China Eastern Airlines (CEA), after its merger with Shanghai Airlines (FM), faced the mammoth task of consolidating the member base of FM under its own flagship loyalty brand – the Eastern Miles. Handling the combined member base through legacy system was expected to fetch less than optimal results.
Voyager was not as rewarding as SAA would have liked it to be. It was still running on a mainframe legacy system whose rigid nature made expansion and scaling up difficult. SAA also found loopholes in the system that led to fraudulent transactions and revenue leakages.
Qantas Freight embarked on an ambitious transformation program in early 2009, aiming to transform its work processes, streamline operations and improve customer service thereby differentiating itself from competition.
ANA evaluated several passenger service systems available in the market & found IBS' new generation Passenger Services System, iFly Res, to be compliant functionally and technically to support business operations for the new airline. ANA's previous experience with successful implementation of the IBS cargo system reinforced the selection.
Since its inception in 2007, our customer has pursued its business agenda to identify new segments and explore key loyalty drivers to influence the customer behavior in the identified segment. Such a refined approach has helped the company to offer distinct loyalty proposition for targeted customer segments.
Existing platform that runs two loyalty programs were facing difficulty in scaling up with the growth of the loyalty propositions. Hence, the primary objective of the customer was to move away from the existing system's nonflexible and poor architecture which was difficult to maintain and could not adapt to accommodate changes in the desired time.