Clarify what the pricing strategy is meant to achieve
A pricing strategy should reflect the airline’s market position, product proposition and commercial priorities. Before changing individual fares, it is useful to confirm the role pricing is expected to play and whether current processes support that objective.
Review the fare structure
Over time, fare structures can become difficult to manage as new rules, brands and market exceptions accumulate. A review should ask whether the structure remains understandable, scalable and aligned with the customer proposition.
Evaluate competitive monitoring
Competitive information is useful only when teams know how to interpret and act on it. The review should consider which competitors matter by market, how frequently changes are monitored and whether response rules are clear enough to avoid unnecessary reactive pricing.
Assess branded fares and differentiation
Branded fares should create meaningful customer choices, not just additional labels. Review the logic behind each brand, the price relationships between brands and the way the offer is presented through distribution channels.
Look at pricing governance
Clear ownership and approval processes help pricing teams move faster and more consistently. Governance should define who can change what, which decisions require escalation and how pricing coordinates with revenue management, sales and distribution.
Connect pricing with the wider commercial model
Pricing does not operate in isolation. A useful review considers how pricing decisions influence revenue management, distribution, product design and customer behavior. This wider view helps prevent local improvements from creating problems elsewhere.
Where to go next
If your airline is reviewing this area in more depth, explore the related PAX consulting service or the founder profile for more background on experience and areas of specialization.