Click to edit title. MANAGING AIRLINE COST BY INTRODUCING INNOVATIVE ANCILLARY REVENUES. IATA 3 rd Airline Cost Conference Geneva, August 26 th, 2015

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1 Click to edit title. MANAGING AIRLINE COST BY INTRODUCING INNOVATIVE ANCILLARY REVENUES IATA 3 rd Airline Cost Conference Geneva, August 26 th, 2015 Andrea Boni Vice President Innovation & Business Development Brussels Airlines

2 SOME CONTEXT 2 Airlines have serious structural challenges Highly regulated and dependent on third parties High investments, low returns Massive competition High costs Need to reinvent ourselves Become relevant with target audience Differentiate ourselves Introduce new business models Reduce costs without impacting the offer

3 RETURNS ACROSS THE AIR TRANSPORT SUPPLY CHAIN Return on invested capital between 2004 and 2011 (weighted averages) 3 Source: McKinsey & Company for IATA

4 Click to edit title. LOWERING UNIT COSTS TO INCREASE COMPETITIVENES S Continuous cost reductions -9% -5% To improve profitability & finance lower fares Without compromising on customer service 4

5 Click to edit title. Examples of cost reduction/optimization 5 Harmonize our fleet Phase-out of the AVRO RJ100 fleet Phase-in of Airbus aircraft Renegotiate leasing- & supplier contracts Review processes Optimize fuel consumption by: reducing the weight of the aircraft : light-weight seats, lighter food trolleys, paperless cockpit, lightweight cargo pallet spacers increasing the use of reduced flap landings and of single-engine taxi etc.

6 ROLE OF INNOVATION Role of Brussels Airlines Come up with ideas / new business models Find ways to finance them Goals Improve product / customer experience Differentiate from competition Create new revenue streams Reduce costs or find parties willing to subsidizing them 6

7 INNOVATION AS ENABLER OF NEW COMMERCIAL STRATEGY Purpose We want to be the most personal airline, bringing people together and making travel a pleasure Positioning With Brussels Airlines, no need to choose between great service and low price we offer both Priorities 1. Cost reduction as priority No. 1 Yield deterioration is structural, hence focus on CASK reduction 2. Smart capacity development to progressively extend network and profitably improve market share in BRU 3. Fundamental change of commercial strategy 4. Further intensify integration into the Lufthansa Group 7 5. Build a Belgian love brand

8 NEW COMMERCIAL STRATEGY: DELIVERING 22 new destinations added since 2014, more then any other airline New product portfolio, offering biggest choice in the market (from 69 EUR return to premium travel option) New à la carte services without becoming no frills (e.g. b.family, premium meals, Belgian buy on board) New online shop and retailing capabilities, major invest into mobile solutions (pre-flight, in-flight) New loyalty program for not-so-frequent-flyers (launch fall 2015) New brand positioning & communication strategy 8 +30% Conversion on web shop + 13% guests in 2014 vs. PY Among the fastest growing AEA airlines in Europe +5%P load factor while seats increased +6% vs. PY 6 th most respected Belgian brand, biggest improvement among top 10* * Source: Akkanto

9 Click to edit title. AIRLINES IT S ALL ABOUT MEETING AND EXCEEDING CUSTOMER EXPECTATIONS.INCREASING CUSTOMER EXPERIENCE.CONTRIBUTING TO BOTTOM LINE.REINFORCING THE BRAND.ALL WHILE REDUCING COSTS 9

10 IT ALL STARTS WITH ONE OF OUR MOST VALUABLE ASSETS

11 ITS ALL ABOUT STIMULATING THE SENSES & RETENTION OF EXPERIENCES 10% 20% 80% 11

12 Click to edit title. TWO EXAMPLES OF INNOVATIVE PARTNERSHIPS..THAT ULTIMATELY ALSO REDUCE COSTS 12

13 Click to edit title.

14 CASE 1: TOMORROWLAND 14

15 TOMORROWLAND GLOBAL JOURNEY EXPERIENCE OF A LIFETIME Largest annual electronic dance music festival in the world (360,000 visitors in 2014). Tickets are sold out within hours, videos on YouTube with up to 127M views Aspirations of the partnership: 15 Bring the world to Belgium Party flights as part of the festival Starting point for creating festivals in the U.S., Brazil, No competence in travel, Brussels Airlines to provide 360 solution Belgian DNA Young & fresh image-building Strong visibility worldwide Unique & fun 360 experience Global brand awareness

16 GLOBAL JOURNEY EXPERIENCE OF A LIFETIME The official all-in travel packages. The easiest way to travel to Tomorrowland. Average price for a package: 1000 Target: young professionals with high income 16

17 17

18 Click to edit title. 18

19 19

20 Click to edit title. 20

21 21

22

23 132 PARTY FLIGHTS IN 2014, OR 247H OF PARTY AT FEET UP IN THE AIR 23

24 GLOBAL EXPOSURE: 266 MIL VIEWS ON YOUTUBE 24

25 EARNED MEDIA: OVER 2.4 MIL VIEWS ON YOUTUBE ON SN PARTY FLIGHTS 25

26 Click to edit title. CASE 2: CONNECTED LOUNGE 26

27 THE CONNECTED LOUNGE AN INDUSTRY FIRST WITH MICROSOFT Integral part of our new flagship lounge at Brussels Airport, The Loft Available as application for download or on a tablet for complimentary use Aspirations of the partnership: 27 Access to > premium guests Showcase Microsoft products (Surface 3 Pro, Skype, ) Generate insights on user behaviour Demonstrate capabilities in creating an industry first solution Disrupt standards of a business lounge Create customer experience hubs and atmosphere almost like in a hotel Expand the physical lounge experience into the digital sphere Entertainment (watch movies in the lounge, digital papers & magazines)

28 Click to edit title. 28

29 Click to edit title. 29

30 Click to edit title. 30 Book your shower or nap box

31 31

32 Click to edit title. Book meetings 32

33 B.CONNECTED APP: FLIGHT ASSISTANT 33

34 B.CONNECTED APP: PARTNER SPACE 34

35 B.CONNECTED APP: MOVIES & EXPERIENCES 35

36 EARNED MEDIA AND CUSTOMER FEEDBACK IS OVERWHELMING «The Loft: le nouveau super-lounge de Brussels Airlines» 36 Brussels Airlines: New lounge experience. The Loft at Brussels Airport is a game changer for the passenger experience, merging the best of physical and digital experiences into one aligned concept. «The Loft au Brussels Airlines, vitrine Microsoft»

37 FINANCIAL RESULTS 37

38 Click to edit title. HOW CAN WE FURTHER REDUCE OUR COSTS

39 Subsidize cost of lounges >10 Mil. Lounge guests per year >70 LH Group lounges world-wide >60 min. Avg. time spend in LH Group lounges

40 Premium brand partnership pilot platform Values for Passenger s Values for Partners Values for Airlines 40 A LHG approach ensures increased leverage and relevance thanks to higher number of guests, lounges, locations & scalability

41 41 Who should we be talking to

42

43 Click to edit title. Take away. Innovative partnerships can. Improve customer experience Improve bottom line Boost your brand And reduce your costs ANY QUESTIONS? 43

44 Click to edit title. Thank you

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