Managing Director & Senior Partner
Alberto Guerrini joined Boston Consulting Group in 2005. He is a core member of the firm’s Consumer practice; leader of the firm’s travel and tourism sector in IGT (Italy, Greece, and Turkey); and leader of the firm’s People and Organization practice in IGT. Alberto is also a leading member of BCG’s global initiative for pricing and revenue management in travel and tourism.
In the consumer packaged goods sector, Alberto has worked with food and beverage clients on strategic planning, growth strategies, and operations optimization (both in supply chain and production). In the travel and tourism sector, Alberto has worked for large travel operators (airlines, cruises, rail, tour operators, travel retailers, and online and offline travel agencies) as well as travel infrastructure (airports, stations, and toll roads).
Alberto has worked on topics like strategic planning, M&A, postmerger integration, turnaround, organization design, commercial operations optimization (network design, pricing and revenue management, ancillary revenues, and digital strategy), and operations optimization (supply chain, strategic sourcing, and cost reduction programs).
Before joining BCG, Alberto was a researcher at Politecnico di Milano in the area of digital technologies and content productions, and an e-business consultant at Reply Group.
What does the airline retail revolution mean for leaders? Transformation is needed—and opportunity awaits.
The industry needs a new approach to growing revenues and meeting customer needs. Carriers that embrace offer management can achieve those goals—but transformation is needed.
By linking to a digital distribution marketplace and upgrading their internal pricing systems, air freight carriers can fill their empty capacity and achieve optimal returns.
Travel companies can move beyond ticket pricing to focus on new models for customer understanding and engagement.
Travel and tourism companies will need to generate revenue from scratch when the recovery comes. They should view that as an opportunity, not a threat.
BCG’s holistic, end-to-end approach to pricing and revenue management is a roadmap for travel and tourism companies to increase revenue by up to 10%.
Companies employing revenue management have experienced revenue increases of up to 10%. But the performance of individual companies varies widely.