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Quo Vadis OBE?

“Our Heads Are Round so our Thoughts Can Change Direction” [Francis Picabia]

Last week, I had a discussion with one of the companies developing online (travel) booking technology, followed by an exchange with one of the techies at the TMC, the travel management companies. The latter you can still call corporate travel agency, just a new name for old (and useful) business. It triggered some memories. And questions.

Back in 1995/96, I was the GDS expert behind the development of the first corporate web-service allowing to book flights using the Amadeus GDS. Facing the “it’s impossible” from the GDSs. Using screen scraping where today’s players have the luxury of APIs. The pioneering days and I miss them. Back in those days, I had an example I use in my discussions to date talking about “change management”. The technology did not trigger much interest. The break-through was a function I fought for, which my boss and the head developer disqualified as “toy”: The seat map.

To be able to select and see “your” seat is to date one of the most used (usually the most used) optional functions travelers use when booking online. As in the example, the “default” often assigns you a seat in the rear of the cabin, while you may (as many business travelers) want to sit up front. But. To date, only very few airlines show the seat map in the process, it’s still mostly a “click here”. And none of those nice tools uses the traveler preference to pre-assign the seat intelligently following the interest of the traveler. My preference is aisle, up front. if possible the seat next to me not being used. If the flight shows full empty like the above example I travel with Yulia, I book A/C, with the kids I book A/C+D/F, so leaving the middle seat intentionally free. If the flight is full, I try the same, as far back as I can. Because if they need to sit in the middle, travelers prefer to do so up front… Logic rules in fact, but not one of the systems implemented such an auto-selection, so I keep using the seat map and keep being upset about the seat I should have swallowed from automatic assignment…

Now last weekend a post emerged about kids-free zones, just triggering the question, why those systems to date cannot manage prioritized seating. Exit rows and seats meant for baby bassinets or passengers needing extra assistance (for medical, not for financial reasons) are sold at premium charge, where they were blocked to gate assignment in the past (for good reason). Families struggle to be seated together when all the seats have been pre-reserved. Passengers arguing when they loose their early booked “nice” seats in the process, ending up on the least-preferred middle-seats. And none of the airline systems has a process in place to automatically reassign such seats in advance of the flight. So much that could be done to improve the process, but the systems, even the airlines’ own still are down to the pre-Internet management of seats on the GDS/CRS.

October 6th, easyJet promoted:

262 days. Triggering my comment “Sometimes I miss the good old days when we argued why flight bookings should be expanded from 330 to 360 days… And wondering why the “newcomers” did never invent a possibility to even “waitlist” beyond. Why not?” Because the brunt of bookings comes in short notice, it’s only a niche, flight plans change, it’s the way it is… Yeah, I know all those meak, user-ignorant reasons. And yeah, I keep asking the question. A “wait list” is no guarantee you get what you want. It’s an expression of interest, if you fly, I want to fly with you…

Another “logical question” is the user-centric implementation of the process. Discussing the issue of “virtual agents” and online support chat, one of the very early discussions I had with my friend Alex was the question to understand, when the virtual agent reached it’s limit and to redirect the discussion to a real agent… Alex is a former colleague I very much like; he was the master mind behind Virtuoz virtual agents (around 2002), speech recognition (2013), which Facebook acquired 2015 and today he’s one of the parents of Facebook M, the artificial intelligence development at Facebook.

Flight bookings are still the core of “online travel booking”, followed by hotels, travel expense, rental cars or rail. But to date, the complexity of air travel limits those tools mostly to be useful for simple bookings like A to B and back. Nevertheless, since my days (~15 years ago), the processes to request more complex flights are there. Fill out a form, the system runs a “best price” and that’s it. 15 years ago, a friend of mine being VP IT at one of the TMCs and I defined over some lunch meetings a process to split the process in such case, create the PNR with the request, the recommended flights and send it to a travel agent for a required review. Because in these cases, any experienced travel agent with their business intelligence can really “do” something, make the booking much better fitting to the need of the traveler. Today, the process exists, but split completely. All bookings go via messaging and are manually processed by a travel agent (I had that at SITA, being one of the global tech-leaders …), or book online. But that’s optimized to the existing corporate and travel agency processes, it is not user centric. 15 years after I moved on.

The only “major” changes are the integrated travel expense reporting we also started already back then and some minor improvements on the part of flexibility in the travel approval process. All else: Minor minor. Very small. In my view simply limping behind on industry developments, forced by increased differentiation, i.e. on airline’s ancillary revenues (ooops… buzz word…). Having a look at what we have today, speaking with the makers of these technologies, I’m sorry, but in my opinion, they stalled. The fun of the pioneering days is over, now changes are very, very little, incremental and it’s mostly fixating the existing processes.

What do you think?

Food for Thought
Comments welcome!

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Route Planning Events

While “the world” meets at World Routes, we received inquiries, why CheckIn.com is not there.

Sure, there are “obvious” reasons, but when it boils down, you need to prioritize where your money comes from. So while World Routes is an important event, I believe in the reasoning behind the split into multiple Routes events.

World Routes for the global players, regional routes for the regional players. Whereas at Routes Europe earlier this year, the “regional focus” is blurred already, attracting “foreign” long-haul airlines. As CheckIn.com currently focuses on Europe, Routes Europe is a must go for us. So we will be in Ireland next April. As an airline client requested Russia before North America, we won’t be ready for Routes Americas in Vegas in February.
If we get North America up in time, it may make sense to look at World Routes 2017. May make sense.

Likely still not, as the focus of the event is the networking between airlines and airports. As close as we are related to the aviation network development industry, we are secondary, we are supplier. World Routes is simply too busy, too packed, to give us a lot of opportunity to promote our services. That’s much more focused and such reasonable at the smaller (and targeted) events.

Right after Routes Americas, there’s the second (annually first) European event which we now have as a “must go” on the agenda: Connect°

Which motivated the question, why or how that event differs from Routes Europe and why I believe this is even more valuable…? The answer is rather easy. Where Routes attracts all those big shots, it is already becoming a “major player event”. Many small airports and airlines expressed towards us that they feel uncomfortable at Routes, even on the Routes Europe. Too big. Too big-focused.
Connect° and Karin Butot focus the event to the small and mid-sized players. So if you look for big traffic and big routes, go to Belfast. But if you focus on small airports, regional airlines and more local business, you’re very likely better off at Connect°.

So if you want to meet us…

22.-24. Feb 2017: Connect°, Ajaccio, Corsica, France
23.-25. Apr 2017: Routes Europe, Belfast, Ireland

Or call us to make an appointment elsewhere.

P.S.: Have you registered for CheckIn.com access? Registered users enjoy free access to basic airport data for more than 570 airports in Europe, including an isochrones map and the population in it! Free as in “no charge” and “free to use” (as is).

Food for Thought
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My Routes Sales Pitch

A post on ASM VP Nigel Mayes on RoutesOnline triggered this FoodForThought. His thoughts about a how to give the perfect routes presentation … Focusing on data. Which is a perfect example of what you see at Routes and what will not make the difference.

IcebergPrinciple — Successful Selling is Emotional

In any given sales training I attended, in many of the keynotes or presentations I gave on the topic, I focus on three facts I can boil down to one:

The Elevator Pitch
Successful Selling is Emotional
What’s your message?

Or in one: What is your USP? The USP is the Unique Selling Proposition. It’s what makes your product different, why someone should choose to buy from you and not your competition. But more important, the new concept of the ESP: The Emotional Selling Proposition!

In my presentations, I never focus on the numbers. Say what? But with CheckIn.com you’re crunching numbers big time!!! So what?

I’ve never sold the numbers. Not selling software, nor selling airline tickets, nor selling airports, nowhere. Simply: Nowhere.

Selling is emotional. 10% of the sale is facts. Some say 15% (1/7^th). I believe less.

Facts are facts, they either sell on their own, or they don’t. Not much influence on the facts.

When I sold competitive software, the data crunching was important. But not to come with facts, but how to load them emotionally? Because where I sold was, where I could establish the emotional link. Trust. Faith. Sure you got to have your numbers. You got to issue an RFP, very often under legal rules, making sure the procurement team is unbiased and takes what is best for the company. Often under stupid rules like “cheap = best”. You get what you pay for, right? But then, there’s the “finale”. If you’re in the final round, emotions jumps into the game. Suddenly the soft factors get more important. Three finalists competing. All qualified. Who fit’s my need the best???

The job of the sales manager. Be the face of the company.

There are three phases:

Phase 1: Establish the contact
Phase 2: Know your [Numbers / Tools / Services]
Phase 3: Close the sale.

Phase 1 and 3 are all about emotions. They are about Sales Management. Phase 2 is where the number crunching work is. That’s for your engineers to support your sales manager!

An attractive sales lady or gentlemen without experience, right from university sells mostly to men. Emotional. Good for the initial contact and the closing. In between, you don’t need sales, you need the engineers, the number crunchers. Phase 2 is not “sales”. But I also learned that you better call the graduate not a sales manager but either a junior sales manager or a customer manager. Face to the client. They can learn the process. They should be the face to the client (at all times). They should not be exchanged, or your client looses a big part of his/her emotional bonding to your company. But they must work in tandem with the company’s experts! And they have to learn enough of your product before you remove the “junior”.

Many companies make the mistake. Engineers trying to sell. They go for numbers, technical gadgets, hardly ever they understand the emotions that make the customer buy into them. Do I need to be able to know deicing management or shall I better understand the principles behind it and leave the fine-print to the engineers? Talking to deicing experts with 20 years experience, I caught them with emotion. With emotionally loaded facts. Want to buy? Here’s the dream, the overall picture that I know we can make a reality. Let’s call in the engineers, they can explain you in all detail how the individual puzzle piece works. Want to make the sales manager an engineer? Bad idea. Want to make an engineer a sales manager? Bad idea. Engineers are usually number crunchers. Only very few understand the emotional concepts in selling. Recently, in marketing groups there’s a hype about the step from USP to ESP from the unique to the emotional selling proposition.

The first-ever post on this blog was Shift Happens. As valid as it ever was! Today, most jobs and products are new. Experience helps to adapt and understand the USP. But being good in Sales & Marketing is not about expertise in the product. It’s about expert in emotional selling proposition!

A friend recently asked me for help on a new start-up. I had a look at their website. I did not understand what they’re doing. I got what business they were in. But what’s their USP? It’s been done by engineers… You got to be one to understand.

So let’s look back at my first three points. Lots of words on the website. But what’s it all about? I didn’t know. So we come down to my first point: The elevator pitch. Can you catch a potential client’s or investor’s interest in the first 30 seconds to two or three minutes you have with him in the elevator? Or on a conference floor? Three sentences. Why should he talk to you? What’s your product, what makes it different? What’s the value? “Return of Investment” is an issue. Emotion is also one! Apple sells more on emotion than anything else! So we’re back on 2.: The emotional side. And come down to the third issue: What’s your message? In three lines or 30 seconds? If you can’t boil your USP down to the elevator pitch, how do you think your prospected clients will ever understand it? If you can do it in 30 seconds, you have 19 minutes to talk about it and bring the emotion home. Okay, realistically you have two to three minutes at a Routes scheduled meeting to bring home the pitch. Rarely at once, beyond 30 seconds the risk to be disrupted increases expotentially

If you focus your sales pitch on “Know your numbers”, you miss out the 90% emotional side of selling.

My advise for airports intending to sell successfully at Routes: What’s your message? Most important thing we did at Erfurt Airport was the image video

https://www.youtube.com/watch?v=srzk2WbTcgY

No voice. Just music. Emotion! Renaming Erfurt to Erfurt-Weimar? Emotional. Weimar transporting “history” and emotion. Everyone heard about Weimar in history class. What’s “Erfurt”?

ERF2006-15 — 2010: Promoting emotionally

The final point I focused on in my presentations and consulting with airports: Focus on incoming! Everybody knows, you know “your local market”. But in aviation, you have two markets. Show you know what attracts people to you. Incoming. No, I never understand how Thuringia Tourism at ITB 2010 could promote Hungarian historic composer Franz Liszt, when they just had a great number of gold medals from the Olympic winter games. The politicos in Erfurt never understood the need to focus on incoming, nor the need to promote emotionally.

Though I should have been warned: On my second day there in March 2009, Thuringia Tourism GM Bärbel Grönegres was in Abu Dhabi and promoted medical tourism there to fly to Frankfurt and get the train or a bus to Thuringia. Instead of the existing flight service via Munich. The state development agency LEG had delegations fly from and to Berlin, with train connection from and to Erfurt. We made a 99€ special available to LEG, which they never made use of. How do you want to sell the flights, if the politicians paying for them don’t use them? Result: Instead of replacing Erfurt-Munich (three hours drive, very good train connection) with the recommended Erfurt-Amsterdam, they simply decided to not extend my contract and terminate scheduled services.

So make sure you have your own PTBs behind you (the powers-that-be). State development, tourism, industry, politicians. And not just because they have to, but because they believe in your sales pitch. It’s a team effort. And a team is not a group of people who must work together, but it’s a group of people who trust each other. Emotion.

Emotions are key to successful selling. If you hire a sales manager, find someone emotional. Someone creative. And don’t make them an engineer, you likely have enough of those already, right?

Jobs-quote — This just applies as much to Sales people as to engineers…

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Cloud vs. Security. And the Internet of Things

The Travel Industry and the Cloud

Back in 2000, in my presentation at ITB Travel Technology Congress, I addressed the changes e-Commerce brought to our distribution. Aviation and travel have a very strong history in what we today experience as “new”, call “cloud computing”.

Aviation has been a pacemaker in pre-Internet e-Commerce. Since the invention of the first “computerized reservation systems” (CRS), based on American’s ground-breaking development of the “Semi-Automated Business Research Environement” (Sabre). Read the Sabre-History for more. Thanks to the global SITA communications network (yes, those guys I temporarily worked for last year after they acquired my employer), aviation appreciated near instantaneous communication ever since I started working in aviation back in the late 80s. What we call e-Mail today, we called “Queue Messages” back then. To date, bookings, called “Passenger Name Records” (PNR) are created and maintained “in the cloud”. Whereas the “cloud based server” is either one of the Global Distribution Systems (GDS) and/or the airline’s own CRS.

Airline IT-managers celebrating this as the next big thing simply sell you old wine in new barrels. In the mid 90s, just about 20 years ago, the last “dummy terminals” were taken out of service, replaced by PCs with more sophisticated interfaces. Which were meanwhile very much replaced by web-clients working in standard browsers. The only difference being that those browsers often still use closed networks (such as SITA) for data transport instead of the Internet. Aside the obviously more reliable and stable data speed, this directly leads to the next question:

Cloud Security

Where the GDS and CRS frequently work in a closed environment reducing the danger of hacking and other insecurities, recent developments make those services available through Internet links. Being a commodity, this is much cheaper. But it also opens the communication to a number of security issues. It needs complex security layers to avoid hacking or other unintended communication disrupting those large host systems. And this is also important to understand. “working in the cloud” is “clouding” (disguising) reality with fuzzy, hip wording. All it is is communicating through the cloud (word used to disguise “the Internet”) with servers that are not local but “elsewhere”.

The cloud servers of Apple, Amazon, Microsoft, Amadeus, Worldspan or Sabre. Where the “Sabre” computers have been sold to HP and Sabre uses “commercial services”, Amadeus still has it’s own and also publishes quite some diagrams and images I frequently refer to.

But a fact in all such cases: If you believe it’s your data, this is a self-deception. You got to trust the company where you store your data to be trustworthy. Whereas recently there are quite some concerns about governmental insight into data. As I mentioned back in 2008, it’s questionable if a national government demands access to data without guarantee that this confidential commercial information does not reach the company’s competitor in that country. The example was not Russian, but American. Who watches the watcher?

As I mentioned in my ITB presentation 2004, there’s possibilities to use alternate services from the Open Source developments. With cloud computing, you’re no longer required to use commercial services: I recently shifted all my personal data, especially calendar and contacts from Google into my OwnCloud. I trust my friend maintaining my own server. It’s in a huge computer center but my friend secures it against “unfriendly” or unauthorized access. And I hope what I have is not interesting to the server center operator to have someone physically accessing my server to steal data. A theoretical possibility. It’s a (semi-constant) assessment, on who to trust.

I also mentioned in my 2013 blog about Big Data, “The first, Big-Data-experts came up with, have been personal profiles, coming from a variety of different sources. That Google and Facebook still offer me young Russian ladies for marriage is a good sign that they are way off even that goal.” It’s a simple question on big data. From the same post: “And as the amount of data grows faster than the processing power, the real problem is predictable.”

Open Data

As much as you want to keep your personal and commercial data in some areas private, there was a mantra in the 90s “My data is my capital”. It was the time the Internet started to make data available to everyone and who “owned” the data could sell it expensively. To date the value of the GDS, the OAGs, Albatross, CH Aviation and other such data collecting companies. Whereas it is relatively easy to process aviation data as most of it is very clearly standardized. But as much as the data processing adds some value, it’s life cycle is ending. More and more “common data” becomes available openly. Where that i.e. started with OpenStreetMap, meanwhile the basic cadaster (land registry) data like street data, administrative boundaries, etc. are made openly available. Others still try to charge horrendous amounts, but they become a minority and will become extinct soon. The value is no longer in “owning” the data, but in meaningful analysis and use of it.

Having been pacemakers in e-Commerce, aviation today is light years behind other industries. U.S. tools showing aircraft in-flight on maps like Harris Corp. (Exelis) NextVue does not have access to Canadian data as NAV Canada wants to sell it. Expensively. Not exchange (to also have access to U.S. data). It’s mine. Such, planes not traveling to/from the U.S. airspace simply don’t show. And the NAV Canada data is very often “a problem” for webservices providing such information in other markets. Dear NAV Canada, this is your wake-up call. The same for many other government owned “businesses”. Open Data is here. If you don’t come along, you will find yourself bypassed before long.

The same experience I had in my past years working on Airport Collaborative Decision Making (A-CDM). As long as our industry does not learn that it is in the benefit to the entire business and industry to share work data at reasonable cost. Base data is freely available today. But it’s fascinating how much of the base data we get from the “official sources” (like IATA, ICAO and the likes) is of lousy quality requiring manual review and updates.

That’s aviation. Believe me, working with data from 33 countries in Europe so far, basic data like population on municipality level, associating that to commercial or openly available map data from the same country’s cadastre … It’s a challenge. Many countries where the name of a city is not unique, but a municipality may have three four different names in the country. Not to mention that there are duplicate municipality names even within the same state. Open data is needed, but I think it might be something if a country could decide on unique naming for a given municipality and if EuroStat and the national statistics offices could agree on a unique identifier. And make sure their data matches. Else, a lot of people in the world will have a full time job to repeat the stunt we did. And other such data correcting others did. Again. And again. And again again.

The Internet of Things

The last weeks the messages on LinkedIn, hyping the “Internet of Things” (IoT) are “exploding”. At this point, it’s very much like “Big Data”. Because just like big data, the concerns mentioned above apply. As long as everyone does something different and there is no common understanding about how to connect the IoT, it’s a lot of smoke and distracting noise, but not too much on real results. No matter if it’s global players announcing their understanding of IoT. As long as they don’t agree and establish open standards, IoT is a buzz word with not much substance.

As an example from another industry, more common to us all: For many years I have a look at “house IoT”. It would be so nice to be able to have the thermostats and blinds being programmable. Unfortunately, all makers of “intelligent” thermostats have their own “standard”, making it impossible to mix them. So if you want to buy, you got to select the system. And you’re stuck with it… That’s like the times of VHS vs. Betamax or DVD±R, where you usually selected the wrong technology…

Just as “video tape” or “DVD” came, evolved a standard and then became household normality, the IoT will need to develop common standards to allow common tools to exchange information with them in a default way. And not have 150 different “interpreters” trying to talk to all those devices in their language…

Food for Thought
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Redundancy

New York Times Headline: Delta Malfunction on Land Keeps a Fleet of Planes From the Sky

Voicing that opinion in combination with the related incidents for many years, this is just another example that we rely solely on cloud technologies without proper (working) backup or fallback systems.

Talking about “system failure”, it might not be related to technology here…

No matter if it was a power failure as initially stated or a malfunction of a power control module, it shows that Delta IT did not do basic precautionary homework. No backup power, no working (tested) system redundancy at a different server location. So one server location (Atlanta) fails and down goes Delta…? I can understand if a home location fails on backup and redundancy, but no serious company should rely on a single location. Redundant Array of Independent Disks (RAID) is a common precaution and on distributed systems can also operate at geographically different locations in order to assure that during an outage at one location, the other location seamlessly takes over.

The secondary system may be slower, less responsive, but it provides the backup.

And Delta cannot claim that to be the first time. The first time I had a similar case was with Northwest (now Delta) back in early 1990, where Northwest was one of the only flights leaving Frankfurt on time during a system outage, as we issued boarding passes by hand, based on the passenger list printed the evening before… I think that was the last time no individually traveling passenger had to sit on the middle seat alone…

Another example I keep referring to was the time in the later 90s, early 2000s during the infancy of online travel booking, when Lufthansa hat to shut down Expedia. As Expedia inquiries for flight availability paralyzed Lufthansa operations. Because from the old logic of the airline CRS (computer logic), the booking process prioritized operational processes. Expedia’s uncached availability requests to the Lufthansa hosts flooded the Lufthansa system to the point where no operational requests could be processed. Good night check-in, good night passenger manifests, good night operations.

In 2004, a system crash paralyzed Lufthansa, which I addressed in my blog about the St. Florian’s Principle: Oh Holy Dear St. Florian, don’t burn my house, take the neighbor’s one.

Those are just major ones, which became noticeable to me. Business Insider reports more cases with JetBlue, American and United. So now it’s Delta. But taken the speed of IT development and the increasing complexity of the systems used, I doubt it takes a long time to hear about more such crashes. Time for the airline IT to do it’s homework and make sure the host system (CRS) is redundant…

Food For Thought
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A-CDM – why doesn’t it pick-up speed?

This is the question I got confronted with this week, triggering me to think in more detail about it.

As you may remember, I have written a few introductions posts about A-CDM. I still believe in A-CDM and think it is something airports should implement, but much more important, airlines should demand – and jointly invest into it with their main airport partners to steer developments in the right direction.

I don’t have any access any more to the base file, but as a result on the presentation of the Zurich case study I’ve put together for WinterOps.ca, I focused on the “cash” savings, I hadn’t addressed then. We did calculate based on the performance improved expressed on slides 3 and 5 and the underlying data. We used conservative figures from IATA, Eurocontrol and FAA about the cost incurred by delay per minute. Our conservative results for Swiss (airline), the hub carrier at ZRH with a 48% market share in the given winter saved more than 20 million Euros. Even if we consider the delay cost only applicable beyond 15 minutes, the savings were above € 10 million (approx $ 13 million then). If you consider the cost to set up the system from scratch and the necessary interfaces, one single harsh winter covers up for the cost.

Similar are the savings on normal operations on the bigger airports and on all the hub airports of reasonable size.

Now my friends in the LinkedIn group CDM@airports celebrate airport Number 20 being A-CDM compliant. And they praise the A-CDM Impact Assessment Study by Eurocontrol. Sorry if I don’t fall into the appraisal and worshiping… The new study again looks very “scientific” at the issue, just “generic” cost savings, no individual example, but such being the argument for the CFO (Chief Financial Officer). In my comments, I got the response that it’s “obvious” and the decision makers are expected to understand the cost savings intuitively. Sorry there, in my experience even when you push their nose on the $ or € amounts they tend to come up with the hen/egg principle. Why should they invest into it, what’s their benefit? And guess what: They’re right!

We got to answer that question to promote the issue.

There’s also a nice animated video about the European ATM master plan linked to the issue. Though looking at the key deliverables, I don’t find the cost savings they promote in the video. It’s again “scientific view point” where executives are to understand the cost savings from the operational improvements. But that’s exactly the point. In my experience, these chief something officers do not spend the time to think that step on their own. As such. Without some company investing into a presentation to convert those operational improvements into cash savings, why would someone want to invest into it?

But the main two questions are: What’s the cost saving for me and who should invest and why? Those questions are not properly addressed I believe.

To rephrase the first question:

Who benefits and what’s the numbers?

Source: Eurocontrol A-CDM Impact Assessment

So Swiss at Zurich benefited from an investment by Zurich Airport in the range of what? 20 Million? In one winter alone. But Swiss did not invest. Zurich Airport is. And most airline managers I talk to go “it’s an airport thing”. Sorry. If you’re an airline operations manager and you don’t get the point, you might be over your head on operations and have no vision for your own business’s development. Understandable if you’re a small airline. Not very professional if you work for one of the big shots.

At the right, there’s the “cost savings” slide from the A-CDM Impact Assessment. Back in 2004, the DOT averaged a delay minute with $ 100, more recent figures from Eurostat, IATA or other sources are sometimes substantially higher. The study even addresses the total savings on the fuel side. though 26.8 million on 2.2 million departures don’t sound much. What misses is the amount of delays those 2.2 million departures accumulated. Then you can break it down. Or where and when those delays arose (i.e. during winter operations? ATC delays?

There’s also something we call the A-CDM delay. When flights do not leave “on time”, due to A-CDM constraints. Such your flight could have left “punctual” but sitting duck on the taxi way due to traffic jam. Instead, A-CDM keeps the flight at the gate until the A-CDM system needs it for the now jam-free departure. That’s a change in paradigms! But it’s better for everyone, so you better find a way to solve the resulting repercussions (and yes, there are ideas).

The main benefit is to the airline! Secondary benefit is to the more punctual airport, also thanks to a usual increase in “capacity”. Though it might be noteworthy that even London Heathrow found good reason to invest into A-CDM solutions.

Who should invest – and why?

There’s two opinions I was confronted over the course of the past two years. Airlines believe, that this is a “single airport issue” and should be the concern of the airport. Whereas most airport managers question, why they should invest, if the airline benefits in dollars & cents from the development. O holy dear St. Florian…

There were some good approaches as to implement the technology and charge the airline for the savings. That simply does not work, as usually there’s not a single effort to improve punctuality and airlines after tend to question the cost savings to result from that investment. Or airline managers sit back and expect the airport to be interested to provide improved punctuality. Whereas some airports openly questioned that they make more money from delayed passengers than from punctual ones. And as long as it’s not the airport to blame, why should they care too much?

Don’t get me wrong, I don’t approve either. That is an issue, I believe must be addressed by the players on a global scale! That A-CDM Impact Assessment Study was a good idea, just from a practical point of view a lousy execution. It is my honest believe that airline operations managers must understand that they got to demand A-CDM at their hub airports in order to improve on-time performance for the better of their own network. And airline and airport must find a way to benefit both on an investment. The current trend to have the airport pay and the airline to pick the raisins and savings is neither fair, nor does it help to promote comprehensive A-CDM deployment.

That also means that the airline has to invest into their OCCs (Operations Control Centers) to exchange data with the other players as explained in my post APOC, OCC, NMOC and A-CDM.

Food for Thought
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2009 Saratov Study (free)

P.S.: With kind approval from our contracting clients, we have now released our 2009 Saratov sub-study on the Russian regional aviation markets (download 2MB). We are sorry that the complete study remains under non-disclosure agreement and can still not be made available.

Your feedback on the study is always very much appreciated (take it as a compensation for getting it for free).

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