Offer management - IMPACT CONSULTANTS

Designing, structuring and steering the offer: products, packaging, pricing, revenue management and distribution. An offer that creates value - and sells.

Offer management covers everything that determines unit revenue: what you sell, at what price, through which channel and on what terms. This is IMPACT CONSULTANTS’ historical ground, where our consultants come from the revenue management, pricing and distribution departments of Air France, Société des Bains de Mer, Conztanz and Vacances Bleues.

In practice we work on offer design and structuring, pricing and revenue management, multichannel distribution strategy and negotiation with intermediaries: GDS, OTAs, B2B platforms, agency networks. Gains are measurable on REVPAR, unit revenue or distribution cost.

When clients call us

• Unit revenue or REVPAR is slipping without a clearly identified cause.
• Distribution costs are growing faster than revenue.
• A GDS, OTA or tour operator contract is up for renewal and must be renegotiated.
• The offer has become unreadable: too many fares, too many exceptions, too many poorly articulated channels.

What we actually do

• Distribution audit: mapping channels, real costs and each one’s contribution.
• Diagnosis and redesign of pricing policy, fare structure and yield rules.
• Setting up or upgrading revenue management and fare filing processes.
• NDC and new-generation distribution strategy for airlines and rail operators.
• Negotiation with GDS, OTAs, aggregators and distribution partners.
• Structuring product packaging and ancillary offers.

What it delivers

• Air France-KLM: regaining control of GDS distribution costs through a renegotiation backed by detailed flow analysis.
• Corsair: industrialising ATPCO fare filing and implementation.
• Azureva: REVPAR recovery through a revenue management and distribution overhaul.

Frequently asked questions

What is a distribution audit and what is it for?

It is a full review of the channels through which your offer is sold: volumes, real costs, margin per channel, dependence on intermediaries and contractual terms. It results in a costed action plan on which channels to grow, renegotiate or drop. This is the exercise we ran for Air Austral in 2025.

What does NDC actually change for an airline?

NDC lets the airline regain control of the content it distributes: personalised offers, ancillaries, dynamic pricing, without depending on the traditional filing format. In practice it requires a retail architecture overhaul, system adaptation (PSS, OMS, RMS) and renegotiated distribution agreements. The subject is as technical as it is commercial, which is why our assignments combine both readings.

Do you have to change PSS to modernise distribution?

Not systematically. A PSS migration is a heavy, risky programme. We always start by establishing what the existing set-up genuinely allows, and by costing the gap with the target. When migration is justified, we support the selection and the programme, as we did with Conztanz.

Do you work in hospitality as well as aviation?

Yes. Revenue management and distribution mechanics are close, and our consultants have worked in both worlds: Air France and Société des Bains de Mer for Manuel Chevallier, Vacances Bleues, Azureva, MMV and Maeva on the accommodation side.