Air India’s efforts to streamline operations and maintain its service standards post-merger with Vistara have been a complex balancing act. Last month, as the merger of the Tata SIA joint venture (Vistara) with Air India took effect, questions surrounding the difference in service levels between the two airlines began to surface. To manage the transition, Air India unveiled a plan to have Vistara aircraft and crew continue operating the same services until early 2025, with these flights marked by a “2” prefix on the flight numbers.
The strategy aimed to ease the merger process and ensure that customers experienced a seamless transition, with Vistara’s high service standards preserved. However, the merger’s complexities became apparent almost immediately, as on the first day of the merger, a few flights operated with the legacy Air India aircraft but still carried the “2” prefix. This led to confusion among passengers who expected to receive the same level of service as they had experienced with Vistara, but instead, were greeted with Air India’s legacy aircraft and service offerings.
In an attempt to integrate the services of both airlines, Air India has taken a multifaceted approach, including a reorganization of its flight schedules and services across key sectors. The airline is operating a complex mix of four airports, five sectors, and a total of 57 flights, all part of an ongoing effort to improve its metro flight offerings. While the integration process has created operational challenges, it is a necessary step to ensure that the merged airline can operate as a single entity with consistent service levels across its network.
To manage this complex situation, Air India has had to juggle a number of operational issues, including aircraft allocation, crew training, and customer communication. Ensuring that the “2” prefix flights reflect the same high level of service offered by Vistara has been a critical part of this process. The confusion on the first day of the merger only highlighted the challenge Air India faces in balancing legacy operations with new initiatives and meeting customer expectations.
Air India’s strategy to improve metro flight services involves leveraging Vistara’s strong reputation for quality service, while gradually integrating the two brands under one operational structure. This approach, though temporarily confusing, is aimed at creating a more seamless experience for passengers while Air India works to align its entire fleet and service offerings. With an expected timeline for full integration by early 2025, passengers can look forward to greater consistency in service, though the initial transition period may continue to raise questions about what passengers can expect on certain flights.
As the merger process continues, Air India faces the delicate task of ensuring that its new unified identity delivers the best of both worlds: the operational strength and extensive network of Air India, coupled with the premium service quality associated with Vistara. The airline’s success in navigating this complex juggling act will have a long-term impact on its reputation and customer satisfaction.
