To allow for the long hours, the crew have to spend standing, the sneakers are light, and contain extra cushioning from heel to toe to ensure better support. According to the airline, the sneakers are designed for ergonomics, aesthetics and comfort. One of the flight attendants was seen wearing sneakers while working instead of the usual high heels or dress shoes. Recently, the shoes of its crew members got the limelight.
That's why Akasa Air is trying new things. that is part of the consumer experience that we are providing our customers that will separate us from everyone else," Dube had told ET last year.ĭube would prioritise building a durable airline which endures due to its quality of service to gaining a larger footprint. "Our thought is that once you get the reliability and efficiency then what separates us is the kindness, the ability to delight our customers whether it is USB ports that we offer, a seat cushion, a newer and fresher cabin, more leg room, etc. Akasa sees this as the key strategy that can help it offer affordable and competitive prices as well as achieve profitability. That niche is consumer experience with which it plans to differentiate itself from the other airlines.
Though it can't bypass the competition, Akasa will focus on creating a niche for itself. He means the competitors such as IndiGo who have cornered a large share of the market. or the 800-pound gorilla", as Dube has put it. So, those are the three pillars we are focusing on," he said.Īkasa Air has no plans to "poke the big bears. "That is what we are doing, and that is sustainable if we have got a very strong cost structure. Akasa Air so far has performed very well on cancellations, on-time performance and complaints, the key metrics to rate an airline's efficiency and quality of service.ĭube said the target is to make customers and employees happy.
A fast-growing airline can bring its own challenges, though the demand growth in India may look alluring for rapid expansion. He is focused on the long-term aims, and does not want to sacrifice quality and performance for grabbing more market share or short-term gains. When you have a large aviation market the number three or number four also can make a lot of money," he told ET recently.ĭube is building an airline that can be profitable and endure in a market notorious for short-lived airlines. "The most profitable airline in the US between 2010-2020 was Alaska Airlines which is number six or seven in size. With Indigo at the top and Air India as a strong number two, is Akasa aiming to grab the number three space? Vinay Dube, the CEO of Akasa Air and also its founder, a veteran who worked in the American aviation industry before heading Jet Airways and Go First, insists he doesn't have a target of numbers or market share.
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