Catlante Catamarans

Catlante Catamarans choisit Revbell pour auditer son RM

Can you tell us about Catlante Catamrans?

My name is Hervé Bellaïche, I’m 48 years old, and four months ago I took over a company called Catlante Catamarans. Prior to that, I spent over ten years with Ponant, and it was during this time that I met Revbell.

Catlante Catamarans offers high-end catamaran cruises, with a captain and cook on board. Our ships generally have six cabins, and our customers can book one, several or the whole boat. Our cruises operate in Corsica, the Caribbean and the Seychelles, and we are currently developing new destinations.

What were your main Revenue Management challenges before turning to Revbell?

I first met Revbell nearly ten years ago, during a Revenue Management project with the Ponant teams. At the time, I was impressed by their professionalism and the value they were able to generate.

When I took over Catlante, one of my first decisions was to call on them again, this time to audit our RM strategy. At the time, we had no one dedicated to Revenue Management, and it seemed essential to me to benefit from an external viewpoint to guide our evolution. For me, it was a prerequisite for structuring this function on a long-term basis.

Until then, Revenue Management had been well managed, but spread over several people, which reduced its effectiveness. It’s a subject that affects a lot of employees, so I decided to make it a priority for the Executive Committee. What mattered most to me, beyond the diagnosis and recommendations, was their implementation over the long term. We had to get everyone on board.

I think that was our first truly structuring mission!

How did Revbell empower you?

Like what we want to build at Catlante, I was looking for a coherent, fair and fluid approach for all our customers. A responsible approach, aligned with the CSR roadmap we have defined for the company.

We carried out a one-month assignment with Revbell, which began with a full RM diagnostic and the development of a roadmap. Two Revbell consultants were mobilized and worked closely with our teams to gather as much information and data as possible.

Fortunately, we had a wealth of data at our disposal, with a structured history spanning almost twenty years! We began by cleansing and consolidating this data from our various tools.

At the same time, Revbell consultants conducted a series of interviews with employees involved in these subjects, in order to assess our level of Revenue Management maturity and define our objectives. This phase laid the foundations for our common ambition.

The final roadmap identified three main areas of work: tools, processes and organization.

Overall, how did the counseling go?

At Revbell, I’ve rediscovered the professionalism I’d known before: an experienced, rigorous, but also agile team, capable of adapting to a structure like ours.

Their approach is extremely pragmatic, with the right balance between strategic vision and operational implementation. To my mind, this is one of Revbell’s great strengths.

We received a clear action plan, accompanied by highly structured recommendations. These were well received by the teams, and we were able to start implementing them immediately. Some actions were implemented the very next day, proving their relevance and accessibility.

What I particularly appreciated was that the recommendations covered different levels of the organization. They are simple to apply, but have a strong impact. This allows us to move forward quickly, in a structured way. From now on, we’ll be holding regular meetings to monitor their implementation and go into greater detail on certain aspects.