How Time Flew

For Air India

Strategic Value of Design, MKTG1341

Prepared for Prof. dr. Gerda Gemser

By: Pooja Kumari, s3498723

Kumari (s3498723) Page 1

Kumari (s3498723) Page 2
Contents
A: COMPANY PROFILE

I. Position of Air India / Competitor Analysis P. 3

II. Air India Service Portfolio P. 7
III. Problem Definition: How to Restore Air India to the Position of
Market Leader P. 8

B: DESIGN BRIEF

IV. Aims and Objectives of Redesigning Air India P. 11

V. Primary Function of the Air India Travel Community P. 11
VI. The Meaning of the Air India Travel Community P. 12
VII. Ergonomics and Aesthetic Design of the Air India Travel
Community
VIII. Production Requirements P. 16
IX. Target Market and Price Range P. 17
X. Budget Specifications and Time Frame P. 18

C: IMPLEMENTATION PLAN

XI. Designer Selection P. 19

XII. Working With Designer P. 21
XIII. Marketing Activities P. 22

REFERENCES P. 23

APPENDIX P. 26

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A: COMPANY PROFILE

Air India has provided air transport services under the auspices of the Indian Government
as the flagship carrier since 1930. With an assorted fleet of over 100 aircraft it offers
passenger and cargo services to 31 international and 60 domestic destinations across
Australia, Asia, Europe and North America (Air India, 2014). The routes available to Air India
clientele were expanded in July this year with the acceptance of the airline as a member of
the Star Alliance to form a partnership with 26 international airlines (Air India 2014).

I. Position of Air India / Competitor Analysis

Despite a bourgeoning air market on the subcontinent with a reported growth of 5.31%
(DGCA, 2014), Air India has been losing local market share to key low-cost carriers (LCC):
IndiGo, Spice Jet and Go Air and also to rival premium airline, Jet Airways.

Figure 1. Indian Airline Market Share, 2009-2014 (Source: DGCA, Data available from 2009)

% of total INDIAN AIRLINE DOMESTIC MARKET SHARE

passengers
60.00

Air India (1930)

50.00
Jet Airways (1992)
40.00 IndiGo (2006)

30.00 Spice Jet (2005)

Go Air (2004)
20.00
Indian Airlines

10.00 Others

0.00
2009 2010 2011 2012 2013 2014 Year Source: DGCA, 2014

Table 1 shows in 2011, Indian Airlines ceased operations and had their services taken over
by Air India, thus artificially raising their market share to a level approximating rivals. The

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table also demonstrates how the amalgamated market shares of ‘other’s airlines have been
gradually eroded with the proliferation of the five current key air service providers.

As an entity fully owned by the Indian Government, the Air India Board of Management is
strongly skewed towards operating in line with a government department rather than a
commercial enterprise. This is exemplified by a lack of innovation in areas such as marketing,
communication and operations. For example, the organisation has stoically adhered to the
dated ‘Maharaja’ as its icon for over 60 years that contrasts markedly with an increasingly
modern India. Archana and Subha (2012) identified in-flight services and on-line support
services as key factors enhancing passenger satisfaction whilst finding Air India to be the
poorest performer in these areas in comparison to other commercial Indian airlines. An
excerpt below from the Air India website this year exemplifies the lack of strategy with a
reliance on history and nostalgia and an emphasis on ancillary services rather than focusing
on the customer experience.

Air India occupies a special place in the global and Indian aviation scenario. It pioneered the
aviation in India and its history is synonymous with the history of civil aviation in India. Air
India is not a mere airline that transports passengers, baggage and cargo. It is a multi-faceted
organization. The aviation infrastructure it has created over the years is a testimony of its
contribution. Apart from servicing of all its aircraft in-house with its own engineering facilities,
Air India also undertakes ground handling services of many airline.

In comparison, key competitors maintain a clear focus on their core business with the
following succinct mission statements:

 “Jet Airways will be the most preferred domestic airline in India. It will be the
automatic first choice carrier for the travelling public and set standards, which other
competing airlines will seek to match” (Jet Airways, 2014).

 IndiGo is built for people with things to do, places to be, people to see - who don't
want to waste time, money or energy in the process (IndiGo, 2014).

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  “SpiceJet’s mission is to become India’s preferred low-cost airline, delivering the
lowest air fares with the highest consumer value, to price sensitive consumers. We
hope to fulfill everyone’s dream of flying!” (Spice Jet, 2014)

 “GoAir is positioned as 'the Smart People's Airline'. Its captivating theme, 'Fly Smart'
is aimed at offering passengers a consistent, quality-assured, and time-efficient
service through 'pocket-friendly' fares.” (GoAir, 2014)

Table 1. Indian Airline Service and Employee Comparison (Sources: Air India 2014, Go Air
2014, IndiGo 2014, Jet Airways 2014, Spice Jet 2014)

EMPLOYEES
AIRLINE TYPE OF SERVICE PER
AIRCRAFT
Air India Premium 250
Go Air Low cost 120
IndiGo Low cost 96
Jet Airways Premium 127
Spice Jet Low cost 95

Despite having the largest number of employees per aircraft, Air India lack the superior
service delivery expected by a premium airline (Archana & Subha 2012). Arguably the lack
of superior service with such a large employee body in comparison to other airlines
suggests inefficiencies as it struggles to engage consumers to improve market share. (The
Hindu Business Line, 2013; The Financial Times, 2014)

Chaturvedi (2013) explains the key to brands remaining resilient in the Indian market lies
in both understanding consumer needs and providing ways to meet them. This is achieved
with a multi-faceted approach of addressing customer complaints, innovation and targeting
the growth demographic: the youth market. Roland (2013) identified 68% of Indian

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citizens to be under 35 years of age embracing the changes in technology whilst being
driven by a need to get the best value wherever possible. Competitors such as IndiGo and
Jet Airways have been quick to meet this need, reaping the reward of growing market share
by adopting mobile and digital technology as key platforms driving the business. Air India
have been slow to meet the demand for online services and while they have the same
online booking system seen on other airline websites, have just recently introduced a smart
phone app and broader social media options.

Table 2. Indian Airline Market Social Media Use

AIRLINE SOCIAL MEDIA SOURCES

Air India Face Book, Twitter, Add This
Go Air Face Book, Twitter, Google +
IndiGo Face Book, Twitter, Smart PhoneApp
Face Book, Twitter, YouTube, Flickr, LinkedIn,
Jet Airways
Foursquare, Pintrest, Smart PhoneApp
Spice Jet Face Book, Twitter

The growth demographic in India has been recognised by Singh, in Roland (2013), to be
found in ‘an emerging middle class, the younger generation’ and small-town, rural
consumers’. The success of low-cost airlines is reflective of how important value is to the
Indian consumer. Whilst IndiGo have built their operating model with an emphasis on
maximising value for money by providing cheap airfares, they have instigated stream-lined,
cost-saving measures such as striving to be on-time for all flights and utilising online support
services.

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 II. Air India Service Portfolio
Other Indian airlines focus on their core business of delivering an air transportation service
to consumers, Air India also handles domestic and international cargo services as well as
ground handling services to foreign airlines.

Air India is reported as carrying a significant debt level of over USD $9billion (DGCA 2014).
Jet Airways is the next highest with just over USD $2billion (CAPA, 2014). This financial
burden will limit the extent to which Air India can redesign its strategic marketing model.

Tsikriktsis (2005) identified budget airlines to be more profitable than those offering a full-
service due to the staffing and resources required to meet the extra service needs. As Air
India has the largest proportion of employees to aircraft ratio in the Indian air market, it is
clearly a higher operational expense to be borne, although the airline does need to account
for the support services provided to other airlines.

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 III. Problem Definition: How to Restore Air India to
the Position of Market Leader
There are some significant issues with existing Air India services as reported by DGCA
(2014), notably cancellation, poor on-time performance (OTP) and markedly more
complaints than for other airlines. The service blueprint (figure 2) highlights the fail points
leading to the majority of complaints.

Figure 2. Service Blueprint: Air India

CANCELLATION

Air India experienced the largest proportion of cancellations (2.52%) of the Indian airline
market for September 2014.

ON-TIME PERFORMANCE (OTP)

Air India recorded the poorest OTP in the Indian airline market with 26% of flights delayed.

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PASSENGER COMPLAINTS

DGCA (2014) received the highest number of complaints against Air India, noting 2.2%
complaints per 10,000 passengers. Of the complaints, 24.9% related to flight problems,
followed by 22.1% baggage issues.

CONVENIENCE

Air India lags behind other Indian airlines in addressing the demands of the under 35 year
old demographic looking for convenience and will readily change brands if there is an aspect
that is creating a barrier to engaging (Chaturvedi, 2014). The immediacy of mobile and social
media meets this need and having a platform to engage this demographic is essential to
brand success. Chaturvedi (2014, p. 4) identifies this as “connect with timing” and the brand
being in the right place at the right time.

POSITION

Air India is currently positioned in figure 1 as a high cost airline providing a lower level of
premium service in the Indian airline market. The goal is to reposition the airline as a lower
cost airline offering a higher service delivery to recapture the premium market. Employing
the services of a designer will be integral to revitalising Air India, particularly during the
initial phase of progressing through the “fuzzy front end” (Calabretta & Gemser, 2014). They
explain how a designer can condense the complex array of information and translate it to aid
the Air India management to redesign the service to address the issues discussed and
reposition the airline in the Indian market.

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Figure 3. Position Map: Indian Airline Market

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B: DESIGN BRIEF

IV. Aims and Objectives of Redesigning Air India

- To reassert position as leader in the Indian airline industry
- Offer a premium, affordable air service
- To gain market share within target market
- To transform the Air India brand to a social platform incorporating flight,
networking, culture, experience and delight

V. Primary Function of the Air India Travel

Community
New Air India = airline + social media platform + online travel population

Figure 4. New Air India Visual Representation

Airline: Air India operates regular passenger and cargo services to a wide range of
destinations around the country.

Social platform: Employing web-based technology to enable the development, deployment

and management of user-specific characteristics and social media technology to allow people
to build communities, share content, add friends, set privacy controls and use many other
native social media network features (Techopedia 2014). It supports the interactions
between the members of a remote community with cultural and linguistic diversity as well

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as different levels of education and religious beliefs (Karampelas 2012). It also has
capabilities to connect with a myriad of social media sites such as Facebook, Twitter,
Instagram, YouTube and Tumblr.

Online travel community: a group that shares common interests in travelling and establish
their social relationship online (Karampelas 2012).

VI. The Meaning of the Air India Travel Community

Figure 5. Meaning of Air India

Airline as
Airline as good,
sharable, personal
efficient service
happiness

Ticketless, QR
Radical
code and
improvement
Air India
smartphone-app
movement
Performance
(technology)
Incremental
improvement Other airlines

Adaption to the
Generation of new
evolution of
meanings
sociocultural models
Meaning
(language)
(Adapted from Verganti 2009)

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Key elements to airline strategy are:
- Price
- Service quality
- Technology

The aim is to satisfy customers at all touch points in the service blueprint. Airlines
differentiate their services by adopting innovations in technology such as QR code, smart
phone applications, web and automated check-in options with an emphasis on improving the
customer experience.

However Air India will take a different approach through extending technology and social
media to the brand enabling access for millions of users. Air India will take the unique
approach of allowing customers to connect with others through visibility on social platforms,
yet avoid the unwanted intrusion of strangers (Boyd & Ellison 2010). Various sites enable
strangers to connect based on common objectives with Air India the primary focus:
- ‘Spotify’  social networking music site
- ‘Tripadvisor’  travel blog
- ‘Yelp’  finding great businesses
- ‘Urbanspoon’  restaurant reviews and recommendations
- ‘Couchsurfing’  find a place to stay

Air India aims to create an online community for flyers and travellers by tapping into the 243
million internet users and 106 million active social media users in India (Kemp 2014). This
will give Air India a vast audience to develop the platform for demonstrating the innovation
that befits the leader of India’s airline industry.
Table 3. Meaning of an Airline
The old meaning The novel meaning
Airline creates flying journeys for Airline connects flyers and travellers around the
individuals. world.

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 VII. Ergonomics and Aesthetic Design of the Air India
Travel Community
Figure 6. Air India Social Platform

BENEFIT
ATTRIBUTE - Book flight tickets and services
- Online community for travellers and flyers - Plan a journey , plan a personal happiness
- Two platforms: website & application - Connect with flyers and travellers around
- Connect with popular sites: Facebook, the world
Twitter, Google+, Orkut - Travel to 31 international & 59 domestic
- Journey planner & flight booking destionations over 4 continents
- Web check-in - Discover cheap flights, new
- Travel information trips, and economical
Air India Social packages
Platform
VALUES
PERSONALITY - Support young Indians's compulsive
- Premium pursuit of personal happiness.
- Imaginative - Connect travellers and flyers around the
world
- New generation
- Provide premium services with
- User-friendly affordable prices
- Cool, stylish, friendly, sociable - Always strive for excellent & innovation

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EASY TO USE

Users can log in to the platform on mobile, tablet and computer by simply typing their own
usernames and passwords or using Face book accounts.

SOCIAL MEDIA PLATFORM

To create a community and provide an opportunity communicate and interact:

 Create a personal account with personal information

 Plan a trip
 Share a trip
 Find friends
 Reservation system
 Talk to us service ( send feedback or report problem)
 Featured destination buy Air India
 Review forum / photos
 Compatible APP with Apple store , windows and android
 Offline city guide
 Security and privacy

To maximise the impact of the website, the following are key elements integral to its success.

Visual Appeal: to encourage and engage online visitors. Design details should enhance the
user experience including colour, typeface, graphics wire framing and workflow.

Content: should be informative, relevant and up-to-date for users and engage visitors to
view all features on offer.

User profile: provide appropriate encryption of data to ensure user profiles are secure and
allow them to update personal information as preferred.

Instant update of journeys, pictures, and videos: to maintain their own personal travel
documentary.

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Interactive features: promotes interaction with and between users and enhance the sense
of community through connection, communication and exchange of information, and tell Air
India all about it.

Journey planner: to easily plan their journey and share it with family and friends. This key
connection with Air India will be a key pipeline to driving sales for the airline and therefore
increasing market share.

Featured tours destination: the offer of discounts, special offers and featured packages as
a member of the Air India and Star Alliance network will help attract more visitors and
generate more traffic to the website.

Advance search option: The platform will include advanced search options so that visitors
can browse and select the destination of their choice with as many extras as they prefer, such
as theme-based tours focusing on wildlife, religion, relaxation, tropical, honeymoon as well
as location and duration.

Intuitive navigation: The user experience will be optimized by easy, intuitive navigation.
Users will be able to tailor their own specific platform to reflect their preferences to save
time.

VIII. Production Requirements

Information technology

- Equipment
- Infrastructure
- Personnel

All will be integral to redesigning the Air India website to build the virtual travel community.

IX. Target Market and Price Range

The new product targets internet users and those familiar with social media and mobile
phone applications. Air India will target young Indian aged from 20 to 35 as they accounts

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 for three- quarters of India’s online population which has increased to 73.9 million in
2013 (ComScore 2013). Generation Y tend to question the meaning of everything, value
symbols of status and pursue individualism. They are influenced by friends, lack of brand
commitment and do research online before making any purchase (Guerrier & Maria
2012). Young Indians are asserting their identity and are resisting traditional culture.
There is a growing trend in India to adopt Western culture as India’s youth seek their
own paths to happiness (Lavigilante 2014). Discovering life experiences through self-
image is important to them (Guerrier & Maria 2012) and something the Air India travel
community will be able to provide.

Table 4. Air India Target Market and Characteristics

Demographics Indian young generation aged from 20 to 35 year old

Behavioural Early adopters of technology and commercials, frequently access to
social media, frequently fly or have interest in travelling, dare to think
different, have a can-do attitude and confidence
Benefits sought -Symbol of status, individuality and identity
-Freedom of choice
-An ideal of personal happiness, new opportunities, prosperity, and
upward social mobility
-Real life experience and deeper meaning in life

X. Budget Specifications and Time Frame

Table 5. Budget and Time Frame to Develop Air India Travel Community Social Platform

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 ACTIVITY TIMEFRAME BUDGET
Appoint design team 2 months USD $50,000
Undertake research 4 months USD $500,000
Formulate design 4 months USD $200,000
Develop IT infrastructure 6 months USD $1,500,000
Launch campaign 4 months USD $1,500,000
Review 4 months USD $250,000
TOTAL 2 years USD $3,000,000

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C: IMPLEMENTATION PLAN

XI. Designer Selection

Goal: To create a team of creative and innovative people to establish a social media platform
and travel community for Air India.

Following tasks are to be executed by the designers:

 Graphics
 Research
 Images
 Content
 Wireframe
 User interface
 User experience
 Branding
 Testing, coding by silent designers

An array of specialists will be required lead by an innovative team of external designers on

a contract basis. An experienced project management consultancy firm will be needed to
oversee and support all parties.

There will be cost benefits in using an external project management consultancy through
their experience of working on previous projects (Calabretta & Gemser).

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Figure 7. Structure of Design Team for Air India

Selection criteria:

 Expertise
 Project portfolio
 Experience with Indian projects
 Experience with aviation industry
 Ability to work on schedule and budget of the project
 Ability to build trust with management and staff
 Engagement length

List of consultancy firms based on selection criteria:

 SAS - Strategic aviation solution

(http://www.airline-consultants.com/)
Aviation-focused consultancy.
 W+K - Wieden + Kennedy
(http://www.wk.com/)

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 Worked on new innovative projects with successful clients such as Indigo, Coca-
Cola and Facebook.
 ARUP
(http://www.arup.com/)
Global presence, notably having worked on aviation projects in India.

XII. Working With Designer

Marketing research:

Designers will be required to undertake both qualitative and quantitative research

particularly ethnography to understand the target market.

For and extensive project such as the redesign of Air India, a range of research tools are
anticipated to be utilised:

 Interviews
 Survey by mail
 Questionnaires
 Focus group gathering a sample of potential customer and getting their direct
feedback

Key questions may include:

1. Do you read travel stories or follow travel blogs?

2. What factors do you consider when making travel bookings?
3. What do you like and dislike about Air India?
4. What can Air India do better?

Task designers need to execute

Design process feature – development of a new interactive social media platform

incorporating website, mobile and social media aspects of business and creative visual work

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like corporate identity, branding, marketing, design, content write up, technical coding,
image and visual development.

NPD process

A gate approach to each stage is required in the development of the Air India Social
Platform. Before the next stage can commence, the previous stage must be signed off to
ensure all aspects of the process are complete and within scope before proceeding to the
next stage.

Level of innovation

A high level of innovation is expected that will excite consumers and pave the way to
generate a significant increase in market share in the Indian travel market.

XIII. Marketing Activities

External environment

The use of signage to create a visual display advertising the new Air India Social Platform:

- Billboards
- Aircraft
- Sporting events

Internal environment

Generating brochures and flyers to use on food trays, seat pockets and create visual displays
in public areas such as trains.

Virtual environment

Use of email, internet pop-ups and links to the new Air India website through social media
to generate awareness.

REFERENCES:
Kumari (s3498723) Page 23
Airindia.in, (2014). Welcome to Air India. [online] Available at: http://www.airindia.in/
[Accessed 13 Sep. 2014].

Archana, R. and Subha, M. (2012). A study on service quality and passenger satisfaction on
Indian airlines. International Journal of Multidisciplinary Research, 2(2), pp.37--49.

Book.goindigo.in, (2014). IndiGo - [online] Available at: https://book.goindigo.in/ [Accessed 13 Sep.

2014].

Boyd, D.M & Ellison, N.B. 2010 "Social network sites: definition, history, and
scholarship," Engineering Management Review, vol.38, no.3, pp.16,31, Third Quarter,
viewed 22 October 2014, IEEE Xplore Journals

Calabretta, G & Gemser, G. PDMA's Essentials 2: Design and Design Thinking, (forthcoming).

CAPA Research, Company Reports. Data for IndiGo and GoAir is as at 31 March 2012;
Kingfisher and SpiceJet as at 30 September 2012; Air India (estimate) and Jet Airways as at
31 December 2012.

Chaturvedi, P. (2013). Serving customer needs in India: Insights from The Futurist CMO
Conference. WARC.

ComScore 2013, India digital future in focus: Key insights and digital trends shaping the
Indian online space, comScore, viewed 22 October 2014, <
https://www.comscore.com/Insights/Presentations-and-Whitepapers/2013/2013-India-
Digital-Future-in-Focus>

Dgca.nic.in, (2014). OPERATOR. [online] Available at: http://dgca.nic.in/reports/stat-

ind.htm [Accessed 27 Sep. 2014]

Goair.in, (2014). Go Air [online] Available at: https://www.goair.in/ [Accessed 24 Oct.

2014].Book.goindigo.in, (2014). IndiGo - Home. [online] Available at:
https://book.goindigo.in/ [Accessed 13 Sep. 2014].

Guerrier, L & Maria, N 2012, 'Generation Y and luxury brands: A high stake rendez-vous', Lux
Avenue Publication, 1st half of 2012, viewed 22 October 2014, <http://luxeavenue.com/wp-

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content/uploads/2012/05/Generation-Y-and-Luxury-Brands-Luxe-Avenue-
Publication.pdf>

Jetairways.com, (2014). Jet Airways India [online] Available at:

http://www.jetairways.com/EN/IN/Home.aspx [Accessed 13 Sep. 2014]

Karampelas, P 2013, ‘Social Networks and Virtual Communities’, in Karampelas, P (Edn.),

Techniques and Tools for Designing an Online Social Network Platform, Springer Vienna, pp.
3-13, viewed 22 October 2014, SpringerLink eBooks database.

Kemp S 2014, Social, Digital and Mobile in India 2014, Wearesocial, viewed 22 October 2014,
< http://wearesocial.net/blog/2014/07/social-digital-mobile-india-2014/>

Lavigilante, N 2014, ‘Globalization and Change in India: The Rise of an “Indian Dream” in : An
Interview with Bharati Mukherjee’, MELUS: Multi-Ethnic Literature of the United States, vol.
39, no 3, pp.178-194, viewed 22 October 2014, Project Muse Standard Collection

Roland, L. (2013). Understanding India: Insights into a rapidly-changing market. WARC.

Spicejet.com, (2014). SpiceJet – Low Cost Domestic & International Flights at Cheap Airfares.
[online] Available at: http://www.spicejet.com/ [Accessed 13 Sep. 2014].

Techopedia 2014, Social Platform, Techopedia, viewed 22 October 2014, <

http://www.techopedia.com/definition/23759/social-platform>

The Financial Times, Debabrata Das | New Delhi | Updated: Sep 28 2013, 09:31 IST, “After
robust results, Indigo goes one better on jobs”:
http://www.financialexpress.com/news/after-robust-results-indigo-goes-one-better-on-
jobs/1175281

The Hindu Business Line, BANGALORE, “GoAir sees profit for second year in a row”, May 22,
2014: http://www.thehindubusinessline.com/companies/goair-sees-profit-for-second-
year-in-a-row/article6037650.ece

Kumari (s3498723) Page 25

Tsikriktsis, N 2007 “The Effect of Operational Performance and Focus on Profitability: A
Longitudinal Study of the U.S. Airline Industry”, Manufacturing & Service Operations
Management, Vol. 9, Iss. 4

Verganti, R., 2009, Design-Driven Innovation: Changing the Rules of Competition by

Radically Innovating what Things Mean, Harvard Business Press

Kumari (s3498723) Page 26

APPENDIX

Appendix A1
Air India Website Strengths and Weaknesses

Air India Website

STRENGTHS WEAKNESSES

FUNCTIONAL DESIGN
difficult to negotiate around web site -
- ergonomic design - Recent advances no natural progression between pages
comfort, ease of use with social media so need to return to home page
- technology/functional
design slow to respond to requests for fares

EXPERIENTIAL DESIGN
- appeal to senses - look, huge array of
feel, hear, touch, smell meal options
- symbolism - emotional
appeal, self-expression well-known brand flights
dated service principles - an upgrade
section based on price
cumbersome rewards program -
difficult to understand how to redeem
Lacklustre descriptions such as an
exerpt from the Economy overview:
'Well positioned movie screens for
cinematic viewing pleasure'

PERFORMANCE &
QUALITY
Flying Returns' frequent flyer program -
traditional complicated to follow & complicated
- cost vs service quality national airline structure

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 Appendix A2
Indian Airline Market Cancellations, September 2014 (Source: DGCA 2014)

AIRLINE % CANCELLATIONS
Air India 2.52
Go Air 0.37
IndiGo 0.45
Jet Airways 0.67
Spice Jet 0.95

Appendix A3
Reasons for Airline Cancellation, September 2014 (Source: DGCA 2014)

REASON % CANCELLATIONS
Technical 45.4
Conse/Misc 35.0
Weather 7.7
Operational 6.4
Commercial 5.4

Appendix A4
Indian Airline Market On-Time Performance, September 2014 (Source: DGCA 2014)

AIRLINE % FLIGHTS ON-TIME

Air India 74.0

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 Go Air 84.0
IndiGo 88.7
Jet Airways 88.0
Spice Jet 81.0

Appendix A5

Indian Airline Market Complaints per 10,000 passengers, September 2014

(Source: DGCA 2014)

AIRLINE % COMPLAINTS
Air India 2.2
Go Air 1.4
IndiGo 0.6
Jet Airways 1.6
Spice Jet 1.3

Appendix A6
Reasons for Indian Airline Market Passenger Complaints, September 2014

(Source: DGCA 2014)

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 REASON % COMPLAINTS
Flight problems 24.9
Baggage 22.1
Others 16.9
Customer service 13.5
Refund 11.9
Staff behaviour 9.3

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