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RISS 인기검색어
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- 주제어 : Fare Classes (검색결과 3 건)
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이휘영 ( Hwi Young Lee ),옥민정 ( Min Jeong Ok ) 한국항공대학교 경영연구소 2008 경영연구 Vol.15 No.1
Revenue management(RM), the practice of selling identical seats for different prices to maximize revenues, is concerned with making efficient use of a resource that becomes worthless after a given time. RM has been considered as an important business philosophy for many years in the airline industry. Typically, with the revenue management system, airlines can take the additional revenue by 3~8%, which may go straight to the increase of airline`s net profit. However, most airlines today are using it to manage revenues from seat control, ignoring revenues from a pricing strategy. Well-known and proven revenue management techniques for demand forecasting and optimization were only applied to the management of seat control, leaving potential revenue opportunities in managing fares. However, if properly managed and controled, a pricing scheme may be desirable and provide a great opportunity to enhance an airline`s total revenue.
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이휘영(Hwi Young Lee),옥민정(Min Jeong Ok) 한국항공대학교 경영연구소 2008 산업과 경영 Vol.15 No.1
Revenue management(RM), the practice of selling identical seats for different prices to maximize revenues, is concerned with making efficient use of a resource that becomes worthless after a given time. RM has been considered as an important business philosophy for many years in the airline industry. Typically, with the revenue management system, airlines can take the additional revenue by 3~8%, which may go straight to the increase of airline's net profit. However, most airlines today are using it to manage revenues from seat control, ignoring revenues from a pricing strategy. Well-known and proven revenue management techniques for demand forecasting and optimization were only applied to the management of seat control, leaving potential revenue opportunities in managing fares. However, if properly managed and controled, a pricing scheme may be desirable and provide a great opportunity to enhance an airline's total revenue.
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항공사의 신규서비스를 통한 수익 극대화 전략 - 싱가폴항공의 프리미엄 이코노미 클래스 도입에 대한 사례분석 -
정혜진 한국항공경영학회 2020 한국항공경영학회지 Vol.18 No.5
The economy class airfare declines steadily, reaching marginal cost due to the emergence of low-cost airlines and the competitive situation of the aviation market. Also, COVID-19 makes aviation market conditions seriously. Airlines have to survive in the current difficult situation and have to make efforts to maximize revenue within a limited range of demand rather than quantitative expansion. For revenue management, airlines should implement a customer-oriented strategy, not supplier-centered. The premium economy class has newly emerged based on customers’ needs, and the launching is spreading to many airlines. First class seats have been reduced or partially removed by many airlines due to low demand, and business class has become a high-cost seat product due to the generalization of airlines’ competitive differentiation strategies to attract premium passengers. Just as there was business class in the aviation market, which used to be only first class and economy class in the past, there is premium economy class in the aviation market these days, and many airlines are introducing premium economy class to change the composition of passenger seat products to meet customer demand. Aircraft seat products must be configured with customer demand to increase the passenger’s load factor and ticket sales. In this study, the cost index was calculated by counting the unit cost of each seat product, using the case of Singapore Airlines, which changed the composition of its passenger seat products through aircraft seat rearrangement. And the ticket sales were compared before the aircraft seat relocation and after. As a result of comparing with the same load factor, the cost index applied with unit cost was less after the aircraft seat relocation than before, and the sales of airline tickets were more after the seat relocation than before. As a result, ticket sales have increased since the seat relocation was less expensive than before. Also, it was specifically confirmed that the change in passenger seat composition was realized to the airline’s revenue management. Through this process, it was confirmed in detail that the change in the composition of passenger seat products was realized to the revenue management of airlines. Therefore, it is suggested that the marketing strategy focusing on the new premium economy class service is profitable for revenue management by reducing the number of first class and business class seats. 저비용항공사들의 등장과 항공시장의 경쟁적 구도 하에서 일반석 항공요금은 지속적으로 하락하여한계 비용에 이르고 있으며, COVID-19로 인한 항공시장의 상황은 심각하다. 항공사는 우선 현재의 어려운 상황에서 생존해야하고 양적 팽창보다는 제한된 수요 범위 내에서 수익을 극대화시킬 수 있는노력이 필요하다. 항공사는 수익경영을 위하여 공급자중심이 아니라 고객지향적인 전략이 실행되어야 한다. 프리미엄이코노미석은 고객의 니즈(needs)를 기반으로 새롭게 등장해 많은 항공사로 도입이 확산되고 있다. 일등석은 수요가 적어 많은 항공사가 축소 또는 일부 제거하고 있으며, 비즈니스석은 프리미엄 승객을유치하려는 항공사들의 경쟁적인 차별화 전략이 일반화되어 고운임의 좌석상품이 되었다. 과거 일등석과 일반석으로만 운영되던 항공시장에 이들 좌석의 중간에 해당하는 비즈니스석이 생겨났던 것처럼, 요즈음 항공시장에는 비즈니스석과 일반석의 중간에 프리미엄 이코노미석이 생겨나 많은 항공사들이 도입하여 고객수요에 맞추어 여객기의 좌석상품 구성을 변경하고 있다. 항공기 좌석상품은 고객수요를 적용하여 구성해야 좌석 탑승률을 높일 수 있고 항공권 매출액을 증대시킬 수 있다. 본 연구에서는 항공기 좌석 재배치를 통해 좌석상품의 구성을 변경한 싱가폴항공의사례로 좌석상품별 단위원가를 구하여 비용지수를 산출하였고, 항공기 좌석재배치 이전과 이후의 항공권 매출액을 비교하였다. 동일한 탑승률로 비교한 결과, 단위원가를 적용한 비용지수는 항공기좌석 재배치 이후가 이전보다 적었고, 항공권 매출액은 좌석 재배치 이전보다 이후가 더 많았다. 결과적으로 좌석 재배치 이후가 이전보다 비용은 적게 소요되면서 항공권 매출액은 더 많아졌다. 이를 통하여여객좌석상품 구성의 변화가 항공사의 수익경영으로 실현된 사실을 구체적으로 확인하였다. 이에 수익경영을 위하여 우리나라 항공사에 고객수요가 적은 일등석과 비즈니스석을 축소하고 수요가 많은좌석을 신규 또는 증가시켜 수익경영을 도모하는 새로운 프리미엄 이코노미석 서비스를 중심으로 한항공사 마케팅 전략의 구사를 제언한다.
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