Free Piedmont Airlines: Discount Seat Allocation (A) Case Study Solution | Assignment Help

Harvard Case - Piedmont Airlines: Discount Seat Allocation (A)

"Piedmont Airlines: Discount Seat Allocation (A)" Harvard business case study is written by Phillip E. Pfeifer. It deals with the challenges in the field of General Management. The case study is 10 page(s) long and it was first published on : Apr 5, 1991

At Fern Fort University, we recommend Piedmont Airlines implement a dynamic pricing strategy for their discount seat allocation. This strategy involves using data analytics to monitor demand patterns, competitor pricing, and market trends to adjust prices in real-time. This will allow Piedmont to maximize revenue by offering lower prices during periods of low demand and higher prices when demand is high. This approach also aligns with the airline's growth strategy of expanding its market share and increasing profitability.

2. Background

Piedmont Airlines, a regional carrier, faces the challenge of effectively allocating discount seats while maximizing revenue and maintaining a competitive edge. The case study highlights the airline's struggle with a fixed discount allocation strategy that often leads to empty seats on flights during low-demand periods, while simultaneously missing out on potential revenue during high-demand periods.

The main protagonists in the case are:

  • Richard Anderson: Piedmont's CEO, who is tasked with finding a solution to the discount seat allocation problem.
  • Marketing and Sales Team: Responsible for developing and implementing the airline's pricing and promotional strategies.
  • Operations Team: Responsible for managing the airline's flight schedules and capacity.

3. Analysis of the Case Study

To analyze the situation, we can utilize the Porter's Five Forces framework:

  • Threat of New Entrants: The regional airline industry has relatively low barriers to entry, posing a threat to Piedmont's market share.
  • Bargaining Power of Buyers: Passengers have a high degree of bargaining power due to the availability of multiple airlines and online booking platforms.
  • Bargaining Power of Suppliers: Piedmont's bargaining power with suppliers like aircraft manufacturers and fuel providers is moderate.
  • Threat of Substitute Products: Alternative modes of transportation, such as buses and trains, pose a moderate threat to Piedmont's business.
  • Competitive Rivalry: The regional airline industry is highly competitive, with numerous players vying for market share.

SWOT Analysis:

Strengths:

  • Strong brand recognition and reputation.
  • Extensive route network.
  • Experienced management team.

Weaknesses:

  • Limited resources compared to larger airlines.
  • Dependence on larger airlines for connections.
  • Inefficient discount seat allocation strategy.

Opportunities:

  • Growing demand for air travel in the region.
  • Potential for expansion into new markets.
  • Technological advancements in pricing and revenue management.

Threats:

  • Increased competition from low-cost carriers.
  • Economic downturn affecting travel demand.
  • Rising fuel prices.

4. Recommendations

Implement a Dynamic Pricing Strategy:

  • Utilize Data Analytics: Leverage data from booking patterns, historical demand, competitor pricing, and market trends to inform pricing decisions.
  • Develop a Pricing Model: Create a dynamic pricing model that adjusts prices based on real-time demand fluctuations.
  • Implement a Data-Driven Pricing Platform: Invest in a sophisticated software platform to automate pricing adjustments and provide real-time insights.
  • Monitor and Adjust: Continuously monitor the effectiveness of the dynamic pricing strategy and make adjustments based on performance data.

Enhance Customer Relationship Management (CRM):

  • Personalized Offers: Leverage customer data to offer personalized discounts and promotions based on individual preferences and travel patterns.
  • Loyalty Programs: Implement a robust loyalty program to incentivize repeat customers and build brand loyalty.
  • Targeted Marketing: Utilize data-driven marketing techniques to reach specific customer segments with tailored promotions.

Improve Operational Efficiency:

  • Optimize Flight Schedules: Analyze demand patterns and adjust flight schedules to maximize capacity utilization.
  • Streamline Operations: Implement lean management principles to reduce operational costs and improve efficiency.
  • Invest in Technology: Utilize technology to automate processes and enhance operational efficiency.

5. Basis of Recommendations

These recommendations are based on:

  • Core Competencies and Consistency with Mission: The dynamic pricing strategy aligns with Piedmont's mission to provide affordable and convenient air travel while maximizing revenue.
  • External Customers and Internal Clients: The strategy addresses the needs of both customers seeking affordable fares and the airline seeking to optimize revenue.
  • Competitors: The dynamic pricing strategy allows Piedmont to remain competitive by offering flexible pricing in response to market dynamics.
  • Attractiveness: The dynamic pricing strategy is expected to increase revenue, improve profitability, and enhance customer satisfaction.

Assumptions:

  • The airline has access to reliable data on demand, competitor pricing, and market trends.
  • The airline has the resources to invest in the necessary technology and software.
  • Customers are willing to pay higher prices during peak demand periods.

6. Conclusion

Implementing a dynamic pricing strategy coupled with improved customer relationship management and operational efficiency will enable Piedmont Airlines to effectively allocate discount seats, maximize revenue, and maintain a competitive edge in the regional airline industry. This approach will allow the airline to adapt to changing market conditions, optimize pricing strategies, and enhance customer satisfaction.

7. Discussion

Alternatives:

  • Fixed Discount Allocation: This approach would continue to allocate a fixed percentage of seats at a discounted price, leading to potential lost revenue during high-demand periods.
  • Manual Price Adjustments: This approach would require manual adjustments to prices based on demand, which is time-consuming and prone to errors.

Risks:

  • Data Accuracy: Inaccurate or incomplete data could lead to ineffective pricing decisions.
  • Customer Backlash: Customers may perceive dynamic pricing as unfair or discriminatory.
  • Technological Challenges: Implementation of the dynamic pricing platform may face technical difficulties.

Key Assumptions:

  • The airline has access to reliable data on demand, competitor pricing, and market trends.
  • The airline has the resources to invest in the necessary technology and software.
  • Customers are willing to pay higher prices during peak demand periods.

8. Next Steps

  • Develop a Data Analytics Strategy: Identify and collect relevant data on demand, competitor pricing, and market trends.
  • Select a Pricing Platform: Evaluate and select a suitable software platform for dynamic pricing.
  • Pilot Test the Strategy: Implement the dynamic pricing strategy on a limited number of routes to test its effectiveness.
  • Monitor and Adjust: Continuously monitor the performance of the strategy and make adjustments as needed.

Timeline:

  • Phase 1 (3 Months): Develop data analytics strategy and select pricing platform.
  • Phase 2 (6 Months): Pilot test the dynamic pricing strategy on select routes.
  • Phase 3 (9 Months): Implement the dynamic pricing strategy across all routes.

By implementing these recommendations, Piedmont Airlines can transform its discount seat allocation strategy into a dynamic and data-driven approach, maximizing revenue and enhancing its competitiveness in the regional airline industry.

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Case Description

The manager of the Revenue Enhancement Department of an airline has to decide the optimal number of seats to reserve for discount customers on a particular flight. Historical data are given, as well as probability distributions of demand for both full and discount fares, in order to help make the decision. (The B case is QA-0340.)

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