‘Striving to keep the spirit of enterprise alive with exceptional customer services’
Founded in 1975, Global Aviation Services (GASPL) was one of the two major GSA startups, a concept that was novel to the Indian aviation industry at the time. Initially, starting with sales and marketing services, more and more services came into the ambit of their GSA’s operational scope over time. Global was the first Indian organisation to be accredited as a General Sales and Services Agency (GSSA) agent by IATA. The organisation’s strong belief in good corporate governance and following the best business practices ensures its synonymity with high-quality and reliable service. In an interaction with TTJ, Prabodh Tipnis, Group Managing Director, GASPL is more than happy to share the organisation’s background, strengths, present operational scenario, and vision post the pandemic.
With over 45 years into business in India, is aviation still a major focus area of Global Aviation Services operation? Do you have other diversified interests in the travel and tourism industry in India? Aviation remains the main focus, with our flagship company Global Aviation Services, running in its 46th year of operation. However, in the past 20 – 25 years, we have diversified in airport services, travel, destination management, skills development, logistics, floriculture export, RFS, and freight security services. Quality service and customer satisfaction played a very important role in the expansion of Global. Satisfied customers brought more trade partners and more demand for various services.
What is Global Aviation Services’ business model, and what services does your company provide to clients?
In 1975, when Global was launched, airline representation meant only sales services. Over the years, the GSA’s role was expanded to provide other services to the customer airline or the end customer of the airline partner. The GSA was perceived as the airline itself, where it had no presence or very minimum representation. So, over some time, due to the demand for good governance, the GSA started functioning in airline management, accounting, taxation, strategy planning, regulator coordinator, airport services, warehouse manager, compliance director, etc. The bundle of services grew, and soon, the GSA became not just a sales and marketing arm of the airline but a plug n play model essential for a large country like India. Our objective is to provide all such services using the best talent in the industry and at the highest level, with minimum cost to the airline partner. That does not mean that we undervalue our resources. We are known for being the best company to work for in our segment, both for our business values and the growth opportunities we create.
Do you think there is still a huge untapped potential in India’s aviation market?
The Aviation business is evolving all the time. What we did in 1975 changed exponentially and for the better, of course. Aviation today is no more limited to just air services operations. All aspects of aviation, such as commercial, repair and maintenance, training, air safety, and management of air routes, are now related to tourism, hospitality, international trade, commerce, etc. As such, the growth prospects are immense. One needs to think and strategise about business development within the legal and policy framework of the industry. An organisation needs to identify its strengths and chart out a flight plan for the next 5 to 10 years. Of course, with a quick correction to the plan, things will change along the way.
As the travel industry makes a slow restart with its highs and lows due to the pandemic, how is your organisation ensuring sustainable growth, forging new partnerships, increasing revenues, and reducing your clients’ costs?
When we speak about clients, we need to think of the ‘Airline partner, the end customer, and the internal customer – our staff. Be it a travel agent, tour operator, air freight agent, passenger, and exporter/importer, it has been a tough two years for the industry. Companies have somehow managed to stay afloat, some with not-so-good consequences. The story of ‘Global’ during this pandemic is no different. We maintained our full complement of resources for the first fifteen months and juggled our revenues without discounting our services. The business was firing on 40 - 45 per cent of normal volumes. Of course, by mid-2021, we did some corrective measures which have helped us to stand erect and face the upswing that is expected from April 2022. COVID taught us to forge ties with partners and keep up with service standards at minimised costs. For this, I must thank the stakeholders for trusting and having faith in the management of our company. We are also aware of the airlines, destinations, and hotels going through in the last two years. Fortunately, all have been able to strategise their business and channel their resources into evolving opportunities.
How are you connecting and reaching
out to existing B2B travel partners and new travel agents in India to get their attention?
In our experience, every new airline customer soon realises the vastness of India. It is such a large country with zonal differences and cultures that one needs to fit in that suit effortlessly. Global has a vast network in India, with a robust presence in all the regions. This network is available to our airline clients from day one for it to plug its products and services into. We have the ability to introduce products and services across the board evenly by using high standards of delivery, striving beyond the expectation of the airline customer. Our people, the most important tool for success in our business, are well experienced, well trained and, more importantly, motivated to take the business to the next level. As we say in this industry – “this is a people’s business.” Our Founder Chairman H. K. Vithalani has taught us to be sensitive towards people, be it airline customers, travel/freight agents, passengers, shippers, or our staff.
The agent community, both in the travel segment and the freight segment, grew rather quickly during the pre-COVID days. However, from April 2020 to March 2022, many had to change their business focus, and thus there was a lull in the growth. We consider it our duty to support such businesses and help them back to face new challenges.
According to you, how important is innovation and technology in your line of business?
When we started Global, the level of automation was very low compared to the current times. Technology has grown in leaps and bounds. It has helped us conduct our business with lightning speed and widen the horizon for new business opportunities. Growing technology does not mean replacing people. In-fact, staff and available industry resources have become more highly skilled and tech-driven than before. Those who entered the industry in the late 70s had to upgrade their skills. Business Houses had to invest in new automation, hardware, software, data capture, etc. This investment was huge, but very wisely undertaken. Now you can achieve at a “click” of a button what you took days to do in the past. This is neverending, and we believe Global will be a part of this development forever.
Post COVID-19, what is the new vision and mission of Global Aviation Services?
Firstly, we are very positive that FY-23 will take us from here to a new high, then preCOVID times. All stakeholders in Aviation will create new business opportunities for each other and ensure that. Our commitment to the airline customer is to bring business back on track. We need to add to the revenues and ensure that the airlines regain lost ground. That does not mean we price ourselves beyond the reach of the end-user. We need to upgrade service levels and ensure that it is value for money and a dollar well spent for them. It’s a fine balance, as we need to support local businesses to thrive in the international marketplace, and our great country benefits from trade and commerce.