Nicholas Bredimus in the News

At the height of his career as a software consultant and airline industry expert Nicholas Bredimus was often interviewed by business publications when there were significant changes or stories in the airline industry about travel reservations and the reservation management systems used by airlines, travel agencies, and hotel operators.  Here is a selection of news articles about Nicholas Bredimus from across the years.

Nicholas Bredimus in Business Travel News story “GDS To Alter Key Air Data: Sabre Move May Reduce Airline Poaching Amid DOT’s CRS Reg. Review”, March 04, 2002. Excerpt:

Encryption can be broken, reminded Nick Bredimus, president of Dallas-based Bredimus Systems, which offers airlines consulting and technology relating to GDSs. “The PNR address can be defeated due to the natural patterns in the fields and the number of known PNR addresses available in clear text,” Bredimus said. “Code breaking is quite easy in this case. I am assuming that there would be no legal issue preventing an MIDT user from decrypting the field.”

Nicholas Bredimus in Highbeam Business story
“Out the window.(revenue integrity improves at British Airways PLC)”, September 1, 2001. Excerpt:

Slowly, revenue managers are acting to stop the drain, developing revenue integrity software designed to enforce ticket- and fare- related rules from the time a PNR is created. Nick Bredimus of Bredimus Solutions in Dallas declares, “Airlines can switch it on very quickly. If senior management knew it was available and saw how simple it is, they’d want someone shot” for not installing it. He claims that depending on the size and extent of application, “within a few months they can save $50-$100k and many of them several million dollars. There are no breakthroughs in revenue and yield management offering that payback.”

Nicholas Bredimus in Flight Global story “Crunch for GDS”, 1 May 2001. Excerpt:

Dallas-based travel distribution consultant Nick Bredimus discusses the biggest single threat to distribution companies: “Airlines still think that booking fees are too high. If there is any way they can circumvent GDSs, they will.”

Bredimus believes most of the reason for the high booking fees is the lack of viable alternatives. “GDSs are just opportunistic,” he says. “As long as airlines are dependent on them, they can charge what they want. Airlines must invest on their own in alternative systems that are not the GDS model.”

Nicholas Bredimus in Business Travel News story “GDSs Boost Fees”, 15 January 2001. Excerpt:

Cynics called the cut in online bookings a way to mask Worldspan’s overall price increase. “The idea might be an attractive way of running the business, but it’s tied into a very complicated general price increase,” said GDS critic Nick Bredimus, whose Dallas-based Bredimus Systems sells distribution management software to airlines.

Indeed, the Corporate Online announcement came just hours before Worldspan unveiled a restructured matrix of airline pricing for all bookings. Like its competitors, Worldspan raised fees significantly.

Just how much all the GDSs’ fees went up depends largely on a given supplier’s methods of distribution, but generally prices rose between 6 percent and 9 percent.

Speaking to the complexity of GDS pricing, Bredimus said: “The formulas are ridiculous. This is not supposed to be rocket science.”

Nicholas Bredimus in Flight Global story “Changing roles”, 1 Oct 2000. Excerpt:

According to Nick Bredimus, a Dallas-based consultant, the genesis of this evolution dates back to the conclusion by airlines, in the mid-1990s, that agents had become a controllable cost rather than a necessity. This occurred, he believes, when airlines began to rebel against two types of agency-related distribution expenses: global distribution system booking fees, which he says have effectively increased by 10% to 20% annually over the past decade; and rising travel agency commissions.

Nicholas Bredimus in Elliott story “One-way ticket rip-off”, 15 June, 1998. Excerpt:

It’s totally screwy. Think of it as going to the grocery store to buy potato chips. On one shelf, a package of chips for $5. On the other, a two-for-one deal on the identical package. Cost: $2.50. But in order to buy the cheaper product, you have to agree to wait 21 days to eat it and to consume both packages completely. Otherwise the manufacturer could sue you and the grocery store for violating its contract.

That’s the view from this side of the ticket counter. But to the airlines and their shareholders, algorithms are their allies. Consultant Nick Bredimus explains that in the early days of the aviation industry, there were only one-way fares. When computers were introduced into the pricing equation, carriers were able to track seat inventory more effectively and predict who might show up for a flight and who wouldn’t.

Nicholas Bredimus in Flight Global story “Continental leads CRS bypass move”, 1 May 1998. Excerpt:

Some observers deem Continental’s various bypass systems somewhat impractical. Nick Bredimus, a Dallas-based airline consultant, says the systems face major obstacles. CRSs pay travel agents substantial fees to use their systems, and he believes agents would be loath to forfeit these in favour of a Continental bypass system. He also says it is doubtful that an airline with a substantial stake in a CRS would want to participate in Continental’s bypass system, thus jeopardising the income of both the CRS and itself. However flotations of 18 per cent of Sabre in 1996 and 35 per cent of Galileo last year saw airline owners reduce their holdings, and Amadeus has also discussed an initial public offering.

Nicholas Bredimus in Elliott story “Shoved off Southwest”, 6 April, 1998. Excerpt:

You could blame the computers or the distribution, says Nick Bredimus, a Coppell, Texas, airline consultant . But ultimately, Southwest is the way it is because of its business philosophy.

“Southwest is a unique airline,” he says. It goes beyond the peanuts and soda served to passengers, the first-come, first-served boarding, or the crew’s irreverent attitude, inspired by Southwest’s legendary chief executive, Herb Kelleher.

Nicholas Bredimus in Business Travel News story “Hotels To Bypass CRS – 1996-11-25”, 25 November, 1996. Excerpt:

Another advantage of the THISCO interface, Davis said, is that it offers hotel information as an unformatted data stream, making it relatively easy to rearrange and format the data in whatever way a customer desires. But the biggest advantage, of course, is that by bypassing the CRS, TravelNet customers also will bypass the fees. With CRS fees adding $2 to $4 to every hotel reservation-and costing major hotel chains $5 to $10 million a year-a direct TravelNet-to-THISCO link should yield a considerable amount of value to divide with corporate customers, said Dallas-based travel industry consultant Nick Bredimus. And Bredimus predicted the future will bring more efforts like this one.

“Whenever you talk about CRS bypass-and that’s being talked about more and more-you have to consider THISCO,” he said. “Everything THISCO is doing could be done by a CRS. But hotels don’t want to keep loading confidential negotiated rates into the CRSs or paying the fees. So it’s fair to say that Pegasus is going to have much greater access to corporate rates than the GDSs.”

Still, Bredimus noted, the absence of Holiday Inn and Radisson, Carlson’s own hotel company, “are two big missing pieces,” and a major drawback. “Every supplier should be a participant in any reasonable distribution system,” he said.

ValuJet woes may benefit major airlines, 19 June, 1996. Excerpt:

`The larger carriers are probably jubilant about it,” says Nick Bredimus, a travel industry consultant in Dallas. “ValuJet has been a thorn in their side.”