"You always want to have a human behind the machine because so far I have never seen even the most sophisticated RMS being entirely autonomous or capable to take autonomously decisions."

SUMMARY

Ignazio Pisano’s journey in revenue management began by chance in hotel operations in Italy, where he quickly developed a passion for hospitality and data analysis. Starting from front desk roles, he transitioned into revenue management at a time when dynamic pricing was just emerging.

Ignazio gained experience across hotels, resorts, and car rental industries, working with major brands like NH Hotels, Europcar, Pierre & Vacances, and Louvre Hotels. He led the deployment of several revenue management systems (RMS), including pioneering projects with tools like EZRMS, Opticar, GDA, and Duetto.

Ignazio’s achievements include driving digital transformation, managing complex capacity and pricing challenges, and successfully implementing RMS in both hospitality and mobility sectors. His approach emphasizes the importance of human expertise alongside technology, and he advocates for gradual, well-supported change management in organizations.

Chapter

00:00:00 Introduction and music selection

00:04:30 Ignazio’s early career in hotel operations

00:12:10 Transition to revenue management and first experiences

00:19:00 The evolution from static to dynamic pricing

00:25:45 Early RMS tools and the rise of electronic distribution

00:32:20 Move to Europcar and differences in car rental RM

00:41:00 Capacity management challenges in car rental

00:50:30 Technology limitations and legacy systems

00:58:15 Complexity of pricing and inventory in car rental

01:07:00 Duration bands and selling at a loss in car rental

01:15:30 RMS implementation: goals, challenges, and resistance

01:25:00 The role of AI and the irreplaceable human factor

01:32:45 Advice for successful RMS adoption and change management

01:41:00 Learning habits and sources of inspiration

01:47:30 Reflections on career successes and failures

01:54:00 Closing music and final thoughts

References

Ignazio Pisano (LinkedIn)

His music

Led Zeppelin – Kashmir (YouTube)

REM – Losing My Religion (YouTube)

Companies/Tools Mentioned:

Duetto

EZRMS (now part of IDeaS)

Amadeus

NH Hotels

Europcar

Pierre & Vacances

Louvre Hotels Group

Pascal Niffoi's journey in revenue management began after studying mathematics, leading him to an initial experience in flow management before transitioning to Air France in 2000. He described Air France as the "Champions League" of revenue management, providing a strong foundation in a well-established system. His desire for more rapid change led him to Disney, where he encountered a less integrated approach with separate pricing and yield departments, and a focus on country of origin rather than contribution.

At Disney, Niffoi focused on integrating pricing and yield, re-segmenting demand by contribution, and expanding the scope of revenue management. However, organizational resistance to these changes ultimately contributed to his departure.

Subsequently, at Pierre & Vacances, Niffoi took on a leadership role, aiming to modernize revenue management practices and implement dynamic pricing.

Despite support for these initiatives, progress was slower than desired due to technical and organizational factors, leading to his decision to co-found Revbell. Through Revbell, Niffoi advocates for a holistic view of revenue management, emphasizing revenue integrity – ensuring that the revenue intended from a sale is actually realized by addressing issues like unapplied fees or incorrect commissions. He also stresses the importance of using intrinsic KPIs that directly measure the effectiveness of revenue management levers, rather than solely focusing on overall occupancy, average price, and revenue.

Niffoi's diverse experiences have shaped his perspective on the evolution of revenue management, highlighting the importance of foundational principles, holistic integration, data-driven decisions, and effective change management. He emphasizes continuous learning through exposure to diverse client problems and the value of intellectual honesty.

Chapter

00:05:38 Introduction to Pascal Niffoi and his mathematic background and Air France structural experience

00:11:19 Niffoi's move to Disney highlighting the separation of pricing and yield.

00:28:07 Niffoi's time at Pierre & Vacances as the head of revenue management and the the transition to founding Revbell (originally NandC) with Romain Charié

00:34:05 - Discussion on the concept of revenue integrity

References Shared:

L'entreprise, une affaire de cœur by Hubert Joly.

The Infinite Game by Simon Sinek.

Are you navigating the complex world of revenue management and distribution in the car rental? This week, we’re joined by industry veteran Mark Richards, who brings decades of experience in the car rental sector to the Revenue Machine.

Mark shares his unique insights on the evolution of the car rental market, from the rise of online travel agents to the emergence of new affiliation programs. Discover how the tier one legacy brands have adapted to market changes and how tier two players are now making waves.

- Tier one car rental companies : Avis Budget Group, Hertz-Dollar-Thrifty, Sixt, Enterprise-National-Alamo, Europcar-Goldcar

- Tier two : Ace, AutoUnion, Autowill, Carwiz, GreenMotion, NP Autos (Priceless, NextCars), SurpriceCars, etc

Mark discusses the challenges of brand loyalty, the importance of understanding customer needs, and the potential game-changers in urban mobility. For him, the subscription model is a way to improve the usage of car rental and strengthen the loyalty of customers to the brand.

He also gives tips for independent car rental companies on choosing the right affiliation programs, and he shares his vision for the future of car rental and its relationship with technology and emerging trends.

Whether you're a car rental expert or a revenue manager in another industry, you'll gain valuable perspectives that will help you to **optimize your business strategies and stay ahead of the competition**. Don't miss this episode!

Chapter

0:00:00 Introduction and Background Mark Richards shares his career journey in the car rental industry

0:09:30 The "mushroom" period

Includes analysis of the "mushroom" period of new brokers and how legacy brands initially reacted.

0:35:10 The Emergence of Tier Two Brands and Affiliation

0:43:15 Tip of Mark to select an affiliation program

0:55:50 A look at what the future of car rental networks and OEM's

1:08:30 Continuous learning in a rapidly changing business environment

Reference

WeYield Forum 2025 in London https://www.weyield.io/events/weyield-forum-london-2025-wtm

Thomas Cook car hire https://www.thomascook.com/extras/car-hire

Starcar https://www.starcar.de/en/

Sani Car https://sani.co.za/

Localiza https://www.localiza.com/others/en-us

« My best way of learning is to fail»

This document is an interview with Eduardo Hernandez, the commercial manager at KeyGo Rent in Alicante. He discusses his career transition from the ceramic tile industry during 20 years to the car rental industry.

Hernandez explains that pricing in the ceramic tile industry is relatively straightforward, with price lists lasting for a year and prices remaining stable.

He contrasts this with the car rental business, which is much more dynamic, with prices fluctuating rapidly based on demand and market conditions. Hernandez emphasizes the importance of having a separate pricing department to manage pricing strategy and optimize revenue. « Used cars are like fishes: the more you keep them on the parking lot, the more it smells ».

He also discusses the significance of building a strong direct sales channel (35% of sales through the company's website generating double RPD), in addition to working with brokers. Hernandez highlights the need for efficiency in the car rental business, focusing on fleet management and pricing strategies to maximize profitability with the highest customer review possible (4,5). His yield management success factors are : define a strategy, set the good fleet (not to much) accordingly, price according to demand not to competition.

The key element is to be efficient. He also touches on the impact of technology and automation in the car rental industry, emphasizing the continued importance of human oversight and decision-making to boost the profitability of the company.

The interview concludes with Hernandez sharing his personal philosophy and approach to business, emphasizing the importance of strategy, adaptability, and continuous learning.

Eduardo shared his personal philosophy of continuous learning and drawing parallels between golf and life.

Chapters

0:00:00 Info about the major flood hit Valencia in October 24 (120000 cars destroyed)

0:09:10 introduction of Eduardo Hernandez who transitioned from the ceramic tile industry to the automobile and car rental industry.

0:15:30 Pricing difference between a tile business and car rental

0:30:30 How to improve utilization with a central pricing approach

0:47:20 Why quality in price and customer satisfaction is more important than a volume-only business

1:01:00 Key success factors generated by the yield management approach : change the way things are done and fight the resistance

1:25:00 How to learn more about yourself and the other while playing golf

References

https://www.linkedin.com/in/eduardohernandezmartin/

Key Go rent https://www.keygorent.com/es/principal/index

Dataseeker https://www.dataseekers.com/en/

WeYield https://www.weyield.io/

The podcast interview features Samuel Francisco, a revenue manager with a unique background in molecular biology (PHD): quite unique isn’t it?

Samuel transitioned into the business world, applying his research skills and analytical mindset to optimize revenue for various ventures, starting with Airbnbs in the Azores, then hotels and the car rental. He emphasizes the importance of continuous learning, open-mindedness, and strategic partnerships.

Samuel discusses his approach to revenue optimization, focusing on operational efficiency, pricing strategies, and ancillary services. He highlights the importance of understanding market dynamics, competitor analysis, and adapting strategies to different industries. He also emphasized the importance of the time needed for his interlocutors to nurture new ideas before accepting and implementing them.

Samuel also shares his experience implementing revenue management systems and building a successful website for a hotel group (putting his direct website as number source of reservation), emphasizing the importance of user-friendly interfaces and data-driven decision-making. The conversation concludes with Samuel's personal insights on overcoming challenges, the importance of work-life balance, and his dedication to creating inclusive tourism experiences for families with autistic children.

Chapter

0:00:00 Samuel Francisco and his doctorate in molecular biology

0:11:30 how Samuel started his career in tourism with Airbnb coming from the scientific world

0:25:10 adopt a new mindset and switch to hospitality to improve performance

0:48:25 how to work with partners who can transform us

1:02:10 duplicating the model from hotel to car was a challenge

1:22:10 caring for autism in the family and community

For me, this is a crucial question: how can I improve my performance in a highly competitive environment?

This question is often asked by fairly experienced customers who have a good knowledge of their market. Yet they feel frustrated by the difficulty of increasing their average price (RPD) without touching the price, which is too closely scrutinized by competitors.

The conversation brought to you today summarizes an article written by Emmanuel Scuto, founder of WeYield and a revenue machinist for almost 25 years in the car rental industry. In this podcast, we aim to share with you the observed constraints and the solutions we've come up with at WeYield.

Note: these recommendations are aimed at rental companies who are in direct competition on the same site. They are located in airports, car rental centers or train stations.

Definition: demand is considered inelastic or rigid when the sales volume or conversion rate does not fall in the face of a price increase (or a high price). Demand becomes elastic when it is highly sensitive to any price variation.

This conversation has been generated by the AI NotebookLM.google.com (beta) and it is based on Emmanuel Scuto's article published on https://www.weyield.io/blog-posts/tip-how-to-increase-rpd-without-increasing-prices

« I wake up every morning believing that I do not know much »

Montgomery Blair, a seasoned expert in revenue management, emphasizes continuous learning and innovation. With a strong background in data science and analytics, he pioneered the implementation of a revenue management system for Dollar Rent A Car in the late 1990s, revolutionizing leisure pricing based on demand forecasting.

At Avis Budget Group, Montgomery advanced their Revenue Management system, integrating fleet management and corporate contracts into the optimization process. He highlights the importance of balancing dynamic pricing with corporate flat rates to maximize profitability, noting that losing low-rate corporate accounts can often lead to higher overall returns by freeing up availability for higher-paying customers.

Montgomery underscores the need for internal collaboration, suggesting that the real competition often lies within the organization, between departments managing different segments. He advises focusing on maximizing contractual segments before optimizing discretionary pricing.

In the car rental industry, Montgomery advocates for leveraging supply flexibility, driving cost efficiency, and making smarter data-driven decisions. He stresses the importance of correctly defining problems and accurately measuring performance, particularly in fleet decisions. Lastly, he encourages professionals to embrace innovation, take calculated risks, and stay engaged through industry conferences to drive significant advancements.

Chapter

0:00:00 introduction of Montgomery Blair starting in car rental late 1990’s

0:29:30 what are the key dimensions to look at in RM

0:40:10 The overall level of fleet

0:51:25 AI and measuring performance

1:03:10 Should duration band pricing be stopped?

1:08:10 How to share analytics in a digest format

References

It’s your ship from Captain Michael Abrashoff

Principles of economics by Alfred Marshall

Welcome to a new episode of the podcast Revenue Machine, the only one dedicated to Revenue Management. Today, Emmanuel Scuto interviews Romain Charié. Romain, co-founder of the consulting firm N&C, initially pursued studies in aeronautics before specializing in business-oriented data analysis. His experience at Air France allowed him to combine his two passions. Although the airline has sophisticated processes and tools, human intervention remains essential for decision-making. Excessive automation can lead to a loss of control over tools and analysis.

One of the advantages of an RMS (Revenue Management System) is its speed and depth of analysis. However, when external factors disrupt the model (weather, strikes, security risks, etc.), the analyst must take over. For example, seasonality is never identical from one year to the next, requiring a flexible approach to analysis. At Air France, Romain compiled all documents and procedures related to optimization techniques into a White Paper, which became the bible for every revenue manager, ensuring a consistent approach to analysis.

In the car rental sector, where stock uncertainty makes precise forecasting impossible, Romain found that grouping cars into broad categories was sufficient to achieve accurate probability assessments. His last corporate experience was within the Revenue Development team at Disneyland Paris, where the existing forecasting tool was ultimately ill-suited to the evolving booking behaviors of clients.

Since 2014, Romain has partnered with Pascal Niffoi, with whom he worked at Air France and Disneyland Paris, to establish their consulting firm focused on optimization. They believe an analyst must always understand why a tool made a recommendation. They observed two reactions to their RMS Revbell: complete acceptance or rejection in favor of the more familiar Excel. To enhance RM analysts' skills, they offer checklists and procedures.

As passionate professionals, Romain and Pascal also aim to explain the levers of price action in the media. Regardless of the industry, they believe that volume is a key factor in profitability, even before the pursuit of average price.

With over 30 years of experience in Revenue Management (RM) at Dollar-Thrifty and Hertz, primarily serving franchisees, I have witnessed the evolution of the industry. I began my journey when Travelocity emerged as the first online travel agency, predating Expedia. This period marked a significant shift as pricing became a critical factor in customer decision-making with the advent of the internet in the early 2000s. At Dollar, our IT manager developed a separate tool to manage prices independently from the regular reservation system, which was groundbreaking at the time.

Car rental licensees reacted differently to RM shift. Some were progressive and open to new strategies to enhance competitiveness, while others were primarily concerned with costs. A portion of the licensees initially struggled to grasp the importance of these changes. Over time, customers have been conditioned to search for the best rates, necessitating a disciplined approach to fleet management to influence better booking behaviors. During peak seasons, despite high prices, people continue to travel, indicating that car rental costs are not a major factor in destination choices.

Fleet management decisions, such as opting for purchase options that lead to over-fleeting, can impact revenue. Initially, Dollar acted as an outsourced revenue manager with limited information about the fleet. A framework was established between licensees and the RM team at headquarters to create a pricing corridor, allowing flexibility without requiring rental operator approval for each price change. Trust built over months and years led internal clients to consult the RM team on broader issues beyond pure RM topics.

High-level performance in car rental necessitates a solid foundation and daily discipline. It begins with accurately calculating the usable fleet available each day, monitoring no-show rates by day of the week, tracking reservation trends, and analyzing competitor behavior. Manual rate monitoring is inefficient; daily RM practices are vital. When uncertain, revenue managers should test their hypotheses, as the results can sometimes be surprising and significantly impact yield.

The presence of players making illogical pricing decisions can disrupt the entire market. Conversely, systematic yield management by key players benefits the market as a whole. To enhance processes, trying new methods or features that promise better results is encouraged. However, mastering the fundamentals and practicing them consistently is crucial for success. Simply pressing buttons or expecting a system to work magic will not suffice.

Maximizing revenue opportunities requires a strategic approach distinct from operational decisions. A revenue manager equipped with the right tools and strong fundamentals can make optimized decisions regarding "when, where, and what" actions to take, even in unexpected situations. This ability to adapt and optimize in real-time is both challenging and rewarding.

In summary, effective revenue management in car rental is an investment that pays off through consistent, disciplined practices and a willingness to embrace innovation while maintaining a strong grasp of the basics. This approach ensures that revenue opportunities are maximized and the business remains competitive and profitable.

Chapter

00:00:00 Introduction of Andy, how did the RM start at Dollar

00:13:10 Beginning of the pricing by duration and check-out

00:23:30 Reaction of licensees confronted to the revenue management project

00:30:30 Summer pricing, car dealers: influence factors

00:38:40 Process to onboard a licensee in the Central RM

01:00:00 Advices on best practices

01:16:20 Market benefits of all car rental implementing yield management properly

01:20:10 Andy’s vision about the future mobility like peer-to-peer

01:28:20 RM fundamentals of the job

"identifier les attributs de valoriser avant d'agir sur les prix"

Quand la tactique consiste à simplement augmenter les prix, le risque est de venir heurter la valeur perçue par le client et de ne pas atteindre les résultats globaux. Sur le marché du pneu automobile, la concurrence est intense. Mais la perception premium par le client permet d'avoir une différence prix forte par rapport à la concurrence.

Pour réussir, il est essentiel de se pencher sur les attributs de valorisation : ce qui différencie par rapport à la concurrence mais qui est valorisé par le consommateur pour être converti en prix. Tester la perception prix permet de mesurer l'élasticité des clients au prix : un changement de prix ne coûte rien, est facile et très rapide à mettre en oeuvre.

L'augmentation des prix n'enclenche pas forcément une fuite du volume lorsque le produit et la marques sont supportés par le marketing et la communication associée via les attributs de valorisation. Une cartographie de ces attributs prend seulement quelques semaines. Cela peut être fait en interne

La promotion n'est pas du pricing mais un mécanisme commercial de simulation temporaire de la demande habillé par le marketing. Un outil pricing est une option pour simuler l'élasticité de prix. Pour être efficace, il doit être contrôler par un pricer. Il y a toujours quelqu'un qui va prendre une décision sur le prix mais c'est malheureusement rarement une fonction dédiée.

La verticalité du prix permet gérer une différenciation fine. L'exemple du pricing Décathlon est est une référence dans le domaine. Segmenter l'offre permet d'offre plus de service associé au prix. Le gain possible est entre +3 et +8% de marge.

Les aptitudes pour être un bon revenue management : aimer la data, la manipuler, la formater tout en sachant prendre du recul pour garder à l'esprit comment la décision va être interpréter par le client sur le marché cible.

Chapitre

00:00:00 présentation d'Alexandre

00:17:50 Rester customer centric et les attributs de valeur

00:30:10 Tester la perception en jouant avec les prix

00:40:10 Comment réaliser des tests d'attributs de valorisation

00:52:40 Attention à l'impact de la promotion permanente

00:58:04 A quoi sert un outil pricing

01:08:00 Pourquoi la fonction prix est-elle si peu développée

01:14:00 L'exemple du pricing chez Decathlon

01:27:50 Comment devenir un bon pricer

01:39:01 Le challenge pricing d'Alexandre