{"id":9769,"date":"2026-06-04T15:28:16","date_gmt":"2026-06-04T15:28:16","guid":{"rendered":"https:\/\/pros.com\/learn\/?p=9769"},"modified":"2026-06-04T16:31:38","modified_gmt":"2026-06-04T16:31:38","slug":"commercial-agility-starts-with-the-offer","status":"publish","type":"post","link":"https:\/\/pros.com\/learn\/blog\/commercial-agility-starts-with-the-offer\/","title":{"rendered":"Commercial Agility Starts with the Offer\u00a0"},"content":{"rendered":"
<\/div>\n

Airlines have always\u00a0operated\u00a0in uncertainty. Demand shifts\u00a0quickly,\u00a0costs move unexpectedly, and competitive pressure never stands still. Anyone who has spent time in this industry knows that volatility is part of the business.\u00a0<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

What feels different now is the scale of change happening alongside that volatility. At the same time, airlines are managing day-to-day revenue performance, they are also undertaking one of the most significant commercial transformations the industry has seen in decades. Distribution models are evolving, legacy reservation infrastructure is being replaced, and commercial organizations are rethinking how pricing, merchandising, and offers work together across the traveler journey.\u00a0<\/p>\n\n\n\n

That changes the definition of commercial agility because the level of responsiveness that worked in the GDS and PSS era is no longer sufficient for today’s operating environment. Legacy commercial models were designed around fixed structures and slower cycles of change. Today, airlines need to react much faster across\u00a0markets, products, traveler needs, and operational changes, often in real time.\u00a0<\/p>\n\n\n\n

And all of this is happening while airlines remain under constant pressure to deliver revenue results now, not years from now when transformation programs are complete. <\/p>\n\n\n\n

That is the balancing act many airline leaders are navigating today. They still need to deliver results quarter to quarter while building the commercial and retailing capabilities they know the future will require. <\/p>\n\n\n\n

Increasingly, the airlines making the most progress are focusing on the point where those priorities come together: the offer. <\/p>\n\n\n\n

Transformation Alone Does Not Create Agility<\/strong><\/h2>\n\n\n\n

The industry has made meaningful progress toward offer- and order-based retailing. Infrastructure is modernizing. New distribution capabilities are expanding. Airlines are investing heavily in the future state of retailing.<\/p>\n\n\n\n

But modernization alone does not automatically improve commercial responsiveness. <\/p>\n\n\n\n

Many airlines still struggle to turn strategy into action quickly enough. Commercial decisions are still slowed down by legacy systems, disconnected processes, and long deployment cycles. Transformation programs move forward, but reacting to changing market conditions can still take too long. <\/p>\n\n\n\n

And the reality is that revenue opportunity does not wait for transformation timelines. <\/p>\n\n\n\n

The Offer Has Become the Revenue Engine<\/strong> <\/h2>\n\n\n\n

Commercial agility becomes tangible in the offer itself because the offer is where pricing, product, and customer experience come together. It is where airlines decide how they respond to demand, competition, operational disruption, and evolving traveler expectations. <\/p>\n\n\n\n

Every pricing adjustment, bundle decision, or merchandising change affects revenue. The faster airlines can respond in a relevant way, the better positioned they are to improve conversion, protect yield, and strengthen loyalty. <\/p>\n\n\n\n

This is why agility today is not just about architecture. It is about execution. Can an airline create and adjust offers quickly, respond confidently to changing market conditions, and deliver consistency across channels and touchpoints? <\/p>\n\n\n\n

The airlines that can answer yes to those questions are the ones creating real commercial advantage and building resilience.<\/p>\n\n\n\n

Commercial agility becomes tangible through effective Offer Management. <\/p>\n\n\n\n

Co-Innovation in Offer Management: From Capability to Impact<\/strong> <\/h2>\n\n\n\n

Delivering that level of responsiveness requires more than implementing new technology. It requires a way to turn capability into measurable commercial impact. <\/p>\n\n\n\n

This is where co-innovation in Offer Management matters. Rather than waiting for large transformation programs to finish, airlines can introduce capabilities incrementally, test them in live commercial environments, learn quickly, and refine continuously. That approach helps airlines realize value earlier while reducing implementation risk. <\/p>\n\n\n\n

It also creates stronger alignment between technology deployment and commercial strategy. Solutions are shaped around the airline\u2019s network, operating model, and revenue priorities instead of forcing every airline into the same approach. <\/p>\n\n\n\n

The result is not just faster transformation. It is faster commercial learning, because agility is built through continuous execution and refinement. <\/p>\n\n\n\n

Real-World Impact: Revenue, Speed, and Delivery<\/strong> <\/h2>\n\n\n\n

Airlines applying this model are already seeing measurable results. <\/p>\n\n\n\n

At Lufthansa Group, iterative collaboration on advanced dynamic pricing capabilities contributed to a significant revenue uplift, building on earlier optimization efforts. <\/p>\n\n\n\n

\n \u201cThe first version of a predecessor of this system, which was in-house, Lufthansa-developed, gave us a 2.3% physically significant revenue uplift. With the new PROS solution, we upped this to 5.2%. This is net of continuous pricing that’s even coming on top. We have high confidence that this is really worthwhile to do\u201d.
<\/strong>\n \n \n \n \n <\/colgroup>\n \n \n
<\/td>\n \n
Florian Martin<\/strong>
Senior Director of Offer Automation<\/div>\n
\"airBaltic<\/div>\n <\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n<\/div>\n\n\n\n

At Cyprus Airways, the focus was speed and predictability, proving that agility is not determined by airline size but by the ability to execute quickly and effectively. <\/p>\n\n\n\n

\n \u201cWhen PROS says five months, it’s five months. Other providers might give a different timeline. So, we’re happy and you’re spot on to their delivery dates, which is very important to us going forward.\u201d
<\/strong>\n \n \n \n \n <\/colgroup>\n \n \n
<\/td>\n \n
Pavlos Sarkas<\/strong>
IT Manager <\/div>\n
\"airBaltic<\/div>\n <\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n<\/div>\n\n\n\n

At airBaltic, dynamic pricing for ancillaries was implemented in approximately six months and brought positive results quickly. <\/p>\n\n\n\n

\n \u201cThe implementation and testing of new techniques took approximately six months from the first kick-off meeting until the moment we were able to measure the results and have data-driven conclusions.\u201d
<\/strong>\n \n \n \n \n <\/colgroup>\n \n \n
<\/td>\n \n
Iuliia Granja Velasco<\/strong>
eCommerce Project Manager<\/div>\n
\"airBaltic<\/div>\n <\/td>\n <\/tr>\n <\/tbody>\n <\/table>\n<\/div>\n\n\n\n

Those examples reinforce an important point: commercial agility is not theoretical. It directly affects revenue performance, operational efficiency, and customer experience.<\/p>\n\n\n\n

Outcomes That Define Commercial Agility<\/strong> <\/h2>\n\n\n\n

Commercial agility delivers value across three areas. <\/p>\n\n\n\n

Revenue<\/strong> 
Continuous pricing<\/a> and offer optimization enable faster response to demand and competitive dynamics, improving conversion and performance. <\/p>\n\n\n\n

Cost<\/strong> 
Reduced reliance on manual processes lowers operational complexity. Iterative deployment reduces the risk and cost of large-scale transformation. <\/p>\n\n\n\n

Customer Experience<\/strong> 
More relevant, consistent offers improve both booking and servicing, strengthening satisfaction and loyalty. <\/p>\n\n\n\n

These outcomes are connected. Revenue performance improves when airlines can operate with greater precision, speed, and consistency. <\/p>\n\n\n\n

Agility delivers value when it improves revenue, reduces cost, and strengthens the customer experience\u2014together.<\/strong><\/p>\n\n\n\n

Technology Enables Agility. Execution Delivers It<\/strong> <\/h2>\n\n\n\n

Modern technology is a critical enabler. <\/p>\n\n\n\n

Modular architectures allow airlines to introduce and refine capabilities without waiting for full system replacement or long implementation cycles. AI-driven decisioning enables pricing and offer optimization<\/a> in real time. <\/p>\n\n\n\n

But technology alone is not the differentiator. <\/p>\n\n\n\n

The impact comes from how it is used: how quickly airlines can iterate, how well teams are aligned, and how consistently capabilities are deployed and refined.<\/p>\n\n\n\n

Technology enables agility. Execution delivers it.<\/strong> <\/p>\n\n\n\n

The PROS Approach to Offer-Driven Agility<\/strong> <\/h2>\n\n\n\n

PROS supports airlines by focusing on the offer as the core revenue engine<\/a>.  <\/p>\n\n\n\n

AI-driven decisioning enables continuous pricing and demand optimization, while modular architecture allows airlines to improve performance within existing environments as they progress toward modern retailing models. <\/p>\n\n\n\n

Just as importantly, the co-innovation model aligns technology deployment to each airline\u2019s commercial strategy, network structure, and operating realities. The focus is not simply implementation, but continuous optimization and measurable business impact. <\/p>\n\n\n\n

Conclusion: Agility as an Operating Capability<\/strong> <\/h2>\n\n\n\n

Agility is no longer a milestone at the end of transformation. It is an operating capability embedded in how airlines manage and optimize offers every day, even while transformation is still underway. <\/p>\n\n\n\n

The airlines best positioned for the future will be the ones that keep refining what they offer, how they price it, and how quickly they adapt as market conditions change. <\/p>\n\n\n\n

In today\u2019s market, commercial agility increasingly determines which airlines can adapt quickly, capture opportunity earlier, and sustain stronger revenue performance over time. <\/p>\n\n\n\n

FAQ<\/h2>\n\n\n\n
Why does commercial agility start with the offer?\u00a0<\/strong>

The offer is where pricing, products, and customer experience come together. Airlines that can adjust offers quickly in response to changing demand and market conditions are better positioned to improve revenue and customer relevance.\u00a0<\/p> <\/div>

How is Offer Management different from traditional revenue management?\u00a0<\/strong>

Traditional revenue management focuses on fares and inventory. Offer Management expands that scope by\u00a0optimizing\u00a0the complete offer, including ancillaries and bundles.\u00a0<\/p> <\/div>

Why isn’t modernization alone enough to improve commercial agility?\u00a0<\/strong>

New infrastructure enables change, but agility comes from\u00a0commercial\u00a0execution. Airlines still need the ability to respond quickly, deploy changes efficiently, and continuously\u00a0optimize\u00a0commercial decisions.\u00a0<\/p> <\/div>

What role does modular technology play in commercial agility?\u00a0<\/strong>

Modular technology allows airlines to introduce new capabilities incrementally, reducing risk and accelerating time to value without waiting for large-scale transformation programs\u00a0across order and other key components\u00a0to finish.\u00a0<\/p> <\/div>

How does co-innovation help airlines accelerate results?\u00a0<\/strong>

Co-innovation allows airlines to test, learn, and refine capabilities in live environments. This helps deliver business value faster while aligning solutions to each airline’s commercial priorities\u00a0and transformation roadmap.\u00a0<\/p> <\/div>

What business outcomes define commercial agility?\u00a0<\/strong>

Commercial agility improves revenue performance, reduces operational complexity, and creates more relevant customer experiences. Together, these outcomes help airlines respond faster and compete more effectively.\u00a0<\/p> <\/div> <\/div>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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