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Air India-Vistara Merger: New Codes, Millions of Loyalty Transfers, Expanded Fleet Access

o facilitate this transition, Air India has bolstered its resources at multiple touchpoints in India, coordinating with partner airports.

Air India Vistara merger
Air India Vistara merger

As the November 12 merger with Vistara approaches, Air India is implementing several measures to ensure a seamless experience for customers. These initiatives include deploying additional resources across key touchpoints in India and collaborating closely with partner airports.

In the first month post-merger, approximately 115,000 customers with pre-merger Vistara bookings are expected to travel with the unified Air India. Following the merger, Vistara aircraft will operate under Air India, identified by a unique four-digit Air India code beginning with “2”. For example, Vistara flight UK 955 will be re-designated as AI 2955, enabling customers to identify it when booking via the Air India website after November 12.

The routes and schedules currently operated by Vistara will remain unchanged, as will the in-flight experience, products, and services, delivered by the same crew. To facilitate this transition, Air India has bolstered its resources at multiple touchpoints in India, coordinating with partner airports to introduce measures such as help desks at curbside entry points at hubs and metro city airports.

Other initiatives include customer support staff wearing “How may I assist you?” Air India x Vistara branded t-shirts to provide assistance, and coordination with airport security to guide customers holding Vistara tickets to the nearest help desk or Air India staff. Vistara’s airport ticketing offices and check-in counters will progressively transition to Air India facilities. Self-service kiosks will display advisory notices: “For Vistara flights under code AI2, please select Air India for check-in from 12-Nov-2024.”

At international airports, customer support staff in Air India x Vistara branded t-shirts will be available for assistance, with directions and information displayed near check-in desks at relevant locations. The statement added that customers contacting the Vistara call centre will be automatically redirected to Air India representatives for a smooth transition.

In recent months, around 270,000 customers with Vistara bookings have been migrated to Air India and informed of the changes. Additionally, more than 4.5 million Vistara loyalty members are being transitioned to Air India’s loyalty programme.

The unified Air India offers customers broader connectivity to over 90 domestic and international destinations, with access to more than 800 additional destinations through codeshare and interline partnerships. Air India’s narrow-body fleet is also being upgraded with new aircraft and modernised interiors, while Vistara’s catering services will now extend to Air India flights.

In a related development, Air India has announced plans to introduce a new premium economy class on select long-haul international routes, aiming to enhance the travel experience for passengers seeking more comfort and amenities. This move aligns with the airline’s strategy to cater to a diverse range of customer preferences and to compete more effectively in the global aviation market.

Furthermore, Air India is investing in advanced in-flight entertainment systems and high-speed Wi-Fi connectivity across its fleet, ensuring passengers have access to a wide array of entertainment options and seamless internet access during their flights. These enhancements are part of the airline’s broader efforts to modernise its services and provide a world-class travel experience.

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As the merger date approaches, Air India and Vistara are working diligently to ensure that all operational aspects are aligned, and that customers experience a smooth transition with minimal disruptions. Passengers are encouraged to stay informed through official communications from the airlines and to reach out to customer service representatives for any assistance during this period.

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