Until recently, the airline had been very successful at marketing itself through price alone, charging extra for anything it could. Its outspoken chief executive, Michael O’Leary, has also deftly played the role of agent provocateur, garnering global headlines and publicity for floating such outlandish ideas as pay toilets on planes and stand-up seating. But the kinds of growth those tactics fueled in the past have slowed, and the airline recently reported a very unusual third-quarter loss. The incentive behind its return to GDS distribution is a growing appetite for business travelers, who tend to be higher-margin clients than leisure passengers. Moreover, as GDS business has plateaued in many places, the airline was able to negotiate a better deal this time around than it had in the past. Get the full story at Travel Weekly