Q&A
GEORGE KHAIRALLAH President, JR Technologies
I
n 2017, Ryanair, with 400 airplanes flying in Europe and North Africa, flew more passengers than the Lufthansa Group, which operates 728 airplanes worldwide. Ryanair is expected to make ¤2.2 billion (US$ 2.7 billion) in profits in 2017, versus ¤2.9 billion by the Lufthansa Group. Operational factors play a major role, but why, in the 32 years Ryanair has been in business, was the Lufthansa group unable to adapt its product design and market reach to effectively compete? The speed at which an airline can adapt its offers to meet the demand in new market segments is as important, if not more important, than growing the network and buying more airplanes. Competition between airlines is no longer based on schedule and price alone. The definition of a ‘market segment’ for an airline is far more complex than it used to be. Product design, positioning, and distribution are more important today than ever, and you can no longer rely on 50-year-old technology. The technology an airline uses to offer its products and manage their delivery can no longer be delegated to third-party community models in the way this is done today. Creating a new product, and adapting a business model to impact a specific market, should be a matter of days or weeks—not years. JR Technologies has worked at an industry level with IATA to address these distribution- and delivery-related issues. We have developed industrial-grade solutions to address the need for micro-segmentation and personalization, agility in product design, speed to market, and payment solutions. If you are looking for a company that can take you from legacy to excellence, JR Technologies is the partner of choice.
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www.jrtechnologies.com IATA Strategic Partner Special 2018
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22/03/2018 09:32