M Controlled copy: do not duplicate without pr MARKET MARKETING DEPARTMENT MANUAL CHAPTER 0 Doc #: MKT/MM/02 rior permission. TING DEPARTME MANUAL 00 : 00 : 0 Rev # : 01 Jan 21, 2015 ENT
MARKETING
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MARKETING
MARKETING DEPARTMENT MANUAL
CHAPTER 0
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MARKETING DEPARTMENTMANUAL
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DEPARTMENT
MARKETING
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MARKETING DEPARTMENT MANUAL
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MARKETING
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DOCUMENT AVAILABILIT
Control of this Manual is with the DGM Audit Compliance & Standards/DQMR (Marketing). This document is
accessible to all Marketing Department
MARKETING DEPARTMENT MANUAL
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DOCUMENT AVAILABILITY
Control of this Manual is with the DGM Audit Compliance & Standards/DQMR (Marketing). This document is
employees through the PIAC Corporate Website for ready reference.
00 : 00 : 2
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Jan 21, 2015
Control of this Manual is with the DGM Audit Compliance & Standards/DQMR (Marketing). This document is
te Website for ready reference.
MARKETING
Controlled copy: do not duplicate without prior
Since the name of the Department has been changed from Marketing Department to
Department vide Personal Order No. 065/2012; dated May 30, 2012.
It is therefore significant to mention that kindly read
Department. You may find the word “Marketing or Marketing Department” in several places, it is also
advised to take this as Marketing Department.
MARKETING DEPARTMENT MANUAL
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o not duplicate without prior permission.
Disclaimer
Since the name of the Department has been changed from Marketing Department to
Department vide Personal Order No. 065/2012; dated May 30, 2012.
It is therefore significant to mention that kindly read this Manaul as the Manual for
find the word “Marketing or Marketing Department” in several places, it is also
Department.
Manager
Departmental Quality Control
Marketing
00 : 00 : 3
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Since the name of the Department has been changed from Marketing Department to Marketing
Manaul as the Manual for Marketing
find the word “Marketing or Marketing Department” in several places, it is also
Manager
partmental Quality Control
Marketing Department
MARKETING
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0.1 INDEX
REVISION 0
Part Title
0.1 List of Effective Pages
0.2 Records of Revision
2 Table of contents
3 Marketing Department Organogram
4 The Organization; Departmental Profile
5 District Office Organogram
MARKETING DEPARTMENT MANUAL
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0.1 INDEX / LIST OF EFFECTIVE PAGES
REVISION 01/ EFFECTIVE FROM JAN 22, 2015
Title Effective
Pages
Revision
No.
0-3 01
4-7 01
8-10 01
Organogram 11-11 01
The Organization; Departmental Profile 12-16 01
gram 17-17 01
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Revision Date
Jan 21, 2015
Jan 21, 2015
Jan 21, 2015
Jan 21, 2015
Jan 21, 2015
Jan 21, 2015
MARKETING
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0.2
CHAPTER 1:
CHAPTER 2
Edition
Number
Revision
Number
1st Edition Revision No. 0
1st Edition Revision No. 01
1st Edition Revision No. 02
2nd Edition Revision No. 00
2nd Edition Revision No. 01
Edit ion
Number
Revision
Number
1st Edition Revision No. 0
1st Edition Revision No. 01
1st Edition Revision No. 02
2nd Edition Revision No. 00
2nd Edition Revision No. 01
MARKETING DEPARTMENT MANUAL
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0.2 RECORD OF REVISIONS
CHAPTER 1: PASSENGER SALES
CHAPTER 2: MARKETING PLANNING
Issue
Date
Effective
Date Inserted By
March 01, 2010 October 02, 2006 Manager QA Sales
No. 01 July 01, 2010 July 01, 2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager DQC
00 Jan 21, 2013 Jan 21, 2013 Manager DQC
01 Jan 21, 2015 Jan 22, 2015 Manager DQC
Issue
Date
Effective
Date Inserted By
March 01,2010 October 02,2006 Manager QA Sales
July 01,2010 July 01, 2010 Manager DQC
July 01,2011 July 01,2011 Manager DQC
Jan 21, 2013 Jan 21, 2013 Manager DQC
Jan 21, 2015 Jan 22, 2015 Manager DQC
00 : 00 : 5
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Jan 21, 2015
Inserted By
Manager QA Sales
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
Inserted By
Manager QA Sales
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
MARKETING
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CHAPTER 3:
CHAPTER 4:
Edit ion
Number
Revision
Number
1st Edition Revision No. 0
1st Edition Revision No. 01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No.
Edition
Number
Revis ion
Number
1st Edition Revision No. 00
1st Edition Revision No. 01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No.
MARKETING DEPARTMENT MANUAL
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CHAPTER 3: REVENUE MANAGEMENT
CHAPTER 4: SCHEDULES & NETWORK PLANNING
Revision
Number
Issue
Date
Effective
Date Inserted By
No. 00 March 01, 2010 March 01, 2010 DGM QA Marketing
No. 01 July 01, 2010 July 01, 2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager DQC
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
No. 01 Jan 21, 2015 Jan 22, 2015 Manager DQC
Revis ion
Number
Issue
Date
Effective
Date Inserted By
No. 00 March 01, 2010 March 01, 2010 DGM QA Marketing
No. 01 July 01, 2010 July 01, 2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager DQC
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
No. 01 Jan 21, 2015 Jan 22, 2015 Manager DQC
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Jan 21, 2015
Inserted By
DGM QA Marketing
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
Inserted By
DGM QA Marketing
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
MARKETING
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CHAPTER
CHAPTER 5 (ANNEX A):
Edition
Number
Revis ion
Number
1st Edition Revision No. 00
1st Edition Revision No. 01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No.
2nd Edition Revision No. 02
Edition Number Revision Number
1st Edition Revision No.00
1st Edition Revision No.01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No.
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CHAPTER 5: INDUSTRY AFFAIRS
CHAPTER 5 (ANNEX A): TRAINING & DEVELOPMENT
Revis ion
Number
Issue
Date
Effective
Date Inserted By
No. 00 March 01, 2010 March 01, 2010 DGM QA Marketing
No. 01 July 01, 2010 July 01, 2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager DQC
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
No. 01 Jan 21, 2015 Jan 22, 2015 Manager DQC
Revision No. 02 July 15, 2015 July 15, 2015 Manager DQC
Revision Number Issue Date Effective Date
Revision No.00 March 01, 2010 March 01, 2010 Manager T&D
Revision No.01 July 01, 2010 July 01, 2010 Manager T&D
No. 02 July 01,2011 July 01,2011 Manager DQC
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
No. 01 Jan 21, 2015 Jan 22, 2015 Manager DQC
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TRAINING & DEVELOPMENT
Inserted By
DGM QA Marketing
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
Manager DQC-MKT
Inserted by
Manager T&D MKTG
Manager T&D MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC-MKT
MARKETING
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CHAPTER 6A: CARGO HANDLING
Edition Number Revision Number
1st Edition Revision No.00
1st Edition Revision No.01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No. 01
3rd Edition Revision No. 00
4th Edition Revision No. 00
CHAPTER 6B: CARGO SALES
Edition Number Revision Number
1st Edition Revision No.00
1st Edition Revision No.01
1st Edition Revision No. 02
2nd Edition Revision No.
2nd Edition Revision No. 01
2nd Edition Revision No. 02
MARKETING DEPARTMENT MANUAL
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CARGO HANDLING
Revision Number Issue Date Effective Date
No.00 01 Mar,2010 01 Mar,2010 DGM QA Marketing
No.01 01 Jul,2010 01 Jul,2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager DQC
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
Revision No. 01 Jan 15, 2015 Jan 15, 2015 Manager DQC MKT
Revision No. 00 Aug 15, 2014 Aug 15, 2014 DGM Cargo Operations
Revision No. 00 Jan 15,2015 Jan 15,2015 DGM Cargo
CHAPTER 6B: CARGO SALES
Revision Number Issue Date Effective Date
No.00 01 Mar,2010 01 Mar,2010 DGM QA Marketing
No.01 01 Jul,2010 01 Jul,2010 Manager DQC
No. 02 July 01,2011 July 01,2011 Manager
No. 00 Jan 21, 2013 Jan 21, 2013 Manager DQC
Revision No. 01 Jan 21, 2015 Jan 22, 2015 DGM Cargo Operations
Revision No. 02 July 14, 2015 July 14, 2015 DGM Cargo Operations
00 : 00 : 8
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Jan 21, 2015
Inserted by
DGM QA Marketing
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
Manager DQC MKT
DGM Cargo Operations
DGM Cargo Operations
Inserted by
DGM QA Marketing
Manager DQC-MKTG
Manager DQC-MKTG
Manager DQC-MKT
DGM Cargo Operations
DGM Cargo Operations
MARKETING
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TABLE OF CONTENTS
Job Rotation Policy
CHAPTER 1: PASSENGER SALES
Part 0 The Manual General The Organization
Part 1 Regional Management ProceduresPart 2 District Office Management ProceduresPart 3 Appendices
CHAPTER 2: MARKETING PLANNING
General Part 1 Procedures
CHAPTER 3: REVENUE MANAGEMENT
Part 1 Introduction Part 2 General Part 3 System Standards & Support Part 4 Pricing & Inventory ManagementPart 5 Inventory Control & OperationsPart 6 PIA Call Centre- Outsourced ActivityPart 7 Appendices
CHAPTER 4: SCHEDULES & NETWORK PLANNING
General Part 1 Procedures
CHAPTER 5: INDUSTRY AFFAIRS
Part 0 Introduction Part 1 Agency Affairs Section Procedures
MARKETING DEPARTMENT MANUAL
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TABLE OF CONTENTS
PASSENGER SALES
Regional Management Procedures District Office Management Procedures
MARKETING PLANNING
REVENUE MANAGEMENT
System Standards & Support Pricing & Inventory Management Inventory Control & Operations
Outsourced Activity
SCHEDULES & NETWORK PLANNING
INDUSTRY AFFAIRS
Agency Affairs Section Procedures
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MARKETING
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Part 2 International Affairs Section ProceduresPart 3 Commercial Agreements Section ProceduresPart 4 Audit Compliance & Standards Section ProceduresPart 5 Regulatory Affairs Section Procedures
CHAPTER 5 (ANNEX A): TRAINING & DEVELOPMENT
Part 0 The Manual General
Part 1 Pre-Training Part 2 Execution Phase Part 3 Post Training Part 4 Coordination with PIAPart 5 Records Part 6 Local Trainers Part 7 Appendices
CHAPTER 6: CARGO
Introduction
0.0 Title Page 0.1 List of Effective Pages 0.2 Table of Contents 0.3 The Organization 0.4 Profile
Annex 1 Cargo Handling Introduction Part 1 Profile of Cargo Division Part 2 Organogram of Cargo Division Part 3 Air Waybill Part 4 Payments Part 5 Acceptance of Goods Part 6 Special Cargo Part 7 Space Control Part 8 Warehouse Part 9 PIA Fleet Part 10 Dispatch Part 11 Arrival and Delivery
MARKETING DEPARTMENT MANUAL
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International Affairs Section Procedures Commercial Agreements Section Procedures Audit Compliance & Standards Section Procedures
tory Affairs Section Procedures
TRAINING & DEVELOPMENT
PIA Training Centre
Profile of Cargo Division Organogram of Cargo Division
Acceptance of Goods
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MARKETING
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Part 12 Transfer Manifest Part 13 Irregularities Part 14 Claim Part 15 Unit Load Devices Part 16 Domestic Cargo Handling Part 17 Miscellaneous Part 18 Postal Mail Part 19 Various Cargo SOP”s /Cargo Bulletins Annexure A International Conventions Annexure B Traffic Rights Annexure C Shipper Status Annexure D SOP of Loading of A/C Engines
Annex 2 Cargo Sales Part 0 The Manual
Genera The Organization
Part 1 Cargo Sales Planning Part 2 Cargo Sales Executions Part 3 Cargo Sales Monitoring Part 4 Cargo Sales Management ReviewsPart 5 Cargo Personnel Training andPart 6 Appendices
MARKETING DEPARTMENT MANUAL
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Domestic Cargo Handling
Various Cargo SOP”s /Cargo Bulletins International Conventions Traffic Rights Shipper Status SOP of Loading of A/C Engines
Cargo Sales Management Reviews and Development
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MARKETING
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Job Rotation Policy:
MARKETING DEPARTMENT MANUAL
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MARKETING
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MARKETING DEPARTMENT MANUAL
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MARKETING
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MARKETING DEPARTMENT MANUAL
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Ma
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De
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MARKETING
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DEPARTMENTAL PROFILE
Marketing Department implements
corporation’s business objectives. To achieve these objectives,
out sales activities pertaining to passengers and cargo and researches and develops new
markets/products on a regular basis. Different divisions of the department work in close
coordination with each other and other departments of the corporation
operations.
The department generates revenue mainly from two income streams i.e. Passenger sales and
Cargo sales. Independent SBUs have been created for each income stream responsible for its
revenue generation, costs and expenses,
The aim of the Department is to optimize the available capacity through increased Passenger /
Cargo loads and effective yield management. Sales objectives are established and strategies
formulated to meet those objectives
provides effective support to all domestic/International stations to meet revenue targets by
providing the necessary resources and support.
A brief overview of the different divisions within the de
a) PASSENGER SALES
Passenger Sales Division carries out sales activities pertaining to passengers by implementing
marketing/sales strategies. It develops sales incentive programs to capitalize on marketing
opportunities. Passenger re
the result that the function is divided into key territories i.e. Americas, UK, Europe, Gulf and
Saudi Arabia, Pakistan, South Asia and Far East & Australia. Manager Corporate Sales lo
after the interest for corporate travelers and business coming through this revenue stream. Each
territory is being looked after by a Manager who is responsible for pricing strategy, productivity
incentive schemes (Travel Agents), trend analysis, sales
product awareness. Regional Managers
maximize aircraft utilization and to attain capacity loads as per the required seat factor for the
territory through schedu
connections to their target market keeping in view competitor’s services. The division is also
MARKETING DEPARTMENT MANUAL
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The Organization
implements corporate plans and sales strategies geared to achieve the
corporation’s business objectives. To achieve these objectives, Marketing Department
out sales activities pertaining to passengers and cargo and researches and develops new
markets/products on a regular basis. Different divisions of the department work in close
coordination with each other and other departments of the corporation to carry out day to day
The department generates revenue mainly from two income streams i.e. Passenger sales and
Cargo sales. Independent SBUs have been created for each income stream responsible for its
revenue generation, costs and expenses, capital expenditures and profits.
The aim of the Department is to optimize the available capacity through increased Passenger /
Cargo loads and effective yield management. Sales objectives are established and strategies
formulated to meet those objectives in an effective and efficient manner. The department also
provides effective support to all domestic/International stations to meet revenue targets by
providing the necessary resources and support.
A brief overview of the different divisions within the department is as follows:
Passenger Sales Division carries out sales activities pertaining to passengers by implementing
marketing/sales strategies. It develops sales incentive programs to capitalize on marketing
opportunities. Passenger revenue is the major contributor to the total revenue of the airline with
the result that the function is divided into key territories i.e. Americas, UK, Europe, Gulf and
Saudi Arabia, Pakistan, South Asia and Far East & Australia. Manager Corporate Sales lo
after the interest for corporate travelers and business coming through this revenue stream. Each
territory is being looked after by a Manager who is responsible for pricing strategy, productivity
incentive schemes (Travel Agents), trend analysis, sales performance, flight monitoring, and
product awareness. Regional Managers also coordinate 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 competitor’s services. The division is also
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plans and sales strategies geared to achieve the
Department carries
out sales activities pertaining to passengers and cargo and researches and develops new
markets/products on a regular basis. Different divisions of the department work in close
to carry out day to day
The department generates revenue mainly from two income streams i.e. Passenger sales and
Cargo sales. Independent SBUs have been created for each income stream responsible for its
The aim of the Department is to optimize the available capacity through increased Passenger /
Cargo loads and effective yield management. Sales objectives are established and strategies
in an effective and efficient manner. The department also
provides effective support to all domestic/International stations to meet revenue targets by
Passenger Sales Division carries out sales activities pertaining to passengers by implementing
marketing/sales strategies. It develops sales incentive programs to capitalize on marketing
venue is the major contributor to the total revenue of the airline with
the result that the function is divided into key territories i.e. Americas, UK, Europe, Gulf and
Saudi Arabia, Pakistan, South Asia and Far East & Australia. Manager Corporate Sales looks
after the interest for corporate travelers and business coming through this revenue stream. Each
territory is being looked after by a Manager who is responsible for pricing strategy, productivity
performance, flight monitoring, and
also coordinate with the scheduling section to effectively
maximize aircraft utilization and to attain capacity loads as per the required seat factor for the
ling section. They are also responsible to provide convenient
connections to their target market keeping in view competitor’s services. The division is also
MARKETING
Controlled copy: do not duplicate without prior
responsible to finalize Special Prorate Agreements (SPA) in coordination with Industry Affairs
division.
b) CARGO DIVISION
Cargo Division carries out activities pertaining to cargo business by implementing
marketing/sales strategies and developing and implementing pricing strategies and sales
incentive programs to capitalize the marketing opportunities.
provide optimal freight services by establishing a market oriented freight policy and arranging
proper timetable coordination, terminal services and capitalizing on market opportunities. The
division strives for on time cargo
efficient cargo handling to the expectations of the customers. The division is equipped with
professional staff providing high quality services to customers.
c) INDUSTRY AFFAIRS
Industry Affairs Division is responsible for creating business opportunities for mainstream
marketing through commercial agreements including code
other airlines and coordinating with regulatory authorities of Pakistan for concluding new
services agreements and/or amendments to the existing air services agreements with the
objective of obtaining additional traffic rights where so required by PIA. This division is also
responsible for concluding annual Hajj agreement with Saudi Arabian
liaisons with regulatory authorities to protect the business interests of PIA while negotiating air
services agreements with other states.
The division guides other divisions of
on various new sectors under consideration and ensures that PK flights are not scheduled in
violation of air services agreements. The division also initiates proposals identifying opportunities
for business enhancement.
This division is responsible for preparing proposals on National Aviation Policy. It also monitors
the implementation of ASA and Aviation policy by checking schedules filed by foreign carriers
and the operation of other Pakistani carriers.
The Industry Affairs Division is also r
letters/queries relating to Bi
Ministry of Foreign Affairs, other Ministries and members of Senate/National and provincial
assemblies and to provide all inputs that may be sought by Civil Aviation Authority of Pakistan
MARKETING DEPARTMENT MANUAL
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responsible to finalize Special Prorate Agreements (SPA) in coordination with Industry Affairs
Cargo Division carries out activities pertaining to cargo business by implementing
marketing/sales strategies and developing and implementing pricing strategies and sales
incentive programs to capitalize the marketing opportunities. The division’s main aim is to
provide optimal freight services by establishing a market oriented freight policy and arranging
proper timetable coordination, terminal services and capitalizing on market opportunities. The
division strives for on time cargo delivery, proper cargo storage, on-line/off
efficient cargo handling to the expectations of the customers. The division is equipped with
professional staff providing high quality services to customers.
Division is responsible for creating business opportunities for mainstream
marketing through commercial agreements including code-share agreements and alliances with
other airlines and coordinating with regulatory authorities of Pakistan for concluding new
services agreements and/or amendments to the existing air services agreements with the
objective of obtaining additional traffic rights where so required by PIA. This division is also
responsible for concluding annual Hajj agreement with Saudi Arabian Airlines. The Division also
liaisons with regulatory authorities to protect the business interests of PIA while negotiating air
services agreements with other states.
The division guides other divisions of Marketing Department regarding availability of tr
on various new sectors under consideration and ensures that PK flights are not scheduled in
violation of air services agreements. The division also initiates proposals identifying opportunities
for business enhancement.
sible for preparing proposals on National Aviation Policy. It also monitors
the implementation of ASA and Aviation policy by checking schedules filed by foreign carriers
and the operation of other Pakistani carriers.
The Industry Affairs Division is also responsible for coordinating and preparing response to all
letters/queries relating to Bi-lateral and Aviation Policy received from Ministry of Defense,
Ministry of Foreign Affairs, other Ministries and members of Senate/National and provincial
nd to provide all inputs that may be sought by Civil Aviation Authority of Pakistan
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responsible to finalize Special Prorate Agreements (SPA) in coordination with Industry Affairs
Cargo Division carries out activities pertaining to cargo business by implementing
marketing/sales strategies and developing and implementing pricing strategies and sales
The division’s main aim is to
provide optimal freight services by establishing a market oriented freight policy and arranging
proper timetable coordination, terminal services and capitalizing on market opportunities. The
line/off-line tracking and
efficient cargo handling to the expectations of the customers. The division is equipped with
Division is responsible for creating business opportunities for mainstream
share agreements and alliances with
other airlines and coordinating with regulatory authorities of Pakistan for concluding new air
services agreements and/or amendments to the existing air services agreements with the
objective of obtaining additional traffic rights where so required by PIA. This division is also
Airlines. The Division also
liaisons with regulatory authorities to protect the business interests of PIA while negotiating air
regarding availability of traffic rights
on various new sectors under consideration and ensures that PK flights are not scheduled in
violation of air services agreements. The division also initiates proposals identifying opportunities
sible for preparing proposals on National Aviation Policy. It also monitors
the implementation of ASA and Aviation policy by checking schedules filed by foreign carriers
esponsible for coordinating and preparing response to all
lateral and Aviation Policy received from Ministry of Defense,
Ministry of Foreign Affairs, other Ministries and members of Senate/National and provincial
nd to provide all inputs that may be sought by Civil Aviation Authority of Pakistan
MARKETING
Controlled copy: do not duplicate without prior
and various ministries of Government of Pakistan regarding air services agreements, traffic
rights, and opening of new routes etc.
Industry Affairs Division coordinates wit
represents PIA in different forums to ensure smooth working relationship.
d) PASSENGER MARKET PLANNINGThe Division’s main responsibility is the production of Monthly Performance Review Report for
the consumption of the higher Management. Each month KHISSPK reports the Net/Net sales
performance of the network stations (both on line and offline are included) in the form of a
comprehensive report. This report also includes comments from stations regarding
negative / positive variance as well as suggestions for improvements. Among other tasks the
division maintains a data bank which provides systematic data collection, classification,
tabulation and analysis regarding Pax traffic performance for
factor and improving the market share. This Division is also responsible for conducting branding
and promotional activities across PIA’s global network promoting PIA products/ services and
enhancing PIA’s brand image and awa
e) SCHEDULES & NETWORK Constructing good quality fleet schedules is essential for an airline to operate in an effective and
efficient way in order to accomplish high levels of consumer satisfaction and to maximize profits.
The robustness of an airline schedule is an indicative measure of how good the schedule is
because a robust plan allows the airline to cope with the unexpected disturbances which
normally occur on a daily basis.
The problem of generating fleet schedules is crucially import
effective schedule can lead to significant savings. It can also, and perhaps more importantly,
contribute to higher levels of customer satisfaction. Customers who experience regular delays
with a particular airline are likely to take their custom elsewhere. Of course, delays are inevitable
for a wide range of reasons (e.g. technical breakdowns, security alerts, adverse weather, etc).
The role of Schedules & Network Planning Division is to coordinate with different fun
and develop a schedule which is in synchronization with the demands of respective bodies.
The Hajj is the pilgrimage to the Holy City of Makkah during the month of Dhu'l
performance of the Hajj is the fifth of the five pillars of Is
MARKETING DEPARTMENT MANUAL
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and various ministries of Government of Pakistan regarding air services agreements, traffic
rights, and opening of new routes etc.
Industry Affairs Division coordinates with various domestic and International bodies and
represents PIA in different forums to ensure smooth working relationship.
PASSENGER MARKET PLANNING The Division’s main responsibility is the production of Monthly Performance Review Report for
consumption of the higher Management. Each month KHISSPK reports the Net/Net sales
performance of the network stations (both on line and offline are included) in the form of a
comprehensive report. This report also includes comments from stations regarding
negative / positive variance as well as suggestions for improvements. Among other tasks the
division maintains a data bank which provides systematic data collection, classification,
tabulation and analysis regarding Pax traffic performance for the purpose of monitoring seat
factor and improving the market share. This Division is also responsible for conducting branding
and promotional activities across PIA’s global network promoting PIA products/ services and
enhancing PIA’s brand image and awareness.
& NETWORK PLANNING Constructing good quality fleet schedules is essential for an airline to operate in an effective and
efficient way in order to accomplish high levels of consumer satisfaction and to maximize profits.
an airline schedule is an indicative measure of how good the schedule is
because a robust plan allows the airline to cope with the unexpected disturbances which
normally occur on a daily basis.
The problem of generating fleet schedules is crucially important to the efficiency of an airline. An
effective schedule can lead to significant savings. It can also, and perhaps more importantly,
contribute to higher levels of customer satisfaction. Customers who experience regular delays
re likely to take their custom elsewhere. Of course, delays are inevitable
for a wide range of reasons (e.g. technical breakdowns, security alerts, adverse weather, etc).
The role of Schedules & Network Planning Division is to coordinate with different fun
and develop a schedule which is in synchronization with the demands of respective bodies.
The Hajj is the pilgrimage to the Holy City of Makkah during the month of Dhu'l
performance of the Hajj is the fifth of the five pillars of Islam. For every Muslim able to perform
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and various ministries of Government of Pakistan regarding air services agreements, traffic
h various domestic and International bodies and
The Division’s main responsibility is the production of Monthly Performance Review Report for
consumption of the higher Management. Each month KHISSPK reports the Net/Net sales
performance of the network stations (both on line and offline are included) in the form of a
comprehensive report. This report also includes comments from stations regarding reasons for
negative / positive variance as well as suggestions for improvements. Among other tasks the
division maintains a data bank which provides systematic data collection, classification,
the purpose of monitoring seat
factor and improving the market share. This Division is also responsible for conducting branding
and promotional activities across PIA’s global network promoting PIA products/ services and
Constructing good quality fleet schedules is essential for an airline to operate in an effective and
efficient way in order to accomplish high levels of consumer satisfaction and to maximize profits.
an airline schedule is an indicative measure of how good the schedule is
because a robust plan allows the airline to cope with the unexpected disturbances which
ant to the efficiency of an airline. An
effective schedule can lead to significant savings. It can also, and perhaps more importantly,
contribute to higher levels of customer satisfaction. Customers who experience regular delays
re likely to take their custom elsewhere. Of course, delays are inevitable
for a wide range of reasons (e.g. technical breakdowns, security alerts, adverse weather, etc).
The role of Schedules & Network Planning Division is to coordinate with different functionaries
and develop a schedule which is in synchronization with the demands of respective bodies.
The Hajj is the pilgrimage to the Holy City of Makkah during the month of Dhu'l-Hijjah. The
lam. For every Muslim able to perform
MARKETING
Controlled copy: do not duplicate without prior
Hajj, it is mandatory to make the journey at least once; for all Muslims it is the journey of a
lifetime.
Umrah is one of the important rituals in Islam and has be
Prophet Muhammad (Peace Be u
Umrah".
HAJJ and UMRAH section plays a vital role in
of Schedules, Hajj and GTC division, functioning under General Manager SH>C.
This section is responsible to coordinate with Marketing both in Pakistan and Saudi Arabia
obtain station wise demand/requirement and then to finalize Umrah flights schedule in
collaboration with Engineering, Flight Operations and Schedules Planning.
To secure ARR/DEP slots at JED/MED through Manager
prime responsibility of this section.
HAJJ and UMRAH section is the frontline coordinator on behalf of PIA with Ministry of Religious
Affairs for Hajj fares, allocation of quota to PIA/SV
Flight wise pairing of Hujjaj (pre & post Hajj) is also planned by this section.
f) REVENUE MANAGEMENTRevenue Management is primarily responsible for optimizing revenue for the Airline by balancing
the market demand with scheduled passenger capacity. It manages flights and gro
disseminates flight forecast to various departments. It
systems that formulate the total Revenue Plan in addition to providing important inputs for
targets for specific sales areas.
at the opportune time with flexible fare levels.
through formulation and implementation of effective Reservations, Ticketing and
Control/Flight Firming Policy/Procedures.
It is responsible for the accurate and timely presentation of PIA.s product and its availability on
PIA/GDSs network and ensures
specifications/Airline’s policy.
at par with the airline industry thus enabling it to compete
and enhanced level of passenger service/customer satisfaction.
MARKETING DEPARTMENT MANUAL
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Doc #: MKT/MM/02
o not duplicate without prior permission.
Hajj, it is mandatory to make the journey at least once; for all Muslims it is the journey of a
is one of the important rituals in Islam and has been performed from its inception.
Prophet Muhammad (Peace Be upon Him) said: "Accumulated sins are expiated with each
HAJJ and UMRAH section plays a vital role in Marketing Department. This section is now a part
and GTC division, functioning under General Manager SH>C.
This section is responsible to coordinate with Marketing both in Pakistan and Saudi Arabia
obtain station wise demand/requirement and then to finalize Umrah flights schedule in
collaboration with Engineering, Flight Operations and Schedules Planning.
To secure ARR/DEP slots at JED/MED through Manager KSA for Umrah/Hajj flights is one of the
prime responsibility of this section.
HAJJ and UMRAH section is the frontline coordinator on behalf of PIA with Ministry of Religious
Affairs for Hajj fares, allocation of quota to PIA/SV and uplift of number of Hujjaj (gateway wise).
of Hujjaj (pre & post Hajj) is also planned by this section.
REVENUE MANAGEMENT Revenue Management is primarily responsible for optimizing revenue for the Airline by balancing
scheduled passenger capacity. It manages flights and gro
disseminates flight forecast to various departments. It also does extensive work to develop
systems that formulate the total Revenue Plan in addition to providing important inputs for
targets for specific sales areas. It supports stations in achieving their targets by providing seats
at the opportune time with flexible fare levels. It ensures optimum utilization of capacity sold,
through formulation and implementation of effective Reservations, Ticketing and
irming Policy/Procedures.
It is responsible for the accurate and timely presentation of PIA.s product and its availability on
PIA/GDSs network and ensures PIA’s Reservation System is functioning according to user
policy. It evaluates and updates the system with enhancements to bring it
at par with the airline industry thus enabling it to compete effectively for incremental revenues
and enhanced level of passenger service/customer satisfaction.
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Rev # : 01
Jan 21, 2015
Hajj, it is mandatory to make the journey at least once; for all Muslims it is the journey of a
en performed from its inception. The
im) said: "Accumulated sins are expiated with each
section is now a part
and GTC division, functioning under General Manager SH>C.
This section is responsible to coordinate with Marketing both in Pakistan and Saudi Arabia to
obtain station wise demand/requirement and then to finalize Umrah flights schedule in
Umrah/Hajj flights is one of the
HAJJ and UMRAH section is the frontline coordinator on behalf of PIA with Ministry of Religious
of number of Hujjaj (gateway wise).
Revenue Management is primarily responsible for optimizing revenue for the Airline by balancing
scheduled passenger capacity. It manages flights and group traffic and
also does extensive work to develop
systems that formulate the total Revenue Plan in addition to providing important inputs for setting
tions in achieving their targets by providing seats
It ensures optimum utilization of capacity sold,
through formulation and implementation of effective Reservations, Ticketing and Inventory
It is responsible for the accurate and timely presentation of PIA.s product and its availability on
s Reservation System is functioning according to user
evaluates and updates the system with enhancements to bring it
effectively for incremental revenues
MARKETING
Controlled copy: do not duplicate without prior
Revenue Management is divided in
Management.
1. Revenue Management2. Procedures Bureau3. Commercial Agreements4. Inventory Control & Operations
Note: The other divisions
The development of manuals/SOPs of these Divisions under proc
later.
MARKETING DEPARTMENT MANUAL
CHAPTER 0
Doc #: MKT/MM/02
o not duplicate without prior permission.
Revenue Management is divided into four main areas, headed by General Manager Revenue
Revenue Management Procedures Bureau Commercial Agreements Inventory Control & Operations
Note: The other divisions of Marketing Department are Brands Management and
development of manuals/SOPs of these Divisions under process and will be included
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Rev # : 01
Jan 21, 2015
to four main areas, headed by General Manager Revenue
Brands Management and Speedex.
ess and will be included
MARKETING
Controlled copy: do not duplicate without prior
2.1 DISTRICT OFFICE ORGANOGRAM *
* This is a generalized organogram of a District Office. The District Office positions at each respective station
the size of the market, flight frequency & positions approved by the management. Approved District Office organograms are mai
respective District Manager’s Secretariat and also approved by local station head.
Manager Interline
Cargo sales Manager
Asst. Cargo Sales Manager
Passenger Sales Manager
MARKETING DEPARTMENT MANUAL
CHAPTER 0
Doc #: MKT/MM/02
o not duplicate without prior permission.
DISTRICT OFFICE ORGANOGRAM *
This 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 mai
respective District Manager’s Secretariat and also approved by local station head.
District 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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Jan 21, 2015
(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
Manager finance
Asst. Passenger
Finance