1. passenger sales division manual ed aug 28, 2015 rev 03 · 0.1 list of effective pages ... 1.8...
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MARKETING
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MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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PASSENGER SALES
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MARKETING
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Part Title
0 The Manual
1 Part 1: Regional Management Procedures
2 Part 2: Marketing Support Procedures
3 Part 3: District Office Management Procedures
4 Appendices
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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0.1 LIST OF EFFECTIVE PAGES REV 03 / Effective August 27, 2015
Title Effective
Pages Revision
No.
0-25 03
Part 1: Regional Management Procedures 0-16 03
keting Support Procedures 0-7 03
Part 3: District Office Management Procedures 0-41 03
0-08 03
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Revision Date
AUGUST 27, 2015
AUGUST 27, 2015
AUGUST 27, 2015
AUGUST 27, 2015
AUGUST 27, 2015
MARKETING
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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
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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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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P A S S E N G E R S A L E S M A N U A L
D E P A R T M E N T
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Edition Number
Revis ionNumber
1st Edit ion Revision
No. 0
1st Edit ion Revision
No. 01
1st Edit ion Revision
No. 02
2nd Edit ion RevisionNo. 0
2nd Edit ion Revision No.
01
2nd Edit ion Revision No. 02
2nd Edit ion Revision No.
03
MARKETING DEPARTMENT MANUAL
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PASSENGER SALES
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0.2 RECORD OF EDITIONS
Revis ion Number
Issue Date
Effect ive Date
Revision No. 0
March 01, 2010
March 01, 2010
Revision No. 01
July 01, 2010 July 01, 2010
Revision No. 02
July 01 ,2011 July 01 ,2011
Revision No. 00 Jan 21 ,2013 Jan 21 ,2013
Revision No. 01 Jan 21 ,2015 Jan 22 ,2015
Revision No. 02 Jul 27, 2015 Jul 27, 2015
Revision No. 03 Aug 27, 2015 Aug 27, 2015
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Inserted By
DGM QA Market ing
July 01, 2010 DGM Audit Compliance Marketing
01 ,2011 DGM Audit Compliance Marketing
,2013 DQC- MKT
5 DQC- MKT
5 DQC- MKT
Aug 27, 2015 DQC- MKT
MARKETING
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The production of the Passenger Sales Marketing Department who have worked I appreciate the enthusiasm and effort that was extended towards the preparation of this all managers, officers and staff who contributed by providing the required informationachieve the completion of this project, are also appreciated. I am pleased to place on record my special appreciatioexistence with enthusiasm and pride.people that paved the way for this I expect effective implementation of this such initiatives.
MARKETING DEPARTMENT MANUAL
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PASSENGER SALES
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0.3 ACKNOWLEDGEMENT
The production of the Passenger Sales Chapter has been the result of strong teamwork of thewho have worked selflessly in bringing this chapter into existence.
I appreciate the enthusiasm and effort that was extended towards the preparation of this all managers, officers and staff who contributed by providing the required informationachieve the completion of this project, are also appreciated.
n record my special appreciation for DQC team who spearheadedexistence with enthusiasm and pride. They 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
Director
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has been the result of strong teamwork of the personnel of into existence.
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
arheaded this chapter into orchestrated helpful briefing sessions with all the concerned
the cause of quality through
Director Marketing
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MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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Intentionally Left Blank
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PART 0 THE MANUAL 0.0 TITLE PAGE
0.1 LIST OF EFFECTIVE PAGES 0.2 RECORD OF EDITIONS0.3 ACKNOWLEDGEMENT
0.4 TABLE OF CONTENTS 0.5 DOCUMENT’S AVAILABILITY 0.6 INCORPORATI
GENERAL 0.7 INTRODUCTION 0.8 ABBREVIATIONS 0.9 AIRLINE TERMINOLOGIES
THE ORGANIZATION
0.10 PASSENGER SALES ORGANOGRAM0.11 PASSENGER SALES PROFILE
0.12 SERVICE DELIVERY PROCEDURE
PART 1
REGIONAL 1.1 SOP for planning promotional activities/Product Off 1.2 SOP for offering/deciding sales incentives for travel A 1.3 SOP for planning training needs at various stations
1.4 SOP for planning addition 1.5 SOP for providing Office Equipment/Support to Dom/Int’l stations
1.6 SOP for approval and Support to stations1.7 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 Distric1.10 SOP for monitoring visits at stations1.11 SOP for preparation monitoring reports for the Management
PART 2 MARKETING SUPPORT
2.1 SOP for PIA Task Fo 2.2 SOP for Inadmissible Passengers
2.3 SOP for Compliant Management System in Head Office
MARKETING DEPARTMENT MANUAL
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0.4 TABLE OF CONTENTS
LIST OF EFFECTIVE PAGES RECORD OF EDITIONS ACKNOWLEDGEMENT TABLE OF CONTENTS DOCUMENT’S AVAILABILITY INCORPORATION OF REVISIONS
INTRODUCTION ABBREVIATIONS
AIRLINE TERMINOLOGIES
PASSENGER SALES ORGANOGRAM PASSENGER SALES PROFILE SERVICE DELIVERY PROCEDURE – PASSENGER SALES
REGIONAL MANAGEMENT PROCEDURES
SOP for planning promotional activities/Product Offerings at various stations or offering/deciding sales incentives for travel Agents at (DOM/INT’L) station
SOP for planning training needs at various stations SOP for planning additional facilities at stations. SOP for providing Office Equipment/Support to Dom/Int’l stations SOP for approval and Support to stations for holding Special Events. SOP for handling stations’ queries / problems SOP for processing of stations’ request for sales incentives to the Agents
communication with District offices monitoring visits at stations (VOIDED) preparation monitoring reports for the Management (VOIDED)
MARKETING SUPPORT 2.1 SOP for PIA Task Force 2.2 SOP for Inadmissible Passengers 2.3 SOP for Compliant Management System in Head Office
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ABBREVIATIONS
MANAGEMENT PROCEDURES
erings at various stations gents at (DOM/INT’L) station
SOP for processing of stations’ request for sales incentives to the Agents
VOIDED)
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PART 3 DISTRICT OFFICE MANAGEMENT PROCEDURES
3.1 SOP for making an annual sales plan for distric3.2 SOP for allocation of sales targets among sales promotional officers/ Selling 3.3 SOP for Verifying Sales Calls.3.4 SOP for making Corporate Accounts.3.5 SOP for resource planning3.6 SOP for determining training requirement for district office personnel 3.7 SOP for planning the group handling requests/ discounts 3.8 SOP for provisioning of various revenue documents based on periodic 3.9 SOP for Handling Customer Complaints /
3.10 SOP for executing the sales plan (territory w 3.11 SOP for sales Calls Patterns/Call Reports 3.12 SOP for reporting sales performance to 3.13 SOP for Passenger Handling at Booking Offices 3.14 SOP for handling PTA 3.15 SOP for handling re 3.16 SOP for ticket delivery at passenger doorstep 3.17 SOP for handling visa requests 3.18 SOP for dissemination of timely information at Station level
3.19 SOP for Reporting Sales Proceeds 3.20 SOP for monitoring sales performance with assigned targets. 3.21 SOP for monitoring the queue timings of the pas 3.22 SOP for monitoring the staff appearance. 3.23 SOP for monitori 3.24 SOP for reviewing training effectiveness of District Office personnel 3.25 SOP for fori (ری��
PART 3
I. Process Map for PaII. Customer Handling Process (Dist. Office) III. Call Report IV. Call Pattern V Travel Agent Feedback Analysis FormVI Log of ticket delivery at door step
MARKETING DEPARTMENT MANUAL
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DISTRICT OFFICE MANAGEMENT PROCEDURES
SOP for making an annual sales plan for district offices in terms of Pax sales.SOP for allocation of sales targets among sales promotional officers/ Selling SOP for Verifying Sales Calls.
making Corporate Accounts. SOP for resource planning (Infrastructure, equipment, HR) SOP for determining training requirement for district office personnel SOP for planning the group handling requests/ discounts SOP for provisioning of various revenue documents based on periodic SOP for Handling Customer Complaints / Suggestions.
ting the sales plan (territory wise) through the sales force. SOP for sales Calls Patterns/Call Reports SOP for reporting sales performance to regional managers/GM Pax. SalesSOP for Passenger Handling at Booking Offices SOP for handling PTA (VOIDED) SOP for handling re-routing / change of class requests SOP for ticket delivery at passenger doorstep SOP for handling visa requests SOP for dissemination of timely information at Station level SOP for Reporting Sales Proceeds SOP for monitoring sales performance with assigned targets. SOP for monitoring the queue timings of the passengers at the district office. SOP for monitoring the staff appearance.
nitoring the shift performance. SOP for reviewing training effectiveness of District Office personnel.
ticket (��ری
APPENDICES
Process Map for Passenger Sales Customer Handling Process (Dist. Office)
V. Call Pattern
Travel Agent Feedback Analysis Form Log of ticket delivery at door step
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DISTRICT OFFICE MANAGEMENT PROCEDURES
in terms of Pax sales. SOP for allocation of sales targets among sales promotional officers/ Selling Outlets
SOP for determining training requirement for district office personnel
SOP for provisioning of various revenue documents based on periodic requirement.
ise) through the sales force.
s/GM Pax. Sales
sengers at the district office.
ssenger Sales Customer Handling Process (Dist. Office)
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Note: The following positions are mainly concerned with this document. Marketing Department employees through restricted to PIA employees only.
S # POSITION
1. Director Marketing
2. General Manager Pax Sales
3. General Manager Revenue Management
4. General Manager Industry
5. GM Marketing Planni
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
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0.5 Document’s Availability
The following positions are mainly concerned with this document. This document is accessible to all 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:
POSITION
General Manager Pax Sales
General Manager Revenue Management
Industry Affairs
Planning
Karachi
General Manager Network Planning
District Manager Islamabad
District Manager Lahore
District Manager Rawalpindi
District Manager N.W.F.P
District Manager Quetta
District Manager Faisalabad
Manager Birmingham
S #
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 Sri
42. Manager Afghanistan
43. Manager Riyadh
44. Manager Dubai
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This document is accessible to all the PIAC Corporate Website for ready reference; however, viewing is
The following positions are mainly concerned with this document:
POSITION
Germany
Manager Italy
Manager Turkey
Manager Spain
France
Norway
Scandinavia
Manager Benelux
Malaysia
Thailand
Manager Singapore
Manager Hong Kong
Manager Japan
Manager China
Manager Bombay
Manager Delhi
Manager Nepal
Manager Bangladesh
Manager Sri Lanka
r Afghanistan
Manager Riyadh
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.
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pur
Manager Rahim Yar Khan
Manager Nawabshah
Manager Hyderabad
S # POSITION
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
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POSITION
MARKETING
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INTENTIO
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General � Amendments to the Passenger Sales � Amendments shall be done when required by law, to keep abreast of
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
Website (for employees’ area) and will be communicated across the network through e� All amendments to the Passenger Sales
different date has been specified in the respective Letter of Revision. Record of Revisions
� A revision record for the Passenger Sales Pages. This is numbered and dated.
� Passenger Sales Chapter� 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 number of effective pages in it clearly indicated.
MARKETING DEPARTMENT MANUAL
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0.6 INCORPORATION OF REVISIONS
Amendments to the Passenger Sales Chapter shall be issued from time to time with a list of effective pages.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 avWebsite (for employees’ area) and will be communicated across the network through eAll amendments to the Passenger Sales Chapter will become effective from the dates of revisions, unless a
as been specified in the respective Letter of Revision.
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.
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.
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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shall be issued from time to time with a list of effective pages. all regulatory requirements and in case
of change of airline policies and procedures and also in case of periodic management reviews.
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.
will become effective from the dates of revisions, unless a
is shown on the following page in the List of Effective
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
is listed in serial order with the total
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S No PART PAGE NO.
01. 01 15
02. 01 16
03. 00 13
04. 03 19
05. 06. 07. 09. 10. 11. 12. 13. 14. 15.
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0.7 AMENDMENT SHEET
REV NO REV.
DATE ENTERED
By On
02 27/07/15 AM T&S 27/07/15
02 27/07/15 AM T&S 27/07/15
02 27/07/15 AM T&S 27/07/15
03 27/08/15 AM T&S 27/08/15
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DESCRIPTION OF CHANGE
SOP 1.10 voided as per
the DCF approved by the GM Pax Sales on
23/07/15 SOP 1.11 voided as per
the DCF approved by the GM Pax Sales on
23/07/15 Amendment sheet
entered at 0.7. The serials of the corresponding
titles changed accordingly.
SOP 3.14 voided as the PTA is no longer in use after introduction of e-
ticketing.
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This document specifies the Operational Manual of Passenger Sales ( The systems requirements of this 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 system and employees’ needs anprocesses and achieves customer satisfaction with distinctive services using a closedmethodology. Control of this Chapter is with through the PIA’s Corporate Website (concerned with the usage of thi
MARKETING DEPARTMENT MANUAL
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GENERAL
0.8 INTRODUCTION
This document specifies the Operational Manual of Passenger Sales (Marketing
The systems requirements of this Chapter are aimed at defining the Procedures in the Passenger Salesdivision 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
licable 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
is with DQMR Marketing. This document is accessible tCorporate Website (www.piac.com.pk) for ready reference. The list of positions mainly
concerned with the usage of this document is given on section 0.5 “Document Availability”
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Marketing Department).
ining 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
licable regulatory requirements through application of the system, continuous improvement and
adequately identifies continuous improvement of the d expectations throughout all the Quality Management System
processes and achieves customer satisfaction with distinctive services using a closed-loop Process Model
document is accessible to all PIA employees ) for ready reference. The list of positions mainly
s document is given on section 0.5 “Document Availability” of this Chapter.
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A/C
APRT
APSM
CA
CRC
DM
DQC
GDS
ISO
OAG
PSM
SOP
QSP
WI
ML
KPI
TNA
MIS
JDs
PMP
DSA
PSA
GSA
JD
TOM
PRL
ACSI
PDI
MCO
PNR
RTE
TAT
RBD
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0.9 ABBREVIATIONS
: Air craft
: Airport
Assistant Passenger Sales Manager
: Competitive Analysis
: Central Reservation Control
: District Manager
: Departmental Quality Control
: Global Distribution system
: International Standards Organization.
: Official Airline Guide
: Passenger Sales Manager
: Standard Operating Procedure
: Quality System Procedure
: Work Instructions
: Master List
: Key Performance Indicator
: Training Need Analysis
: Management Information System
: Job Descriptions
: Passenger Market Planning
: District Sales Agent
: Passenger Sales Agent
: General sales Agent
: Journalist discount
: DGM Marketing Support
: Passenger Reconcile List
: Airport Check-in System International
: Post Departure Information
: Misc. Charges Order
: Passenger Name Record
: Route
: Turn Around Time
: Reservation Booking Designator
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Assistant Passenger Sales Manager
Departmental Quality Control
International Standards Organization.
Standard Operating Procedure
Management Information System
in System International
ion Booking Designator
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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
Chicago Convention
An International agreement made in 1944
that airspace above sovereign territory was within the jurisdiction of sovereign
country and defined the so 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
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
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
contract of carriage, and flight itinerary as proof of travel docum
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0.10 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).
agreement made in 1946 between UK and USA regarding air
services between the two countries. It is a model for other similar bilateral
An economic union of Belgium, the Netherlands, and Luxembourg, originally
established as a customs union in 1948.
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.
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
agreement sells space on the flight as if it were its own, and has its own flight
The subsequent flight that will continue the passenger’s journey to the next
destination. Pax may need to check-in again before joining a connectin
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 docum
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A definition of capacity, which is calculated by multiplying the number of available
agreement made in 1946 between UK and USA regarding air
services between the two countries. It is a model for other similar bilateral
An economic union of Belgium, the Netherlands, and Luxembourg, originally
, interalia confirms the doctrine
that airspace above sovereign territory was within the jurisdiction of sovereign
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
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
The subsequent flight that will continue the passenger’s journey to the next
in again before joining a connecting flight.
A ticket that is not physically printed on ticket stock, and is instead stored in the
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
specifically showing the state
GMT
Greenwich mean time or Greenwich meridian ti
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 fatigu
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 h
nor cancels his/her travel itinerary
Open Jaw
This is a return ticket that allows you to return from
outbound destination. The distance between the two points is a surface sector, and
must be arranged by the passenge
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trip fare with restrictions such as minimum and maximum stays or advance
owned or state-designated transport company or organization,
specifically showing the state flag apparent for public view
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
Airport at which an airline has major operations and connecting flights to smaller
Jet lag is a condition marked by fatigue, insomnia, and irritability that is caused by
air travel through changing time zones
A short stop or break in a journey, usually imposed by scheduling requirements
A passenger who reserves a place on an airplane but neither uses h
nor cancels his/her travel itinerary
This is a return ticket that allows you to return from a point
. 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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trip fare with restrictions such as minimum and maximum stays or advance-
company or organization,
me is the time at Greenwich,
England, which is used as the basis for standard time throughout the world
Airport at which an airline has major operations and connecting flights to smaller
e, insomnia, and irritability that is caused by
A short stop or break in a journey, usually imposed by scheduling requirements
A passenger who reserves a place on an airplane but neither uses his/her booking
a point different from the
. The distance between the two points is a surface sector, and
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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 le
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
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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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)
revenue derived by dividing passenger revenue by seat
kilometers. It is expressed in cents per kilometer.
Number hours a day that the airplane operates.
basic freedoms recognized by almost all countries, two others le
accepted. Each is subject to specific conditions, which are determined through
bilateral agreements between any two of the countries.
The right to fly and carry traffic over the territory of another partner to the
hout landing.
The right to land in those countries for technical reasons such as refueling without
boarding or deplaning passengers.
The right to land in those countries and de-plane passengers coming from the
The right to land in those countries and board passengers going to the airline’s own
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The way traffic is measured, which is calculated by multiplying the number of
revenue derived by dividing passenger revenue by seat
basic freedoms recognized by almost all countries, two others less widely
accepted. Each is subject to specific conditions, which are determined through
The right to fly and carry traffic over the territory of another partner to the
The right to land in those countries for technical reasons such as refueling without
plane passengers coming from the
The right to land in those countries and board passengers going to the airline’s own
MARKETING
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Fifth Freedom
Disembarking and embarking Passengers in the territory of third Country
touching the home country. For ins
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
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 fa
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 becom
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
MARKETING DEPARTMENT MANUAL
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Disembarking and embarking Passengers in the territory of third Country
touching the home country. For instance, PIA picking up passengers from London
The right to carry traffic from one state through the home country to a third state.
A right to operate stand-alone services entirely outside the terri
home country to carry traffic between two foreign countries.
To carry traffic between two points within the territory of a foreign country,
commonly known as Cabotage rights.
The travel season that falls between low and high seasons, offering fares that also
fall somewhere between low and high seasons.
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 becom
passing through one country for the sole purpose of traveling to another
country. Transit may be by ground, air, sea, or rail transport.
A measure of airline revenue derived by dividing passenger revenue by passenger
It is expressed in cents per Km.
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Disembarking and embarking Passengers in the territory of third Country without
, PIA picking up passengers from London
The right to carry traffic from one state through the home country to a third state.
alone services entirely outside the territory of the Airline’s
To carry traffic between two points within the territory of a foreign country,
lls between low and high seasons, offering fares that also
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
passing through one country for the sole purpose of traveling to another
A measure of airline revenue derived by dividing passenger revenue by passenger
MARKETING
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0.11
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PASSENGER SALES ORGANOGRAM
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MARKETING
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Passenger Sales Division: Passenger Sales Division is an important part ofsales issues / activities including analysis of market trends, pricing strategies, clearance of rates, monitoring / evaluation of sales promotion activities, maintenance of service standard, cotheir problems and extend full support / guidance to the stations in achieving assigned passenger sales targets.
Passenger Sales Division is headed by a General Man
• Regional Management (International)
• Regional Management (Pakistan & Corporate Sales)
• District Sales Offices ( International )
• District Sales Offices ( Domestic )
• Marketing Support
Regional Management: Passenger revenue is the major contributor to the total revenue (around 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 Regional who is responsible for (Travel Agents), trend analysis, sales performance, flight monitoring andalso 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 provide convenient connections to their target market keeping in view competitors services. transferred to Industry Affairs). Managers in achieving their salrequired promotional material at their area district offices.
Corporate Sales: PIA Corporate is a section which caters to the needs of the corporate customers. We have an aggressivcorporate sales team that has established a strong presence in the market, with Corporate Accounts, as part of its ambitious growth plan. Corporate Sales is also playing an important role to further improve the image of the Airlines through various Brand make sure PIA have the maximum share of the Corporate Market.
• PIA Franchise Travel Desk. • Special Handling of Groups. • Priority Reservation. • Target Marketing.
MARKETING DEPARTMENT MANUAL
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0.12 PASSENGER SALES PROFILE
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 /
omotion 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:
(International)
Regional Management (Pakistan & Corporate Sales)
District Sales Offices ( International )
District Sales Offices ( Domestic )
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
alia. Each territory is being looked after by a Deputy General Manager (DGM) 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. 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 provide convenient connections to their target market keeping in view competitors services.
. DGM Regional is also responsible for providing support to their area District Managers in achieving their sales targets. They also liaise with Brand Managementrequired promotional material at their area district offices.
PIA Corporate is a section which caters to the needs of the corporate customers. We have an aggressivcorporate sales team that has established a strong presence in the market, with Corporate Accounts, as part of its ambitious growth plan. Corporate Sales is also playing an important role to further improve the image of the
Activities. The following facilities which are provided to Corporate Houses to make sure PIA have the maximum share of the Corporate Market.
PIA Franchise Travel Desk. Special Handling of Groups. Priority Reservation.
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which deals with passenger related sales issues / activities including analysis of market trends, pricing strategies, clearance of rates, monitoring /
ordination with stations to resolve their problems and extend full support / guidance to the stations in achieving assigned passenger sales targets.
ager and following sections / stations report to him:
) 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
Deputy General Manager (DGM) , productivity incentive schemes
product awareness. DGM Regional 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
also responsible for providing support to their area District Brand Management for the supply of the
PIA Corporate is a section which caters to the needs of the corporate customers. We have an aggressive corporate sales team that has established a strong presence in the market, with Corporate Accounts, as part of its ambitious growth plan. Corporate Sales is also playing an important role to further improve the image of the
Activities. The following facilities which are provided to Corporate Houses to
MARKETING
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Marketing Support:
Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received
through different sources like MOD/DM Secretariat /Website/ E
ensure appropriate/corrective action taken and subsequently conveyed to the complainant.
Under Marketing Support, the INAD cell is performing duties on concerned stations and responsible to liaise with
concerned stations on PIA’s network for the smooth handling
ensures/handling of Inadmissible Passengers, effective functioning of sub
Monitoring of Task Force also comes under Marketing support functions. Task Force deployed at different international airports comprises of senior reservations & ticketing officers and PHS officers are responsible to scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa endorsement and expiry date of passport/visa and an
District Office Management: A district office is responsible for managing sales for a particulathe overall working of this office assigned by the Head Office. He/She is 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 aagents of his/her region. 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 tfulfilling 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
• To keep track on flight profiling and exert
• Recommends change in fares/scheduled base on the market input A District Office also has a ticketing office catering to the incoming passengers, travel ageThe 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.
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Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received
through different sources like MOD/DM Secretariat /Website/ E-mail/Postal Mail. Marketing Support is also responsible to
appropriate/corrective action taken and subsequently conveyed to the complainant.
Under Marketing Support, the INAD cell is performing duties on concerned stations and responsible to liaise with
concerned stations on PIA’s network for the smooth handling of inadmissible passengers. The cell also supervises and
ensures/handling of Inadmissible Passengers, effective functioning of sub-cells as per SOP.
Monitoring of Task Force also comes under Marketing support functions. Task Force deployed at different ternational airports comprises of senior reservations & ticketing officers and PHS officers are responsible to
scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa endorsement and expiry date of passport/visa and any other information that may be required for verification
A district office is responsible for managing sales for a particular region. A District 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.
ible 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
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 tfulfilling 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
k on flight profiling and exert extra efforts to fill in the weak flights
Recommends change in fares/scheduled base on the market input
istrict Office also has a ticketing office catering to the incoming passengers, travel ageresponsible for the overall working of office heads the ticketing office. The
ticketing Office caters to domestic/International ticketing requirements. The Office usually has separate passengers, Travel Agents, senior citizens, PTA, and a fare desk.
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Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received
mail/Postal Mail. Marketing Support is also responsible to
Under Marketing Support, the INAD cell is performing duties on concerned stations and responsible to liaise with
of inadmissible passengers. The cell also supervises and
Monitoring of Task Force also comes under Marketing support functions. Task Force deployed at different ternational airports comprises of senior reservations & ticketing officers and PHS officers are responsible to
scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa endorsement and y other information that may be required for verification
r region. A District Manager is responsible for e for achieving passenger and cargo revenue targets
supported by the Passenger Sales Manager and Cargo Sales
ible 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
nd keeps an active liaison with travel
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
extra efforts to fill in the weak flights
istrict Office also has a ticketing office catering to the incoming passengers, travel agents, & groups etc. 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 passengers, Travel Agents, senior citizens, PTA, and a fare desk.
MARKETING
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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 hthose 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.responsible for circulating fares
MARKETING DEPARTMENT MANUAL
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istrict 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
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istrict Office usually has a pricing cell. The pricing cell provides airfares and circulars to agents and ouses 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 the District Manager or his nominee is
MARKETING
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0.13 SERVICE DELIVERY PROCEDURE PASSENGER SALES SERVICES
Passenger Sales services are a set of services provided by the customers on international and domestic network whischedules, ticketing, special handling, group tours, charter services, flight excursions and customer loyalty program. These services are executed in four phases:
� PLANNING
Director Marketingfunction. PMP Section of passenger and revenue targets for the year, based on inputs from GM Passenger Sales, GM Revenue Management stations performance, feasible routes, different flights and routes. GM Industry Affairs
� EXECUTION
Execution is carried mainly through GM Passenger Sales, Pax Sales receives sales targets and allocates among District Managers across He / She also provideproper application of appropriate mechanism to maximize sales. GM Revenue Management teams/travel agents to assist in meeting the sales targets. contact center Marketing Departmentin 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 SaMarket PlanningInternational Stationsof each month with theand forwards sales reports through Director Marketingexclusive/IATA agents and if necessary penalizes them f
MARKETING DEPARTMENT MANUAL
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SERVICE DELIVERY PROCEDURE – PASSENGER SALES
PASSENGER SALES SERVICES
Passenger Sales services are a set of services provided by the Marketingcustomers 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:
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 different flights and routes. GM Network Planning provides flight schedules across the network.
Industry Affairs selects and approves PSA/DSA/GSA to enhance sales performance.
Execution is carried mainly through GM Passenger Sales, and GM Revenue Management Pax Sales receives sales targets and allocates among District Managers across
provide support to stations to achieve targets through proper application of appropriate mechanism to maximize sales. GM GM Revenue Management activates flight schedule through CRC andteams/travel agents to assist in meeting the sales targets. RM provides system support and
facility for on-line reservation to maximize sales. GM 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 SaMarket 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
Marketing. GM Revenue Management monitors the performance of PIA exclusive/IATA agents and if necessary penalizes them for any violation
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PASSENGER SALES
Marketing Department to its ch 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:
delines and sets the strategic direction for the planning develops sales target plan, covering the
passenger and revenue targets for the year, based on inputs from GM Passenger Sales, GM . GM Passenger Sales provides data on
(this function has transferred to RM) competitive data on provides flight schedules across the network.
selects and approves PSA/DSA/GSA to enhance sales performance.
GM Revenue Management GM Pax Sales receives sales targets and allocates among District Managers across the network.
support to stations to achieve targets through DGM Regional and ensure GM Network Planning and
activates flight schedule through CRC and coordinates with sales provides system support and
line reservation to maximize sales. GM Passenger Sales rms of Group inbound/outbound tours
in active participation with tour operators and other stakeholders i.e. PTDC, hotels,
Monitoring of sales is primarily carried out through GM Passenger Sales GM Passenger . PMP division compiles sales data against sales targets from all domestic and
a report to the Top Management at the end stions. GM Passenger Sales develops
covering status of all District Offices to monitors the performance of PIA or any violation.
MARKETING
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� MANAGEMENT REVIEWS
Director Marketingconsultation with senior management.coordination and guidance from sales targets and utilization of available cargo space on passenger aircrafts GM Passenger Sales & District Managers.
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MANAGEMENT REVIEWS
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 GM Passenger Sales & District Managers.
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reviews performance targets and set directions for the next year in Passenger Market planning with active
reviews actual targets with the planned sales targets and utilization of available cargo space on passenger aircrafts in consultation with
MARKETING
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REGIONAL
MARKETING DEPARTMENT MANUAL
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PART 1
REGIONAL MANAGEMENT PROCEDURES
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MANAGEMENT
MARKETING
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Regional Management International:
RGMEUROPE
RGMAMERICAS
ASST.MGR ASST.MGR
SR.OFFICERPG-VI
SR.OFFICERPG-VI
MARKETING DEPARTMENT MANUAL
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nal Management International:
DGM Pax Sales
(International )
RGMGULF
RGMKSA
RGMUK
ASST.MGR ASST.MGR ASST.MGR ASST
SR.OFFICERPG-VI
SR.OFFICERPG-VI
SR.OFFICERPG-VI
SR
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RGMS.ASIA
RGMF.EAST
ASST.MGR ASST.MGR
SR.OFFICERPG-VI
SR.OFFICERPG-VI
MARKETING
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Regional Management Pakistan:
RGM-PAKISTANSOUTH
SINDH BALOCHISTAN
ASST. MANAGERSOUTH
SR.OFFICER PG- VI
ONLINE STATIONS (NORTH) ONLINE STATIONS (SOUTH)
PESHAWAR QUETTA
CHITRAL TURBAT
SKARDU ZHOB
LAHORE DALBANDIN
FAISLABAD PANJGUR
RAWALPINDI DERA ISMAIL KHAN
MULTAN KARACHI
BAHAWALPUR DERA GHAZI KHAN
ISLAMABAD MOENJODARO
HYDERABAD
SUKKUR
NAWABSHAH
GWADAR
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Regional Management Pakistan:
KPK PUNJAB GILGITBULTISTANSINDH
DGM PAKISTAN
RGM-PAKISTANNORTH
ASST.MANAGERNORTH
SR.OFFICER PG- VI
GENERAL MANAGER PAX SALES
ONLINE STATIONS (SOUTH) OFFLINE STATIONS (NORTH) OFFLINE STATIONS (SOUTH)
QUETTA SAIDU SHARIF P
TURBAT ABBOTTABAD SHIKARPUR
BANNU JACOBABAD
DALBANDIN KHARIAN
PANJGUR MIRPUR
DERA ISMAIL KHAN MUZZAFFARABAD
KARACHI
DERA GHAZI KHAN
MOENJODARO
ERABAD
SUKKUR
NAWABSHAH
GWADAR
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RGMCORPORATE SALES
ASST.MANQAGER
SR. CORPORATE SALES
OFFICERS
OFFLINE STATIONS (SOUTH)
PASNI
SHIKARPUR
JACOBABAD
MARKETING
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1.1 SOP for Planning Promotional Activities/Product Offerings at various Stations
I. Purpose To enable domestic and schemes as well as customer awareness.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
• General Manager Passenger Sales• General Manager Marketing Planning• DGM Regional concerned• DGM Brand • Regional Manager
IV. Procedure
• Stations send requests for any promotional activity/product offering for their territory to the concerned DGM Regional
• DGM Regional Manager
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
accordingly. However, authorization for rebaRegional Manager Competitive Analysis.
V. Reference Document: N/A
VI. Related Records: • Stations’ proposal• Approval’s file/ Brand Management.• Intimation emails to the Station
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SOP for Planning Promotional Activities/Product Offerings at various Stations
and International stations to augment the sales by arranging the promotional as well as customer awareness.
District Office (Domestic/International)
Key Responsibilities
General Manager Passenger Sales General Manager Marketing Planning (Addition)
concerned
Regional Manager Competitive Analysis
Stations send requests for any promotional activity/product offering for their territory to the Regional.
DGM Regional Manager concerned forwards the request (in minute form) to the through the General Manager Pax Sales.
rand Management evaluates the proposal for its viability and forwards the proposal for the top management’s approval.
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
Competitive Analysis.
Reference Document:
Stations’ proposal Approval’s file/ Brand Management. Intimation emails to the Station
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SOP for Planning Promotional Activities/Product Offerings at various Stations
International stations to augment the sales by arranging the promotional
Stations send requests for any promotional activity/product offering for their territory to the
concerned forwards the request (in minute form) to the DGM Brand
rand Management evaluates the proposal for its viability and forwards the proposal for the top
who will inform the stations ted travel, if involved, will be communicated through
MARKETING
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1.2 SOP for Offering/DecidingInternational PIA Stations.
I. Purpose
To encourage PIA travel agents in augmenting Passenger sales revenue.
II. Scope
Domestic Office (Domestic/International)
III. Key Responsibilities
• District Manager
• Passenger Sales Manager
• Finance Manager
IV. Procedure:
a) Marketing will inform Finance Manager of agents XO sale of previous month latest by 10month.
b) Finance Manager will compile
communicate it to Marketing Manager latest
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 blatest by 60 days from expiry of scheme
d) Finance Manager will issue Credit Note against Productivity Incentive Commission to all the agents
his territory.
e) Credit Notes will be issued to agents after adjusting o
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 Rmodule of COSSAP.
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Offering/Deciding Sales Incentives for the Travel Agents at Domestic/ International PIA Stations.
To encourage PIA travel agents in augmenting Passenger sales revenue.
Domestic Office (Domestic/International)
ilities
District Manager
Passenger Sales Manager
Finance Manager
will inform Finance Manager of agents XO sale of previous month latest by 10
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
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
60 days from expiry of scheme.
Finance Manager will issue Credit Note against Productivity Incentive Commission to all the agents
Credit Notes will be issued to agents after adjusting outstanding amounts.
The Agent incentive issued in form of credit note will not be deducted from Agent’s sale figure of the
Credit Notes issued against productivity incentive commission shall be debited to Account 60370 ty Incentive Commission) through “Other Account”, “Other Amount” options available in R
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Sales Incentives for the Travel Agents at Domestic/
will inform Finance Manager of agents XO sale of previous month latest by 10th of each
earned by each agent and 50 days from expiry of scheme.
Marketing Manager will double check and discuss discrepancies if any with Finance Manager and the y Marketing Manager and Finance Manager
Finance Manager will issue Credit Note against Productivity Incentive Commission to all the agents of
The Agent incentive issued in form of credit note will not be deducted from Agent’s sale figure of the
Credit Notes issued against productivity incentive commission shall be debited to Account 60370 ty Incentive Commission) through “Other Account”, “Other Amount” options available in R-10
MARKETING
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h) Agents will be issued credit notes and simultaneously informed of their earned incentive on format given on Annex B, latest by
V. Reference Document:
• N/A
VI. Related Records:
• DM/PSM Approvals.• Sales Reports from the Agents.
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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.
Reference Document:
DM/PSM Approvals. Sales Reports from the Agents.
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Agents will be issued credit notes and simultaneously informed of their earned incentive on format
MARKETING
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1.3 SOP for Planning Training needs at various Stations
I. Purpose
To coordinate with Manager Training & Development 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), Manager Training & Development desired training and station concerned is conveyed training program accordingly.
• In case training request is for Infor Management approval.
• Management’s clearance or otherwise is conveyed to the station accordingly.
V. Reference Document:
Training & Development
VI. Related Records
• Station file. • Concerned Subject file.
1.4 SOP for Planning Additional Facilities at Stations.
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SOP for Planning Training needs at various Stations
To coordinate with Manager Training & Development (Marketing) in order to arra
District office (Domestic/International)
Key Responsibilities
District Manager
Passenger Sales Manager
Manager Training & Development.
On receipt of training request from the Station(s), respective District ManagerManager Training & Development (Marketing Department)/ 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.
Reference Document:
Training & Development Chapter
Concerned Subject file.
SOP for Planning Additional Facilities at Stations.
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in order to arrange Trainings as per
District Manager coordinates with / PIA Training center for arrangement of
desired training and station concerned is conveyed training program accordingly.
stitution other than PIA Training Center (PTC), case is processed
Management’s clearance or otherwise is conveyed to the station accordingly.
MARKETING
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I. Purpose
To facilitate the passengers in terms of checkhandling 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 / reto the concerned DGM
• If the request pertains to such items as: Promotional items, fascias, logo placements, giveaways, any specific events or any campaigns then
• 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 to the Management for approval by the concerned
• Once approved, the Brand Management forwards the case to the works department for their processing.
• Station’s Head is to be informed simultan
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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To facilitate the passengers in terms of check-ins, as well as to the Stations’ personnel in proper handling the passengers.
estic/International)
Key Responsibilities
GM Passenger Sales
GM Market Planning
District Manager
Brand Management.
Manager Purchase P&L
Manager Maintenance
Works officer (at station)
Manager Finance
ards the request for any additional facility / re-structuring of the Office premises 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 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
Station’s Head is to be informed simultaneously.
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ins, as well as to the Stations’ personnel in proper
structuring of the Office premises
If the request pertains to such items as: Promotional items, fascias, logo placements, giveaways, these to be forwarded to the Brand Management.
Requests other than the above are to forwarded to the concerned department by the respective
allocated budget, the case is to be forwarded
Once approved, the Brand Management forwards the case to the works department for their
MARKETING
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V. Reference Document
N/A
VI. Related Records
• Station emails. • Approval
MARKETING DEPARTMENT MANUAL
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PASSENGER SALES
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Do not duplicate without prior permission.
Reference Document
01 : 01 : 8
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MARKETING
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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 ensuroffices.
II. Scope
District offices (Domestic/International)
III. Key Responsibilities
• Director Marketing
• Director Finance
• General Manager Passenger Sales
• DGM Regional Manager
IV. Procedure
• Station will initiate the case for provisiosupporting 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 Manager Passenger Sales.
• Follow-up by Regional Manager
• After approval of competent authority and necessarysection, approved case file to be forwarded by purchase of required item(s).
V. Reference Document:
N/A
VI. Related Records:
• Diary / Dispatch Register.• Station’s file.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for Providing Office Equipment/ Support to Domestic/International Stations
To give station support for provision of required items in order to ensure smooth functioning of PIA
District offices (Domestic/International)
Key Responsibilities
Marketing
Finance
General Manager Passenger Sales
Regional Manager
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 mendations to Director Marketing/ Director Finance by Regional Manager
Manager Passenger Sales.
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 Managerpurchase of required item(s).
Reference Document:
Diary / Dispatch Register.
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SOP for Providing Office Equipment/ Support to Domestic/International Stations
e smooth functioning of PIA
n of required item/equipment along with mandatory supporting documents i.e. C/S and three quotations etc and will forward the request to General
Request to be evaluated at Passenger Sales Division and forwarded with specific Regional Manager through General
with respective channel / department to expedite approval.
endorsement/budgeting by the budget to concerned station for
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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/Internat
III. Key Responsibilities
• 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, makesdepartment’s top management for approval.
• The DGM Regional District Office.
• If the required proposal does not fall under the limits of preto 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 concerned Station’s Head.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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OP for Approval and Support to Stations for Holding Special Events
To support District Manager (Domestic/International) in organizing special events at their respective stations for improving sales.
District Offices (Domestic/International)
Key Responsibilities
GM Passenger Sales (Addition)
GM Market Planning (Addition)
Concerned Station Head
Brand Management
The District Manager/Country Manager forwards the request/proposal to the DGM Regional 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
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 concerned Station’s Head.
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OP for Approval and Support to Stations for Holding Special Events
To support District Manager (Domestic/International) in organizing special events at their respective
The District Manager/Country Manager forwards the request/proposal to the DGM Regional holding any special event for promoting sales in his/her region.
The concerned District/Country Manager also sends their requirement of promotional material to
a summary and forwards it to the
epartment for the available budget of the concerned
llocated budget, the case is forwarded
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
MARKETING
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• 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 til
V. Reference Document
• N/A
VI. Related Records
• Stations’ email • Approval files.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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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.
Reference Document
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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
l the holding of the actual event.
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1.7 SOP for handling Stations’ Queries/ Problems
I. Purpose
To guide Stations in order to resolve day
II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• Respective DGM Regional• Respective Sections of
IV. Procedure
• As and when stations face some problem, a query is raised through eDGM Regional or relevant section with a copy to General Manager Passenger Sales for guidance.
• The query/ problem is discussed at respective responded to the stations with proper solution.
• In case receiving section/ respective discussed with concerned General Manager
• The best possible solution is communicated to the respectiveDGM Regional.
V. Reference Document:
• N/A
VI. Related Records:
• Concerned Subject file• Station file.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for handling Stations’ Queries/ Problems
To guide Stations in order to resolve day-to-day issues/ problems.
District Offices (Domestic/International)
Key Responsibilities
DGM Regional Respective Sections of Marketing Department
As and when stations face some problem, a query is raised through e-mail addressedor 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.
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
Reference Document:
Concerned Subject file
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mail addressed to respective or relevant section with a copy to General Manager Passenger Sales for guidance.
/ relevant section level and
needs some guidance/clarification, matter is before responding to the stations.
by the concerned Manager
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1.8 SOP for Processing of Stations’ Request for Sales Incentives to Agents
I. Purpose
To facilitate the Sales agents in order II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• DGM Regional • DGM Regional Competitive Analysis.
IV. Procedure
• Stations send request / Proposal to their respective
• DGM Regional in turn evaluaincentive 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.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Processing of Stations’ Request for Sales Incentives to Agents
To facilitate the Sales agents in order to augment the Sales.
District Offices (Domestic/International)
Key Responsibilities
Competitive Analysis.
Stations send request / Proposal to their respective DGMs 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.
Reference Documents
ons correspondence.
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SOP for Processing of Stations’ Request for Sales Incentives to Agents
tes the proposal and if they find it feasible they will develop an
Competitive Analysis Section advises the stations of the approved incentive scheme Via Email.
MARKETING
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1.9 SOP for Communication with District Offices (Domestic/International)
I. Purpose
To provide information/ upmanagement’s instructions.
II. Scope
• District Offices (Domestic/International)
III. Key Responsibilities
• 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, athe respective Regional managerDirector Marketing.
• In case some feedback is required from Domestic/ Int’l Stations, on receipt ostations, information is consolidated and put up to the Management for perusal/ action.
V. Reference Document
• N/A
VI. Related Records
• Station file. • Concerned Subject file.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Communication with District Offices (Domestic/International)
To provide information/ up-date, get inputs/ feedback or ensure actions/ compliance on sales issue / management’s instructions.
rict Offices (Domestic/International)
Key Responsibilities
Regional manager Relevant Sections of Sales.
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
Regional manager/ relevant Section or General Manager Passenger Sales
In case some feedback is required from Domestic/ Int’l Stations, on receipt ostations, information is consolidated and put up to the Management for perusal/ action.
Reference Document
Concerned Subject file.
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SOP for Communication with District Offices (Domestic/International)
date, get inputs/ feedback or ensure actions/ compliance on sales issue /
need arises to communicate with the stations on Passenger Sales related issues/ mail addressed to concerned station(s) Domestic/ Int’l is sent by
/ relevant Section or General Manager Passenger Sales or
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.
MARKETING
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1.10 SOP for Monitoring Visits at t I. Purpose
To monitor / ensure implementation of service standards at Station(s). II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• Respective Regional• Passenger Sales Division
IV. Procedure
• Monitoring visits are scheduled as per Corporation requirement and sometimes on Stations’ requests.
• According to Programmonitoring the performance / service standards.
• The Visiting officer(s) analyprescribed parameters and discuss his observations with the Station Head and submit a report to the Management for remedial actions.
V. Reference Document
• N/A
VI. Related Records
• Station file. • Monitoring file.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Monitoring Visits at the Stations.
To monitor / ensure implementation of service standards at Station(s).
District Offices (Domestic/International)
Key Responsibilities
Respective Regional Managers Passenger Sales Division
are scheduled as per Corporation requirement and sometimes on Stations’
According to Program, 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.
Reference Document
SOP VOIDED
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are scheduled as per Corporation requirement and sometimes on Stations’
are deputed to visit station(s) for
ze /evaluate service standard/performance of PIA Office as per prescribed parameters and discuss his observations with the Station Head and submit a report to
MARKETING
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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
District Offices (Domestic/International)
III. Key Responsibilities
• Respective Regional• Passenger Sales Division
IV. Procedure
• Monitoring Reports are based on certain parameterReception Areas, staff courtesy, attitime 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.
V. Reference Document
• N/A
VI. Related Records
• Station file. • Station’s monitoring file.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Preparing Monitoring Reports for the Management.
To highlight shortcomings of PIA Sales Offices in order to improve the services as per Corporate
ices (Domestic/International)
Key Responsibilities
Respective Regional Managers Passenger Sales Division
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.
ter the visit, a report is submitted to Management for the information / actions.
Station is also communicated observations / weak areas to improve the same.
Reference Document
g file.
SOP VOIDED
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SOP for Preparing Monitoring Reports for the Management.
To highlight shortcomings of PIA Sales Offices in order to improve the services as per Corporate
nce of sales outlets/locations, tude/dealings, product knowledge of staff and average handling
Visiting officer(s) gauge the performance / service standards on above parameters and also
ter the visit, a report is submitted to Management for the information / actions.
Station is also communicated observations / weak areas to improve the same.
MARKETING
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PART 2 Marketing Support Procedures
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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Marketing Support Procedures
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MARKETING
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MARKETING SUPPORT SECTION
DGM MARKETING
Asst ManagerGRP VII
Sr. OfficerGRP VI
MARKETING DEPARTMENT MANUAL
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MARKETING SUPPORT SECTION
DGM MARKETINGSUPPORT
GRP IX
ManagerGRP VIII
Asst ManagerGRP VII
Asst ManagerGRP VII
OfficerGRP VI
Sr. OfficerGRP VI
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MARKETING SUPPORT SECTION
DGM MARKETING
Asst ManagerGRP VII
OfficerGRP VI
MARKETING
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Complaint Management System (CMS): Marketing Support (CMS area) is responsible to go through all thereceived through different sources like MOD/DM Secretariat /Website/ E Marketing support is also responsible to monitor the resolution of the complaints within the shortest possible time period. Marketing Support is also responsible to ensure appropriate/corrective action taken and subsequently conveyed to the complainant. Task Force:
Task Force deployed at different international airports comprises of senior reservations & ticketing offi
officers are responsible to scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa
endorsement and expiry date of passport/visa and any other information that may be required for verification.
Task Force is responsible to obtain 03 sets of photo copies of travel documents e.g. first 3 pages of passport, visa page,
green card, letter of parole or other document that is required prior to issuance tickets/reconfirmation.
Task Force is also responsible to scru
and to pinpoint the responsibility. This Force also takes appropriate action to curb travel of inadmissible passengers,
informs Central Cell at the Head Office about the prev
If passenger is off loaded following steps are to be taken into account:
1- Checking of validity of travel documents.
2- After obtaining the pax contact number an alternate flight is offered to the passenger.
As and when any information is received by the member of task force from the ALO`s are supposed to update all
information /trainings which ultimately imparted/communicated accordingly to the marketing support head office and
subsequently arranged.
In-Ad Cell:
This cell is performing duties on concerned stations and it is responsible to liaise with concerned stations on PIA’s
network for the smooth handling of inadmissible passengers. The cell also supervises and ensures/handling of
Inadmissible Passengers, effective fu
Central cell is responsible to coordinate with respective In Ad Cell to recover COD and fines imposed on Inadmissible
passengers.
This cell is responsible to investigate each case of inadmissible/deported passenger, to disources and to establish the responsibility of individuals and sales outlets.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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MARKETING SUPPORT PROFILE
Complaint Management System (CMS):
Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received through different sources like MOD/DM Secretariat /Website/ E-mail/Postal Mail.
Marketing support is also responsible to monitor the resolution of the complaints within the shortest possible
Marketing Support is also responsible to ensure appropriate/corrective action taken and subsequently
Task Force deployed at different international airports comprises of senior reservations & ticketing offi
officers are responsible to scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa
endorsement and expiry date of passport/visa and any other information that may be required for verification.
is responsible to obtain 03 sets of photo copies of travel documents e.g. first 3 pages of passport, visa page,
green card, letter of parole or other document that is required prior to issuance tickets/reconfirmation.
Task Force is also responsible to scrutinize the documents of passengers meticulously in case of holding one way ticket
and to pinpoint the responsibility. This Force also takes appropriate action to curb travel of inadmissible passengers,
informs Central Cell at the Head Office about the preventive and post facto action taken.
If passenger is off loaded following steps are to be taken into account:
Checking of validity of travel documents.
After obtaining the pax contact number an alternate flight is offered to the passenger.
y information is received by the member of task force from the ALO`s are supposed to update all
information /trainings which ultimately imparted/communicated accordingly to the marketing support head office and
l is performing duties on concerned stations and it is responsible to liaise with concerned stations on PIA’s
network for the smooth handling of inadmissible passengers. The cell also supervises and ensures/handling of
Inadmissible Passengers, effective functioning of sub-cells as per SOP.
Central cell is responsible to coordinate with respective In Ad Cell to recover COD and fines imposed on Inadmissible
This cell is responsible to investigate each case of inadmissible/deported passenger, to disources and to establish the responsibility of individuals and sales outlets.
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complaints related to reservations & ticketing mail/Postal Mail.
Marketing support is also responsible to monitor the resolution of the complaints within the shortest possible
Marketing Support is also responsible to ensure appropriate/corrective action taken and subsequently
Task Force deployed at different international airports comprises of senior reservations & ticketing officers and PHS
officers are responsible to scrutinize the travel documents of passengers in terms of fraudulent photo change, false visa
endorsement and expiry date of passport/visa and any other information that may be required for verification.
is responsible to obtain 03 sets of photo copies of travel documents e.g. first 3 pages of passport, visa page,
green card, letter of parole or other document that is required prior to issuance tickets/reconfirmation.
tinize the documents of passengers meticulously in case of holding one way ticket
and to pinpoint the responsibility. This Force also takes appropriate action to curb travel of inadmissible passengers,
After obtaining the pax contact number an alternate flight is offered to the passenger.
y information is received by the member of task force from the ALO`s are supposed to update all
information /trainings which ultimately imparted/communicated accordingly to the marketing support head office and
l is performing duties on concerned stations and it is responsible to liaise with concerned stations on PIA’s
network for the smooth handling of inadmissible passengers. The cell also supervises and ensures/handling of
Central cell is responsible to coordinate with respective In Ad Cell to recover COD and fines imposed on Inadmissible
This cell is responsible to investigate each case of inadmissible/deported passenger, to dig out ticketing
MARKETING
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This cell is responsible to prescribe measures/punishments to sub cell that commensurate to the type and extent of
violation of the existing policy and procedure
e.g. FIA, Ministry of Home Affairs etc to energize co
minimum level. If inadmissible passenger is deported and n
back by first available flight to their original station at lowest RBD class if available for early recovery of deportation
charges/fine. If passenger is deported by any other reason must be as
/Hotel/Meal or any other applicable charges.
If the return ticket of the passenger is refunded by the travel agent, for this act the agent must be penalized by imposing
PKR100.000 along with return fair and oth
stipulated time period the concerned agent would be delinked till the recovery of all dues.
Sub cells are responsible to maintain liaison with the ALO`s of foreign embassies to get the
forward them to Marketing Support Head Office.
inadmissible/deported passenger, fines/COD recovered and COD/fines could not be realized.
All sub cells are responsible to ensure write
station head in the event of non-recovery of COD/fines on account of inadmissible/deported passengers.
performance of Task Force activities, spot
close coordination of PHS and to ensure that Station Managers have a close liaison with local immigration agencies to
pursue. All possible waivers in favor of PIAC.
MARKETING DEPARTMENT MANUAL
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This cell is responsible to prescribe measures/punishments to sub cell that commensurate to the type and extent of
violation of the existing policy and procedure on the subject. This cell also co-ordinates with ALO`s, government agencies
e.g. FIA, Ministry of Home Affairs etc to energize co-ordinate effort to reduce travel of inadmissible passengers to the
If inadmissible passenger is deported and not holding the return ticket that passenger should be returned
back by first available flight to their original station at lowest RBD class if available for early recovery of deportation
If passenger is deported by any other reason must be asked to pay all the dues including Air Fare
/Hotel/Meal or any other applicable charges.
If the return ticket of the passenger is refunded by the travel agent, for this act the agent must be penalized by imposing
along with return fair and other charges involved. If agent fails to submit all such dues within the
stipulated time period the concerned agent would be delinked till the recovery of all dues.
Sub cells are responsible to maintain liaison with the ALO`s of foreign embassies to get the
forward them to Marketing Support Head Office. All sub cells are responsible to maintain station wise statistics of
inadmissible/deported passenger, fines/COD recovered and COD/fines could not be realized.
nsible to ensure write-off action and to obtain Management’s approval by the respective area’s
recovery of COD/fines on account of inadmissible/deported passengers.
performance of Task Force activities, spot check on different stations is done by DGM Marketing support Head Office with
close coordination of PHS and to ensure that Station Managers have a close liaison with local immigration agencies to
pursue. All possible waivers in favor of PIAC.
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This cell is responsible to prescribe measures/punishments to sub cell that commensurate to the type and extent of
ordinates with ALO`s, government agencies
ordinate effort to reduce travel of inadmissible passengers to the
ot holding the return ticket that passenger should be returned
back by first available flight to their original station at lowest RBD class if available for early recovery of deportation
ked to pay all the dues including Air Fare
If the return ticket of the passenger is refunded by the travel agent, for this act the agent must be penalized by imposing
. If agent fails to submit all such dues within the
Sub cells are responsible to maintain liaison with the ALO`s of foreign embassies to get the updated information’s and
All sub cells are responsible to maintain station wise statistics of
inadmissible/deported passenger, fines/COD recovered and COD/fines could not be realized.
off action and to obtain Management’s approval by the respective area’s
recovery of COD/fines on account of inadmissible/deported passengers. To measure the
check on different stations is done by DGM Marketing support Head Office with
close coordination of PHS and to ensure that Station Managers have a close liaison with local immigration agencies to
MARKETING
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2.1 SOP for PIA Task Force
I. Purpose Formation / Training of Task Force members in coordination with PHS for all major Domestic / International stations from where flights are operated to Europe, UK, USA, Canada to control the increased number of inadmiss
II. Scope
• TOM Offices of KHI, ISB, LHE, MUX, PEW stations.
• All major International Departure areas of PHS.
III. Key Responsibilities
• General Manager
• District Manager/UUs
• Passenger Sales Manager
• Assistant Manager P
• TOM
IV. Procedure
• Scrutinizes travel documents in terms of visas, fraudulent photo change, false visa endorsement and expiry date of passport/visa and any other information that may be required for verification.
• Obtains 03 sets of photogreen card, letter of parole, or any other document that may be required prior to issuance of tickets/reconfirmation and advise the passengers to carry two sets of same documents to be given at the check
• Scrutinizes the documents meticulously in case where only one way tickets are issued.• Carries out in-depth investigations to pinpoint the responsibility. Takes appropriate action to
curb travel of inadmpreventive and post facto action taken.
• If passenger is off loaded validity of documents is checked and contact number is obtained for alternate booking.
• As and when any information iinformation’s/trainings are to be impart and communicated accordingly to the marketing
support head office
V. Reference Document N/A
VI. Related Records CMS
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for PIA Task Force
Formation / Training of Task Force members in coordination with PHS for all major Domestic / International stations from where flights are operated to Europe, UK, USA, Canada to control the increased number of inadmissible passengers.
TOM Offices of KHI, ISB, LHE, MUX, PEW stations.
All major International Departure areas of PHS.
General Manager- Passenger Sales
District Manager/UUs
Passenger Sales Manager
Assistant Manager Passenger Sales
Scrutinizes travel documents in terms of visas, fraudulent photo change, false visa endorsement and expiry date of passport/visa and any other information that may be required
Obtains 03 sets of photo copies of travel documents e.g. first 3 pages of passport, visa page, green card, letter of parole, or any other document that may be required prior to issuance of tickets/reconfirmation and advise the passengers to carry two sets of same documents to be given at the check-in counter and immigration counter
Scrutinizes the documents meticulously in case where only one way tickets are issued.depth investigations to pinpoint the responsibility. Takes appropriate action to
curb travel of inadmissible passengers. Informs Central Cell at the Head Office about the preventive and post facto action taken.
If passenger is off loaded validity of documents is checked and contact number is obtained for alternate booking.
As and when any information is received the member of task force from the ALO`s updated information’s/trainings are to be impart and communicated accordingly to the marketing
support head office.
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Formation / Training of Task Force members in coordination with PHS for all major Domestic / International stations from where flights are operated to Europe, UK, USA, Canada to control the
Scrutinizes travel documents in terms of visas, fraudulent photo change, false visa endorsement and expiry date of passport/visa and any other information that may be required
copies of travel documents e.g. first 3 pages of passport, visa page, green card, letter of parole, or any other document that may be required prior to issuance of tickets/reconfirmation and advise the passengers to carry two sets of same documents to be
Scrutinizes the documents meticulously in case where only one way tickets are issued. depth investigations to pinpoint the responsibility. Takes appropriate action to
issible passengers. Informs Central Cell at the Head Office about the
If passenger is off loaded validity of documents is checked and contact number is obtained for
s received the member of task force from the ALO`s updated information’s/trainings are to be impart and communicated accordingly to the marketing
MARKETING
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2.2 SOP for Inadmissible P
I. Purpose Take corrective/preventive actions against the Inamount from the Pax / agents
II. Scope
• TOM Offices of KHI, ISB, LHE, MUX, PEW stations.
• All major International D
III. Key Responsibilities
• General Manager
• District Manager/UUs
• Passenger Sales Manager
• Assistant Manager Passenger Sales
• TOM IV. Procedure
• Liaises with various stations on PIA network on handling of inadmis
• Supervises and ensures/handling of Inadmissible Passengers as per procedure and effective functioning of sub
• Coordinates with respective In Ad Cell to recover COD and fines imposed on InadmissibPassengers.
• Investigates each case of inadmissible/deported passenger, ascertains ticketing sources and establishes responsibility of individuals and sales outlets instrumental in facilitating inadmissible travel.
• Prescribes measures/punishments commensexisting policies and procedures on the subject.
• Develops standard operating procedure of subits SOP from time to time.
• Co-ordinates with ALO`s, government energize co-ordinate effort to reduce travel of inadmissible passengers to the barest minimum.
• If deported passenger not holding return ticket that passenger should be returned back by first available flight to their original station at lowest RBD class.
• If the return ticket is refunded by the travel agent, for this act the agent is penalized by imposing PKR100.000 along with return fair and other charges involved. If agent fails to submit all such dues wiof all dues.
• Maintains liaison with foreign embassies ALO`s to get the updated information’s and forward to Marketing Support Head Office.
• Maintains station wise statistics oCOD/fines could not be realized.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
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2.2 SOP for Inadmissible Passengers
tive actions against the In-Ad Pax. Continuous monitoring for t/ agents .
TOM Offices of KHI, ISB, LHE, MUX, PEW stations.
All major International Departure areas of PHS.
General Manager- Passenger Sales
District Manager/UUs
Passenger Sales Manager
Assistant Manager Passenger Sales
Liaises with various stations on PIA network on handling of inadmissible passengers.
Supervises and ensures/handling of Inadmissible Passengers as per procedure and effective functioning of sub-cells at KHI,ISB,RWP,LHE,PEW,,MUX,DEA,SKT.
Coordinates with respective In Ad Cell to recover COD and fines imposed on Inadmissib
Investigates each case of inadmissible/deported passenger, ascertains ticketing sources and establishes responsibility of individuals and sales outlets instrumental in facilitating inadmissible travel.
Prescribes measures/punishments commensurate with the type and extent of violations of the existing policies and procedures on the subject.
Develops standard operating procedure of sub-cells working at various locations and updates its SOP from time to time.
ordinates with ALO`s, government agencies e.g. FIA, Ministry of Home Affairs etc to ordinate effort to reduce travel of inadmissible passengers to the barest minimum.
If deported passenger not holding return ticket that passenger should be returned back by first ght to their original station at lowest RBD class.
If the return ticket is refunded by the travel agent, for this act the agent is penalized by imposing PKR100.000 along with return fair and other charges involved. If agent fails to submit all such dues within the stipulated time period the same agent will be delinked till the recovery
Maintains liaison with foreign embassies ALO`s to get the updated information’s and forward to Marketing Support Head Office.
Maintains station wise statistics of inadmissible/deported passenger, fines/COD recovered and COD/fines could not be realized.
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Continuous monitoring for the unrecovered
sible passengers.
Supervises and ensures/handling of Inadmissible Passengers as per procedure and effective cells at KHI,ISB,RWP,LHE,PEW,,MUX,DEA,SKT.
Coordinates with respective In Ad Cell to recover COD and fines imposed on Inadmissible
Investigates each case of inadmissible/deported passenger, ascertains ticketing sources and establishes responsibility of individuals and sales outlets instrumental in facilitating
urate with the type and extent of violations of the
cells working at various locations and updates
agencies e.g. FIA, Ministry of Home Affairs etc to ordinate effort to reduce travel of inadmissible passengers to the barest minimum.
If deported passenger not holding return ticket that passenger should be returned back by first
If the return ticket is refunded by the travel agent, for this act the agent is penalized by imposing PKR100.000 along with return fair and other charges involved. If agent fails to submit
thin the stipulated time period the same agent will be delinked till the recovery
Maintains liaison with foreign embassies ALO`s to get the updated information’s and forward to
f inadmissible/deported passenger, fines/COD recovered and
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• Ensures that writerespective area/station heads in the event of noninadmissible/deported passengers.
• To measure the performance of Task Force activities, spot check on different stations is done by Marketing Support Head Office.
• With the close coordination with PHS to ensure that Station Managers should have a cliaison with local immigration agencies to pursue for all possible waivers in favor of PIAC.
V. Reference Document N/A
VI. Related Records CMS
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Ensures that write-off action is initiated and Management’s approval is obtained by the respective area/station heads in the event of non-recovery of COD/fines on ainadmissible/deported passengers.
To measure the performance of Task Force activities, spot check on different stations is done by Marketing Support Head Office.
With the close coordination with PHS to ensure that Station Managers should have a cliaison with local immigration agencies to pursue for all possible waivers in favor of PIAC.
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off action is initiated and Management’s approval is obtained by the recovery of COD/fines on account of
To measure the performance of Task Force activities, spot check on different stations is done
With the close coordination with PHS to ensure that Station Managers should have a close liaison with local immigration agencies to pursue for all possible waivers in favor of PIAC.
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2.3 SOP for Compliant Management System in Head Office
I. Purpose of CMS:
To effectively handle customer complaints / suggestions received from the network which relates to Marketing Department.
II. Scope
• District Office (Domestic/International)
• Service counters of all airports (Domestic/International)III. Key Responsibilities
• General Manager
• District Manager/UUs
• Passenger Sales Manager
• Assistant Manager Passenger Sales
• TOM
IV. Procedure
• Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received through different soE-mail/Postal Mail.
• Marketing support is also responsible to monitor the resolution of the complaints within the shortest possible time period.
• Marketing Support is also responsible to ensure appropriate/corrective asubsequently conveyed to the complainant.
V. Reference Document N/A
VI. Related Records CMS WEB
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
2.3 SOP for Compliant Management System in Head Office
ndle customer complaints / suggestions received from the network which relates to
District Office (Domestic/International)
Service counters of all airports (Domestic/International)
General Manager- Passenger Sales
District Manager/UUs
Passenger Sales Manager
Assistant Manager Passenger Sales
Marketing Support (CMS area) is responsible to go through all the complaints related to reservations & ticketing received through different sources like MOD/DM Secretariat /Website/
mail/Postal Mail.
Marketing support is also responsible to monitor the resolution of the complaints within the shortest possible time period.
Marketing Support is also responsible to ensure appropriate/corrective asubsequently conveyed to the complainant.
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ndle customer complaints / suggestions received from the network which relates to
Marketing Support (CMS area) is responsible to go through all the complaints related to urces like MOD/DM Secretariat /Website/
Marketing support is also responsible to monitor the resolution of the complaints within the
Marketing Support is also responsible to ensure appropriate/corrective action taken and
MARKETING
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DISTRICT OFFICE MANAGEMENT
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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PART 3 DISTRICT OFFICE MANAGEMENT
PROCEDURES
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DISTRICT OFFICE MANAGEMENT
MARKETING
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ORGANOGRAM OF
* This is a generalized organogram of a District Office. The District Office positions at each respective station (Domestic/Int’l) w
the size of the market, flight frequency & positions approved by the management. Approved District Office organogramsrespective District Manager’s Secretariat and also approved by local station head
Manager Interline
Cargo sales Manager
Asst. Cargo Sales Manager
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
ORGANOGRAM OF DISTRICT OFFICEMANAGEMENT
is a generalized organogram of a District Office. The District Office positions at each respective station (Domestic/Int’l) w
the size of the market, flight frequency & positions approved by the management. Approved District Office organogramsrespective District Manager’s Secretariat and also approved by local station head
District Sales Manager
Cargo sales
Asst. Cargo Sales Manager
Passenger Sales Manager
Asst. Passenger
sales Manager
Ticket office Manager
RTO / RTS /RTA
PSM -Corporate
Sales
Asst. Corporate
Sales Manager
Dist. Manager Sect.
Personnel Officer
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DISTRICT OFFICE
is a generalized organogram of a District Office. The District Office positions at each respective station (Domestic/Int’l) will depend on
the size of the market, flight frequency & positions approved by the management. Approved District Office organograms are maintained at the
Asst. Corporate
Sales Manager
Manager finance
Asst. Passenger
Finance
MARKETING
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3.1 SOP for making an Annual Sales Plan for District Offices in terms of Pax Sales.
I. Purpose
To achieve the Sales Targets giv
II. Scope
District Managers (Domestic/International)
III. Key Responsibilities
• District Manager • Passenger Sales Manager• Assistant Pax Sales Manager• Sales Promotional Officer.
IV. Procedure
• Head office assigns
• The targets are then classified in terms of seasonality, Agents’ profile and booking office’s targets.
• DM, PSM/PSM (CS)
• SPOs make their workings in getting the
V. Reference Document
• N/A
VI. Related Records
• Target figures.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for making an Annual Sales Plan for District Offices in terms of Pax Sales.
To achieve the Sales Targets given by the Head Office in a systematic manner.
District Managers (Domestic/International)
Key Responsibilities
Passenger Sales Manager Assistant Pax Sales Manager Sales Promotional Officer.
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.
/PSM (CS) and APSM make the sales target’s allocation to the SPOs.
SPOs make their workings in getting the targets achieved.
Reference Document
01 : 03 : 2
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SOP for making an Annual Sales Plan for District Offices in terms of Pax Sales.
en by the Head Office in a systematic manner.
The targets are then classified in terms of seasonality, Agents’ profile and booking office’s targets.
and APSM make the sales target’s allocation to the SPOs.
MARKETING
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3.2 SOP for Allocation of Sales Targets among Sales Promotional Officers / Selling Outlets
I. Purpose
To ensure proper monitoring of the Station’s
II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• 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 sale
• SPOs are to further communicate
achieve the targets.
• PSM/SPOs of corporate sales follow up on corporate accounts business potential.
V. Reference Document
• N/A
VI. Related Records
• Targets allocation figures.• Related files.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Allocation of Sales Targets among Sales Promotional Officers / Selling
To ensure proper monitoring of the Station’s sales and targets given to the Sale Promotion Offices.
District Offices (Domestic/International)
Key Responsibilities
Passenger Sales Manager Assistant Manager Passenger Sales Sales Promotion Officers
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.
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.
eference Document
Targets allocation figures.
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SOP for Allocation of Sales Targets among Sales Promotional Officers / Selling
sales and targets given to the Sale Promotion Offices.
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 s activities along with PSM Corporate sales himself.
with their Sales agents/ selling outlets (PSA / GSA) in order to
PSM/SPOs of corporate sales follow up on corporate accounts business potential.
MARKETING
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3.3 SOP for Verifying the Sales Calls of Selling Outlets & Business gains Quantification (Validity Of Service)
I. Purpose
To ensure the proper monitoring of t
II. Scope
District Offices (Domestic/International) / Regional Management (Corporate Sales)
III. Key Responsibilities
• General Manager- Passenger Sales • Regional Manager –• District Manager/UUs• Passenger Sales Manager• Passenger Sales Manager • 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 classifiechannelized & 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 Sale
• 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 vdocuments and records of activities and revenue gains.
V. Reference Document
• N/A
VI. Related Records
• Targets allocation figures/Call Pattern / Reports• Related files.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
erifying the Sales Calls of Selling Outlets & Business gains Quantification Of Service)
To ensure the proper monitoring of the Station’s sales Sale activities & Revenue performance.
District Offices (Domestic/International) / Regional Management (Corporate Sales)
Key Responsibilities
Passenger Sales – Corporate Sales
ger/UUs Passenger Sales Manager Passenger Sales Manager -Corporate Sales. Assistant Manager Passenger Sales Sales Promotion Officers/SPOs (CS)
ger Corporate Sales gets approval of targets frorm G.M Passenger Sales.
e then further classified in terms of Corporate Houses vchannelized & 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 vdocuments and records of activities and revenue gains.
Reference Document
Targets allocation figures/Call Pattern / Reports
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erifying the Sales Calls of Selling Outlets & Business gains Quantification
he Station’s sales Sale activities & Revenue performance.
District Offices (Domestic/International) / Regional Management (Corporate Sales)
ger Corporate Sales gets approval of targets frorm G.M Passenger Sales.
d in terms of Corporate Houses visits, New Accounts,
DM, PSMs (CS) and APSM (CS) along with SPOs (CS) make calls to corporate houses and record s Call and Station Revenue records.
Stations activities and revenue gains are conveyed to Regional Manager Corporate Sales/G.M
From Head office Regional Management visits stations at least on quarterly basis to verify
MARKETING
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3.4 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
III. Key Responsibilities
• 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)/product proposition become Member
• On acceptance of Loyalty ProgAccounts.
• On acceptance of formal invitations,Coordinators (CTC) as their Program Coordinator.
• PSM (CS) forwards details of CTC’s along with nominati(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 flasthe assigned Corporate House and submit such information through the systems.
• On submission of KAM’s information password for filling out the Membe
• On submission of virtual form; system assigns New Enrollment Number (NE#) to the Company as applicant.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for making Corporate Accounts Members of PIA A+ Executive Virtual
Incorporating listed Companies to PIA Corporate Loyalty Program ‘A+ Executive’
District offices/Regional Management Corporate Sales
Key Responsibilities
General Manager Passenger Sales Regional Manager Corporate Sales
Passenger Sales Manager Corporate Sales Sr./Sales Promotional Officer Corporate Sales
PSM (CS)/APSM (CS)/Sr./SPO (CS) Select the listed Corporate Accountproduct proposition become Member.
Loyalty Program, formal invitation is forwarded to willing Corporate
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.
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SOP for making Corporate Accounts Members of PIA A+ Executive Virtual
Incorporating listed Companies to PIA Corporate Loyalty Program ‘A+ Executive’.
SPO (CS) Select the listed Corporate Account and present the
, formal invitation is forwarded to willing Corporate
Corporate Accounts nominate their Company Travel
on of PIA Key Account Manager
Regional Manager Corporate Sales through the system assigns company to nominated
hes email to respective KAM for their further inputs regarding the assigned Corporate House and submit such information through the systems.
system intimates to CTC temporary login &
On submission of virtual form; system assigns New Enrollment Number (NE#) to the
MARKETING
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• On data verification of filled forms Company is made member of A+ Executive Program and assigned membership number and necessary guidsystem.
V. Reference Document
• N/A
VI. Related Records
• N/A
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
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
Reference Document
01 : 03 : 6
Rev # : 02
August 27, 2015
On data verification of filled forms Company is made member of A+ Executive Program and elines for managing the program through
MARKETING
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3.5 SOP for Resource Planning (Infrastructure, Equipment, Human Resources).
I. Purpose
To facilitate the better functioning of the District Offices.
II. Scope
• District Offices (Domestic/International)
III. Key Responsibilities
• 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 Man
• P&L then acquires the resources on their behalf and send the same to the offices.
V. Reference Document
• N/A
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Resource Planning (Infrastructure, Equipment, Human Resources).
facilitate the better functioning of the District Offices.
District Offices (Domestic/International)
Key Responsibilities
GM Passenger Sales
Procurement & Logistics Department.
nitiate 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
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.
Reference Document
01 : 03 : 7
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August 27, 2015
SOP for Resource Planning (Infrastructure, Equipment, Human Resources).
DM then forwards the request to the GM Pax Sales if that resource allocation exceeds his/her
agement’s approval.
P&L then acquires the resources on their behalf and send the same to the offices.
MARKETING
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VI. Related Records
• Minutes. • Capital Sanctioning Receipts.• Vouchers.
3.6 SOP for Determining Training Requirement fo
I. Purpose
To keep acquainted the district office personnel with the latest developments in the aviation world.
II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• 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 plto 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
V. Reference Document
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Capital Sanctioning Receipts.
SOP for Determining Training Requirement for District Office Personnel
To keep acquainted the district office personnel with the latest developments in the aviation world.
District Offices (Domestic/International)
Key Responsibilities
All Managers at District level. Manager Training & Development (Sales)
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 pl
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.
Head is to evaluate their post training performance and coordinate with the DM and Manager Training & Development for a re-training if desires so.
Reference Document
01 : 03 : 8
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r District Office Personnel
To keep acquainted the district office personnel with the latest developments in the aviation world.
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
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.
Head is to evaluate their post training performance and coordinate with the DM and Manager
MARKETING
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• Training & Development
VI. Related Records
• Training records.
3.7 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 Offices (Domestic/International)
III. Key Responsibilities
• 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 per
• Any discount beyond standing approvals isfor Management’s approval.
V. Reference Document
• N/A
VI. Related Records
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Training & Development Chapter
OP for Planning the Group Handling Request/Discounts.
To increase the group traveling and to meet the market competition for augmenting the revenue.
District Offices (Domestic/International)
Key Responsibilities
Passenger Sales Manager Asst. Passenger Sales Manager Sales Promotion Officer
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.
discount beyond standing approvals is sent by PSM / APSM to respective route for Management’s approval.
Reference Document
01 : 03 : 9
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To increase the group traveling and to meet the market competition for augmenting the revenue.
Request is received by Station and retrieved by SPO from the Travel Agents / Commercial houses.
missible to the Stations.
respective route managers
MARKETING
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• Agents’ requests. • Approval files.
3.8 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 Offices (Domestic/International)
III. Key Responsibilities
• 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
• An e-mail will be flashed to ABACUS to update capping in accordance to final assessment of
superior officer.
V. Reference Document
• A: PSA/GSA Domestic and international bank guarantee -Daily sales summary (Source IATA BSP and ABACUS) • A: IATA/BSP Agents
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
rovisioning of Revenue Documents/ Ticket Documents based on Periodic
To ensure the availability as well as the timely provisioning of the revenue documents.
District Offices (Domestic/International)
ties
Pax Sales Manager Asst. Passenger Sales Manager
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
mail will be flashed to ABACUS to update capping in accordance to final assessment of
Reference Document
Domestic and international bank guarantee sales summary (Source IATA BSP and ABACUS)
A: IATA/BSP Agents
01 : 03 : 10
Rev # : 02
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rovisioning of Revenue Documents/ Ticket Documents based on Periodic
To ensure the availability as well as the timely provisioning of the revenue documents.
BSP agents/PSA/GSAs will send their ticket stock requisition either in form of letter or electronic
recommend TOP UP/SUPLY/ REVOLVING capping limit of e-tickets.
mail will be flashed to ABACUS to update capping in accordance to final assessment of
MARKETING
Controlled Copy - Do not duplicate without prior permission
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-ticketEmail notification for updating for e
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Domestic bank guarantee and last year average 05 week sale to ascertain international bank
Daily sales summary (Source IATA BSP and ABACUS)
ticket requisition letter/email Email notification for updating for e-ticket capping
01 : 03 : 11
Rev # : 02
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Domestic bank guarantee and last year average 05 week sale to ascertain international bank
MARKETING
Controlled Copy - Do not duplicate without prior permission
3.9 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)
III. Key Responsibilities
• 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 /passeService 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
• 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 aentered 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 timeby all stations.
• According to SOP interterm / final reply will be sent through Customer Services with a copy to Marketing Support.
V. Reference Document
Not applicable
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
.9 SOP for Handling Customer Complaints / Suggestions
To effectively and timely handling of all the complaints/suggestions received from the Network which Department Department.
District Offices (Domestic/International) Service Counters at the airports (Domestic/International)
Key Responsibilities
Concerned District Manager / Ticket Office Managers Dy. General Manager Marketing Support. Manager Customer Relations Manager PIA Contact Center
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
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
According to SOP interterm / final reply will be sent through Customer Services with a copy to
Reference Document
01 : 03 : 12
Rev # : 02
August 27, 2015
To effectively and timely handling of all the complaints/suggestions received from the Network which
All the complaints are forwarded to the Customer Relations through Secretariat/Website/Email/Postal Mail/Call Center/Chairman Office/Comment Cards which are
nger 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
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
ppropriate corrective/preventive measures are taken and then same are
The Dy. General Manager Marketing Support will monitor all the station’s complains related to ly resolution and ensuring that appropriate actions are taken
According to SOP interterm / final reply will be sent through Customer Services with a copy to
MARKETING
Controlled Copy - Do not duplicate without prior permission
VI. Related Records
• Complaint Management System database• Complaint’sRecords.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
int Management System database Complaint’sRecords.
01 : 03 : 13
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MARKETING
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3.10 SOP for Executing the Sales Plan (territory
I. Purpose
To facilitate the Sales force by disseminating the sales targets and its timely acquisition
II. Scope
• District Office (Domestic/International)
III. Key Responsibilities
• 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
• 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.
V. Reference Document
• N/A
VI. Related Records
• Sales targets. • Call patterns.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Executing the Sales Plan (territory wise) through Sales force.
To facilitate the Sales force by disseminating the sales targets and its timely acquisition
District Office (Domestic/International)
Key Responsibilities
Passenger Sales Manager Sales Promotion Officer
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
ent
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ise) through Sales force.
To facilitate the Sales force by disseminating the sales targets and its timely acquisition
All Sales force ensures periodic visits to assigned / any potential sales outlets.
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
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3.11 SOP for Sales “calls patterns”/ “call reports”
I. Purpose
To assist the SPOs in making their calls to the Sales agents/ Commercial houses.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
• 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
• 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 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.
V. Reference Document
• N/A
VI. Related Records
• SPOs’ Call Patterns• SPOs’ Call Reports.• Agent’s feedback form.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Sales “calls patterns”/ “call reports” and Agent’s feedback on PIA services
To assist the SPOs in making their calls to the Sales agents/ Commercial houses.
District Office (Domestic/International)
Key Responsibilities
Passenger Sales Manager Sales Promotion Officers.
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.
are distributed to agents at least once in a year 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.
eference Document
SPOs’ Call Patterns SPOs’ Call Reports. Agent’s feedback form.
01 : 03 : 15
Rev # : 02
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and Agent’s feedback on PIA services
To assist the SPOs in making their calls to the Sales agents/ Commercial houses.
Both “Call pattern” and “Call reports” are discussed at the end of the day / subsequent morning in
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.
MARKETING
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3.12 SOP for Reporting Sales Performance to Regional
I. Purpose
To convey the district offices’ proceedings in terms of sthe Head Office.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
• 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
Pakistan /GM Passenger Sales on regular basis or as per Head office requirements.
• Regional manager summary with his feedback and submits it to the GM Passenger Sales.
• GM Passenger Sales reviews and then submitrequired adjustments.
V. Reference Document
• N/A
VI. Related Records
• Sales performance • Concerned Regional manager
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Reporting Sales Performance to Regional Managers/GM Pax. Sales
To convey the district offices’ proceedings in terms of sales performance and any other reservation to
District Office (Domestic/International)
Key Responsibilities
Passenger Sales Manager Asst. Passenger Sales Manager
Manager (Pakistan)
DM along with PSM and APSM communicates the sales performances to the Pakistan /GM Passenger Sales on regular basis or as per Head office requirements.
(Pakistan) reviews the Station’s performance / proposals ansummary 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.
Reference Document
Sales performance reports. Regional manager’s reports.
01 : 03 : 16
Rev # : 02
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Managers/GM Pax. Sales
ales performance and any other reservation to
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.
(Pakistan) reviews the Station’s performance / proposals and prepares a
them to the Management for their perusal /
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3.13 SOP for Passenger Handling at Booking Offices
I. Purpose
To ensure that, maximum facilitation is provided to the in
II. Scope
• District Offices (Domestic/International)• Service Counters at the airports(Domestic/International)
III. Key Responsibilities
• Ticket Office Manager• Shift In-charge/Duty Officers
IV. Procedure.
• Customer gets a Que
• Upon his turn he interacts
• 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
• 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.
V. Reference Document
• N/A
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Passenger Handling at Booking Offices
To ensure that, maximum facilitation is provided to the in-coming passengers within minimum time limit.
omestic/International) Service Counters at the airports(Domestic/International)
Key Responsibilities
Ticket Office Manager charge/Duty Officers
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.
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.
Reference Document
01 : 03 : 17
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coming passengers within minimum time limit.
ticketing) and refund process (PRT) are handled by the counter staff. (He / she 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.
MARKETING
Controlled Copy - Do not duplicate without prior permission
VI. Related Records
• Que-Matic Reports
MARKETING DEPARTMENT MANUAL
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01 : 03 : 18
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3.14 SOP for Handling Prepaid Ticket Advice. (PTA)
I. Purpose
To handle PTA requests effectively.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
• 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.
V. Reference Document
• Passenger Services Conference Resolution Manual
VI. Related Records
• PTA records
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for Handling Prepaid Ticket Advice. (PTA)
Purpose
To handle PTA requests effectively.
Scope
District Office (Domestic/International)
Key Responsibilities
DGM Marketing Support
Reservation & Ticketing Officer
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.
confirmation to the issuing office after a ticket has been collected.
Reference Document
Passenger Services Conference Resolution Manual
Related Records
SOP VOIDED
01 : 03 : 19
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The station where the PTA is sent contacts the person to get a ticket against the authority / PTA.
confirmation to the issuing office after a ticket has been collected.
MARKETING
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3.15 SOP for Handling Re
I. Purpose
To facilitate the passenger in terms of re
II. Scope
• District Office (Domestic/International)
III. Key Responsibilities
• District Manager • DGM Marketing Support• Counter Staff • Cashier
IV. Procedure
• Passenger requests for a rebooking/reservation counter.
• Dealing RTO will suggest re
availability of seats or any other ope
• The RTO (counter staff) will request a copy of the issued ticket and passport from the passenger for processing the re
• At acceptance, RTO processes re
• Passenger preferring refund will acquire the due refunds from concerned Travel Agents / PIA booking offices.
V. Reference Document
• Passenger Services Conference Resolution Manual
VI. Related Records
• Ticket documents. • Cash receipts.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for Handling Re-routing / Change of Class Request.
To facilitate the passenger in terms of re-routing / change of class arrangements.
District Office (Domestic/International)
Key Responsibilities
DGM Marketing Support
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.
ng refund will acquire the due refunds from concerned Travel Agents / PIA
Reference Document
Passenger Services Conference Resolution Manual
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routing / change of class arrangements.
routing/ change of class facility on his/her turn at the
routing or change of class of class to passenger in case of non
The RTO (counter staff) will request a copy of the issued ticket and passport from the passenger
ng refund will acquire the due refunds from concerned Travel Agents / PIA
MARKETING
Controlled Copy - Do not duplicate without prior permission
3.16 SOP for Ticket Delivery at Passe
I. Purpose
To properly implement the ticket delivery at the Customer’s doorstep. II. Scope
District Offices (Domestic)
III. Key Responsibilities
• Contact Center
• Booking Offices
• Speedex
• Finance.
IV. Procedure
The following conditions apply with refe
• 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 availabloffered to customers.
• Once reservation is created by Call Center agent, PNR will be outbound team. Call Centre will call back the customer and verify/incorporany.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Ticket Delivery at Passenger’s doorstep.
To properly implement the ticket delivery at the Customer’s doorstep.
District Offices (Domestic)
Key Responsibilities
Booking Offices
The following conditions apply with reference to the application of this SOP:
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.
Customer wishing to avail the service may select the option at IVR (Interactive Voice Responder) ll 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 outbound team. Call Centre will call back the customer and verify/incorpor
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This service would not cover tickets with open / request reservation status. Tickets to be issued/ delivered by/at designated domestic stations only.
Customer wishing to avail the service may select the option at IVR (Interactive Voice Responder) ll be connected to Call Center agent who will create reservations with following details:
Name, Sectors/Segment, Contact numbers, Delivery address (home/office), relevant remarks
e in desired date and class, first available alternate will be
placed on Reservation Queue to outbound team. Call Centre will call back the customer and verify/incorporate the missing details, if
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• The said PNR will then be placed onSame PNR will also be printed at concerned PIA booking office remotely.
• Call Center will convey delivery time i.e. two hou
changes in PNR as per PIA reservation policy.
• The service is applicable for confirmed segmentscustomer 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
• Once PNR is received in Qthe ticket.
• The Ticketing Staff will hand over theas 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.
MARKETING DEPARTMENT MANUAL
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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/customer will be diverted to booking offices.
s reward tickets, the customers’ request will be processed according to laid down
Awards Plus agent will print authority and PNR on concerned booking office printer and will also 499 with Pic Code 14 relevant Queue.
NG OFFICES:
Dedicated staff and fully equipped desk will be maintained during booking office timings
Once PNR is received in Q-499 and printed on the hard copy printer, the ticketing staff will issue
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 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 cute Speedex booking by generating a Consignment Note.
A copy of the consignment note will be handed over to Ticketing Staff.
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499 with Pic Code 14 of concerned PIA booking office. Same PNR will also be printed at concerned PIA booking office remotely.
rs and other conditions of cancellation and
or tickets with open/ waitlisted status; the
s reward tickets, the customers’ request will be processed according to laid down
Awards Plus agent will print authority and PNR on concerned booking office printer and will also
during booking office timings.
499 and printed on the hard copy printer, the ticketing staff will issue
ticket to Speedex Point Man along with the following details
Address and telephone number of the customer to whom the ticket has to be delivered to.
Speedex will provide list of the contact persons in its network as the Point Men in booking offices
Speedex “Point Man” on receipt of information after due documented acknowledgement will
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• Speedex Point Man will then generate a delivery/run sheet, whereby in the consignee name column, amount to be collected at t
• 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 handprinter option.
• Speedex couriers will deliver “Point Man”.
• At the time of delivering the tickets, Speedex couriers will;
i. Collect cash or accept credit card and after dueticket 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 r
• 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.
• Ticket Office Manager
effective delivery of tickets to customers at door steps.
FINANCE:
• ASRs Closures/Cash Counter Functions:
i. Daily ASR along with cash/Credit Card Charge Form would be submitted to the Counter Cashiers be
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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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
Speedex couriers delivering the ticket will carry hand-held device for credit card acceptance with
Speedex couriers will deliver the ticket within three hour of taking over of
f delivering the tickets, Speedex couriers will;
Collect cash or accept credit card and after due clearance of the credit card, dticket to the customer Obtain customer’s acknowledgement for receipt as per Speedex procedures.
s 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.
eedex 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.
Ticket Office Manager will monitor and evaluate these sheets/receipts on weekly basis to ensure effective delivery of tickets to customers at door steps.
ASRs Closures/Cash Counter Functions:
Daily ASR along with cash/Credit Card Charge Form would be submitted to the Counter Cashiers before the closure of shift.
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Speedex Point Man will then generate a delivery/run sheet, whereby in the consignee name he 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
held device for credit card acceptance with
hour of taking over of the tickets from Speedex
clearance of the credit card, deliver the
Obtain customer’s acknowledgement for receipt as per Speedex procedures.
s will then hand over the run sheets along with cash or credit card receipts to the
Speedex Point Man will hand over the cash/credit card receipt to the designated staff at the
eedex 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,
ate these sheets/receipts on weekly basis to ensure
Daily ASR along with cash/Credit Card Charge Form would be submitted to the Counter
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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 CounterCashiers 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
v. After receipt of Cash/Credit Card charge forms from the “Point Man”, the Cashier would settle the outstanding ASRs.
V. Reference Documents
• PIA Queues Manual
VI. Related Records
• Ticket delivery record• LOG MKT/LOG/001
:
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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In cases where the couriers are not able to return to the Booking Offices before the closure of shifts, the following would be followed:
The sales staff will close their ASRs and hand over the sales proceeds to the CounterCashiers along with copies of consignments notes against which the payment has not been received.
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.
After receipt of Cash/Credit Card charge forms from the “Point Man”, the Cashier would settle the outstanding ASRs.
Reference Documents
PIA Queues Manual
Ticket delivery record LOG MKT/LOG/001
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In cases where the couriers are not able to return to the Booking Offices before the
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
In such cases the payment will be made by the “Point Man” directly to the Cashiers mentioned procedure.
After receipt of Cash/Credit Card charge forms from the “Point Man”, the Cashier would
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3.17 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)
III. Key Responsibilities
• DM • PSM • In charge Visa Cell
IV. Procedure
• Agents forward the visa 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 t
V. Reference Document
• N/A
VI. Related Records
• Visa requests. • Covering letters to the Consulate.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
or Handling Visa Requests.
To effectively manage and process visa requests for Umra, Malaysia, and few other countries.
District Offices (Domestic)
Key Responsibilities
Agents forward the visa requests for individuals / groups and submit it to the Visa cell through the
After checking of the documents as per the requirement of concerned Consulate / Embassy, these are submitted to the respective countries Visa office.
up with the visa cell for the visa information to the concerned Agent.
Reference Document
Covering letters to the Consulate.
01 : 03 : 25
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To effectively manage and process visa requests for Umra, Malaysia, and few other countries.
requests for individuals / groups and submit it to the Visa cell through the
After checking of the documents as per the requirement of concerned Consulate / Embassy, these
he visa cell for the visa information to the concerned Agent.
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MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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01 : 03 : 26
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3.18 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 ( Competitiv
• PSM
• APSM
• SPOs.
Procedure
• Concerned Management / 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 al
• SPOs confirm the receipt of such electronic communication and further ensure through distributing hard copies of such circulars / volumes.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for Dissemination of Timely Information at Station level.
y information to all selling outlets till filling of information in the systems.
District Offices (Domestic/ International)
General Manager Pax Sales
Manager( Concerned territory)
t Manager ( Competitive Analysis)
Concerned Management / Regional Manager advise the change in fares, policies or selling
P Manager Competitive Analysis processes filling of above systems through ATPCO, “Airprice” etc.
l 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.
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SOP for Dissemination of Timely Information at Station level.
y information to all selling outlets till filling of information in the systems.
Manager advise the change in fares, policies or selling
P Manager Competitive Analysis processes filling of above systems through ATPCO, “Airprice” etc.
l reflection of this information in systems, Manager Competitive Analysis informs the changes to
PSM / APSM disseminate information sent by Manager Competitive Analysis in the form of station
SPOs confirm the receipt of such electronic communication and further ensure through distributing
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Reference Document
• SABRE Air Price Manual Related Records
• Volumes • Circulars
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SABRE Air Price Manual
01 : 03 : 28
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3.19 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)
III. Key Responsibilities
• 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 Sale
• 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.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Reporting Sales Proceeds.
Reporting and settlement of PIA sales proceeds by all selling outlets. (Booking offices, PIA Satellite Offices, IATA Agents, PSAs, GSAs, DSAs)
PIA District Offices (Domestic / International)
Key Responsibilities
Passenger Sales Manager
All Selling outlets shall report Sale proceeds on periodic basis and shall make settlement on s 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.
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.
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Reporting and settlement of PIA sales proceeds by all selling outlets. (Booking offices, PIA
All Selling outlets shall report Sale proceeds on periodic basis and shall make settlement on
Finance Manager shall process / report instruments of settlements for payment / clearance.
Invariably, Finance Manager shall report Sales to Pax revenue department.
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V. Reference Documents
• N/A
VI. Related Records • SAR • Sales Reports ( R1, R2, R10, R11)
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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Reference Documents
Related Records
Sales Reports ( R1, R2, R10, R11)
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3.20 SOP for Monitoring Sales Performance with Assigned
I. Purpose
To monitor the performance of Stations in line with the targets assigned to them.
II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• 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 actmaking maximum number of marketing calls.
V. Reference Document
• N/A VI. Related Records
• Call reports • Call patterns
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Monitoring Sales Performance with Assigned Targets
To monitor the performance of Stations in line with the targets assigned to them.
Offices (Domestic/International)
Key Responsibilities
Passenger Sales Manager Asst. Passenger Sales Manager Sales Promotion Officer(s)
DM determines the schedule for monitoring the station’s sales performance.
mance 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.
Reference Document
01 : 03 : 31
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Targets
To monitor the performance of Stations in line with the targets assigned to them.
DM determines the schedule for monitoring the station’s sales performance.
mance 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
ivities of the agents through the sales targets by
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3.21 SOP for Monitoring the Queue Timings of the Passengers at the District Of
I. Purpose
To better assist the passengers in getting their job done without getting delayed.
II. Scope
District offices (Domestic/International).
III. Key Responsibilities
• District Manager • DGM Marketing Support• TOM / 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 counters.
V. Reference Document
• N/A
VI. Related Records
• Quematic timings slip
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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SOP for Monitoring the Queue Timings of the Passengers at the District Of
To better assist the passengers in getting their job done without getting delayed.
District offices (Domestic/International).
Key Responsibilities
DGM Marketing Support In charge
y 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
TOM is to visit all the counters from time to time to get acquainted
Reference Document
slip.
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SOP for Monitoring the Queue Timings of the Passengers at the District Office.
To better assist the passengers in getting their job done without getting delayed.
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
to get acquainted with the workings of the
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• Customer complains for being delayed handled.
3.22 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)
III. Key Responsibilities
• 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.
V. Reference Document
• N/A
VI. Related Records
• Uniforms’ requests • Uniforms’ acknowledgements.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Customer complains for being delayed handled.
oring the Staff Appearance.
To monitor the staff appearance as per the given rules and regulations.
District offices (Domestic/International)
Key Responsibilities
DGM Marketing Support charge Uniform Cell.
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.
Reference Document
Uniforms’ acknowledgements.
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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
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3.23 SOP for Monitoring the Shift Performance.
I. Purpose
To monitor the regularity of the staff shifts in the district offices.
II. Scope
District Offices (Domestic/International)
III. Key Responsibilities
• DGM Marketing Support• Duty Officer / Shift-In charge
IV. Procedure
• Duty Officer is to monitor the staff performance through freq
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
V. Reference Document
• N/A
VI. Related Records
• Training Records.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Monitoring the Shift Performance.
ularity of the staff shifts in the district offices.
District Offices (Domestic/International)
Key Responsibilities
DGM Marketing Support In charge
Duty Officer is to monitor the staff performance through frequent visits as well as number of against each and every employee.
Duty Officer monitors the performance through the Quematic system by analyzing the average time spent on each passenger.
anager is to monitor staffs’ performance by checking their training records.
Reference Document
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uent visits as well as number of
Duty Officer monitors the performance through the Quematic system by analyzing the average time
ormance by checking their training records.
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• Number of Complain
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Number of Complaints.
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3.24 SOP for Reviewing Training Effectiveness of District Office Personnel.
I. Purpose
To facilitate Manager Trainingoffice personnel.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
• District Manager • Passenger Sales Manager• Asst. Passenger Sales Manager• DGM Marketing Support• Manager Training & Development.
IV. Procedure
• Manager Training & effectiveness of the training arranged by Manager T&D.
• DM or his/her area head will complete the with 15 days of receipt of such
• 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 poperformance review conducted by the
• 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 Traitraining(s) program
• 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
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
SOP for Reviewing Training Effectiveness of District Office Personnel.
To facilitate Manager Training & Development (Sales) in evaluating training effectiveness of district
District Office (Domestic/International)
Key Responsibilities
Passenger Sales Manager Asst. Passenger Sales Manager DGM Marketing Support Manager Training & Development.
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 poperformance 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 th accordingly.
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.
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SOP for Reviewing Training Effectiveness of District Office Personnel.
& Development (Sales) in evaluating training effectiveness of district
evelopment will send a Performa to the District Manager to access the
igned copy to manager T&D
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
DM is to assess the training requirements of the district office’s personnel through close monitoring
ning & Development (Sales) to arrange the required
the training request is for the Institution other than the PIA Training Center (PTC), the case is
cases for Management approval in terms of trainings.
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V. Reference Document
• Training & Development
VI. Related Records
• Training records at the district offices.
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
Do not duplicate without prior permission.
Reference Document
Training & Development Chapter
Training records at the district offices.
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3.25 SOP FOR FORI (ری��) Fori )ری��( ticket is a new form of ticketing payment that would be done through the extensive network of Easypaisa outlets and Telenor Franchise throughout the country on 24/7 basis. In order to avail the Fori ری��(steps process. Note: All other policies and procedures will be same as for Eoffice/outlet etc.
STEP1: The customer will contact PIA Call Centre for desired booking.
STEP2: Call Centre will collect all relevant data cell number
STEP3: System will generate SMS conveying PNR to customer
STEP4: Payment will be made by showing PNR at any Easypaisa outlet or Telenor Franchise
STEP 5: Customer will receive payment acknowledgement in form of SMS from Tameer Bank.
STEP6: Customer will re
STEP7: Customer can take print of points (PIA WEB:Sales office/ & CNIC/Photo ID
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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) TICKET
ticket is a new form of ticketing payment that would be done through the extensive network of Easypaisa outlets and Telenor Franchise throughout the country on 24/7 basis.
��ری( ticket facility the customer has to follow the below mentioned seven
All other policies and procedures will be same as for E-ticket issued from any other
The customer will contact PIA Call Centre for desired booking.
: Call Centre will collect all relevant data insisting on customer cell number
: System will generate SMS conveying PNR to customer
: Payment will be made by showing PNR at any Easypaisa outlet or Telenor Franchise
Customer will receive payment acknowledgement in form of SMS from Tameer Bank.
Customer will receive VCR number through an SMS from PIA.
Customer can take print of ticket from any one of the following (PIA WEB: WWW.PIAC.COM.PK Home Printer/
PIA Service Counters at the Airports & CNIC/Photo ID)
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ticket is a new form of ticketing payment that would be done through the extensive network of Easypaisa outlets and Telenor Franchise throughout the country on 24/7 basis.
lity the customer has to follow the below mentioned seven
ticket issued from any other
The customer will contact PIA Call Centre for desired booking.
insisting on customer
: System will generate SMS conveying PNR to customer
: Payment will be made by showing PNR at any Easypaisa outlet or
Customer will receive payment acknowledgement in form of SMS
ceive VCR number through an SMS from PIA.
from any one of the following Cyber Café, PIA by showing PNR
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INTERNAL WORK FLOW FOR FORI
PIA Customer
Re
qu
est f
or R
ese
rv
atio
n
Makes Reservation &
Give Option for Payment
Shows SMS Received from PIA
Give Receipt/SMS of Payment
PIA Call Center
MARKETING DEPARTMENT MANUAL
CHAPTER 1
PASSENGER SALES
Doc #: MKT/MM/02
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INTERNAL WORK FLOW FOR FORI ری��
PIA Fori Ticket
Server
Telenor Agent
Shows SMS Received from PIA
Give Receipt/SMS of Payment
Received
1.Confirm Fare
2.Request to Generate VCR
1.Give Fare Detail
2. Generate VCR
Sabre Reservation System
SMS service
1.Code+Fare+Sector
2. On VCR Generation PNR + FARE
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��ری TICKET
Fori Ticket
Server
Telenor/Tameer
EasyPaisa Network
2.Request to Generate VCR
1.Give Fare Detail
2. Generate VCR
PIA WebService for
Fori Ticket
1.Request for Fare
2. Request to generate VCR
(transaction Detail)
.Code+Fare+Sector
. On VCR Generation PNR + FARE
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SOP for PIA in-house operations for the Fori 1. CALL CENTRE
• Call Centre will collect all relevant data insisting the customer on providing cell number.• PIA system will generate PNR, which will be conveyed to customer on phone while holding
the call and later throu• All complaints/queries will come to Call Centre; those complaints that cannot be resolved by
the call center agent shall be directed to Duty Supervisor Call generated application to solve issue and release VCR.
• Transactions logs will be maintained by IT and will be available to Competent Authority where required.
2. FINANCE
• Tameer Bank will submit daily sales & collection report at below format by 1000
TRANSACTION ID
TRANSACTION DATE
11212121 21-05-2012
• In addition thereto, a confirmation e
permissible commission in PIAC account will also be sent to frequency.
• All Fori )ری��( ticket sales will be booked under head of account 21088Receivable.
• IT Department will ensure ASR closing of Fori ticket transaction till 23:50 pm daily through system.
• By the 5th of each month, Tameer Bank will submit a consolidticket wise breakup of fare & taxes and commission deducted thereon, whereby PIAC will recall the commission paid on refunded tickets.
MARKETING DEPARTMENT MANUAL
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Doc #: MKT/MM/02
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e operations for the Fori )ری��( ticket will be as follows:
Call Centre will collect all relevant data insisting the customer on providing cell number.PIA system will generate PNR, which will be conveyed to customer on phone while holding the call and later through SMS. All complaints/queries will come to Call Centre; those complaints that cannot be resolved by
agent shall be directed to Duty Supervisor Call center, who will use IT generated application to solve issue and release VCR.
logs will be maintained by IT and will be available to Competent Authority
Tameer Bank will submit daily sales & collection report at [email protected] format by 1000 hrs. daily:-
TRANSACTI
TRANSACTION TYPE
PNR
TICKET NO.
AMOUNT CREDITED TO PIAC
2012 SALES ABCDEF
214XXX
XXXX
In addition thereto, a confirmation e-mail regarding credit of amount after deduction of permissible commission in PIAC account will also be sent to [email protected]
ticket sales will be booked under head of account 21088
IT Department will ensure ASR closing of Fori ticket transaction till 23:50 pm daily through
of each month, Tameer Bank will submit a consolidated sales report alongticket wise breakup of fare & taxes and commission deducted thereon, whereby PIAC will recall the commission paid on refunded tickets.
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ticket will be as follows:-
Call Centre will collect all relevant data insisting the customer on providing cell number. PIA system will generate PNR, which will be conveyed to customer on phone while holding
All complaints/queries will come to Call Centre; those complaints that cannot be resolved by , who will use IT
logs will be maintained by IT and will be available to Competent Authority
[email protected] on the
AMOUNT CREDITED TO
CURRENCY
XXXX PKR
mail regarding credit of amount after deduction of [email protected] on daily
ticket sales will be booked under head of account 21088- Easypaisa Pakistan
IT Department will ensure ASR closing of Fori ticket transaction till 23:50 pm daily through
ated sales report along with ticket wise breakup of fare & taxes and commission deducted thereon, whereby PIAC will
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4. FARE FILLING Approved fares with applicable taxes inclusive passenger service fee (system/PCC (KQC) for smooth operation of ticketing service by designated RM fare filling team. Note: All other policies and procedures will be same as for Eoffice/outlet etc.
MARKETING DEPARTMENT MANUAL
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Doc #: MKT/MM/02
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Approved fares with applicable taxes inclusive passenger service fee (YR) shall be updated in the system/PCC (KQC) for smooth operation of ticketing service by designated RM fare filling team.
All other policies and procedures will be same as for E-ticket issued from any other
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YR) shall be updated in the system/PCC (KQC) for smooth operation of ticketing service by designated RM fare filling team.
ticket issued from any other
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Doc #: MKT/MM/02
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APPENDIX
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Doc #: MKT/MM/02
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DEPARTMENT MANUAL
PASSENGER SALES
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MARKETING DEPARTMENT MANUAL
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MKT/FORM/001
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S.No Date Ticket No
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Week 1:Average Time
Log of Ticket Delivery at Door Step for the Month _________,_____ Station:______________
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Pax Name Ticket Pick TimeTicket Delivery
Time
Total Time
Week 2: Week 3: Week 4:
TOM Signature with stamp:________________________________
T. Average/month =
Log of Ticket Delivery at Door Step for the Month _________,_____ Station:______________
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MKT/LOG/001
Total Time
TakenAmount Signature
TOM Signature with stamp:________________________________
T. Average/month =
Log of Ticket Delivery at Door Step for the Month _________,_____ Station:______________
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MARKETING DEPARTMENT MANUAL
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