The Requirement
Hitit is one of the largest airline and travel solutions providers in the world, serving over 75 airline clients globally. I had previously been employed by Hitit during their early years as Head of Sales and Marketing and helped them grow their client base from 6 airlines in 2008, to over 25, within five years, culminating in an exit for one of their solutions and subsidiaries.
When Hitit needed to restructure their business development operations during a major client acquisition period towards the end of 2017, they hired me to help streamline and optimise sales processes, to increase profitability.
What was delivered
Fractional Sales Leadership
Hitit did not like losing tenders or turning away potential customers. But saying “no” to some projects and charging more for projects that may not bring additional value in the long run, can be more profitable.
To be able to make these decisions, data is needed. And Hitit had a lot of data, having participated in numerous tenders.
Months were spent, gathering, plotting, and analysing data, which included:
- Pricing for all tenders participated in
- Pricing for tenders won
- Pricing for tenders lost
- Pricing for current customer solutions
- Size of the airlines
- Regions of the airlines
- Vendors who participated in each tender (if known)
I also actively participated in executive meetings with potential clients and negotiated contracts.
The Results
A dynamic pricing table, based market data, for every Hitit solution was delivered, with recommended and “walkaway pricing”.
A user friendly, automated, client, prospect, and sales tracking database was built using just excel.
Pricing for some solutions was redefined from a one time structure, to a recurring subscription fee model. An immediate, dramatic increase in revenues were realised with solutions where this was applied.
Several prospective clients who would normally have received a discount (to “seal the deal”), agreed to pay the new fees requested. Some walked away but came back.
Hitit signed its largest client at the time, Pakistan International Airlines.
Humorous Project Fact
Two amusing things happened here. Well, one was more embarrassing than amusing.
We'd been invited to Singapore for the ATW Airline Industry Awards, with Hitit CEO, Nevra Onursal, to accept our award. The banquet hall had large, circle dinner tables, seating at least 10, for all the solution and technology providers that would be attending.
All of the other solution providers, with mutli-million dollar advertising budgets, were present with their respective, top tier marketing agencies, filing up their dinner tables. Our table had just Nevra and myself. When the other solution providers and their agencies visited our table and heard we didn't use an agency, the faces of their agency partners was a picture.
The embarrassing moment? In the hotel lobby where the event was being held, I bumped into Mark Pilling, the then Editor of Airline Business, the other big airline industry journal and obviously a competitor of ATW. Whom we hadn't spent any money with. He was not an attendee of the ATW event.
He asked me what I was doing in Singapore.
"We're here to pick up our award for the ad campaigns we ran in your magazine last year...", I began proudly, before realising my foot was firmly lodged in my mouth.
We're still friends.