What is important in doing codeshare (5)
Partnerships between airlines are common more than ever. Each partner has its own perception of how the best synergies can be reached in a partnership. This belief is usually based on their own experience, the available knowledge, established processes and used tools. But in a partnership, both parties have to act as team together to be successful and to generate the ideal synergies for all parties.
In a series of several articles in our LSY blog, we’ll illuminate the various business steps how both partners can generate the best advantages out of their mutual partnership.
Let’s take a look at a tandem: it is a bike where two bikers have a seat and try to pedal at almost the same frequency to get a perfect result. The leader usually sits in the front and his partner in the back. If one of them is not performing properly, the team gets worse, doesn't it? This is a perfect example for team work. This picture can also be transferred to codeshare management.
There are two airlines involved – the operating carrier and the marketing carrier.
Best practice in the market is that the leader is the operating carrier. Based on the agreement reached, the operating carrier is responsible for selecting the correct marketing flight number for its own operating flights. The operating carrier takes care of its own schedule changes and can therefore decide whether the schedule change has any effect on the codeshare assignment. (Of course, this should always be done with the operational partner network in mind, when we talk about beyond codeshare agreements.) This principle, “the operating carrier is in the lead, the marketing carrier follows” is the most used and best practice in the business.
However, you can see in the market that the so-called “reverse codeshare” is also available. In this philosophy, the marketing carrier dictates the operating carrier, how the codeshare dressing should be on its operating flights. The marketing carrier generates already the marketing flights, sends these flights to the operator, and the operator dresses the codeshare relations (based on the marketing flights) to its own operating flights. Well, this procedure has some significant disadvantages: It increases the risk of published marketing flights where the operating flights are not yet updated. In addition, the marketing carrier cannot know whether the operating carrier has changed the operating flight he is referring to in the meantime. Both risks are highly critical because they lead to problems, rejects or manual interventions in inventory systems.
In a perfect partnership, both partners should coordinate their processes among each other so they can act as a team. Ideally, they follow best practice and do nothing special that slows down the entire process – it will be a winning process for both – for the team.
This is the last article in the series of "What is important in doing codeshare".