Leading International Airline

With the continued blurring of the lines between the corporate, business travel and the leisure travel markets, our client questioned whether a traditional B2B sales organisation divided up on a sector by sector basis was relevant to a 21st century travel market.

The client was concerned that the operational effectiveness of the B2B sales team was not being maximised and that opportunities for further market development and account penetration were being lost due to inconsistencies in workloads between individual sales managers. In pure headcount resource terms the airline was at a major disadvantage vs. the market leader and needed a mechanism by which both existing and potential accounts could be prioritised.