In 2023, DreamFolks achieved a milestone with over 90 per cent of its business being driven by exclusive lounge bookings, accompanied by a surge in revenues. Speaking about this, Liberatha Kallat, the Founder and Managing Director informs further about the company’s shift towards diversification in the year ahead, with an emphasis on expanding services to include enterprises.
Anticipating 2024, Kallat pointed to DreamFolks’ strategy which will aim to diversify their service portfolio beyond lounges, extending into lifestyle offerings and catering to enterprises. This also includes implementing the launch and benefits of the recent Club Card in December 2023, tailored to diverse travel and lifestyle preferences. Currently, the majority of DreamFolks’ clients are banks. Going forward, the company looks at driving 20 per cent of its revenue from non bank companies and services including beauty, grooming, healthcare and more.
“We are broadening our horizon, focusing not only on banks and network providers but also on enterprises. Our roadmap involves adding more diverse services, evolving our portfolio to meet evolving consumer needs,” she said, hinting at the launch of new services expected in 2024.
Kallat said that every enterprise is their target going forward as DreamFolks is keen on offering these benefits not just to employees but also to clients and channel partners. “We’re planning to sell these services directly to enterprises through various channels, with a current emphasis on this sector.”
“Moving ahead, we will constantly evolve, seeking to incorporate more services that cater not only to travel but also to lifestyle. The reason why we launched The Club Card; it bridges gaps, offering various services beyond lounges. It’s about creating holistic packages that encompass both travel and lifestyle, ensuring a seamless experience for travellers,” she added.
The recently launched DreamFolks Club offers various membership packages designed to cater to travel and lifestyle needs. With a one-year validity and starting price ranging between INR 8000-10000, the Club introduces four card variants. The entry-level package offers complimentary access to airport lounges within India.
Presently, DreamFolks operates as a travel services aggregator, leveraging an exclusive in-house technology platform to enable entities such as Banks, Card Networks, Airlines, OTAs, in crafting personalised offerings for their customers. DreamFolks also oversees lounge facilities and associated perks for leading Indian Banks, including HDFC, Axis, ICICI, and others.
Responding to the travel needs of Southern India, the charter flights from Bengaluru will serve as a gateway, offering direct and exclusive access to Bhutan. With the southern region already contributing over 45 per cent to the companies’ business in Bhutan, this initiative aims to bridge the gap created by the lack of direct air connectivity.
Travel has become a priority with huge shift in lounge usage
According to Kallat, the surge in airport traffic and increased credit card penetration became key drivers for the company’s success. “With about 90 per cent of our revenue attributed to lounge services and a market share exceeding 90 per cent, the visible queues and bustling lounges validated this growth,” she stated.The shift in Indian travellers’ priorities post-pandemic also played a contributory role in this growth, added Kallat. “Travel has become a priority, with travellers wanting to spend quality time with loved ones. India’s increased travel, coupled with airport expansions and privatisation, notably by Adani in tier two and three cities, has transformed the travel experience,” she added.
Moreover, there has been a huge shift in airport lounge usage, noted Kallat, adding that the inception of the club card stemmed from this noticeable trend. She stated how families, even children, have started to view the airport lounge as a key part of the travel experience, arriving earlier to enjoy the amenities before their flights. “Leisure travellers and families now dominate the lounges, marking a shift from the business travellers predominantly using the lounges” she told ETTravelWorld.
As a prominent airport services aggregator India, DreamFolks has always been the first to introduce groundbreaking innovations, Kallat remarked, adding that technology remains the key cornerstone in their company’s growth. “Our journey, from web access to self-checking kiosks, demonstrates our commitment. The industry will witness backend innovations that end-users might not immediately notice, but we’ll continue pioneering these changes,” she added.
She further emphasised the company’s efforts in enhancing technological platforms, ensuring they remain ahead of the curve and built to last. “Over the past five years, we’ve upgraded technology to ensure long-term sustainability. Compared globally, we’re a decade ahead in building sustainable technology,” she added.
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Vistara, India’s premier full-service airline, commemorated its ninth anniversary with significant achievements and an expansion announcement. The airline, a joint venture between Tata Group and Singapore Airlines, announced a network-wide anniversary special sale, offering competitive fares across its domestic and international routes.
Noteworthy milestones from Vistara’s ninth year include operating India’s first wide-body aircraft on a long-haul route using SAF, flying over 50 million customers since inception, and being ranked the 16th best airline globally at the 2023 World Airline Awards by Skytrax.
In the year 2023, Vistara launched five new destinations – Dammam, Mauritius, Hong Kong, Bali and Doha. We also inaugurated new international routes namely Mumbai-London Heathrow, Mumbai-Frankfurt and Delhi-Male. Additionally, the airline introduced several domestic routes including Mumbai-Manohar International Airport (Goa), Bengaluru-Manohar International Airport (Goa), Hyderabad- Manohar International Airport (Goa), Mumbai-Cochin, Mumbai-Trivandrum, Guwahati-Dibrugarh, Bengaluru-Port Blair.
The celebratory sale, available until January 11, 2024, covers all cabins. Vinod Kannan, CEO of Vistara, expressed gratitude to customers and stakeholders, emphasizing the airline’s achievements in a short span.
In tandem with its anniversary, Vistara announced direct flights between Mumbai and Paris, further strengthening its European connectivity. Starting March 28, 2024, the 5x weekly flights will join Vistara’s existing service between Delhi and Paris.
To strengthen the nation’s transportation system, Akasa Air has built a network connecting metros with Tier 2 and 3 cities across the country. As the airline steps into the next year with plans to expand its domestic presence and commence the international operations in the coming months, the fleet expansion will support seamless and reliable connectivity to travellers across the globe.
The Mumbai-Paris route will be served on the airline’s Boeing 787-9 Dreamliner aircraft. Kannan highlighted the strategic significance of Paris and Mumbai, positioning the latter as a key hub for international travel.”Recognised as one of the world’s top destinations for tourism while also being a major hub for business, fashion, culture and commerce, Paris holds significant importance for us. We are delighted to announce direct connectivity between Mumbai and Paris, our sixth route to Europe. The addition of this much-awaited connection is in line with our strategy to position Mumbai as a vital hub for international travel,” he said.
The airline is scheduled to be merged with Air India after receiving due approvals. The process is expected to be completed by the start of next year.
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During the 2nd edition of ET Travel & Tourism Annual Conclave & Awards, key industry leaders engaged in a panel discussion on the topic of “Growth – Scaling Tech-Led Brands and Business Expansion.” The insightful conversation covered a range of topics, emphasising growth strategies, technology’s role in the travel industry, building brand loyalty, industry trends, and the challenges faced by startups.
Moderated by Chirag Gupta, Co-Founder, TravClan, the panel featured Ankush Nijhawan, Co-Founder, TBO.com, Anshul Gupta, MD, Industry Lead for Travel & Hospitality, Accenture, Rakesh Negi, Head of Business Transformation, FCM Travel India and Manish Rathi, Co-Founder & CEO, IntrCity.
When asked about setting growth benchmarks, the panellists emphasised the importance of clear objectives, key results and metrics. Anshul Gupta noted companies should focus on consistency, reliability, and recognition over visibility alone. For international expansion, Ankush Nijhawan highlighted overcoming cultural differences and complex compliance requirements in new markets.
Rakesh Negi discussed the importance of tailoring marketing strategies and prioritising customer recognition and loyalty. Whereas, Manish Rathi advocated for technology to be transparent and focus on business strategies rather than tech strategies.
During the discussion, partnerships with startups were seen as key to gaining new capabilities and speed to market. Data-driven personalisation and unique experiences were also noted as important for retention.
Sharing his thoughts, Nijhawan emphasised on the importance of tech-savviness, funding, and ethical practices in determining the winners in the medium and long term. “Giving a very honest opinion on partnerships, I feel, it’s all about sharing, it’s not about, you know, I think I’m great, you’re great, no, it’s not about that. It’s about what you can offer to each other, and how you can grow together, in a very, very sustainable, long-term fashion,” he said while talking about the importance of partnerships in the business.
While Negi, discussed FCM Travel’s growth strategy, focusing on customer recognition and market penetration. “We are actually a people-first company, and technology is something that is ordering how we can support our people to be able to service our customers. So, when we look at all those aspects, we look at the data from the angle on what is the lifecycle of the customer, and how is that our person can actually be given more support from the technologies. The person is able to spend more and more time with the customer, talking to them, understanding the problem, and then solving the problem,” he said.
The panel discussed leveraging technology to gain operational visibility and scale through platforms like predictive analytics and real-time tracking. Partnerships across the ecosystem, from airlines to startups, were highlighted as critical. While raising funds, the two founders on the panel emphasised the importance of strong governance, a clear path to profitability and founder autonomy.
Gupta detailed on Accenture’s approach, including partnerships with startups through incubation setups, investments, and strategic collaborations. “I am a firm believer that technology shouldn’t be for the sake of technology; it has to be transparent; it should never be visible. Right. So, Tech-lead strategy should be the strategies for business and not tech strategies, is my personal opinion. And I and I strongly believe in that,” he stated.
At the 2nd edition of Economic Times Travel & Tourism Conclave & Awards, the discussion on building smart destinations, the experts shared the multifaceted approach required to steer tourism towards sustainability as well as economic prosperity. They also upheld stakeholder involvement as an indispensable tool needed to create and manage smart destinations.
Rathi said that partnerships are the biggest element of their business because they fundamentally believe that if we were to make a successful bus business as a category in India, it has to be a very collaborative effort. “There’s no single entity that can succeed here because the ecosystem is so complex. It requires a lot of collaboration. Now, for us, that collaboration happens across various dimensions. It’s with state governments, with bus operators, with users, but increasingly, it’s also with a lot of technology players because of the kind of experience we’re trying to provide. It’s pretty dynamic. It’s pretty advanced,” mentioned Rathi.
Overall, the discussion provided valuable insights into growth strategies with a focus on customer-centricity, partnerships and harnessing data and technology for the evolving travel industry.
In summary, the panel discussion covered a wide range of topics, including growth strategies, international expansion challenges, technology-driven approaches, loyalty in the travel industry, and the significance of partnerships for business development. The insights provided by the industry leaders offer a comprehensive view of the current landscape and the strategies employed for scaling tech-led brands in the travel and tourism sector.
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Home stay and boutique resort player Seclude is bullish about its expansion in several parts of the country as the company envisions new properties in Northeast regions, Rajasthan and parts of South India. The company which runs affordable luxury villas in off-beat locations, recently opened a new 12-bedroom retreat in Kasauli, its 4th property in the city.
In an exclusive interview with ETTravelWorld, Ramit Sethi, Co-Founder of Seclude Hotels Home Style, shares insights into the brand’s unique positioning in the hospitality industry, its entrepreneurial journey, and its commitment to customer satisfaction, personalisation, sustainability, and growth.
Sharing his vision for Seclude, Sethi said that they want to be the largest Indian player in homestays and small boutique properties and turn them into hotel home style. “We have grown leaps and bounds since our inception and our aim is to grow to 500 rooms by 2027,” he said. Seclude currently has an inventory of more than 120 rooms.
It started with a simple dream; to own a home in the mountains where one can rest peacefully, and
now, this dream has cascaded into a booming business. Seclude started with a humble beginning in
2010, where each house was built by Seclude’s Founder, Rohit Sethi, brick by brick.
In 2018, Ramit Sethi joined the fray and Seclude 2.0 came into existence. With his guidance,
seclude expanded at an exponential rate. Equipped with the knowledge gained from the first few
homes built, Seclude began to take on more homes that were in direct need of some tender loving care.
Keeping up with an ever-growing portfolio was a constant challenge for Seclude as the company aim to keep each room and each space different from each other’s.
Distinctive brand approach
During the conversation, Sethi emphasised on the brand’s distinctive approach, stating, “Rather than being a standard hotel-type accommodation, Seclude categorises itself as a company that offers its guests one-of-a-kind boutique Resorts & Villas. Simply put, we are hotels, home style.”
Sethi also reflected on Seclude’s entrepreneurial journey, highlighting the brand’s growth and expansion plans. He notes, “One of our key differentiators is that we take on iconic homes, redesign them with the help of our in-house team of experts, and operate the properties to elevate guests’ experience.”
From opening a single flower shop in 1994 to owning a Unicorn that has occupied space in wedding venues, online gifting, media, funeral services and much more, Ferns N Petals’ Udman Hotels now wants to offer the luxury of staying with them. Presently focusing on Uttarakhand, Himachal Pradesh, Rajasthan, Gujarat and Goa, the company envisions adding ten hotels annually in the next five years.
Sethi also discussed overcoming challenges, including the paradigm shift to an asset-lite model and the importance of maintaining consistent quality standards across all properties. He credits Seclude’s in-house team for adapting to changing customer requirements and ensuring uniqueness across their 120+ rooms.
In the context of a dynamic digital landscape, Seclude leverages technology to enrich guest experiences and streamline operations. Sethi mentions the virtual walkthrough feature, a tool that offers guests insights into the property. The brand’s website optimisation and software integrations, such as WATI and Lead Squared, contribute to a seamless and efficient operational framework.
Balancing luxury and affordability
Seclude also actively contributes to local communities by hiring local artisans and engaging local vendors to promote economic sustainability. The brand focuses on upcycling and employs eco-friendly practices, such as using seed-infused pencils and reusable glass water bottles. Motion sensor lights and water-saving initiatives further underscore Seclude’s commitment to environmental responsibility.
Addressing the perception of luxury associated with Seclude, Sethi explained the brand’s strategy of offering various room categories to cater to diverse customer requirements. By breaking down luxury into accessible offerings, Seclude positions itself as an affordable luxury option. Sethi emphasises the brand’s versatility, stating, “If one would like to stay like the maharaja’s, Seclude Nahan Bantony cottage is the place to be, or you can escape to the Seclude Beach House if one is looking for a romantic getaway.”
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Tata Group-owned Air India is set to make significant strides in its operations, both by expanding its route network and forming a crucial interline partnership with Alaska Airlines. These moves are poised to bring enhanced connectivity and convenience for travellers.
The airline has announced its ambitious plan to increase its weekly flights significantly by adding over 400 flights to both domestic and international routes by March 2024. With more than 200 weekly flights planned for Indian cities such as Mumbai and Delhi, Air India is committed to strengthening its domestic network.
On the international front, over 80 weekly flights have already been added as part of this expansion effort. Additionally, the airline is preparing to unveil four new international destinations in the coming months.
To kickstart this expansion, Air India has already boosted weekly flight frequencies on eight international routes, touching key destinations in Southeast Asia, the United States, and Europe. This includes routes such as Mumbai-Singapore, Delhi-Bangkok, Delhi-Dhaka, and many more.
In line with these expansion plans, Air India expects to induct more than 30 widebody and narrowbody aircraft into its fleet by March 2024, featuring A350s, B777s, and A320neos.
Campbell Wilson, CEO and MD, Air India, said, “While modernising our fleet and introducing
new products and services is a top priority in Air India’s ongoing transformation journey, we are
equally focused on densifying and expanding our route network to capture the rapidly growing
demand in the market. The next few months are exciting for Air India and our guests, indeed.”
The non-stop service will operate three times a week, providing a convenient and efficient connection between the vibrant city of Mumbai and the cultural hub of Melbourne. Air India is the exclusive non-stop operator connecting these two cities, offering a streamlined travel experience for passengers. The introduction of the Mumbai-Melbourne route presents an annual increase of nearly 40,000 available seats into the Australian state of Victoria.
Interline partnership with Alaska Airlines
Simultaneously, Air India has entered into a strategic interline partnership with Alaska Airlines, strengthening its international reach with connections to and from 32 destinations in the USA, Mexico, and Canada. The scope of this agreement encompasses bilateral interlining, allowing both airlines to sell tickets on each other’s networks, and a Special Prorate Agreement enabling ‘through fares’ on Alaska Airlines routes. Moreover, passengers can enjoy Air India’s free baggage allowance on Alaska Airlines flights.Nipun Aggarwal, Chief Commercial & Transformation Officer at Air India, expressed, “The tie-up with Alaska Air will expand our international footprint in the US and Canada and even extend our reach to Mexico, boosting our network expansion plans. It will help us offer more choice to our guests and mark a significant step forward in our mission to enhance connectivity.”
Air India currently operates 47 non-stop flights every week from Delhi, Bengaluru, and Mumbai to five American cities, with 14 non-stop flights weekly from Delhi to Canadian cities, Toronto, and Vancouver.
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Air India Express and AirAsia India, both subsidiaries of the Tata-owned Air India, unveiled a common, refreshed branding as a ‘Air India Express’, on a new Boeing 737 –8 aircraft.
With a modern look and bold, bright colours and aircraft livery, the airline invited guests to “Fly As You Are,” announcing its intention to differentiate itself with a by making meaningful connections across places, people and cultures, curating frictionless and digitally enabled travel experiences to provide best-in-class value, and offering service with a sense of unique Indian warmth.
The airline’s transformation was announced at a launch event in Mumbai where Campbell Wilson, Chairman, Air India Express, and Aloke Singh, Managing Director, Air India Express shared vision behind the rebranding alongside network expansion plans going forward. They also launched airline’s new logo and fresh livery on Air India Express’ first brand-new Boeing 737-8 aircraft.
On the occasion, Wilson stated, “With the merger of Air India Express and AirAsia India in its final stages, we are witnessing a transformation in the aviation landscape. We are proud to introduce the new brand of Air India Express, a pivotal part of the new Air India Group. Our mission is to provide the best value, accessibility, and domestic and regional connectivity to every Indian and become the airline of a new generation, connecting India and Indians to each other and the world.”
The brand’s visual identity is energized with a premium color palette comprising Express Orange, Express Turquoise, Express Tangerine, and Express Ice Blue. The Express Orange embodies the airline’s enthusiasm and agility, reflecting quintessential Indian warmth. Express Turquoise conveys style, a contemporary premium sensibility, and a digital-first approach.
Aloke Singh, Managing Director, Air India Express, added, “The integrated Air India Express-AirAsia India entity will operate as Air India Express with a modern, refreshed branding, positioned as ‘New India’s Smart Connector’. This rebranding is a pivotal step in our ambitious growth and transformation journey. With the induction of modern, fuel-efficient Boeing 737-8 aircraft, we are poised to double our size, with 50 aircraft set to join our fleet in the next 15 months.”
Poland’s national carrier charts growth path until 2028 with a new corporate strategy. Alongside this substantial fleet expansion, the airline aims to see a remarkable surge in passenger numbers, projecting around a 70 per cent growth. This translates to an estimated 16.9 million passengers in 2028, compared to the expected 10.3 million for 2023.
“Over the course of the next 5 years, we aim to grow to a fleet of about 170 narrow-body aircraft, with a network spanning the domestic India and short-haul international markets,” he added.
The airline’s aircraft livery, inspired by the rich and diverse art and craft traditions of India, will feature a variable tailfin design themed as ‘The Patterns of India.’ This artistic representation of India’s heritage showcases designs inspired by traditional patterns such as Bandhani, Ajrakh, Patola, Kanjeevaram, Kalamkari, and more. Each design encapsulates India’s cultural and artistic diversity, reflecting the airline’s commitment to delivering aspirational travel experiences rooted in technology, accessibility, clever design, and unmistakable Indian hospitality.
In addition to the new brand identity, Air India Express introduced a unique sonic identity, a vibrant melody capturing the essence of New India brimming with aspirations, optimism, and confidence. The musical logo resonates with the emotions of Karuna, Adbutha, and Veera, extending a harmonious welcome to the sounds of the nation’s progress.
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For SKIL Corporate Travel, an end-to-end hospitality solutions provider for accommodation, events, MICE,and ground transportation, the Covid pandemic set the pace for the growth of the company. As the space evolved and the competition diversified amidst a big shift towards online solutions, the company figured its way around it towards growth, and successfully at that.
“We grew 300 per cent post-Covid and 100 per cent the year after,” said Shylender Jindal, Managing Director at SKIL Travel. “In 2020, the year of Covid, as an organisation, we did about INR 10 crore of top line, because we were shut for the first six months,” he said.
Most cities are expected to witness rate increases in line with local inflation. This follows substantial price hikes in 2022 and 2023, primarily driven by the surge in “revenge tourism.” In 2024, Mumbai is expected to have the highest growth rate in hotel rates among major Indian cities, with an increase of 15 per cent.
“The year after, when we were hit with the second and the third wave, we achieved a revenue of INR 35 crore. So, we grew from a Covid year of INR 10 crore to INR 35 crore in the second year. And from that to last year, which was a very successful year, we achieved a revenue of INR 25 crore,” he shared. Their top line was INR 55 crore in 2019 and INR 45 crore and INR 25 crore in 2018 and 2017 respectively, he added. Jindal attributes this growth to their well thought out expansion plans and the move to diversify their products. According to him, the additional product line played a big role in the growth of the company, as did the customer confidence in working with stronger vendors and partners.
Earlier this year, SKIL Travel opened its International MICE division offering simplified end-to-end bespoke event services to clients worldwide. Next, as part of a phased expansion plan, SKIL Travel is also set to offer corporate air ticketing and visa services, to streamline global corporate travel. Their second branch in Mumbai commenced operations on June 1.
Where a lot of companies buckled under the pressure of growing shift to online agencies, for SKIL that has not been the case. According to Jindal, they learnt to deal with the pressure in 2016 itself, when their car rental, which was spread across 60 cities in India, was growing. That was the time Ola and Uber entered the corporate world.
“They created a disruption by offering 30 per cent to 40 per cent less pricing. The clients started moving out because of the price point challenge and we struggled to convince them that we are the right partners because of certain SOPs and sustainability that we have built over time,” he shared.
In an exclusive interview with ETTravelWorld, Anoop Bali, Whole Time Director, Tourism Finance Corporation of India (TFCI), talks about the growth of financing the tourism and hospitality industry. However, he warned about rising construction costs and increasing project capitalisation needs. He said long-term financing will be crucial as hotel development timelines are currently 3-4 years.
The pandemic, however, came as a ‘blessing in disguise’ for the business when every client who had made a point that pricing is a challenge, was now ready to pay a 30 per cent premium for high-quality cars. “The business grew phenomenally because none of those players was able to match the service quality and the network that we could offer, and that has continued after the world re-opening. The clients have now understood the importance of quality over pricing in that particular space,” he said.
So the network, the service quality and the compliances which the company had in place in terms of ensuring that the Covid protocols are being followed – sanitisers in cars, windshields in cars, just to do a partition between the driver and the guest – all played a very important role in the minds of the customers. “As of today, 40 per cent of our turnover comes from this particular segment, which is SKIL cabs,” he said.
“In the other booking segments, like the hotel bookings, we are able to offer our clients far more competitive rates than what they’re able to achieve online,” said Jindal. “Online portals take anywhere between 20 per cent to 40 per cent commission from the hotels. We do not believe in taking such high margins. We work on competitive pricing and margins and pass on the benefit to the customer,” he said.
Personalisation, safety (especially in the case of women travellers and senior citizens) is the other strong point. Skil plays big on experiences and quality service. “We have a dedicated team looking into the customer needs. It is personalisation to that extent,” he said. “We realise that every customer whether it is a corporate or an individual, is equally important. And that has helped us ace the game,” he concluded.
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Polish flag-carrier LOT Polish Airlines has set its sights on significant expansion, unveiling a comprehensive strategy extending until 2028. This ambitious roadmap outlines pivotal enhancements, including a fleet upgrade, an expanded route network, and a substantial cabin transformation for the Boeing 787 Dreamliner long-haul fleet. Furthermore, the airline is set to broaden its US offerings through a newly established codeshare agreement with Jetblue Airways, effective from the end of October 2023.
LOT Polish Airlines has set the target of increasing its fleet size by approximately 50 per cent by 2028, scaling up from the current 75 aircraft to 110. Alongside this substantial fleet expansion, the airline aims to see a remarkable surge in passenger numbers, projecting around a 70 per cent growth. This translates to an estimated 16.9 million passengers in 2028, compared to the expected 10.3 million for 2023.
Expanding route network
To match this fleet expansion and growing passenger demand, LOT Polish Airlines plans to introduce nearly 20 new destinations to its scheduled flight network, spanning both medium and long-haul routes. In addition to these expansions, the airline said it is dedicated to investing in airport facilities to enhance the passenger experience. This commitment includes remodeling and refreshing the LOT Polonez Business Lounge at its global hub in Warsaw, as well as the establishment of a new LOT Polish Airlines lounge at Terminal 5 in Chicago O’Hare International Airport.
Boeing 787 Dreamliner upgrades
On its long-haul routes, LOT Polish Airlines exclusively deploys Boeing 787 Dreamliner aircraft. The airline is set to undergo a comprehensive retrofit of these aircraft across all cabins. Inspired by Polish landscapes, the airline mentioned that the future interiors are designed to reflect modernity, Polish hospitality, and the airline’s nearly 95 years of history.
New Recaro seats will be introduced in LOT Business Class, LOT Premium Economy Class, and LOT Economy Class aboard the Dreamliner fleet. In LOT Business Class, a 1-2-1 configuration will provide direct aisle access for each passenger. Notable amenities will include doors at the seats to ensure privacy and additional storage space for personal items. Passengers in LOT Premium Economy Class can expect more space and ergonomic seating, while those in LOT Economy Class will benefit from increased legroom and more comfortable seat upholstery.
Between 2023 and the end of 2032, United expects to receive approximately 800 new narrowbody and widebody aircraft. A key aspect of the United Next plan is increasing gauge size, flying larger planes with more available seats on the same routes. This strategy enhances connectivity within the United network, both domestically and internationally.
LOT Polish Airlines said it is also enhancing the onboard entertainment options for its Boeing 787 Dreamliners. These widebody aircraft will feature Wi-Fi connectivity, and every seat will be equipped with a 4K screen. Passengers will be able to use their own Bluetooth headphones, and USB-C ports for charging mobile devices will be available at every seat. Power outlets can be found in both premium classes, with wireless charging options available in LOT Business Class.The airline anticipates the operation of the first retrofitted Boeing Dreamliners in 2026.
Codeshare with Jetblue
LOT Polish Airlines has also entered into a new codeshare partnership with Jetblue Airways, effective from October 30, 2023. This collaboration opens up additional options for passengers from Europe or India traveling via Warsaw to various destinations in the United States. Travellers can now enjoy enhanced connectivity to cities like Boston, Orlando, Detroit, Las Vegas, and Atlanta.
Michał Fijoł, CEO of LOT Polish Airlines, expressed his excitement about the new strategy, stating, “The new corporate strategy is a promise for upcoming decades. Global air traffic is evolving rapidly. We want to be one of the leaders of this evolution and prepare LOT Polish Airlines optimally for the second century of the company’s history.”
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MakeMyTrip’s corporate brand solutions brand, myBiz has been ranked at the top in travel and expense management for the APAC market in G2’s Fall Report, 2023. This is the third consecutive category recognition for myBiz.
The brand ranked first out of 17 in Asia Pacific Regional Grid Report for Travel Management; first out of 10 in Small Business Asia Pacific Regional Grid report for Travel Management; first out of 16 in Small Business India Regional Grid report for Travel Management and first out of 14 in India Regional Grid Report for Travel management in Fall 2023.
“G2’s recognition revitalises our conviction, ensuring we continue to innovate and enrich the corporate travel solution ecosystem in the country. As Indian businesses go global, myBiz remains committed to flawlessly catering to every facet of their travel requirement,” said Raj Rishi Singh, Chief Marketing Officer and Chief Business Officer – Corporate, MakeMyTrip.
While technology promises a brighter future for the travel industry, it also presents several challenges: As companies collect more data for personalisation, addressing privacy concerns becomes paramount. Striking the right balance between personalisation and privacy is a delicate task. On the other hand, navigating complex regulatory and policy issues related to data privacy, security, and cross-border travel is also a constant challenge.
Over the last four and a half years, myBiz has emerged as a trusted brand for corporate bookings solutions from MakeMyTrip. “We started building this product with a two-pronged approach. One: It will automate all workflows. And two: We will elevate the corporate travel experience tour like we have elevated it for the leisure use-cases at MakeMyTrip,” said Singh in a separate interaction. A one-stop SAAS solution to handle booking requirements for corporates with detailed and easy customisation process builds on the rich data of its parent company to bring all the potential options across flights, hotels, trains, and ground transport, to a corporate traveller.
Predictably, lack of human support was the first resistance it encountered from the market. “However, India is seeing tailwinds on automation. So more companies are adopting technology to ease workflows to reduce fixed costs,” he shared.
Over the last year and a half now, myBiz has focussed on building a holistic solution and offering the same experience as a B2C traveller. The companies can seamlessly set policies, report without manual hassle, and sync with their ERP and HRMS, allowing the employees to handle their booking for themselves.
“We have tried to create a model that is high on savings, without diluting the experience for a traveller,” said Singh. “On the supply side, we have paid special attention to curation. So both on the supply side and on the demand side, we have ensured that a corporate traveller finds the right inventory, at the right price and is able to complete the transaction in very much like a B2C,” he said.
In a recent interview with GB Srithar, Regional Director, India, Middle East & South Asia, Singapore Tourism Board, key insights into India’s burgeoning travel market and Singapore’s appeal to Indian travelers were unveiled. India, now the fourth-largest tourist market for Singapore, continued its robust growth into 2023. With the strongly connected travel trade connections and ease of access between the two destinations, STB looks at tapping newer segments from India.
For myBiz, their growth has been bolstered both by market recovery and by the fact that the number of clients that are using it has gone up in demand. According to Singh, the one big thing that changed post pandemic is the requirement for flexibility. “Plans are far, far less fluid. People want to book but say, ‘I will not travel if it’s not required’,” said Singh.
This in turn has led to the preference for cancellable fares and a seamless process – all without the intervention of customer care. “We now have post-sale services enabled on the app, where you don’t really need to contact the call centre, most of it is automated, and you can actually kind of do forward flows and do it yourself,” he shared.
“From a contracting point of view, we’ve ensured that the fares are flexible, we build data-based products that allow last minute cancellations and offer flexibility in travel plans,” he added.
To make that happen myBiz works closely with their airline partners and offers corporate rates that are actually more flexible than the B2C rates. So while it may not be the lowest rate of the day, it offers flexibility to change the booking.
“A large part of our story has been to get the midsize companies who do not get catered well, similar (and flexible) rates to what are only given to large corporates. As a company we are working with over 6,500 hotels across India. Our strategy has been to cover around 2,000 locations, which should take care of a large part of that demand,” he explained, adding, “This volume of cooperation allows myBiz the flexible of fares, making it possible for a corporate to cancel up to 24 hours in advance.”
Ranked at number five in terms of top source markets for the country, in 2019, the Indian traveller arrivals to Thailand was almost 2 million. Last year, when Thailand fully opened its borders in July, it clocked almost 1 million Indian travellers. “From the first of January until August, though we have surpassed last year’s numbers, we may just not be able to touch the 2019 level,” said Siriges-a-nong Trirattanasongpol, Director, Tourism Authority of Thailand (TAT), New Delhi office.
The key markets for myBiz are the top eight cities. Of these, Delhi, Mumbai and Bengaluru have the maximum penetration.
“This year, we carried out an exercise to test the emerging zones in India. These included Indore, Raipur, Bhopal, Surat, Chandigarh and beyond. In UP, Kanpur, Lucknow has emerged as a good bet,” he shared. Likewise, in the South, cities like Coimbatore have emerged as a strong market and are becoming the growth drivers for myBiz.
Going forward, MyBiz has aggressive plans, where they are looking to double the business and in a much shorter time period. “The biggest challenge, so far, has been ensuring that the corporates get an end-to-end solution on GST,” said Singh. “We are taking it up head on. We have now automated the entire process. We collect that invoice online and share it further,” he said.
And now, scaling new heights with recognitions and achievement, myBiz is set to solidify its position as a superior choice for businesses seeking superior solutions.
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