We had booked a business class flight with Air India to Dubai on 10th December 2022. Upon reaching the check-in counter, we were informed that 5 of the business class seats were broken, as a result, we were offered extra legroom seats in economy class while keeping our business class seats reserved for the next flight.
The staff tried to reassure us that it would be no problem for a short flight, but we declined as we had an important meeting scheduled in Dubai the next morning. After learning that there was a problem with the TV, we said we didn’t mind as we just wanted to sleep. Nevertheless, to avoid future compensation claims, we were forced to write a letter stating that we had no objection to flying with a broken business class seat.
This was my first experience with Air India after the Tata acquisition. I boarded the plane and found a seat in business class available. Interestingly, just before takeoff, 5 people in pilot uniforms sat in the seat that was supposed to be broken and business class was full. The TV at my seat, which was said to be non-functional, worked perfectly fine. This was obviously done to satisfy their own team.
Although it’s easy to focus on the negative experiences, there were some positive aspects to this trip. It was a late night flight on December 13th, and it was my daughter’s birthday. When the Air India flight attendant heard about it, instead of the usual welcome drink, he brought out champagne for us all to celebrate before takeoff. This thoughtful touch was truly touching. When I asked if this change was due to the Tata takeover, the flight attendant replied that this is how Air India has always operated, which intrigued me.
What kind of company is Air India?
I am not an aviation expert but my experience in hospitality and customer service makes me appreciate an organization that focuses on quality of service. Air India’s transformation is certainly a tough task but with dedication, it has the potential for significant improvement and success. My friends working in the transformation team are committed to transforming the airline but culture is not built in a day. It takes years and requires aggressive reinforcement of company values. What does Air India stand for? Even they are struggling with it.
It is important to understand what Air India was like before the Tata Group acquisition. Air India operates over 140 aircraft, most of which are more than 10 years old and have never been refurbished. According to airline veterans, a complete refurbishment is needed every 7-8 years to keep the cabin fresh and functional. Broken seats and old interiors create major problems, such as a lack of spare parts and up to 18 months to get replacements. For example, even when the new flight from Zurich to Delhi was launched on June 16, my daughter was informed that 12 business class seats were broken. Air India’s brand, which competes with Zurich-based Swiss Air, which has great aircraft and service, is taking a hit as people are unlikely to fly again after a bad first experience.
Vistara closure
One of the biggest blunders by the Tata Group was the closure of Vistara. The merger with Air India was poorly executed and badly timed. The government and the Tata Group knew that Air India was a non-functioning asset with old, tired planes, yet they approved the merger plan for short-term financial gains. Why couldn’t the merger have been delayed for two years? The financial burden of maintaining Vistara could have been justified by its operational excellence and new planes.
Vistara, with its reputation for excellent service and 70 new aircraft, stands in stark contrast to Air India’s outdated fleet. It is puzzling that the Ministry of Civil Aviation would allow the merger of a modern, functional airline like Vistara with an outdated airline and approve Tata’s decision to rebrand as Air India.
Bad product and bad communication are two major issues. Air India needs to have a masterclass on how not to communicate when running a consumer facing company. I recently traveled with Air India from Delhi to Hyderabad. The aircraft was fine and the service was great. However, there were communication issues. The flight was scheduled to take off at 9:40am but took off 40 minutes late without any announcement. The flight attendant later informed us that passengers were boarding a connecting flight from Amsterdam. They could have communicated this to all passengers so that everyone knew the reason for the delay.
Respect public opinion
Air India needs a communication protocol. Weekly updates on aircraft, on-time flight schedules and consistency on social media channels will help change consumer opinion. Public opinion overwhelmingly suggests that the merger was a mistake. Tata Group, Competition Commission of India and Ministry of Civil Aviation could have conducted a small consumer survey. My tweet on the subject received an overwhelming response, with over 95% feeling that Vistara and Air India should not have merged. Recent instances of poor handling at Air India, long wait times and lack of communication highlight this.
Air India’s transformation team is working hard under immense pressure. Building a great service culture takes time. A sudden merger of a well-functioning airline with an old one will hopefully create a better airline. But why couldn’t this merger wait for 24 months? This is a classic example of ignoring public opinion in a resurgent India. Air transportation in India is becoming limited by a duopoly, leaving consumers with limited choice.
In conclusion, India is going through tough times for the aviation industry. As a consumer, we stand to lose everything if Vistara disappears after September. We can only pray that Air India flights take off on time and we get to board a new plane. And we must remember that good times don’t last forever. The novelty of flying with Vistara will fade and be gone in no time. The only saving grace is that even bad times don’t last forever. With IndiGo and Akasar taking service excellence to new heights, a revived Air India may indeed be an airline to be proud of.
(Kapil Chopra is the founder of India’s most loved restaurant booking app, EazyDiner, and The Postcard Hotel).
Disclaimer: These are the personal opinions of the author.
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