Lost revenue from sub‑optimal seat allocation across dynamic fare classes

$150,000–$500,000 per 100-flight network per month from suboptimal high-fare seat protection (leaving $3,000–$5,000 seats empty while discounting other inventory to fill the aircraft) • $1M-$3M annually per airline (corporate contracts typically yield 20-30% price premium over leisure; losing corporate seats to discount allocation directly reduces contract value and customer satisfaction, risking contract renewal) • $200,000–$400,000 per 100-flight network per month from flying leisure routes with suboptimal load factors (e.g., 65% utilization at $150/seat vs. potential 85% at $180/seat with better allocation)

Airport Relations Manager manually reviews booking curves in spreadsheets or airline reservation system reports, adjusts seat inventory allocations ad-hoc via email to Revenue Management team, sometimes overrides system decisions based on intuition or historical patterns • Airport Relations Manager receives corporate account complaints about unavailable seats; escalates to Revenue Management team via email; manually checks if capacity exists on flights but was allocated to discount segment; sometimes negotiates ad-hoc seat releases or applies post-booking price adjustments to retain customer; uses spreadsheets to track corporate allocation vs. actual sales • Ancillary Revenue Manager receives complaints from TMC accounts about flight unavailability; checks allocation in RM system; identifies that discount seats were allocated to leisure segment instead of TMC; escalates to RM team via email; manually documents correlation between allocation decisions and lost ancillary sales; sometimes overrides system by requesting manual seat releases for key TMC accounts