We set up the forecasts and inventory controls that decide which price is open

The forecast decides how many seats to keep for passengers who book later and pay more.

We check how your system forecasts demand by flight, booking class and days before departure, and how it forecasts cancellations and no-shows. A closed booking class hides the passengers it turned away, so the booking history has to be corrected for them before it can estimate demand. We measure forecast accuracy by route and set the history, seasons and events the forecast should use.

Analysts cannot set a booking limit for every class on every flight by hand.

We control each flight with one number, the bid price: every fare above it is open and every fare below it is closed. The system updates it every night from bookings and the forecast. We check how often availability changes, what each manual override earned or lost, and set up controls your analysts can check in a morning.

Some booked passengers do not turn up. Without overbooking, their seats fly empty.

We forecast no-shows by route, day and fare, set how far each flight may be overbooked, and weigh the revenue from the extra seats sold against the cost of a passenger who cannot board. Standby passengers and volunteers close the remaining gap at the gate. Each market has its own compensation rules, so the limits differ by route.

On average about one booking in ten does not show, according to a 2016 textbook cited by the US Government Accountability Office (GAO-20-191).

Selling a connecting journey makes sense only if it earns more than both seats could earn from other passengers.

Origin and destination control lets the reservation system answer each request by journey and point of sale, with married segments, so a connection cannot be split, priced or cancelled flight by flight. We check what your system supports, where it answers by flight only, and what that costs on your busiest connections.

A change in revenue means little without a comparison.

We switch between old and new settings on comparable flights, so season, rivals and schedule affect both. Your finance team agrees the method before the first change, and the result goes into their reporting. Seven questions show how to read any uplift figure, including ours.

Not every airline wants to build its own revenue management team.

We take over the daily work on your own systems: we review the forecasts, set the inventory controls and overbooking, file fare changes and watch rival fares. You get a report every month with results against control flights. Your team keeps full access, and we hand over whenever you want to run it yourself.