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The Flying Engineer

Tag Archives: Experience

Spicejet: What it did, what it must do, and the Tiger it may very well get into.

30 Monday Dec 2013

Posted by theflyingengineer in General Aviation Interest, Operations

≈ Leave a comment

Tags

Acquisition, Airways, Bain, Co, Customer, Experience, Factor, Indigo, Kapoor, Load, Merger, Offer, Profits, Sanjiv, Spicejet, Tiger, Tigerair

SGQ400

This piece has 3 parts: the first entirely factual, the second, Spicejet’s offer and what it should do to make itself more appealing (based on actual feedback), and the third: a focus on Spicejet, its COO, and its investor: is a part factual and part well informed yet speculative section.

The Big Sale left no great Tale.

In the 3 months of February, March and April 2012, Spicejet had flown 838,911 empty seats that made up 25% of the airline’s average seat capacity in that 3 month period. Based on the airline’s past performance and future growth projections, 25% in that 3 month period, in 2013, was to have translated to 987,644 seats. Make that 1,000,000 (10 lakh) for the arithmophobic.

That’s the exact number of tickets that were on sale, mid January, for an all inclusive fare of INR 2013, during the airline’s Big Sale offer, valid for travel during February, March and April, 2013.

The numbers made sense; everyone was convinced, and the figures added up to a promise. The load factors were expected to lean towards 100%, by roping in travellers who otherwise would have preferred the Indian Railways. It should have made perfect sense.

But it didn’t. In that 3 month period, the airline flew 900,733 empty seats, 7% more empty seats than those in the same period, in 2012. Capacity had grown 17%, demand grew 20%, but the average load factor had grown a dismal 2.8% to 77.3%.

But did it have the effect of siphoning off passengers from other players, including its biggest, true low cost competitor, IndiGo? In the same period, Feb-April 2013, IndiGo’s capacity grew 24%, demand grew 27%, and load factors increased, eerily, by the exact same amount as Spicejet’s: 2.8%, to 82.7%.

And yes, both airlines flew 900,000 empty seats each in that 3 month period.

Focusing on the consistent, business traveller.

It’s that time of the year, again, and Spicejet has a new offer: the Spicejet Corporate Flyer Offer, which offers to corporate companies 1 free one way ticket  for every 6 completed one way journeys and 2 free one way tickets for every 10 completed one way journeys, with applicable T&C. This year, until probably any other offer is introduced, the airline has shifted focus from the Aam Aadmi, and focused on Corporates.

Will it pay off? Maybe. But unlike targeting the rail-going population, the corporate traveller needs something more: good service. And from what we’ve been hearing, including from a top management guy from one of the world’s largest manufacturers of computers, with a strong India presence, the service needs a makeover.

Agreed, India is a price sensitive market, but it’s  not always the fares and offers that attracts a passenger: promise must be met with delivery. Because everyone remembers the bad and not the good. And an airline wouldn’t want to risk that, if one of its passengers is a decision maker at a big, big company.

Pilot in Command: Sanjiv Kapoor

This small, yet deepened focus on the corporate traveller may be one of the changes brought about by the Sanjiv Kapoor guided airline. Sanjiv Kapoor, interestingly, was employed by Bain & Co for over 5 years, the last position that of a Principle. His profile spanned strategy, turn around, alliances, network planning, revenue enhancement, procurement, post-merger integration, and customer experience transformation.

His absorption into the company is very interesting. Customer Experience can do way, way better in the airline, and hopefully, he’s here to deliver. Alliances: he’s already entered Spicejet into an interline agreement with Tigerair.

And the most interesting part is here: procurement, and post-merger integration. Very surprisingly, Sanjiv appointed consulting Bain and Co. to restructure the airline’s network and return it to profitability. Sanjiv also held the position of Senior Director, Temasek Holdings for 1yr 8 months. Temasek Holdings, directly and indirectly through Singapore Airlines has a significant stake in Tiger Airways, which operates as Tigerair.

Some wonder if Spicejet hired Sanjiv, or Tigerair placed Sanjiv in Spicejet. The quarterly loss of Spicejet is eerily similar to that of Indonesian carrier Mandala Airlines, which was grounded in 2011, for a year, following debt related issues. The airline took to the skies again, reborn as Tigerair Mandala.

The winds point to Tigerair investing in the Indian low cost airline. The winds are strong and steady, and the dawn of 2014 will show us the airline and its investor, striped or not.

What’s the cockpit instrumentation experience that you have?

22 Friday Nov 2013

Posted by theflyingengineer in Technical

≈ Leave a comment

Tags

Analog, Cessna, Diamond, Experience, Garmin, Glass, Honeywell, Piper, Survey

Glass_vs_AnalogFor an upcoming article, which includes a research study by a pilot from ERAU (Embry Riddle Aeronautical University), and the thoughts of an experienced captain flying the caravans in India, we at The Flying Engineer would like to understand how many of us have a glass experience, and how many analog (traditional) instrumentation exposure, as a pilot. We wish to understand the exposure you had, when undergoing flying training for a CPL.

If you do have airline experience, please limit the responses to your training period only.

Please take a minute to fill up this simple survey. Please make sure your selected choice is honest, as the results gathered here will be displayed for all to see, giving valuable insights.

Usually, pilots from a particular flight school have a single type cockpit experience (example: NFTI, Chimes, GMR-APFT), where they have an all-glass fleet. Pilots from IGRUA, for example, are mixed: some are mostly analog, some have an equal mix, and some are mostly glass experienced.

A twisted tale of Air and India: Pax Exp

09 Saturday Nov 2013

Posted by theflyingengineer in Operations

≈ 4 Comments

Tags

787, A320, Air, Airbus, Cost, Experience, fare, Flight, In, India, Passenger, Service

AI_VT_EDDA paying passenger’s experience of a mix of the good and bad of Air India, and thoughts on what gives passengers enough to talk so much about the airline, and how the airline makes things difficult for itself.

4th November saw me flying Bangalore to Bhopal via Delhi, with confirmed tickets for my return on the 8th of November.

On the 3rd, I had web-checked in, and changed my assigned 20J to 17J. The nine abreast cabin promised me the Boeing 787 Dreamliner, and although I have been on board, I hadn’t got airborne on one. I was excited with the thought of experiencing the cabin’s low noise levels and comfort.

The next day, at the check in counter, the check-in staff cleared my e-ticket with seat 17J. Upon a friend’s insistence, I asked the staff if we had a Boeing 787 operating as Air India 505 to Delhi. “Yes sir, it’s a Boeing 320”. “Excuse me?”. “Wait sir….it’s a…sorry…Airbus”. “How did you issue me seat 17J, then?” “Sorry sir (taking my boarding pass and scratching out my seat)…it’s 12F for you!”.

VT-EDD, a 3 year 8 month young Airbus A320 flew us from Bangalore to Delhi. The in flight meal was not palatable, and that left the tray untouched and me hungry. The cabin was tidy, but some of the in-flight entertainment screens weren’t working. Most of the seats were empty: the loads were very low, and that allowed me a “54” inch wide seat in economy: 3 X 18” seats all for myself. Upon landing at Delhi, I quickly grabbed a sandwich at Costa Coffee, and proceeded to board AI634 to Bhopal.

AI634 was operated by VT-SCI, a 6 year old Airbus A319 that was kept in a very bad state. The cabin was dirty, the wings had paint chipped off at places, and fluid stains running across the wing. The male cabin crew wasn’t very pleasant, and the “snacks” served on board wasn’t great, either.

Both flights operated on time, but the food, aircraft cleanliness (or the lack of it), and the attitude of the cabin crew left a bad taste.

On the 8th, I was at Bhopal airport, and a scheduled 18:00 local departure on AI633 to Delhi was revised to 18:35. The Bhopal-Delhi flight has a planned block time of 01:15hr. All passengers had boarded VT-PPX, a 3year 6 month old Airbus A321 part of the “Praful Patel” series of Airbus airplanes. At 18:52, cargo was still being loaded. My connecting flight to Bangalore from Delhi was scheduled to depart at 20:10: earlier than we could reach Delhi, and I was braced for some chaos at the airport.

The in-flight “snacks” consisted of two butter cookies (very good, I must say), and tea/coffee. The staff was very, very courteous. The Cabin Crew in charge managed the show very well, coordinating between the pilot and anxious passengers who had connecting flights that were scheduled to depart before we could land at Delhi. Extreme patience was shown, and nobody: neither the passengers nor the cabin crew had an opportunity to lose their cool.

Upon landing at Delhi, ground staff very clearly called out for those who were headed to Bangalore. Three ground personnel coordinated very well, taking care of 10 of us who had to make it to the Bangalore flight that was waiting just for us to board. Over the radios, the baggage’s were discussed, and although tension prevailed in their voice, they got us through service stairs out of the terminal, onto the apron and into an apron shuttle, and back up via service stairs to the airbridge that led us to VT-EDC, aged the same as VT-EDD, operating as AI504 to Bangalore.

We got in, the doors closed, the cargo was loaded, erasing all apprehensions of leaving my bags behind, and at around 20:40, we pushed out of the gate, picking up 30 minutes of delay.

On board, the staff was very patient and courteous. My IFE was working, but my earphones were missing, so I called them once. I had a terrible ear block, so I troubled the crew many a time thereafter for water that allowed me to gulp fluids and help equalize the pressure in my eustachian tube.

And oh, the meal. I was hungry like crazy, and the paneer-rice-dal combination seemed fresh and was at the right temperature. This was accompanied with vegetable salad, and an Indian sweet dish: kheer. The bun was soft, and the butter softer, making the spread easy. It was a classic AI spread, but the spread was good.

The IFE worked well. There were about 4 channels: News, A retro-Hindi film playing, the 2013 “Kai Po Che”, and the 2010 “Wall Street: Money Never Sleeps”.

I was woken by a cabin announcement. My seat, 15A, gave me a good view. Visibility at Bangalore was excellent, and I could see the airfield (identified by the white / green beacon) flashing in the distance. A Boeing 737 could be seen on short finals, as we were somewhat on the downwind leg. There was something magical about the combination of engine noise, great visibility, and clear skies.

We landed at 23:04, with a 20 minute delay. The flight crew had enroute made up for about 10 minutes of the delay.

This time, I walked out of the airline feeling real good about the aircraft cleanliness, service, and on-board meal.

Giving food for talk.

AI_foodThis got me wondering: The reason my client put me on an Air India flight was because of its fares: it was the lowest, and the airline still offers some of the lowest fares. While that should be a reason to smile and not bother about anything else, the very fact that one is “entitled” to a complimentary meal / snack on board results in expectations, and if it turns out to be bad, it leaves a bad impression. When a passenger sees an in-flight entertainment screen in front of his seat, his expectation is that it must work and entertain him. The same passenger wouldn’t mind staring at a blank seat on a low-cost carrier, but when his IFE isn’t working while his co-passenger enjoys a nice movie, it leaves a bad impression. When the aircraft is dirty, the windows greasy and the seats in a bad shape, it leaves a bad impression.

Making it difficult for itself.

Air India offers some of the lowest airfares, provides in-flight meals to all at no extra cost, usually has a very courteous cabin crew (many others find them to be the best in the country, in terms of approachability and service attitude), and has a good safety record. Yet, when the freebies fail to met expectations, anti-airline sentiments set in. These freebies cost the airline money, and the passenger nothing; yet expectations are very, very human. India is a cost-conscious market: Almost all domestic passengers do not buy an airline ticket for the in-flight entertainment, cabin service, the on-board meal, or the aircraft cleanliness. What matters most, to most, is something simple: on time performance.

Probably another way in which the airline can turnaround, make money and improve passenger satisfaction? Give them lesser to expect. Knock off the IFE, and the in-flight free meals. Passengers will soon get accustomed to paying for a meal and having nothing but sleep to engage themselves with. And they will continue to fly for the low fares. If the airline competes with low cost carriers and offers low fares, it may as well change its operations to low cost.

Like IndiGo, which has nothing to offer on board, yet has absolutely clean aircraft and flies with one eye on the watch. And nobody complains.

After all, when there is nothing to expect, there is nothing to disappoint.

AI_787_ATR_42

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