The exercise in selling the SpiceJet story and upgrading hiring requirements paid off in terms of SpiceJet's efforts to upgrade the food it served on board.
On the basis of feedback from the cabin crew, the airline introduced a tea and coffee service when it became apparent that most Indian passengers demanded this, especially on morning flights.
The airline also introduced kathi rolls on its snack menu and uthapams and parathas for breakfast after talking to cabin attendants.
Negotiations with suppliers also ensured that the quality of food was upgraded so that Aggarwal's experience of stale, crumbling bread was not repeated.
The result of this was a 200 per cent increase in food sales last year, though Aggarwal says this was partly on account of the higher number of passengers SpiceJet flew.
Food sales do not contribute significantly to revenues â just about 1.5 per cent â but a decent on-board menu can ensure a high passenger conversion rate of as much as 25 per cent.
As part of the exercise of "fixing the product", Aggarwal says more people were hired too to maintain the interior of the aircraft, carpeting on board was changed and equipment painted more frequently.
Its fleet of 20 aircraft is washed every three days against once a week before.
The rule of thumb was to cut expenditure where it made sense, Aggarwal explains, but not where it would harm the product.
Images Courtesy: SpiceJet.com
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