Transforming the airline business has become one of the most discussed topics in our industry. As a Program Director at Hitit, leading delivery processes for airlines for nearly 17 years, we have successfully managed system migrations and transformations for nearly hundreds of airlines across a diverse range of partners from start-ups to legacy carriers.
What we have consistently observed is that, while there is a strong ambition for transformation, there are also natural concerns around ongoing operations and ensuring that new capabilities are effectively adopted by both airline teams and passengers.
In this article, I would like to reflect on the stages of this transformation journey and share how Offers & Orders implementation—often perceived as complex and risky—can become a structured and manageable when guided by the right strategy and supported by the right IT partner.
An airline’s vision and strategy provide the first and most important direction in this journey. The overall vision; target customer segments and the input that airline’s existing data actually tell us that all shapes which O&O projects should be prioritized, and how the transformation should be designed. As an example, this may include prioritizing projects towards revenue growth or increased customer loyalty and engagement.
Considering the pace of change in the industry and the level of involvement by airlines, we can say that transformation will become a necessity for every airline, as the entire ecosystem around them continues to change.
Offers & Orders are at the core of this transformation. To move toward modern airline retailing, airlines need to gradually shift their system architectures that support Offer & Order principles.
We Know What You Need: A Realistic Transformation Built on a Phased Transition
Once a clear transformation strategy and commercial vision are defined, airlines can plan a phased transition that aligns business objectives with operational realities.
During this transition, a parallel run is often unavoidable and, in many cases, necessary. As an example, capabilities on dynamic pricing and personalized offers based on customer data may initially apply only to selected availability queries or use cases. It is critical to design the transition in a way that remains compatible with existing legacy flows and incremental rollouts.
From an architectural perspective, the target state should aim to progressively reduce dependency on legacy components. Rather than a “big-bang” replacement, systems should be decoupled step by step, allowing individual components to be replaced whenever they are ready & tested. This allows airlines to start with ready-to-implement pieces without waiting for all components.
Channel Integrations: Not All at Once, Step by Step
Channel integrations do not have to happen simultaneously; different channels can be enabled at different stages of the journey. A channel-based rollout is often a practical option. The new offer structure can first be exposed to B2B channels or even for some B2B users, tested and refined and then gradually extended to a broader audience. This approach reduces risk while allowing the organization to build confidence and operational maturity as it moves toward a full Offers & Orders model.
The Winning Formula for O&O Success: Right Partner, Right Solution
It is essential for airlines to build the right partnerships to create real value for passengers. An early entry into Offers & Orders model gives airlines the opportunity to shape the first customer experiences through selected partnerships.
Airlines should also closely follow upcoming standards pertaining to Standard Retailer Supplier Interline Agreement (SRSIA), delivery, and settlement processes to ensure that their systems remain compatible and ready for future changes.
During this transformation, change management; training across the airline network, and business process and organizational changes are additional areas that need to be addressed in detail.
Finally, it is important to define the transformation vision and design the phases, before starting the implementation itself. Given the scale of this transformation, keeping all stakeholders aligned throughout the journey is essential. Any gap between strategy and execution will directly impact the pace of transformation.
Hitit Oxygen: Reshape Your Airline with Agility, Control, and New Revenue Streams
We are here to clarify any questions that may arise during the transition to modern airline retailing. For any inquiries, you may contact our business development team at any time via [email protected]