Yield Management At American Airlines

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Yield Management at American Airlines PART I Objectives Founded in 1930, American Airlines had revenue of $15 billion in 1998 with destinations services throughout North America, the Caribbean, Latin America, European and the Pacific. As their business grew with increasing reservation calls, expanding service network and more diversified customers, increasing costs in fleet of aircrafts was necessary. In order to ensure greater capacity utilization, or in other words, fill seats with the highest paying passengers (maximize revenue), American Airlines would be in a better position to improve its reservation system. Information It is understood that natural seasonal fluctuations such as time from May to September would usually be recognized as high travelling rate, January to April would be considered as low season, could be partially offset by altering seasonal ticket prices. As a result, management took into account that changing both supply and demand according to market activity could improve its business performance. In attempt to capture the above factors, American Airlines management developed a yield management system which considered capacity, historical bookings, pricing, cancellations and no-show rates, and costs of oversales and spoilage. If passenger-requested booking price was equal to or greater than the bid price, management must accept all passengers requested at that price. In terms of the-no-show rate, for local passengers had been 15 per cent whereas for flow passengers had been 20 per cent. Two additional costs include spoilage and oversale. For unsold seats with opportunity cost considered was $150 each; while oversale cost was $100 per seat for five or less passengers, $250 for six to ten and $500 for more than eleven passengers. Controls Since supply and demand could be altered with market activity, management should raise prices as the
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