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For years, cash-rich airlines from the Middle East ignored Air India, which was government-owned. The airline is now attempting to reestablish their previously lost market share by providing lower fares, new cabins and lounges, and quicker layover durations.
Their initial priority in the multi-year turnaround strategy are the 27-Air Indian Boing Co. 787-8 Dreamliner series, some more than a decade old. The airline aims to finish modifications by early 2027. Starting next year, older Boeing 777 wide bodies will also be revised, albeit more intricately due to complications with seat supplier contracts, shares Chief Executive Officer Campbell Wilson.
In a candid interview, Wilson shares, “Difference makes an airline good.” Quality of the product, service, punctuality, and experience on board and at the airport must be consistent. We're building towards these.”
The segment of Indian travelers poses tremendous opportunities for foreign and local businesses due to the newly emerging middle class and ongoing government enhancements to infrastructure like airports. Air India seeks to exploit the value in these opportunities after placing hefty orders with Boeing and Airbus SE two years ago to supplant the fleet.
The ground staff at New Delhi, Mumbai, and Bengaluru are undergoing advanced training and the addition of new lounges as well as quicker connection times are other factors that contribute towards better passenger experience and higher profitability for the airline and getting the airline back on the global aviation map.
This storied airline with nearly a century of operations, Air India, is now under the ownership of Tata Group who bought it from state control. The group was one of the aviation pioneers in the country. Air India was once the flag-carrying airline in India, but has seen a further decline in revenue-and-brand perception. There Faisal’s plans are sure to help get India Airlines back in the competition, which is why Wilson aims to transform India Air Airlines into the foremost transport hub in the country. While much work lay ahead for the airline, there’s always an opportunity to “regaining the image and reputation enjoyed in earlier years,” adds Ratan Taba when he took the responsibility of Air India in Late 2021.
Wilson aims at closing better connection time gaps and cites cuts on a flight from Australia to Europe, where a stopover in India is now 180 minutes instead of the previous 10-hour mark. Because of this change, he mentions, Air India’s percentage of transit passengers has increased significantly from a nearly non-existent number to a high single digit.
Wilson accepts that the experience has not richly fulfilled his expectations. Ensuring that aircraft cabins are modern and up to standard is challenging because of the traveler social media exposure, which documents everything from uncleaned seats to poorly done in-flight meals. In Wilson’s words, “a deep refresh would mean replacing all the toilets, changing all the lavatories, interior panels, carpets, curtains, and as for the seats and entertainment systems, they must be improved as far as possible, and everything else updated.”
“There are some cases that we have not done as well as we could,” Wilson said.
The Air India Group now has two airline brands in its portfolio — full-service Air India and low-cost Air India Express. Wilson hopes to position Air India Express to position the group as a contender to spearhead India's international passenger traffic while rivaling global giants like Emirates, further aiming to turn India's airports into a desirable layover destination —currently dominated by low-cost carrier IndiGo.
India’s largest airline, IndiGo, has recently started catering for international travel, expanding their operations globally which they had previously only tested within domestic air travel foraying into foreign markets. The airline plans to start international competition with Air India in developing Air India’s international routes and has placed orders for the Airbus A350s, starting their deliveries in 2027. They also plan to induct Airbus 321 XLRs this year, expanding low-cost travel options to other countries, including Germany.
Wilson, who previously worked with Singapore Airlines, has shifted focus to Indian regulators seeking to eliminate airport infrastructure inefficiencies which increase leave times for international passengers. Steps include allowing passengers starting out at a domestic only airport to complete the immigration procedure where they depart, as opposed to any of the three hubs in India designated for international transit.
There will be a few weeks remaining with the company due to supply-chain holdups. Underestimating these issues could delay the planned integration with the product upgrade.
“Those can’t be switched off or changed on short notice,” Wilson said.
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