Getting the right data about airline spend can be challenging but new technology could change how reporting and negotiations pan out in the future.
At this stage the market is pushing more intelligent dashboards that bring together multiple data sources to bring more insight. Most recently consulting firm Nina & Pinta unveiled an air sourcing tool that can show buyers detail such as where they have over-committed and the airline's fair vs market share, while this week Carlson Wagonlit launched a search-engine style tool to help buyers find answers in their data.
"Buyers have a good sense of what to do and how to negotiate but what they lack is visibility of the [airline] landscape," says Jo Lloyd of Nina & Pinta, who finds mapping is still often on an Excel spreadsheet.
She says that with more awareness buyers can make more confident decisions about their air programmes such as whether they should switch off a carrier or go exclusive.
NDC (where is there an airline conversation without it these days?) should also play a part in improving visibility especially around ancillaries. Mike Reyes, senior director, data and analytics at Sabre says that as airline profits are primarily driven by ancillary sales it's in their interest to move from 'anonymous offers' to 'personalised, intelligent offers'. This means a different display for travellers based on their preferences and past purchases, but it is also a different way of selling airline products in the back end. As a consequence, airlines will be able to see clearer what travellers have picked as part of their booking.
Alternatively, buyers may be able to negotiate their own corporate bundle that includes the benefits they care about, such as WiFi and/or lounge access. For example, Rogier van Elk, VP digital revenue and distribution at Finnair says the airline is trying to integrate services such as tours and activity bookings in the leisure market so travellers could buy a flight and husky experience together. In a business travel environment he says the airline could offer the husky experience, or perhaps a meeting room, as compensation for business travellers if their flight is delayed, but it needs NDC to work.
In a TMC example Laura Ruffles, CTM's Chief Executive Officer Australia & New Zealand says technology initiatives are helping the TMC go "beyond the transactions". "We look at fare forecasting technology, demand in hotels using data in real time,…[in another example] if a traveller arrived at the same time as a colleague they could share a cab [if data is used effectively]. With NDC it's about the flexibility to enable the right content to the traveller."
These developments have all come out of a need and drive to add value for everyone.