1. Pax Sales Division 1 Manual 2011 - piac.com.pk · 0.1 LIST OF EFFECTIVE PAGES ... 1.8 SOP for processing of stations’ request for sales incentives to the Agents 1.9 SOP for

MARKETING DEPARTMENT MANUAL CHAPTER 1

PASSENGER SALES 01 : 00 : 0

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Controlled Copy - Do not duplicate without prior permission.

PASSENGER SALES



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0.1 LIST OF EFFECTIVE PAGES

Part Title Effective

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0 General 13-18 00 March 01, 2010

0 The Organization 19

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1 Regional Management Procedures 1-18 00 March 01, 2010

2 District Office Management Procedures 01-09 10-10 11-34

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3 Appendices 01-05 06-07 08-08

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P A S S E N G E R S A L E S M A N U A L

M A R K E T I N G D E P A R T M E N T



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0.3 RECORD OF EDITIONS

Edition Number

Revision Number

Issue Date

Effective Date

Inserted By

1st Edition Revision

No. 0 March 01,

2010 March 01,

2010 DGM QA

Marketing

1st Edit ion Revision No. 01

July 01, 2010

July 01, 2010

DGM Audit Compliance Marketing

1st Edit ion Revision No. 02

Apri l 01 ,2011

Apri l 01 ,2011

DGM Audit Compliance Marketing

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0.4 ACKNOWLEDGEMENT

The production of the Passenger Sales Chapter has been the result of strong teamwork of the following personnel of Marketing Department & Quality Assurance Department who have worked selflessly in bringing this chapter into existence. Mr. Asim Baber (Manager-Marketing Department) Mr. Muhammad Ateeq (Assistant Manager- Market Planning) Ms. Sabahat Mateen (Assistant Manager-Marketing Department) Mr. Ghazanfar Baig (Senior officer- Industry Affairs) I appreciate the enthusiasm and effort that was extended towards the preparation of this chapter. Efforts of all managers, officers and staff who contributed by providing the required information and assistance to achieve the completion of this project, are also appreciated. I am pleased to place on record my special appreciation for Mr. M. Anwar Abro - DGM QA Marketing and his team who shepherded this chapter into existence with enthusiasm and pride. He orchestrated helpful briefing sessions with all the concerned people that paved the way for this chapter. I expect effective implementation of this chapter and look forward to furthering the cause of quality through such initiatives.

Imran Ahmed Khan Director Marketing

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0.5 TABLE OF CONTENTS

PART 0 THE MANUAL 0.0 TITLE PAGE

0.1 LIST OF EFFECTIVE PAGES 0.2 APPROVALS 0.3 RECORD OF EDITIONS 0.4 ACKNOWLEDGEMENT

0.5 TABLE OF CONTENTS 0.6 DOCUMENT’S AVAILABILITY 0.7 INCORPORATION OF REVISIONS

GENERAL 0.9 INTRODUCTION 0.10 ABBREVIATIONS 0.11 AIRLINE TERMINOLOGIES

THE ORGANIZATION

0.12 PASSENGER SALES ORGANOGRAM R 0.13 PASSENGER SALES PROFILE

0.14 SERVICE DELIVERY PROCEDURE – PASSENGER SALES

PART 1

REGIONAL MANAGEMENT PROCEDURES 1.1 SOP for planning promotional activities/Product Offerings at various stations 1.2 SOP for offering/deciding sales incentives for travel Agents at (DOM/INT’L) station 1.3 SOP for planning training needs at various stations

1.4 SOP for planning additional facilities at stations. 1.5 SOP for providing Office Equipment/Support to Dom/Int’l stations

1.6 SOP for approval and Support to stations for holding Special Events. 1.7 SOP for handling stations’ queries / problems 1.8 SOP for processing of stations’ request for sales incentives to the Agents

1.9 SOP for communication with District offices 1.10 SOP for monitoring visits at stations. 1.11 SOP for preparation monitoring reports for the Management

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PART 2

DISTRICT OFFICE MANAGEMENT PROCEDURES

2.1 SOP for making an annual sales plan for district offices in terms of Pax sales. 2.2 SOP for allocation of sales targets among sales promotional officers/ Selling Outlets 2.3 SOP for Verifying Sales Calls. 2.4 SOP for making Corporate Accounts. 2.5 SOP for resource planning (Infrastructure, equipment, HR) 2.6 SOP for determining training requirement for district office personnel 2.7 SOP for planning the group handling requests/ discounts 2.8 SOP for provisioning of various revenue documents based on periodic requirement. 2.9 SOP for Handling Customer Complaints / Suggestions.

2.10 SOP for executing the sales plan (territory wise) through the sales force. 2.11 SOP for sales Calls Patterns/Call Reports 2.12 SOP for reporting sales performance to regional managers/GM Pax. Sales 2.13 SOP for Passenger Handling at Booking Offices 2.14 SOP for handling PTA 2.15 SOP for handling re-routing / change of class requests 2.16 SOP for ticket delivery at passenger doorstep 2.17 SOP for handling visa requests 2.18 SOP for dissemination of timely information at Station level

2.19 SOP for Reporting Sales Proceeds 2.20 SOP for monitoring sales performance with assigned targets. 2.21 SOP for monitoring the queue timings of the passengers at the district office. 2.22 SOP for monitoring the staff appearance. 2.23 SOP for monitoring the shift performance. 2.24 SOP for reviewing training effectiveness of District Office personnel.

PART 3

APPENDICES

I. Process Map for Passenger Sales II. Customer Handling Process (Dist. Office) III. Customer Feedback Form IV. Call Center Performance Form V. Call Report R VI. Call Pattern R

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0.6 Document’s Availability Note: The following positions are mainly concerned with this document. This document is accessible to all Marketing Department employees through the PIAC Corporate Website for ready reference; however, viewing is restricted to PIA employees only. The following positions are mainly concerned with this document:

S # POSITION

1. Director Marketing

2. General Manager Pax Sales

3. General Manager Revenue Management

4. General Manager Industry Affairis

5. GM Marketing Planning

6. District Manager Karachi

7. General Manager Network Planning

8. DGM Regional

9. District Manager Islamabad

10. District Manager Lahore

11. District Manager Rawalpindi

12. District Manager N.W.F.P

13. District Manager Quetta

14. District Manager Faisalabad

15. Manager Americas

16. Manager Chicago

17. Manager Houston

18. Manager Canada

19. Manager UK South

20. Manager UK North

21. Manager Birmingham

22. Manager Glasgow

S # POSITION

23. Manager Germany

24. Manager Italy

25. Manager Turkey

26. Manager Spain

27. Manager France

28. Manager Norway

29. Manager Scandinavia

30. Manager Benelux

31. Manager Malaysia

32. Manager Thailand

33. Manager Singapore

34. Manager Hong Kong

35. Manager Japan

36. Manager China

37. Manager Bombay

38. Manager Delhi

39. Manager Nepal

40. Manager Bangladesh

41. Manager Srilanka

42. Manager Afghanistan

43. Manager Riyadh

44. Manager Dubai



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S # POSITION

45. Manager Bahrain

46. Manager Abu Dhabi

47. Manager Doha

48. Manager Al Ain

49. Manager Muscat

50. Manager Jeddah

51. Manager Dammam

52. Manager Madina

53. Manager Makkah

54. Manager Multan

55. Manager Bahawalpur

56. Manager Rahim Yar Khan

57. Manager Sukkur

58. Manager Nawabshah

59. Manager Hyderabad

60. Manager Sialkot

61. Manager Bradford

62.

63.

64.

65.

S # POSITION

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67.

68.

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70.

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72.

73.

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0.8 INCORPORATION OF REVISIONS

General Amendments to the Passenger Sales Chapter shall be issued from time to time with a list of effective pages. Amendments shall be done when required by law, to keep abreast of all regulatory requirements and in case

of change of airline policies and procedures and also in case of periodic management reviews. Amendments are covered by a Letter of Revision. All amendments to the Passenger Sales Chapter shall be made to the copy available on the PIAC Corporate

Website (for employees’ area) and will be communicated across the network through e-mail notifications. All amendments to the Passenger Sales Chapter will become effective from the dates of revisions, unless a

different date has been specified in the respective Letter of Revision. Record of Revisions A revision record for the Passenger Sales Chapter is shown on the following page in the List of Effective

Pages. This is numbered and dated. Passenger Sales Chapter shall be kept current on PIAC Corporate Website with latest revisions. When an amendment is received the number and date shall be entered in the Amendment Sheet to reflect

the currency of the individual copy. List of Effective Pages These are shown part by part wise in the Table of Contents. Each part is listed in serial order with the total

number of effective pages in it clearly indicated.



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GENERAL

0.9 INTRODUCTION

This document specifies the Operational Manual of Passenger Sales (Marketing Department). The systems requirements of this Chapter are aimed at defining the Procedures in the Passenger Sales division in order to streamline the functions as well as to facilitate the employees to better achieve customer satisfaction by consistently providing conforming services and meeting or exceeding customer and applicable regulatory requirements through application of the system, continuous improvement and prevention of nonconformities. This document ensures that Marketing Department adequately identifies continuous improvement of the system and employees’ needs and expectations throughout all the Quality Management System processes and achieves customer satisfaction with distinctive services using a closed-loop Process Model methodology. Control of this Chapter is with DQMR Marketing. This document is accessible to all Marketing Department employees through the PIAC Corporate Website (www.piac.com.pk) for ready reference; however, viewing is restricted to PIA employees only. The list of positions mainly concerned with the usage of this document is given on section 1.4 List of Distribution (Part 01) of this Chapter.



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0.10 ABBREVIATIONS

A/C : Air craft APRT : Airport APSM Assistant Passenger Sales Manager CA : Competitive Analysis CRC : Central Reservation Control DM : District Manager DQC : Departmental Quality Control GDS : Global Distribution system ISO : International Standards Organization. OAG : Official Airline Guide PSM : Passenger Sales Manager SOP : Standard Operating Procedure QSP : Quality System Procedure WI : Work Instructions ML : Master List KPI : Key Performance Indicator TNA : Training Need Analysis MIS : Management Information System JDs : Job Descriptions PMP : Passenger Market Planning DSA : District Sales Agent PSA : Passenger Sales Agent GSA : General sales Agent JD : Journalist discount TOM : DGM Marketing Support PRL : Passenger Reconcile List ACSI : Airport Check-in System International PDI : Post Departure Information MCO : Misc. Charges Order PNR : Passenger Name Record RTE : Route TAT : Turn Around Time RBD : Reservation Booking Designator



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0.11 AIRLINE TERMINOLOGY Available Seat Kilometer (ASK)

A definition of capacity, which is calculated by multiplying the number of available seats with distance flown (in km). Bermuda Agreement

A bilateral air service agreement made in 1946 between UK and USA regarding air services between the two countries. It is a model for other similar bilateral agreements. Benelux An economic union of Belgium, the Netherlands, and Luxembourg, originally established as a customs union in 1948. Chicago Convention

An International agreement made in 1944 which, interalia confirms the doctrine that airspace above sovereign territory was within the jurisdiction of sovereign country and defined the so-called Freedoms of Air. Code-share

An agreement between airlines to sell space on each other’s flights. The flights will have both the operating carrier’s flight number (the airline that is using its aircraft for the flight), and the code-sharing flight number (the partner airline in the agreement sells space on the flight as if it were its own, and has its own flight number). Connection

The subsequent flight that will continue the passenger’s journey to the next destination. Pax may need to check-in again before joining a connecting flight. E-ticket

A ticket that is not physically printed on ticket stock, and is instead stored in the computer reservation system of an airline. E-ticket holders are issued a receipt; contract of carriage, and flight itinerary as proof of travel documents.



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Excursion Fare

Round-trip fare with restrictions such as minimum and maximum stays or advance-purchase requirements. Flag Carrier

A state run, state-owned or state-designated transport company or organization, specifically showing the state flag apparent for public view GMT

Greenwich mean time or Greenwich meridian time is the time at Greenwich, England, which is used as the basis for standard time throughout the world Hub

Airport at which an airline has major operations and connecting flights to smaller destinations. JET LAG

Jet lag is a condition marked by fatigue, insomnia, and irritability that is caused by air travel through changing time zones Layover

A short stop or break in a journey, usually imposed by scheduling requirements No SHOW

A passenger who reserves a place on an airplane but neither uses his/her booking nor cancels his/her travel itinerary Open Jaw

This is a return ticket that allows you to return from a point different from the outbound destination. The distance between the two points is a surface sector, and must be arranged by the passenger at his/her own expense.



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Revenue passenger-km (RPK)

The way traffic is measured, which is calculated by multiplying the number of passengers carried with the distance flown (in km). Revenue Per Available Seat Kilometer (RASK) A measure of airline revenue derived by dividing passenger revenue by seat kilometers. It is expressed in cents per kilometer. Utilization Number hours a day that the airplane operates.

Freedoms of Air:

Six basic freedoms recognized by almost all countries, two others less widely accepted. Each is subject to specific conditions, which are determined through bilateral agreements between any two of the countries. First Freedom:

The right to fly and carry traffic over the territory of another partner to the agreement without landing. Second Freedom

The right to land in those countries for technical reasons such as refueling without boarding or deplaning passengers.

Third Freedom

The right to land in those countries and de-plane passengers coming from the airline’s own country.

Fourth Freedom The right to land in those countries and board passengers going to the airline’s own country.



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Fifth Freedom

Disembarking and embarking Passengers in the territory of third Country without touching the home country. For instance, PIA picking up passengers from London destined for New York

Sixth Freedom

The right to carry traffic from one state through the home country to a third state. Seventh Freedom

A right to operate stand-alone services entirely outside the territory of the Airline’s home country to carry traffic between two foreign countries. Eight Freedom To carry traffic between two points within the territory of a foreign country, commonly known as Cabotage rights. Shoulder Season

The travel season that falls between low and high seasons, offering fares that also fall somewhere between low and high seasons. Stand-by

A passenger is put on standby when he or she arrives at an airport without a confirmed reservation and is prepared to fly should a seat become available at the last moment. Transit:

Transit – passing through one country for the sole purpose of traveling to another country. Transit may be by ground, air, sea, or rail transport.

Yield

A measure of airline revenue derived by dividing passenger revenue by passenger Kilometers. It is expressed in cents per Km.



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0.12 PASSENGER SALES ORGANOGRAM R

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0.13 PASSENGER SALES PROFILE

Passenger Sales Division: Passenger Sales Division is an important part of Marketing Department which deals with passenger related sales issues / activities including analysis of market trends, pricing strategies, clearance of rates, monitoring / evaluation of sales promotion activities, maintenance of service standard, co-ordination with stations to resolve their problems and extend full support / guidance to the stations in achieving assigned passenger sales targets.

Passenger Sales Division is headed by a General Manager and following sections / stations report to him:

Regional Management Competitive Analysis District Sales Offices ( International ) District Sales Offices ( Domestic ) Marketing Support

Regional Management: Passenger revenue is the major contributor to the total revenue (around 95%) of the airline with the result that the function is divided into six key territories. i.e. Americas, UK, Europe, Gulf and Saudi Arabia, Pakistan, South Asia and Far East & Australia. Each territory is being looked after by a Deputy General Manager (DGM) Regional who is responsible for this function has been transferred to RM), productivity incentive schemes (Travel Agents), trend analysis, sales performance, flight monitoring and product awareness. DGM Regional also coordinates with the scheduling section to effectively maximize aircraft utilization and to attain capacity loads as per the required seat factor for the territory through scheduling section. They are also responsible to provide convenient connections to their target market keeping in view competitors services. (SPA function has transferred to Industry Affairs). DGM Regional are also responsible for providing support to their area District Managers in achieving their sales targets. They also liaise with Brand Management for the supply of the required promotional material at their area district offices.

District Office Management: A district office is responsible for managing sales for a particular region. A District Manager is responsible for the overall working of this office and is responsible for achieving passenger and cargo revenue targets assigned by the Head Office. He/She is usually supported by the Passenger Sales Manager and Cargo Sales Manager for achieving passenger and cargo sales targets respectively. District Manager is responsible for providing customer service and sales support to Travel Agents and Commercial Houses through the sales team. He also compiles sales reports for the HO and monitors the sales team. DM is also responsible to manage facilities at the District Office and keeps an active liaison with travel agents of his/her region.



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District Manager is usually supported by a PSM who is supported by a team of Sales Promotion Officers. He/She manages his sales team to generate optimum sales by assigning individual sales targets to SPOs in fulfilling their duties are responsible for the following:

To make sales call to travel agents/corporate houses PNR confirmation to assist travel agents and corporate houses To compile call reports at the end of the day to give marketing intelligence To keep track on flight profiling and exert extra efforts to fill in the weak flights Recommends change in fares/scheduled base on the market input

A District Office also has a ticketing office catering to the incoming passengers, travel agents, & groups etc. The DGM Marketing Support responsible for the overall working of office heads the ticketing office. The ticketing Office caters to domestic/International ticketing requirements. The Office usually has separate counters for Business Class passengers, Travel Agents, senior citizens, PTA, and a fare desk. A District Office usually has a pricing cell. The pricing cell provides airfares and circulars to agents and corporate houses. This cell also assists inquiries from agents and corporate houses regarding PK fares and those of other airlines in case of conjunction PK ticketing. Compiles SPA’s as add on’s to PK fare structure for easy use of PK offices and agents. Where the pricing cell does not exist the District Manager or his nominee is responsible for circulating fares



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0.14 SERVICE DELIVERY PROCEDURE – PASSENGER SALES PASSENGER SALES SERVICES

Passenger Sales services are a set of services provided by the Marketing Department to its customers on international and domestic network which includes flight reservation, convenient schedules, ticketing, special handling, group tours, charter services, flight excursions and customer loyalty program. These services are executed in four phases:

PLANNING

Director Marketing provides policy guidelines and sets the strategic direction for the planning function. PMP Section of Market Planning Division develops sales target plan, covering the passenger and revenue targets for the year, based on inputs from GM Passenger Sales, GM Revenue Management and GM Industry Affairs. GM Passenger Sales provides data on stations performance, feasible routes, (this function has transferred to RM) competitive data on different flights and routes. GM Network Planning provides flight schedules across the network. GM Industry Affairs selects and approves PSA/DSA/GSA to enhance sales performance.

EXECUTION

Execution is carried mainly through GM Passenger Sales, and GM Revenue Management GM Pax Sales receives sales targets and allocates among District Managers across the network. He/She also provides support to stations to achieve targets through DGM Regional and ensure proper application of appropriate mechanism to maximize sales. GM Network Planning and GM Revenue Management activates flight schedule through CRC and coordinates with sales teams/travel agents to assist in meeting the sales targets. RM provides system support and contact centre facility for on-line reservation to maximize sales. GM Passenger Sales Marketing Department provides support to stations in terms of Group inbound/outbound tours in active participation with tour operators and other stakeholders i.e. PTDC, hotels, transporters and civic agencies etc.

MONITORING OF SALES TARGET

Monitoring of sales is primarily carried out through GM Passenger Sales GM Passenger Market Planning. PMP division compiles sales data against sales targets from all domestic and International Stations, analyzes it and then submits a report to the Top Management at the end of each month with their recommendations and suggestions. GM Passenger Sales develops and forwards sales reports through DGM Regional covering status of all District Offices to Director Marketing. GM Revenue Management monitors the performance of PIA exclusive/IATA agents and if necessary penalizes them for any violation.



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MANAGEMENT REVIEWS

Director Marketing reviews performance targets and set directions for the next year in consultation with senior management. DGM Passenger Market planning with active coordination and guidance from GM Market Planning reviews actual targets with the planned sales targets and utilization of available cargo space on passenger aircrafts in consultation with GM Passenger Sales & District Managers.



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PART 1

REGIONAL MANAGEMENT PROCEDURES





Pax Sales Division





DGM Gulf/KSA & SAFEAPG-IX

Regional ManagerPG-VIII

Assistant ManagerGulf & KSA

PG-VII

Assistant ManagerSAFEAPG-VII

Senior officerPG-VI

Senior officerPG-VI

OfficerPG-V





DGM Pakistan NorthPG-IX

Regional Manager PakistanPG-VIII

Assistant ManagerPG-VII


Senior officerPG-VI

Senior officerPG-VI

OfficerPG-V





DGM Pakistan SouthPG-IX

Regional Manager Pakistan/Corporate

PG-VIII



Senior officerPG-VI

Senior officerPG-VI

OfficerPG-V





1.1 SOP for Planning Promotional Activities/Product Offerings at various Stations

I. Purpose To enable domestic and International stations to augment the sales by arranging the promotional schemes as well as customer awareness.

II. Scope

District Office (Domestic/International)

III. Key Responsibilities

General Manager Passenger Sales General Manager Marketing Planning (Addition) DGM Regional concerned DGM Brand Regional Manager Competitive Analysis

IV. Procedure

Stations send requests for any promotional activity/product offering for their territory to the concerned DGM Regional.

DGM Regional Manager concerned forwards the request (in minute form) to the DGM Brand

through the General Manager Pax Sales.

Brand Management evaluates the proposal for its viability and forwards the proposal for the top management’s approval.

Once approved, DGM Brand will inform the concerned DGM Regional who will inform the stations

accordingly. However, authorization for rebated travel, if involved, will be communicated through Regional Manager Competitive Analysis.

V. Reference Document: N/A

VI. Related Records: Stations’ proposal





Approval’s file/ Brand Management. Intimation emails to the Station

1.2 SOP for Offering/Deciding Sales Incentives for the Travel Agents at Domestic/

International PIA Stations.

I. Purpose

To encourage PIA travel agents in augmenting Passenger sales revenue.

II. Scope

Domestic Office (Domestic/International)


District Manager Passenger Sales Manager Finance Manager

IV. Procedure:

a) Marketing will inform Finance Manager of agents XO sale of previous month latest by 10th of each

month.

b) Finance Manager will compile incentive period data, calculate Incentive earned by each agent and communicate it to Marketing Manager latest by 50 days from expiry of scheme.

c) Marketing Manager will double check and discuss discrepancies if any with Finance Manager and the Final Agreed Incentive for each agent will be signed by Marketing Manager and Finance Manager latest by 60 days from expiry of scheme.

d) Finance Manager will issue Credit Note against Productivity Incentive Commission to all the agents of

his territory.

e) Credit Notes will be issued to agents after adjusting outstanding amounts.

f) The Agent incentive issued in form of credit note will not be deducted from Agent’s sale figure of the next incentive period.





g) Credit Notes issued against productivity incentive commission shall be debited to Account 60370 (Productivity Incentive Commission) through “Other Account”, “Other Amount” options available in R-10 module of COSSAP.

h) Agents will be issued credit notes and simultaneously informed of their earned incentive on format

given on Annex B, latest by 67 days from expiry of scheme.

V. Reference Document:

N/A

VI. Related Records:

DM/PSM Approvals. Sales Reports from the Agents.





1.3 SOP for Planning Training needs at various Stations

I. Purpose

To coordinate with Manager Training & Development (Marketing) in order to arrange Trainings as per Station’s requirement.

II. Scope

District office (Domestic/International) III. Key Responsibilities

District Manager Passenger Sales Manager Manager Training & Development.

IV. Procedure

On receipt of training request from the Station(s), respective District Manager coordinates with Manager Training & Development (Marketing)/ PIA Training center for arrangement of desired training and station concerned is conveyed training program accordingly.

In case training request is for Institution other than PIA Training Center (PTC), case is processed for Management approval.

Management’s clearance or otherwise is conveyed to the station accordingly.


Training & Development Chapter

VI. Related Records

Station file. Concerned Subject file.





1.4 SOP for Planning Additional Facilities at Stations.

I. Purpose

To facilitate the passengers in terms of check-ins, as well as to the Stations’ personnel in proper handling the passengers.

II. Scope

District offices (Domestic/International) III. Key Responsibilities

GM Passenger Sales GM Market Planning District Manager DGM Regional Brand Management. Manager IT Manager Purchase P&L Manager Maintenance Works officer (at station) Manager Finance

IV. Procedure

Station Head forwards the request for any additional facility / re-structuring of the Office premises to the concerned DGM Regional.

If the request pertains to such items as: Promotional items, fascias, logo placements, giveaways,

any specific events or any campaigns then these to be forwarded to the Brand Management.

Requests other than the above are to forwarded to the concerned department by the respective DGM Regional after seeking its approvals from the Management.

If the required commodities do not fall under the pre-allocated budget, the case is to be forwarded to the Management for approval by the concerned DGM Regional.

Once approved, the Brand Management forwards the case to the works department for their processing.

Station’s Head is to be informed simultaneously.





V. Reference Document

N/A

VI. Related Records

Station emails/telex file. Approval





1.5 SOP for Providing Office Equipment/ Support to Domestic/International Stations

I. Purpose

To give station support for provision of required items in order to ensure smooth functioning of PIA offices.

II. Scope

District offices (Domestic/International)


Director Marketing Director Finance General Manager Passenger Sales DGM Regional Manager

IV. Procedure

Station will initiate the case for provision of required item/equipment along with mandatory supporting documents i.e. C/S and three quotations etc and will forward the request to General Manager Passenger Sales.

Request to be evaluated at Passenger Sales Division and forwarded with specific

recommendations to Director Marketing/ Director Finance by Regional Manager through General Manager Passenger Sales.

Follow-up by Regional Manager with respective channel / department to expedite approval.

After approval of competent authority and necessary endorsement/budgeting by the budget

section, approved case file to be forwarded by Regional Manager to concerned station for purchase of required item(s).


N/A VI. Related Records:

Diary / Dispatch Register. Station’s file.





1.6 SOP for Approval and Support to Stations for Holding Special Events

I. Purpose

To support District Manager (Domestic/International) in organizing special events at their respective stations for improving sales.

II. Scope

District Offices (Domestic/International)


GM Passenger Sales (Addition) GM Market Planning (Addition) Concerned Station Head DGM Regional Brand Management

IV. Procedure

The District Manager/Country Manager forwards the request/proposal to the DGM Regional concerned for holding any special event for promoting sales in his/her region.

The concerned District/Country Manager also sends their requirement of promotional material to

the Brand Manager for the event.

DGM Regional concerned evaluates the overall proposal, makes a summary and forwards it to the department’s top management for approval.

The DGM Regional checks with the Finance Department for the available budget of the concerned District Office.

If the required proposal does not fall under the limits of pre-allocated budget, the case is forwarded to the top management, for approval.

Communicates with the concerned station for any additional requirements to organize the event.

Once approved, Brand Management has to arrange the commodities and send those to the concerned Station’s Head.





DGM Regional concerned keeps active liaison with the Brand Management section and the

concerned District Manager Station’s Head for timely accomplishment of all tasks and provides necessary facilitation from time to time till the holding of the actual event.


N/A

VI. Related Records

Stations’ email Approval files.





1.7 SOP for handling Stations’ Queries/ Problems

I. Purpose

To guide Stations in order to resolve day-to-day issues/ problems.

II. Scope



Respective DGM Regional Respective Sections of Marketing

IV. Procedure

As and when stations face some problem, a query is raised through e-mail addressed to respective DGM Regional or relevant section with a copy to General Manager Passenger Sales for guidance.

The query/ problem is discussed at respective DGM Regional / relevant section level and

responded to the stations with proper solution.

In case receiving section/ respective DGM Regional needs some guidance/clarification, matter is discussed with concerned General Manager Director Marketing before responding to the stations.

The best possible solution is communicated to the respective Station by the concerned Manager DGM Regional.


N/A

VI. Related Records:

Concerned Subject file Station file.





1.8 SOP for Processing of Stations’ Request for Sales Incentives to Agents

I. Purpose

To facilitate the Sales agents in order to augment the Sales. II. Scope



DGM Regional DGM Regional Competitive Analysis.

IV. Procedure

Stations send request / Proposal to their respective DGMs Regional.

DGM Regional in turn evaluates the proposal and if they find it feasible they will develop an incentive scheme for sales Agents.

Competitive Analysis Section advises the stations of the approved incentive scheme Via Email.

V. Reference Documents

N/A VI. Related Records

E-mails. Stations correspondence.





1.9 SOP for Communication with District Offices (Domestic/International)

I. Purpose

To provide information/ up-date, get inputs/ feedback or ensure actions/ compliance on sales issue / management’s instructions.

II. Scope



Respective Regional manager Relevant Sections of Sales.

IV. Procedure:

As and when the need arises to communicate with the stations on Passenger Sales related issues/ Management’s instructions, an e-mail addressed to concerned station(s) Domestic/ Int’l is sent by the respective Regional manager/ relevant Section or General Manager Passenger Sales or Director Marketing.

In case some feedback is required from Domestic/ Int’l Stations, on receipt of inputs from the

stations, information is consolidated and put up to the Management for perusal/ action.


N/A

VI. Related Records

Station file. Concerned Subject file.





1.10 SOP for Monitoring Visits at the Stations. I. Purpose

To monitor / ensure implementation of service standards at Station(s). II. Scope



Respective Regional Managers Passenger Sales Division

IV. Procedure

Monitoring visits are scheduled as per Corporation requirement and sometimes on Stations’ requests.

According to Programme, officers from Marketing Department are deputed to visit station(s) for

monitoring the performance / service standards.

The Visiting officer(s) analyze /evaluate service standard/performance of PIA Office as per prescribed parameters and discuss his observations with the Station Head and submit a report to the Management for remedial actions.


N/A

VI. Related Records

Station file. Monitoring file.





1.11 SOP for Preparing Monitoring Reports for the Management. I. Purpose

To highlight shortcomings of PIA Sales Offices in order to improve the services as per Corporate Standards.

II. Scope



Respective Regional Managers Passenger Sales Division

IV. Procedure

Monitoring Reports are based on certain parameters like: ambience of sales outlets/locations, Reception Areas, staff courtesy, attitude/dealings, product knowledge of staff and average handling time of passengers etc.

Visiting officer(s) gauge the performance / service standards on above parameters and also

discuss the observations with the Station Head to improve the services.

After the visit, a report is submitted to Management for the information / actions.

Station is also communicated observations / weak areas to improve the same.


N/A

VI. Related Records

Station file. Station’s monitoring file.





PART 2 DISTRICT OFFICE MANAGEMENT

PROCEDURES





ORGANOGRAM OF DISTRICT OFFICE MANAGEMENT





2.1 SOP for making an Annual Sales Plan for District Offices in terms of Pax Sales.

I. Purpose

To achieve the Sales Targets given by the Head Office in a systematic manner.

II. Scope

District Managers (Domestic/International)


District Manager Passenger Sales Manager Assistant Pax Sales Manager Sales Promotional Officer.

IV. Procedure

Head office assigns the targets to all the District Offices.

The targets are then classified in terms of seasonality, Agents’ profile and booking office’s targets.

DM, PSM/PSM (CS) and APSM make the sales target’s allocation to the SPOs.

SPOs make their workings in getting the targets achieved.


N/A

VI. Related Records

Target figures.





2.2 SOP for Allocation of Sales Targets among Sales Promotional Officers / Selling Outlets

I. Purpose

To ensure proper monitoring of the Station’s sales and targets given to the Sale Promotion Offices.

II. Scope



District Manager Passenger Sales Manager Assistant Manager Passenger Sales Sales Promotion Officers

IV. Procedure

DM forwards the yearly sales targets to the PSM.

PSM in consultation with APSM allocates it among all the SPOs in terms of their territory.

PSM Corporate Sales allocates/communicates the targets for the commercial houses to the SPOs who look after the Corporate sales activities along with PSM Corporate sales himself.

SPOs are to further communicate with their Sales agents/ selling outlets (PSA / GSA) in order to

achieve the targets.

PSM/SPOs of corporate sales follow up on corporate accounts business potential.


N/A

VI. Related Records

Targets allocation figures. Related files.





2.3 SOP for Verifying the Sales Calls of Selling Outlets & Business gains Quantification (Validity Of Service)

I. Purpose

To ensure the proper monitoring of the Station’s sales Sale activities & Revenue performance.

II. Scope

District Offices (Domestic/International) / Regional Management (Corporate Sales)


General Manager- Passenger Sales Regional Manager – Corporate Sales District Manager/UUs Passenger Sales Manager Passenger Sales Manager -Corporate Sales. Assistant Manager Passenger Sales Sales Promotion Officers/SPOs (CS)

IV. Procedure

Regional Manager Corporate Sales gets approval of targets frorm G.M Passenger Sales.

The targets are then further classified in terms of Corporate Houses visits, New Accounts, channelized & revenue generated by field offices.

DM, PSMs (CS) and APSM (CS) along with SPOs (CS) make calls to corporate houses and record activities and revenue gains in Sales Call and Station Revenue records.

Stations activities and revenue gains are conveyed to Regional Manager Corporate Sales/G.M Passenger Sales at least on monthly basis.

From Head office Regional Management visits stations at least on quarterly basis to verify

documents and records of activities and revenue gains.


N/A

VI. Related Records

Targets allocation figures/Call Pattern / Reports Related files.





2.4 SOP for making Corporate Accounts Members of PIA A+ Executive Virtual Program.

I. Purpose

Incorporating listed Companies to PIA Corporate Loyalty Program ‘A+ Executive’.

II. Scope

District offices/Regional Management Corporate Sales


General Manager Passenger Sales Regional Manager Corporate Sales Districts’ Managers Passenger Sales Manager Corporate Sales Sr./Sales Promotional Officer Corporate Sales

IV. Procedure

PSM (CS)/APSM (CS)/Sr./SPO (CS) Select the listed Corporate Account and present the product proposition become Member.

On acceptance of Loyalty Program, formal invitation is forwarded to willing Corporate Accounts.

On acceptance of formal invitations, Corporate Accounts nominate their Company Travel Coordinators (CTC) as their Program Coordinator.

PSM (CS) forwards details of CTC’s along with nomination of PIA Key Account Manager (KAM) to Regional Manager Corporate Sales Head Office.

Regional Manager Corporate Sales through the system assigns company to nominated KAM simultaneously incorporating system inputs regarding CTC’s.

On assignment; system flashes email to respective KAM for their further inputs regarding the assigned Corporate House and submit such information through the systems.

On submission of KAM’s information our system intimates to CTC temporary login & password for filling out the Membership Virtual form.

On submission of virtual form; system assigns New Enrollment Number (NE#) to the Company as applicant.

On data verification of filled forms Company is made member of A+ Executive Program and assigned membership number and necessary guidelines for managing the program through system.






N/A

VI. Related Records

N/A





2.5 SOP for Resource Planning (Infrastructure, Equipment, Human Resources).

I. Purpose

To facilitate the better functioning of the District Offices.

II. Scope



GM Passenger Sales District Manager Regional manager Procurement & Logistics Department.

IV. Procedure

Area head initiate the resource requirement.

District Manager is to be requested for the required resources.

DM then forwards the request to the GM Pax Sales if that resource allocation exceeds his/her

domain.

GM Pax Sale’s office forwards the request for the Management’s approval.

P&L then acquires the resources on their behalf and send the same to the offices.


N/A

VI. Related Records

Minutes. Capital Sanctioning Receipts. Vouchers.





2.6 SOP for Determining Training Requirement for District Office Personnel

I. Purpose

To keep acquainted the district office personnel with the latest developments in the aviation world.

II. Scope



District Manager All Managers at District level. Manager Training & Development (Sales)

IV. Procedure

Area Head initiates the training requirements for the Sales force and forwards it to the DM. District Manager forwards it to the Manager Training & Development for planning a suitable training

to the sales force.

District Office is to be intimated by the Manager Training & Development for the course initiation.

DM is to arrange desired number of personnel on rotation basis in order to get them the trainings.

Area Head is to evaluate their post training performance and coordinate with the DM and Manager Training & Development for a re-training if desires so.



VI. Related Records

Training records.





2.7 SOP for Planning the Group Handling Request/Discounts.

I. Purpose

To increase the group traveling and to meet the market competition for augmenting the revenue.

II. Scope



District Manager Passenger Sales Manager Asst. Passenger Sales Manager Sales Promotion Officer

IV. Procedure

Request is received by Station and retrieved by SPO from the Travel Agents / Commercial houses.

PSM / APSM evaluate the request and allow any standing discount permissible to the Stations.

Any discount beyond standing approvals are sent by PSM / APSM to Regional managers Concerned for Management’s approval.


N/A

VI. Related Records

Agents’ requests. Approval files.





2.8 SOP for Provisioning of Revenue Documents/ Ticket Documents based on Periodic Requirements.

I. Purpose

To ensure the availability as well as the timely provisioning of the revenue documents.

II. Scope



District Manager Pax Sales Manager Asst. Passenger Sales Manager

IV. Procedure

BSP agents/PSA/GSAs will send their ticket stock requisition either in form of letter or electronic mail to marketing managers specified at III above.

Concerned SPO will recommend TOP UP/SUPLY/ REVOLVING capping limit of e-tickets.

An e-mail will be flashed to ABACUS to update capping in accordance to final assessment of

superior officer.


A: PSA/GSA Domestic and international bank guarantee -Daily sales summary (Source IATA BSP and ABACUS) A: IATA/BSP Agents

Domestic bank guarantee and last year average 05 week sale to ascertain international bank guarantee

-Daily sales summary (Source IATA BSP and ABACUS)

VI. Related Records

Agents e-ticket requisition letter/email Email notification for updating for e-ticket capping

Rev # 02 April 01, 2011

R





MARKETING SUPPORT SECTION





2.9 SOP for Handling Customer Complaints / Suggestions

I. Purpose

To effectively and timely handling of all the complaints/suggestions received from the Network which relate to Marketing Department.

II. Scope

District Offices (Domestic/International) Service Counters at the airports (Domestic/International)


Concerned District Manager / Ticket Office Managers Dy. General Manager Marketing Support. Manager Customer Relations Manager PIA Contact Center

IV. Procedure

All the complaints are forwarded to the Customer Relations through Secretariat/Website/Email/Postal Mail/Call Center/Chairman Office/Comment Cards which are placed in the aircrafts /passenger feed back form available on the counters at Booking Offices / Service Counters at the airports (Domestic / International)/PIA Website.

Manager Customer Relations is responsible to collect the Comment cards//passenger feed back

form and register the same in the Complain Management System.

Complains are then automatically forwarded to the concerned station for their necessary processing by Manager Customer Relations received from either source with a copy to Marketing Support .

After investigation appropriate corrective/preventive measures are taken and then same are

entered into the CMS by concerned station/department.

The Dy. General Manager Marketing Support will monitor all the station’s complains related to Marketing in order to ensure the timely resolution and ensuring that appropriate actions are taken by all stations.

According to SOP interterm / final reply will be sent through Customer Services with a copy to

Marketing Support.


Not applicable





VI. Related Records

Complaint Management System database Complaint’sRecords.





2.10 SOP for Executing the Sales Plan (territory wise) through Sales force.

I. Purpose

To facilitate the Sales force by disseminating the sales targets and its timely acquisition

II. Scope



District Manager Passenger Sales Manager Sales Promotion Officer

IV. Procedure

All Sales force ensures periodic visits to assigned / any potential sales outlets.

All promotions / special offers, deals, are communicated to all selling outlets.

Timely responses to any queries from any selling outlets are to be ascertained.

Mandatory regular sales calls are to be made by SPOs and accordingly recorded through call reports.


N/A

VI. Related Records

Sales targets. Call patterns.





2.11 SOP for Sales “calls patterns”/ “call reports” and Agent’s feedback on PIA services

I. Purpose

To assist the SPOs in making their calls to the Sales agents/ Commercial houses.

II. Scope



District Manager Passenger Sales Manager Sales Promotion Officers.

IV. Procedure

SPOs fill the call pattern at the beginning of the day. PSM keeps the call pattern to determine SPOs daily movement.

Before the end of the day SPO writes / provides “Sales call reports”.

Both “Call pattern” and “Call reports” are discussed at the end of the day / subsequent morning in

daily briefing meetings with DM / PSM.

Agent’s Forms are distributed to agents on agreed frequency and inputs are taken from them with respect to services provided by PIA to the agents. Based on the feedback, concerned District Manager or his nominee take corrective actions to address agent’s issues.


N/A

VI. Related Records

SPOs’ Call Patterns SPOs’ Call Reports. Agent’s feedback form.





2.12 SOP for Reporting Sales Performance to Regional Managers/GM Pax. Sales

I. Purpose

To convey the district offices’ proceedings in terms of sales performance and any other reservation to the Head Office.

II. Scope



District Manager Passenger Sales Manager Asst. Passenger Sales Manager Regional Manager (Pakistan)

IV. Procedure

DM along with PSM and APSM communicates the sales performances to the Regional manager

Pakistan /GM Passenger Sales on regular basis or as per Head office requirements.

Regional manager (Pakistan) reviews the Station’s performance / proposals and prepares a summary with his feedback and submits it to the GM Passenger Sales.

GM Passenger Sales reviews and then submits them to the Management for their perusal / required adjustments.


N/A

VI. Related Records

Sales performance reports. Concerned Regional manager’s reports.





2.13 SOP for Passenger Handling at Booking Offices

I. Purpose

To ensure that, maximum facilitation is provided to the in-coming passengers within minimum time limit.

II. Scope

District Offices (Domestic/International) Service Counters at the airports(Domestic/International)


Ticket Office Manager Shift In-charge/Duty Officers

IV. Procedure.

Customer gets a Que-Matic ticket and wait for his turn.

Upon his turn he interacts with the counter staff.

Counter staff facilitates him completely up to the ticket handling.

Cash handling (E-ticketing) and refund process (PRT) are handled by the counter staff. (He / she

should be furnished with enough petty cash to exercise the cash functions properly). The cashier refunds the ticket amount/collect cash/sale amount from the staff.

If requested, Passenger Feedback form should be provided by concerned staff to the customer.


N/A

VI. Related Records

Que-Matic Reports





2.14 SOP for Handling Prepaid Ticket Advice. (PTA)

I. Purpose

To handle PTA requests effectively.

II. Scope



DGM Marketing Support Shift In-charge Reservation & Ticketing Officer

IV. Procedure

Passenger asks for the rates / procedures for PTA. A PTA is to be sent to the respective office after the required payment.

The station where the PTA is sent contacts the person to get a ticket against the authority / PTA.

Stations send a confirmation to the issuing office after a ticket has been collected.


Passenger Services Conference Resolution Manual

VI. Related Records

PTA records





2.15 SOP for Handling Re-routing / Change of Class Request.

I. Purpose

To facilitate the passenger in terms of re-routing / change of class arrangements.

II. Scope



District Manager DGM Marketing Support Counter Staff Cashier

IV. Procedure

Passenger requests for a re-routing/ change of class facility on his/her turn at the booking/reservation counter.

Dealing RTO will suggest re-routing or change of class of class to passenger in case of non

availability of seats or any other operational reason.

The RTO (counter staff) will request a copy of the issued ticket and passport from the passenger for processing the re-routing request / change of class.

At acceptance, RTO processes re-routing / change of class.

Passenger preferring refund will acquire the due refunds from concerned Travel Agents / PIA booking offices.


Passenger Services Conference Resolution Manual

VI. Related Records

Ticket documents. Cash receipts.





2.16 SOP for Ticket Delivery at Passenger’s doorstep.

I. Purpose

To properly implement the ticket delivery at the Customer’s doorstep. II. Scope

District Offices (Domestic)


Contact Center Booking Offices Speedex Finance.

IV. Procedure

The following conditions apply with reference to the application of this SOP:

Delivery of E- tickets for pure domestic/designated sectors only. Available for all classes of travel up to six hours of flight departure. This service would not cover tickets with open / request reservation status. Tickets to be issued/ delivered by/at designated domestic stations only. ID/AD tickets are not covered under this service.

CONTACT CENTER:

Customer wishing to avail the service may select the option at IVR (Interactive Voice Responder) level. Call will be connected to Call Center agent who will create reservations with following details: Name, Sectors/Segment, Contact numbers, Delivery address (home/office), relevant remarks where necessary about mode of payment.

In case where seats are not available in desired date and class, first available alternate will be

offered to customers.

Once reservation is created by Call Center agent, PNR will be placed on Reservation Queue to outbound team. Call Centre will call back the customer and verify/incorporate the missing details, if any.

The said PNR will then be placed on to Q- 499 with Pic Code 14 of concerned PIA booking office. Same PNR will also be printed at concerned PIA booking office remotely.





Call Center will convey delivery time i.e. two hours and other conditions of cancellation and

changes in PNR as per PIA reservation policy.

The service is applicable for confirmed segments only. For tickets with open/ waitlisted status; the customer will be diverted to booking offices.

For Awards Plus reward tickets, the customers’ request will be processed according to laid down procedure.

Awards Plus agent will print authority and PNR on concerned booking office printer and will also quip the PNR in Q-499 with Pic Code 14 relevant Queue.

BOOKING OFFICES:

Dedicated staff and fully equipped desk will be maintained and manned 7/24 basis.

Once PNR is received in Q-499 and printed on the hard copy printer, the ticketing staff will issue the ticket.

The Ticketing Staff will hand over the ticket to Speedex Point Man along with the following details as per attached Performa:

Address and telephone number of the customer to whom the ticket has to be delivered to.

Total amount to be collected, Mode of payment, cash or credit card.

SPEEDEX:

Speedex will provide list of the contact persons in its network as the Point Men in booking offices for the project of delivery of tickets to the customers.

Speedex “Point Man” on receipt of information after due documented acknowledgement will

execute Speedex booking by generating a Consignment Note.

A copy of the consignment note will be handed over to Ticketing Staff.

Speedex Point Man will then generate a delivery/run sheet, whereby in the consignee name column, amount to be collected at the time of delivery with mode of payment, will also be marked.





Speedex Point Man will then hand over the ticket and the delivery/run sheet to the Speedex courier, after taking acknowledgment from the courier on the duplicate copy of the delivery/run sheet.

Speedex couriers delivering the ticket will carry hand-held device for credit card acceptance with printer option.

Speedex couriers will deliver the ticket within one hour of taking over of the tickets from Speedex “Point Man”.

At the time of delivering the tickets, Speedex couriers will;

i. Collect cash or accept credit card and after due clearance of the credit card, deliver the ticket to the customer

ii. Obtain customer’s acknowledgement for receipt as per Speedex procedures.

Speedex couriers will then hand over the run sheets along with cash or credit card receipts to the Speedex Point Man.

Speedex Point Man will hand over the cash/credit card receipt to the designated staff at the

booking offices and record this delivery on Performa.

Speedex will ensure placement of staff at these booking offices and the details thereof would be provided to all concerned: Karachi, Lahore, Rawalpindi / Islamabad, Quetta, Peshawar, Sukkur, Faisalabad, & Multan.

FINANCE:

ASRs Closures/Cash Counter Functions:

i. Daily ASR along with cash/Credit Card Charge Form would be submitted to the Counter Cashiers before the closure of shift.

ii. In cases where the couriers are not able to return to the Booking Offices before the

closure of shifts, the following would be followed:

iii. The sales staff will close their ASRs and hand over the sales proceeds to the Counter

Cashiers along with copies of consignments notes against which the payment has not been received.





iv. In such cases the payment will be made by the “Point Man” directly to the Cashiers after receiving their acknowledgment as per above-mentioned procedure.

v. After receipt of Cash/Credit Card charge forms from the “Point Man”, the Cashier would settle the outstanding ASRs.


PIA Queues Manual

VI. Related Records

Ticket delivery record

:





2.17 SOP for Handling Visa Requests.

I. Purpose

To effectively manage and process visa requests for Umra, Malaysia, and few other countries. .

II. Scope

District Offices (Domestic)


DM PSM In charge Visa Cell

IV. Procedure

Agents forward the visa requests for individuals / groups and submit it to the Visa cell through the PSM.

After checking of the documents as per the requirement of concerned Consulate / Embassy, these

are submitted to the respective countries Visa office.

SPO follows-up with the visa cell for the visa information to the concerned Agent.


N/A

VI. Related Records

Visa requests. Covering letters to the Consulate.





2.18 SOP for Dissemination of Timely Information at Station level.

Purpose

Timely information to all selling outlets till filling of information in the systems. .

Scope

District Offices (Domestic/ International)

Key Responsibilities

General Manager Pax Sales DM Regional Manager( Concerned territory) t Manager ( Competitive Analysis) PSM APSM SPOs.

Procedure

Concerned Management / Regional Manager advise the change in fares, policies or selling mechanisms etc.

P Manager Competitive Analysis processes filling of above systems through ATPCO, “Airprice” etc.

Till reflection of this information in systems, Manager Competitive Analysis informs the changes to the concerned offices of the network.

PSM / APSM disseminate information sent by Manager Competitive Analysis in the form of station circular or volume to all selling outlets electronically.

SPOs confirm the receipt of such electronic communication and further ensure through distributing hard copies of such circulars / volumes.





Reference Document

SABRE Air Price Manual Related Records

Volumes Circulars





2.19 SOP for Reporting Sales Proceeds.

I. Purpose

Reporting and settlement of PIA sales proceeds by all selling outlets. (Booking offices, PIA Satellite Offices, IATA Agents, PSAs, GSAs, DSAs)

II. Scope PIA District Offices (Domestic / International)


District Manager Finance Manager Passenger Sales Manager

IV. Procedure

All Selling outlets shall report Sale proceeds on periodic basis and shall make settlement on fortnightly basis to local finance.

Finance Manager shall process / report instruments of settlements for payment / clearance.

Sale reports shall be verified / checked by finance Manager.

Finance Manager shall report any anomalies in Sales Report to PSM.

PSM shall refer these anomalies back to selling outlets for rectification.

Invariably, Finance Manager shall report Sales to Pax revenue department.

PSM shall report Sales figures to Pax Market Planning section.






N/A

VI. Related Records SAR Sales Reports ( R1, R2, R10, R11)





2.20 SOP for Monitoring Sales Performance with Assigned Targets

I. Purpose

To monitor the performance of Stations in line with the targets assigned to them.

II. Scope



District Manager Passenger Sales Manager Asst. Passenger Sales Manager Sales Promotion Officer(s)

IV. Procedure

DM determines the schedule for monitoring the station’s sales performance.

Sales performance is maintained by APSM in a database in the form of local MIS.

PSM / APSM monitors body vise / revenue vise performance of SPOs and their respective accounts as per schedule determined by Station Head.

SPOs are required to monitor the selling activities of the agents through the sales targets by making maximum number of marketing calls.


N/A VI. Related Records

Call reports Call patterns





2.21 SOP for Monitoring the Queue Timings of the Passengers at the District Office.

I. Purpose

To better assist the passengers in getting their job done without getting delayed.

II. Scope

District offices (Domestic/International).


District Manager DGM Marketing Support Duty Officer / Shift-In charge

IV. Procedure

Duty Officer is to monitor the waiting area of the customers.

Duty Officer is to monitor the average customer handling time by reservation staff.

Duty Officer is to monitor the information counter that all the relevant information is given to the passengers.

TOM is to visit all the counters from time to time to get acquainted with the workings of the counters.


N/A

VI. Related Records

Quematic timings slips. Customer complains for being delayed handled.





2.22 SOP for Monitoring the Staff Appearance.

I. Purpose

To monitor the staff appearance as per the given rules and regulations.

II. Scope

District offices (Domestic/International)


DGM Marketing Support In-charge Uniform Cell.

IV. Procedure

TOM is to monitor the staff appearance / uniform where it is applicable to the counter staff. In case if the staff is not provided with the new uniform, the TOM has to contact with the Manager

Uniform cell in coordination with the Manager Ticket Offices (System).

TOM has to make sure that all the staff follows the dress code.


N/A

VI. Related Records

Uniforms’ requests Uniforms’ acknowledgements.





2.23 SOP for Monitoring the Shift Performance.

I. Purpose

To monitor the regularity of the staff shifts in the district offices.

II. Scope



DGM Marketing Support Duty Officer / Shift-In charge

IV. Procedure

Duty Officer is to monitor the staff performance through frequent visits as well as number of

complaints raised against each and every employee.

Duty Officer monitors the performance through the Quematic system by analyzing the average time spent on each passenger.

Ticket Office Manager is to monitor staffs’ performance by checking their training records.


N/A

VI. Related Records

Training Records. Number of Complaints.





2.24 SOP for Reviewing Training Effectiveness of District Office Personnel.

I. Purpose

To facilitate Manager Training & Development (Sales) in evaluating training effectiveness of district office personnel.

II. Scope



District Manager Passenger Sales Manager Asst. Passenger Sales Manager DGM Marketing Support Manager Training & Development.

IV. Procedure

Manager Training & Development will send a Performa to the District Manager to access the effectiveness of the training arranged by Manager T&D.

DM or his/her area head will complete the performa and send the signed copy to manager T&D

with 15 days of receipt of such performa.

DM may also arrange interview with the staff under review with Manager T&D if he/she may desire.

DM is to release all staff for subsequent training(s) which are adjudged below par in post training performance review conducted by the Manager T&D.

DM is to assess the training requirements of the district office’s personnel through close monitoring

of their performances by their respective heads.

DM is to coordinate with the Manager Training & Development (Sales) to arrange the required training(s) programme accordingly.

If the training request is for the Institution other than the PIA Training Center (PTC), the case is

processed for Management approval.

Manager T&D is to process all the cases for Management approval in terms of trainings.







VI. Related Records

Training records at the district offices.





APPENDIX

























REV # : 02 April 01, 2010 R

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REV # : 02 April 01, 2010 R

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