항공사의 신규서비스를 통한 수익 극대화 전략 - 싱가폴항공의 프리미엄 이코노미 클래스 도입에 대한 사례분석 -

Abstract

The economy class airfare declines steadily, reaching marginal cost due to the emergence of low-cost airlines and the competitive situation of the aviation market. Also, COVID-19 makes aviation market conditions seriously. Airlines have to survive in the current difficult situation and have to make efforts to maximize revenue within a limited range of demand rather than quantitative expansion. For revenue management, airlines should implement a customer-oriented strategy, not supplier-centered. The premium economy class has newly emerged based on customers’ needs, and the launching is spreading to many airlines. First class seats have been reduced or partially removed by many airlines due to low demand, and business class has become a high-cost seat product due to the generalization of airlines’ competitive differentiation strategies to attract premium passengers. Just as there was business class in the aviation market, which used to be only first class and economy class in the past, there is premium economy class in the aviation market these days, and many airlines are introducing premium economy class to change the composition of passenger seat products to meet customer demand. Aircraft seat products must be configured with customer demand to increase the passenger’s load factor and ticket sales. In this study, the cost index was calculated by counting the unit cost of each seat product, using the case of Singapore Airlines, which changed the composition of its passenger seat products through aircraft seat rearrangement. And the ticket sales were compared before the aircraft seat relocation and after. As a result of comparing with the same load factor, the cost index applied with unit cost was less after the aircraft seat relocation than before, and the sales of airline tickets were more after the seat relocation than before. As a result, ticket sales have increased since the seat relocation was less expensive than before. Also, it was specifically confirmed that the change in passenger seat composition was realized to the airline’s revenue management. Through this process, it was confirmed in detail that the change in the composition of passenger seat products was realized to the revenue management of airlines. Therefore, it is suggested that the marketing strategy focusing on the new premium economy class service is profitable for revenue management by reducing the number of first class and business class seats.