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How SpiceJet's CIO Found An

Innovative Way To Lower Staff Costs
Falls India's second largest low-fare airline, spice jet
Spice jet is owned by Kalanithi Marans sun group
In the month of March- September the fair price decline it
created the trouble for low cost airline.
It led to fierce competition and a low-margin business are
forcing airlines to cut costs and optimize resources.
Spice Jet had introduced new routes, need more IT staff to
manage ground IMS operations.

There was only two option: outsource airport support, or hire a
huge army of support engineers, every time a new station is
Airport support is a 20-hr job, divided into 2 and half hr, shift of
8 hrs each. They would require at least 5 to 6 IT personnel in
every airport adding up to a packed 300-member. And it would
multiply as and when new routes are introduced.
Mr. Pal decided to form a band of IT champions.
They picked IT champions from SpiceJets Delhi office where a
one week induction training of new hires airport customer
service agents was going on.
IT champions were selected on the basis of elementary
parameters ranging from the way they kept or handled their
computer systems and their inclination and interest towards
technology at the check-in counters.
Training was given on basic IT support operations.
At any particular airport, there are multiple service providers
that support execs have to link with.
For instance, in case theres an error while printing boarding
passes at the check-in counter, the SpiceJet customer support
staffnow also IT championsis equipped to troubleshoot it.
The IT champions have given SpiceJet more than just efficient
If Mr. Pal had not taken the IT champion route a team of 30,
SpiceJet would have had to recruit about 300 IT staffers at all
the airports.