Giving you the strategic edge

With so many loyalty programs competing to be top of wallet, a strategic approach to creating a valuable currency is critical. Yet, airline loyalty programs don´t just compete against each other in this lucrative space. Often, unrelated credit card schemes offer their users more attractive benefits and have stronger currency value.

In rising to the challenges brought about by the pandemic, the oil and gas industry has responded with extraordinary resilience and responsiveness. With the impact of pandemic forecasted to continue for a more extended period, most upstream energy companies are now in constant pursuit for proven, sustainable, cost optimization strategies and best practices to reduce logistics cost per barrel without adversely affecting the efficiencies in the long run. For most supply chain functions, this calls for responding to the following challenges that need strategies beyond tactical cost reduction measures:

Digitization is the way forward for Airline Operations!

Airline experts hypothesize that technology adoption at airlines will leap forward in the aftermath of COVID-19. Around 70% of attendees from IBS Software’s VOPS’20 - Virtual Operations meetings with airlines across regions agreed that the time is right for large-scale transformations. These digitally-driven transformations will embed themselves into operations and drive long-term sustained efficiency.

As the COVID-19 crisis continues, airline loyalty programs have become a survival lifeline for airlines. Airlines can harness the power of loyalty programs to generate non-travel related revenue and retain cash by maintaining meaningful engagement through non-air activities and demonstrating compassion for their customers' circumstances.

The air freight business has always been challenged by the very operating model of the business. A significant share of global air cargo is ferried in the available belly space of passenger aircraft. Large scale commoditization of the offering has led to diminishing yields – even while costs continue to rise. There is a significant opportunity for cargo carriers and GHAs to derive higher returns from their cargo product by focussing on differentiated offerings and an elevated customer service that goes along with it. “Special Cargo” is the smart way to productize the air cargo service such that it is tailored to meet specific needs of specific markets.

The impact of the COVID-19 crisis will resonate for years with varying levels of impact on hospitality brands, depending on several factors—chain scale, location, and demand profiles, to name a few. Despite existing challenges, new opportunities are arising that, with the right technologies, hospitality companies can seize upon and solidify for greater long-term value. Consequently, the hospitality companies that succeed in the near-term will be those that become agile, respond to new consumer behavior, and embrace centralized digital solutions that transform both operations and consumer engagement to those ends.

As airlines strive to be more responsive to changes in demand, reliance and focus on digital and data-driven strategies, especially in the areas of distribution, retailing, and pricing, will allow them to create expanded, personalized ancillary offers to renew their revenue streams and re-establish customer confidence.

The energy industry has weathered many storms and will come back stronger and more agile post-COVID-19. Now, more than ever, technology solutions can enable Energy & resources companies to be bold, think differently, and innovate, resulting in improved productivity and efficiency of logistics operations.

The COVID-19 pandemic has accelerated an existing need for change in terms of how airlines manage flight disruptions and irregular operations. Airlines today need heightened situational awareness and streamlined decision-making functions to anticipate and respond to macro and internal disruptions.