and keep their
decisions consistent
Sales should be aware of customer performance issues (Business at Risk)
and help to resolve problems before signing further deals
Sales should give input about business / customers as realistic as possible
RA to share changes in strategy that are likely to affect the customers
(capacity, rates, etc.)
Going forward
Sales should also provide feedback more often on how things are, good or
bad, on the inbound sector (i.e. keeping the inbound RA in the loop)