Friday, November 26, 2010

Coolport @ Changi



 On-airport facility dedicated to handling perishable cargo opens



 


SINGAPORE : Singapore has opened the first on-airport facility in Asia dedicated to handling perishable cargo.

The facility, built at a cost of S$16.5 million, is owned by gateway services and food-solutions provider SATS.

Thanks to its ability to better process and forward perishable cargo such as fresh produce and pharmaceuticals, Coolport is expected to create new trade flows through Singapore.

The facility is currently about 60 per cent utilised, and is expected to reach full capacity in two years.

SATS is currently in discussions with customers that could see utilisation reach 80 per cent by mid-2011.

Packing fresh-cut flowers for redistribution is one of the valued-added services that is offered at Coolport.

It is now possible because temperatures are controlled throughout the warehouse, which - depending on the produce - can be as low as minus 28 degrees celsius.

This means products are kept at desired temperatures virtually from the moment they are offloaded from the plane, and through various stages of handling. SATS previously handled perishable cargo in 17 cold rooms located across four warehouses. A dedicated facility allows the processing of fresh produce and other cargo for onward shipment, either by air or sea.

Clement Woon, president and CEO of SATS, said: "In the old way, you actually have to take it off the airport, repack it so that it can go into this small little chiller...It is not really efficient and a lot of working spaces are at an ambient temperature and our ambient temperature is at 30 degrees or so. Now the ambient temperature is at 6 to 10 degrees.

"Maybe about 20 per cent to 30 per cent of food never reaches the table because it is destroyed along the cold chain. (We are) hoping that by putting this thing together, we will be able to reduce the amount that will be destroyed in the logistics process."

Coolport's operator SATS said it had refurbished one of its warehouses to build the facility.

This was in order to tap growth opportunities in the perishable-goods segment, amidst declining volumes in general cargo.

SATS said perishable cargo makes up about 10 per cent of worldwide air cargo, and is expected to grow by up to 8 per cent every year.

Mr Woon said: "Unfortunately over the last few years, cargo in Singapore has come down, so we actually take the opportunity to reconfigure this terminal into a perishable handling unit. So that helps to actually bring back some of the capacity, and optimise the other areas."

The facility comes online just months after the opening of Freeport in May, a similar facility at Changi Airport that specialises in the storage of valuable art and assets.

Lim Hwee Hua, Second Minister for Finance and Transport, and Minister in the Prime Minister's Office, said: "These new innovative on-airport facilities will allow our valued partners in the airlines and air freight industries to develop more comprehensive and differentiated business solutions that target new market segments, as well as to tap on the rapid growth of Asia.

"The growth of Asia as a key healthcare market has also resulted in greater requirement for stringent control in the distribution of healthcare products. With these changing demand patterns and new requirements, reliable cold chain facilities and perishables handling centres are becoming increasingly important."

While SATS expects the new facility to have a positive impact on its bottomline, it declined to speculate on a figure.

Mr Woon said: "This will be incremental. We are realigning our resources into our central facility; that will give us the capabilities as we work on the new accounts that will let us go up to 80 per cent.

"We will be able to then take that incremental into the bottom line. I will not say how much it is at the present moment, but certainly, it will be a positive impact when we actually have reached that capacity level that we have planned."

Coolport has about 8,000 square metres of space, and can be expanded through conversion to 14,000 square metres. It will be able to handle 250,000 tonnes of cargo a year, for a start.

- CNA/ms


http://www.channelnewsasia.com/stories/singaporebusinessnews/view/1095753/1/.html

Sunday, November 21, 2010

Optimal Configuration of Airport Passengers Terminals

This work presents an evaluation of walking distances and construction costs for airport passenger
terminals as a function of the four configuration concepts mentioned in airport theory literature
(pier, satellite, linear, and transporter), and as a function of various demand levels. The linear
concept presented the shortest walking distance; the transporter concept presented the lowest
construction costs. The results provided are useful for airport planners to assist them in the economic
and operational assessment of building alternatives for new airport passenger terminals.
By Anderson Ribeiro Correia and Cláudio Jorge Pinto Alves

http://www.aerlines.nl/issue_31/31_Coreia_Optimal_Conf_Airport_Pax_Term.pdf

Business process redesign at Amsterdam Airport Schiphol

The Case of Passenger Services
The number of future air passengers is influenced by several exogenous and
endogenous factors. These are, among others, regulation, competition, economic
recessions, and external threats such as terrorist threats and extreme
natural disasters. Despite this influence, whose extent is quite difficult
to gauge, Schiphol Group – the operator of Amsterdam Airport Schiphol -
expects that between 2020 and 2025 approximately 70 million people per
year will use the Dutch airport. And while the terminal complex has expanded
tremendously over the past forty years, further options for expansion in the
current geographical context are limited. Any solution must therefore fit within
the contours of the existing terminal complex. Incremental innovations are
likely to fail in meeting capacity and process needs. In addition, the airport aims
to increase the efficiency and quality of its services. Wanting to continue its
track record of innovativeness, the airport decided in 2002 to start a redesign
of the passenger process. The program focuses on exploring alternative
manners to handle large passenger flows and on providing adequate passenger
services. In this paper, we discuss the redesign program of the passenger
process. Furthermore, we will answer our research question: to what extent
does the program increase the efficiency of passenger service processes
and the level of perceived service quality?

by: Bram Kaashoek and Betty Samola

http://www.aerlines.nl/issue_43/43_Kaashoek_Schiphol_Passenger_Process_Redesign.pdf

Defining Capacity of Airport Passenger Buildings

The new IATA LOS accounts for more space needed for movement,taking into consideration, presence of trolleys, bags, occupants standing or sitting, etc

Standards include:
  • Wait / Circulate
  • Passport / Hold
  • Bag Claim Area
  • Check-in Area

(new version: Airport Development Manual, 9th ed., 2004 )

http://ardent.mit.edu/airports/ASP_current_lectures/ASP%2004/Defining_Capacity04.pdf

Tuesday, November 16, 2010

IATA e-services: Vertical Campaign for top 200 airlines

Objectives:
  • Drive the implementation of the global IATA electronic miscellaneous document (EMD) standard across the industry, completing the final step to reach e-travel (after e-ticketing and mobile boarding pass) and allowing:
  • Removal of paper miscellaneous documents from airline distribution systems
  • Airlines to offer more ancillary services to passengers


http://www.iata.org/whatwedo/stb/e-services/Documents/Final-Report-e-services-29102010.pdf

Strategy Management Project - Indigo Airlines


Executive Summary
Objectives
The objective of this report is to study the external environment of the Aviation Industry in India. Subsequently, internal environment analysis is conducted for IndiGo Airlines. With the help of this comprehensive study, we have suggested recommendations that can be adopted by IndiGo to sustain its competitive advantage by utilizing its cost leadership strategy.
Methods
To understand the important factors responsible for the formulation of corporate strategy, we have utilized Strategic Management tools like Porter’s Five Forces model, Value Chain analysis, TOWS matrix etc.
Limitations
Due to confidentiality clause and corporate policies of the company, accurate financial data could not be obtained for IndiGo Airlines. However, most recent and reliable data sources have been referenced for the analysis of this case.
Findings
IndiGo airlines entered the low cost carrier market in aviation industry in 2006. It has been able to achieve its break even within two years of its launch and has reported gross revenue of 60 crores this year. Despite the decline in the aviation industry and global economic slowdown, IndiGo has accelerated its growth rate. Also, IndiGo being a new entrant has managed to become a cost leader in its sector

 http://www.scribd.com/doc/22363983/Strategy-Management-Project-Indigo-Airlines

The One Thing Every Social Media Site Is Failing At (Except LinkedIn)

 I have account with most social media sites that you have probably heard of, and a few that you probably haven't. It's not from being super socially connected, but rather from my desire to experiment and try new tools to see what value they might offer for me and for the businesses I work with. Over the last year, though, I have uncovered one important thing that most social media sites do tremendously badly and that I hope someone will fix.

As much as I enjoy my virtual friendships, there is still a huge value for me in connecting in person with people to meet face to face. Despite how easily social media and social networks help us to connect with people we know or might know online, the most popular sites (Facebook and Twitter, in particular) fall short when it comes to helping people meet up in real life. Here are a few of the challenges;
  1. Very difficult to search and filter your networks by location, and then to send them a message.
  2. Lack of data on where people actually are, versus what network they usually belong to or where they live.
  3. No integration between networks on multiple sites to allow me to see all my connections in a particular location.
To date, there are three models I have seen from sites who are trying to solve one small part of this challenge:
  1. Meetup/Evite/Twtvite - organize an event, invite people directly and hope they show up (and that you have their emails).
  2. Foursquare/Gowalla - broadcast where you are RIGHT NOW and hope that others in your network are there too.
  3. Plancast/Dopplr - broadcast where you WILL BE in the future and hope that others in your network will be there too.
Each tackles the problem slightly differently, but none has a complete solution that really works. The one site that is an exception to this happens to be LinkedIn. What that site knows is that not only do I want to be connected with people, but I might find great value in being able to send a message to all my friends in Boston (for example) letting them know I will be in town and that I would love to connect.

Why is this simple task so hard and who else will step up to solve it? That is one of the central questions that more and more people will be asking ... mainly because meeting face to face still matters, and I believe it always will.

http://rohitbhargava.typepad.com/weblog/

Do Customer Loyalty Programs Really Work?

Given the popularity of loyalty programs, they are surprisingly ineffective. To stand the best chance of success in tough market conditions, programs must enhance the overall value of the product or service and motivate loyal buyers to make their next purchase.

http://sloanreview.mit.edu/the-magazine/articles/1997/summer/3846/do-customer-loyalty-programs-really-work/

Loyalty Programs (in general)

Loyalty programs are often part and parcel of a comprehensive customer relationship strategy. So welcome to our loyalty marketing best practices section.
"As a customer's relationship with the company lengthens, profits rise. And not just by a little. Companies can boost profits by almost 100 percent by retaining just 5 percent more of their customers" - F.P. Reichheld


http://www.crmtrends.com/loyalty.html

Positioning of international air passenger carriers using multidimensional scaling and correspondence analysis


Abstract
This article uses multidimensional scaling and correspondence analysis to explore how international airline passengers position various air carriers. The analysis has produced perceptual maps of relative positions of airlines and their service attributes. Empirical data were collected from Taiwanese air passengers who had flown from Taipei to Tokyo and to Singapore. Factor analysis was performed to reduce a large number of airline service attributes into a small set of underlying factors. The results of multidimensional scaling analyses reveal that some air carriers are closely competitive; this can be seen by their close proximity in the perceptual map. However, certain airlines possess a unique service quality profile and are not strongly associated with other airlines; such unique firms appear as isolated points on the perceptual map. Interestingly, both multidimensional scaling and correspondence analysis produce similar perceptual maps of the airlines' relative positions and service attributes. However, the advantage of correspondence analysis over multidimensional scaling is that data collection is relatively quick and easy because the analyst is not required to obtain respondents' ratings for each attribute. This study provides specific suggestions about how air carriers on each route can use the results to improve their performance or to build a differential edge.


http://findarticles.com/p/articles/mi_hb6647/is_1_49/ai_n53301524/?tag=content;col1

Connection, not costs, is driver behind landmark Air France-JetStar interline

 

 A deal between Air France-KLM and the Jetstar Group signed this week in Singapore is being touted as a “landmark” interline agreement.

Landmark because it’s the first for the European traditional full-service carrier to sign such an agreement with Asia-Pacific’s fastest growing low cost airline group and, for Jetstar, it’s the first signed with a full service carrier outside its parent company Qantas.
The deal brings together the old and the new on a major scale and will feed the entire Air France-KLM network from its Paris and Amsterdam hubs into Jetstar’s centre in Singapore, covering up to 60 routes across the region.
Acknowledging that “the walls are crumbling”, Marnix Fruitema, senior vice president, Asia Pacific for Air France-KLM, adds:
“We have a joint vision to connect two worlds – the world of Air France-KLM, the largest European airline group in the world, with the largest low cost operator in Asia-Pacific, Jetstar.”
That such an agreement can be signed between a full service carrier and a low cost airline group is driven by changes in customer behaviour driven by both technology and a more open airline environment, argues Chong Phit Lian, CEO of Jetstar Asia.
“Customers now have a lot of choices and they can make their bookings online. Tying up with a reputable partner in Europe makes sense for us and benefits our customers.”
Both airlines acknowledge that this agreement was more about choice, convenience and connections for their customers than it is about costs. “Increasingly, there is a growing need by passengers to connect,” says Fruitema.
For Jetstar, it represents a means to plug into the Air France KLM’s corporate travel customer base.
Fruitema sees an upside, too, in the leisure travel segment – as well as business travel – with Jetstar’s customers wanting to connect to Europe and the airline would work closely with the travel trade to maximize this interline agreement.
However the agreement, at this stage, does not cover Air France KLM’s frequent flyer programme.
Under the agreement, a customer booking on the Air France-KLM website will be able to book flights going on to Cairns or any other destination in the Jetstar network.
The same, however, will not be true on the Jetstar website at the moment – again, this is something both airlines say could be added later in the partnership.
In Singapore, close to 90% of Jetstar’s bookings come direct through its website, says head of commercial, Leslie Ng.
According to Paul Rombeek, general manager for Singapore, Indonesia, Australia and New Zealand at Air France-KLM, the airlines gets about 25% of bookings in Singapore online, “a high figure for a traditional carrier”.
The possibility of an agreement was first raised in Melbourne almost a year ago during a meeting between Air France-KLM and Qantas.
“We talked about an interline agreement and then somehow, someone said, ‘What about Jetstar?’, and our discussions grew from that. It was a organic process,” says Fruitema.
The European airline works with several partners in Asia-Pacific, including Korean Air, China Eastern. Vietnam Airlines will also be joining the SkyTeam next week.
Fruitema sadds:
“Asia Pacific is too diverse, too large, to have just one partner. Our agreement with Jetstar is to drive business out of Singapore, South-East Asia and Australia and New Zealand, where we see tremendous growth potential.”
It also operates code-share flights with Qantas to five destinations in Australia and transfers 100 passengers each way, each day on these flights, adds Rombeek.
Fruitema says he is optimistic about the outlook from Asia this year.
Last year, the Asia-Pacific market held up for Air France-KLM in terms of volume, but not yield.
However in the year to date, the region is making a strong recovery and officials are optimistic about the next 12 months.

 

 

http://www.tnooz.com/2010/06/03/news/onnection-not-costs-is-driver-behind-landmark-air-france-jetstar-interline/

Monday, November 15, 2010

LinkedIn reveals most overused buzzwords in user profiles


"Phrases like ‘extensive experience’ and ‘proven track record’ can appear empty to a potential employer and may do more harm than good when you include them in your profile or resume.  “If you’re using any of these 10 terms, wipe them out. Instead, note that you have eight to ten years of experience or that you increased sales by 300 percent. Include meaningful phrases that apply specifically to highlights you’ve achieved in your career.”
~ Lindsey Pollak, a career and workplace expert

Saturday, November 13, 2010

SMI Tool by Airgate Solutions

I stumbled upon this Social Media Index tool. not sure if it works... will try it sometime!   ~Ben


http://www.airgatesolutions.com/index.php?option=com_content&view=article&id=147&Itemid=103

The Air France - KLM Merger Story

A Case Study in Business, Management by IBS Center for Management Research (ICMR) 

Abstract:

The case discusses the merger of Air France and KLM, the two leading airlines in Europe. It describes recent trends and studies the ongoing consolidation in the European aviation industry.

The case presents in detail the need and rationale behind the decision to merge and the perceived synergies by both the companies from the merger.

It also discusses the possible threats to the merger including cultural differences and various other issues. Finally, the case ends with a debate whether the merger will be successful or not in the future.


http://www.icmrindia.org/casestudies/catalogue/Business%20Strategy2/BSTR124.htm

Air France/KLM Merger: Perilous Flight Ahead

Publish Date: Nov 25, 2003





Betting that bigger is better, Air France and KLM Royal Dutch Airlines announced their intention to merge into Europe’s largest air carrier last week.

The new airline would combine Europe’s number one and number seven carriers in terms of passengers, creating an airline that would be the sixth-biggest in the world (after five U.S. carriers). But the merger is fraught with peril for both shareholders and travelers, say Wharton professors and others. If done right, it could create an efficient organization with lower costs, but without the power to charge monopoly fares. If managers or regulators slip, however, the result could be both higher fares and higher costs.

“Unless you can show me these phenomenal economies of scale, I will assume that when airlines get together they are going to use their power to benefit themselves, not consumers,” says Bruce Allen , a Wharton professor of business and public policy. “If I am a shareholder I’ll say, ‘Hey, earning monopoly fares is good stuff,’ but if I’m a consumer I worry about fewer choices – and higher fares with those fewer choices.”

Pending approval by shareholders, labor unions and regulators, the merger would take effect sometime around April 2004, according to KLM spokesman Bart Kloster.

It’s Not the Size That Counts …
Why merge? Air France/KLM, like many companies involved in big mergers, is talking out of both sides of its mouth on this one.

On one hand, says Kloster, the merger will result in massive operating efficiencies as the two carriers streamline duplicate operations and cut duplicate routes. The company promises $706.4 million (€600 million) of long-term cost savings and revenue increases, according to documents cited in an analysis by Credit Suisse First Boston. (The CSFB analysis proclaims only a 30% chance the airline will achieve that goal.)

“We are going to coordinate schedules, fares, frequent flier programs, lounge access, cargo operations and revenue management. We are adjusting networks, schedules, joint product development, joint purchasing, joint staff training – everything you can do jointly we will do jointly,” Kloster says.

On the other hand, somehow, the airlines are going to do this with “limited” redundancies and without raising air fares. “We can reduce costs by combining certain operations in one aircraft where two operate now, and those reduced costs will lead to lower fares,” Kloster says.

Consumer Beware
Naturally, consumer advocates are wary that ‘efficiencies’ mean raising fares, consolidating routes and reducing choices. “To the extent that people claim there are consumer welfares created by large airline mergers, there have never been any,” says independent airline analyst Bob Mann.

For his part, Allen isn’t so sure bigger is better. He points out that the most profitable carriers right now are all small-to-medium-sized operations like JetBlue and Frontier. Profitable Southwest, meanwhile, may be America’s largest domestic carrier, but it doesn’t deal with any international routes and doesn’t operate major hubs.

“The interesting thing right now is that the successful carriers are the little guys," he says, adding that the success of small airlines throws into doubt the benefit of economies of scale. "The low costs seem to be if you’re not that big, and if you’re not focused on a hub-and-spoke system. Is this a transitory thing? I don’t think Southwest’s low costs are transitory.”

Meanwhile, according to a report yesterday in the New York Times, the Mesa Air Group, based in Phoenix, has offered to buy Atlantic Coast Airlines for $512 million in stock. If the deal goes through, it would create the largest regional airline in the U.S. Atlantic Coast currently runs flights for United and Delta, while Mesa operates regional flights for United and America West, according to the Times.

The pressures on European airlines are slightly different than the pressures on U.S. airlines, giving the big national carriers a bit more leverage with business travelers, says James Fremantle of the Air Transport Users’ Council, a passenger watchdog in the UK. While airlines like JetBlue, Frontier and Southwest are now cutting deeply into key business routes like New York-LA and LA-San Francisco, Europe’s low fare carriers are often exiled to inconvenient secondary airports. Ryanair, Europe’s largest low-fare carrier, flies into airports that are long drives from London, Paris, Brussels and Frankfurt, greatly limiting its appeal to business travelers. That puts the new AF/KLM in a stronger position against Ryanair than American airlines are against Southwest.

“Ryanair doesn’t really compete with many other airlines,” he says.

On the other hand, European airlines also must compete with a functioning rail system – including, for instance, the Eurostar train, which recently cut its trip time from central London to central Paris to 2 hours and 40 minutes.

In any competitive environment, mergers are difficult operations to pull off, says Wharton management professor Peter Cappelli , director of the school’s Center for Human Resources. He agrees with an October 2002 BusinessWeek analysis that studied 302 major mergers between 1995 and 2001, and found that 61% of buyers destroyed their own shareholders’ wealth while overpaying shareholders of the smaller firms they were snapping up.

“The learning curve is steep in figuring out how to do mergers, so the companies that do them well are the ones that do a lot of them” rather than just expanding with one big merger, Cappelli says.

A Sweet Ride for Shareholders
Part of the puzzle of the KLM/Air France merger is the bizarre corporate structure it will create.

The treaties that allow airlines to fly between countries are currently negotiated on a nation-by-nation basis. So if Air France bought KLM outright, the airlines would have to choose whether to fly the routes guaranteed to the French or to the Dutch. Meanwhile, prickly politicians in both nations are more than a little concerned about “foreign control” of a national flagship carrier.

So KLM and Air France will be operated as separate units by a new holding company, which will be 81% owned by Air France shareholders and 19% by KLM shareholders. The new company will maintain Air France’s stock exchange listing, and AF shares will transfer over to the new company on a 1-for-1 basis. KLM will join the Skyteam airline alliance, allowing the two separately-run subsidiaries to coordinate schedules and share ticketing.

Skyteam is one of the three major airline alliances. Airline alliances agree to some level of cooperation between their members when it comes to organizing schedules, ticketing and frequent flier programs. The two biggest are Star Alliance, led by United and Lufthansa, and OneWorld, led by American Airlines and British Airways. Skyteam, with Delta and Air France, has up until now been the third player. KLM, Northwest and Continental are all outside the three alliances, but now it looks like all three will join Skyteam, making it a much more powerful force.

KLM shareholders, meanwhile, will get a pretty sweet deal: 11 shares in the new company for 10 of their existing KLM shares, plus warrants to buy six and two-thirds more shares at a strike price of $23.5 (€20) any time during the next three and a half years. They’ll essentially receive a 40% premium on their KLM stock, and the deal promises an injection of $706.4 million (€600 million) of new capital into the firm.

But now things get weird. For three years, an additional class of voting, but noneconomic stock will be created and split between the Dutch government and two Dutch foundations, which together will have 51% of the voting rights over the KLM subsidiary (but not Air France or the holding company.)

Why does this expire in three years? The EU is already starting to negotiate air travel treaties that would cover the entire 15-nation union rather than work on a country-by-country basis. New treaties would make the need for partial Dutch control obsolete.

For five years, the new company offers KLM stockholders “assurances” that the two brands will remain separate and intact. And for eight years, the company guarantees to the Dutch government that the Paris and Amsterdam air hubs will be treated as a dual-hub system in a “fair” manner.

The merger wouldn’t affect KLM’s existing joint venture with Northwest Airlines for selling transatlantic flights, nor would it affect Air France’s cooperation with Delta. In fact, the two operating units would compete on transatlantic flights, according to Kloster. That’s certainly possible, Wharton professors say, though of course the merged company would make more money if the units cooperated rather than competed. Northwest hasn’t been asked to join Skyteam, though they would certainly be open to an invitation, according to Northwest spokesman Bill Mellon.

Only Air France and KLM executives know whether this chimeric corporate structure is a legal ruse or a potential operational pitfall. The difference is key to the success of this merger, says Wharton management professor Robert E. Mittelstaedt.

“The real issue is whether the complexity will be played out operationally or whether it is simply an organizational structuring issue from a legal standpoint,” he says. “If it becomes more complex operationally they are going to have difficulty achieving what they want to out of the merger, which is operational efficiency and increased marketing clout.”

To achieve competitive advantage, the company “has to simplify structures, not make them more complex,” he says.

The First of Many
A flurry of announcements has followed the AF/KLM merger. First, Alitalia executives said they wanted to join the AF/KLM system, which would turn the chimera into a hydra. Alitalia,Italy’s national carrier, which has shaky finances but owns 2% of Air France, has already joined a cargo shipping joint venture with Air France, Delta and Korean Air.

Then British Airways admitted it has been looking hungrily at Iberia, Spain’s national carrier. Swiss International Airlines, the financially pained Swiss national carrier, aligned itself with American Airlines and BA’s OneWorld partnership as rumors swirled that Lufthansa was interested in snapping it up.

The consolidation of Europe’s airlines is inevitable, Wharton professors suggest. The consolidation of the national flight treaties into EU-wide treaties eliminates the major barrier to cross-border mergers, and struggling airlines are looking at economies of scale as a way to survive.

“The number of airlines and the structure of airlines in Europe only exists the way it does because of government regulation,” Cappelli says. “In the future, you might see a couple of big ones and more small ones. You wouldn’t see the distribution you have now – a dozen midsized carriers.”

Mittelstaedt agrees. In a tough economic environment, markets will consolidate until something stops them. “In both Europe and the U.S.,” he notes, “you are going to see mergers until the regulators get nervous about the minimum number of airlines you can have and still maintain some aspect of competitive markets.”


http://www.wharton.universia.net/index.cfm?fa=viewArticle&id=673&language=english

Friday, November 12, 2010

The State of B2B Social Media Marketing

http://mashable.com/2010/11/11/b2b-social-media-marketing-infographic/

Automated Baggage Rules (ABR)

http://www.iata.org/whatwedo/stb/Pages/abr.aspx
 
The Board of Governors in June 2010 confirmed a new StB (Simplifying the Business) project: Automated Baggage Rules. An automated baggage rules solution will enable airlines to electronically file their own baggage allowance policies and charges to a centralized database to be developed by the Airline Tariff Publishing Company (ATPCO). This will reduce loss of revenues for airlines and lessen complexities for travel agents, check-in agents and interline partners, who will be able to correctly assess carrier baggage policies, and deliver consistent information to the passenger.
To be successful, the ATPCO solution needs to be embedded within reservations, pricing and ticketing systems as well as departure control systems.


Automated Baggage Rules Task Force (ABRTF)

 http://www.iata.org/workgroups/Pages/abrtf.aspx



Ben: looks like i need not produce that Baggage training aid for CIAS any more

Tuesday, November 2, 2010

How to link Twiter to Facebook

Over the past few months my blog has received thousands of hits a day from users looking for information on how they can link Twitter to Facebook. The following is a brief collection of links that will help all of you find what you need:
Twitter’s official page on how to add Twitter to Facebook. The Twitter app for Facebook integrates Twitter into your Facebook experience.
Here is the most popular Twitter Facebook Application.
A blog post from a Facebook employee discussing Publishing to Twitter from Facebook Pages.
The Facebook application Selective Tweets. Selective Tweet Status lets you update your Facebook status from Twitter – BUT you can choose which tweets you want – just end a tweet with #fb when you want to post it as your Facebook status – simple!
A nifty Facebook Page that helps you manage your Facebook Fan Pages connection to Twitter accounts.
Hope this helps!


http://www.ajvaynerchuk.com/how-to-link-twitter-to-facebook-a-twitter-tutorial-3/

Monday, November 1, 2010

Market Segmentation/Share of Wallet

Understanding the characteristics of High-Potential Customers
A Case Study by Harte-Hanks Research & Analytics

Client Objective
• Gain an understanding of the company’s share of telecommunications dollars spent by
customers.
• Tailor sales and marketing plans toward industry segments, showing maximum revenue
growth potential.
Broader Audience for Case
A “share-of-wallet” study can be fruitful for virtually any business, whether the client markets to
consumers or other businesses, or even in a non-profit development context. It can be
particularly relevant if customers frequently buy from multiple vendors, or if you have just
grown through merger or acquisition and want to gain a quick handle on your acquired customer
base.
It’s also valuable if your industry is going through rapid growth. If everybody in the sector is
growing, you’ll want to get a handle on whether your own growth is hiding things: For instance,
possibly the fact that customer penetration is shallow and that you are actually losing ground to
key competitors.
Whenever it’s undertaken, the end result—a marketing strategy focused on the best revenue
opportunities—is always desirable.


http://www.hartehanksmi.com/content/pdf/Share%20of%20Wallet%20Case%20Study.pdf