NP-PF-12 · Corporate Contract Pricing

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Process Flow Diagram (BPMN)

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L4 Process Steps

Step	Step Name	Role / Swim Lane	System	Input	Output	KPI	Dec?	Exc?
Phase 1 1.1	Receive and log corporate RFP in CRM	Corporate Account Manager	Salesforce CRM	RFP document from corporate travel manager or TMC (BCD, Amex GBT, CWT)	Logged account record with RFP details, TMC affiliation, and route footprint	RFP acknowledged within 2 business days; 100% of RFPs logged before pricing work begins	N	N
1.2	Assess historical travel volume and route fit	Corporate Pricing Analyst	Amadeus SkyCAST	Account travel history, O&D booking data from Sabre PRISM, prior contract performance (if renewal)	Volume assessment report with top-10 O&Ds, revenue contribution, and route coverage score	Minimum qualifying annual spend $250K; route overlap ≥60% of account top-10 O&Ds	N	N
1.3	Determine account tier and eligibility decision	Corporate Pricing Manager	Salesforce CRM	Volume assessment report, account strategic value flags	Tier assignment (Tier 1 / Tier 2 / Tier 3) or formal decline notification	≥95% of eligible accounts tiered within 2 business days of volume assessment	Y	N
Phase 2 2.1	Model discount scenarios by O&D and cabin	Revenue Management Analyst	Amadeus NRM	Tier assignment, baseline fare inventory by booking class, O&D demand curves from SkyCAST	Discount scenario matrix (3–5 discount options per cabin class per contracted O&D)	Modelled revenue dilution <3% vs unconstrained network revenue on contracted routes	N	N
2.2	Validate discount against yield floor — gate	Revenue Management Manager	Amadeus NRM	Discount scenario matrix, route-level yield floor thresholds	Approved discount bands per O&D; rejected scenarios returned for rework	Revenue dilution from corporate contract ≤2% on constrained routes; ≤5% on off-peak routes	Y	Y
2.3	Draft and issue corporate pricing proposal	Corporate Account Manager	Salesforce CRM	Approved discount bands, account tier, standard contract terms template	Formal pricing proposal document with fare basis codes, discount levels, and volume commitments	Proposal issued within 3 business days of yield approval; 100% of proposals include ATPCO-compatible fare basis code references	N	N
Phase 3 3.1	Negotiate terms with corporate client or TMC	Corporate Account Manager	Salesforce CRM	Pricing proposal, client travel policy requirements, TMC contracting requirements	Negotiation log with revised terms, version-controlled counter-proposal	Negotiation cycle completed in ≤3 rounds; average cycle time ≤10 business days	N	N
3.2	Assess commercial impact of counter-proposal	Revenue Management Analyst	Amadeus NRM	Client counter-proposal terms, updated O&D volume commitment data	Updated revenue impact model with go/no-go recommendation	Counter-proposal modelled and responded to within 1 business day	Y	N
3.3	Obtain pricing committee sign-off	VP Pricing & Revenue Management	Salesforce CRM	Final negotiated terms, revenue impact model, legal review outcome	Signed approval record with contract reference number	100% of contracts with annual value >$1M approved at VP level; approval latency ≤2 business days	N	N
Phase 4 4.1	File negotiated fares in ATPCO (Cat-15)	Tariff Analyst	ATPCO	Approved contract terms, fare basis codes, routing rules, advance-purchase conditions	ATPCO-filed private fares with Category 15 (Accompanied Travel) or Category 25 (Fare By Rule) entries	Fare filing completed ≥2 business days before contract effective date; 0% mis-pricing incidents on go-live day	N	Y
4.2	Load and activate private fares in PSS	Revenue Management Analyst	Amadeus Altéa PSS	ATPCO-filed fare reference, booking class allocation, contract effective dates	Fare basis codes activated in Altéa inventory with correct booking class and date validity	100% of contracted fare basis codes active in PSS ≥24 hours before go-live; zero booking-class mismatches	N	Y
4.3	Configure corporate access in distribution channels	Distribution Analyst	NDC API Gateway	Contract activation record, corporate account code, TMC GDS subscriber IDs	Corporate account code active in NDC, Sabre GDS, Travelport GDS, and direct booking channels	Corporate traveller can book contracted fare within 24 hours of go-live; NDC channel coverage ≥80% of contracted fare conditions	N	N
4.4	Validate end-to-end booking flow — gate	QA Analyst	Sabre GDS	Test PNRs across all contracted O&Ds, channels (GDS, NDC, direct), and cabin classes	Booking validation report; confirmed go-live sign-off or defect list for remediation	100% of test bookings price correctly across all channels before live date; defects remediated within 4 hours	Y	Y
Phase 5 5.1	Monitor monthly volume commitment attainment	Corporate Account Manager	Sabre PRISM	Monthly booking data from Sabre PRISM, direct and NDC booking feeds, contract volume schedule	Monthly volume attainment dashboard with trajectory vs annual commitment	Volume reporting latency ≤3 business days after month-end; attainment variance flagged if >10% below commitment trajectory	N	N
5.2	Identify and intervene on at-risk accounts	Corporate Pricing Analyst	Tableau	Monthly volume attainment dashboard, account-level booking trend analysis from AWS Redshift	At-risk account list with root-cause annotation and recommended intervention actions	≥80% of accounts on-track to meet annual commitment by month 6; at-risk accounts contacted within 5 business days of flag	Y	N
5.3	Calculate and process annual rebates	Finance Analyst	SAP S/4HANA Finance (FI/CO)	Final annual volume attainment data, contract rebate tier schedule, reconciled booking records	Rebate payment or credit note issued to corporate account	Rebate processed within 30 days of contract year-end; 100% of rebate calculations independently verified against PRISM and Altéa data	N	Y
Phase 6 6.1	Conduct annual contract performance review	Corporate Account Manager	Tableau	Full-year performance scorecard, market rate benchmarks, account strategic value assessment	Contract performance scorecard with renewal recommendation and proposed revised terms	Review initiated ≥90 days before contract expiry; 100% of Tier 1 accounts reviewed in person	N	N
6.2	Trigger renewal, renegotiation, or termination	Corporate Pricing Manager	Salesforce CRM	Contract performance scorecard, renewal recommendation, updated market discount benchmarks	Renewal instruction (loops back to Phase 2) or notice of termination issued to account	100% of contracts actioned ≥60 days before expiry; zero contracts lapsing without a documented decision	Y	N

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Process Attributes

Identification

Process IDNP-PF-12

L1 DomainNetwork Planning & Scheduling

L2 ProcessPricing & Fare Management

L3 NameCorporate Contract Pricing

L4 Steps18 across 6 phases

Decision Gates6 (all with iteration loops)

Exceptions5 documented

Swim Lanes (Roles)

Corporate Account Manager

Corporate Pricing Analyst

Corporate Pricing Manager

Revenue Management Analyst

Revenue Management Manager

VP Pricing & Revenue Management

Tariff Analyst

Distribution Analyst

QA Analyst

Finance Analyst

Systems & Tools

Salesforce CRMAmadeus SkyCASTAmadeus NRMATPCOAmadeus Altéa PSSNDC API GatewaySabre GDSSabre PRISMTableauSAP S/4HANA Finance (FI/CO)

Key Performance Indicators

Receive and log corporate RFP in CRMRFP acknowledged within 2 business days; 100% of RFPs logged before pricing work begins

Assess historical travel volume and route fitMinimum qualifying annual spend $250K; route overlap ≥60% of account top-10 O&Ds

Determine account tier and eligibility decision≥95% of eligible accounts tiered within 2 business days of volume assessment

Model discount scenarios by O&D and cabinModelled revenue dilution <3% vs unconstrained network revenue on contracted routes

Validate discount against yield floor — gateRevenue dilution from corporate contract ≤2% on constrained routes; ≤5% on off-peak routes

Draft and issue corporate pricing proposalProposal issued within 3 business days of yield approval; 100% of proposals include ATPCO-compatible fare basis code references

Negotiate terms with corporate client or TMCNegotiation cycle completed in ≤3 rounds; average cycle time ≤10 business days

Assess commercial impact of counter-proposalCounter-proposal modelled and responded to within 1 business day

Airline-Specific Risks & Pain Points

RFPs arriving via TMC intermediaries create version-control conflicts when the corporate client also engages the airline directly, leading to duplicate records in Salesforce

SkyCAST O&D data attributes bookings to agency PCC rather than corporate ID, making true account volume difficult to isolate without PRISM reconciliation

Tier thresholds are static annual targets and do not account for seasonal concentration; high-value accounts with strong Q4 travel patterns may be under-tiered mid-year

Amadeus NRM inventory controls on high-demand routes may cap discount depth without manual override by the Revenue Manager, creating tension between corporate sales targets and RM policy

Yield floors are set seasonally and may not reflect intra-season demand shifts; approving discounts in low-demand periods can conflict with late-breaking demand spikes not yet captured in SkyCAST forecasts

Proposal templates are maintained separately from ATPCO rule structures; manual reconciliation is needed before filing, introducing errors when templates are not updated after ATPCO rule changes

Inputs / Outputs

Primary InputRFP document from corporate travel manager or TMC (BCD, Amex GBT, CWT)

Primary OutputRenewal instruction (loops back to Phase 2) or notice of termination issued to account

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