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North America · Perspective · 2 min read

Soaring Above Revenue Leakages: Strategic Financial Management in Aviation

More passengers do not by themselves explain how much of an airline’s sales becomes profit. Payments and treasury teams need to connect volumes with fees, fraud losses and currency conversion.

Who this is for
Airline CFOs, treasury leaders and payments teams managing sales across currencies and markets.
Why it matters
Traffic growth and payment economics are different measures; fee, fraud and currency costs need their own evidence.

The original July 2024 article described the aviation recovery. IATA’s June 3, 2024 outlook forecast a 3.1% industry net margin for 2024, compared with an estimated 3.0% for 2023. These were forecasts and estimates at that date, not current results or a forecast for an individual airline.

Card and payment costs

Separate interchange, network charges and processor or acquirer margin when reviewing billing. Measure cost by market, card and channel against the applicable terms. A higher effective rate can reflect a changed transaction mix; it should not automatically be called overcharging.

Fraud and acceptance

Keep actual fraud losses distinct from chargebacks, prevention costs and transactions declined by controls. Review the balance between fraud protection and legitimate customer acceptance using the airline’s own data. Keep the period, denominator and loss definition consistent when comparing fraud metrics.

Foreign exchange and settlement

Airlines may receive and pay funds in different currencies. Distinguish exchange-rate exposure from provider conversion spreads and fees. Review where conversion occurs, which currency settles and which contractual rate applies. No benchmark uplift or hidden-margin accusation is assumed.

Build a bounded review

  • Choose a defined period and reconcile ticket sales, refunds, settlement and fees.
  • Compare results by market and provider, not only a global average.
  • Document fraud and currency-cost definitions before drawing comparisons.
  • Evaluate proposed changes against implementation effort and measured results.

The result should be a reconciled view of payment economics that supports a specific decision, rather than a conclusion drawn from industry averages alone.

Sources and methodology