AnadoluJet became the most influential actor in making air transportation more widespread in Turkey, through the services and projects it reslized.
The number of domestic passengers transported by the airline industry rises by over 15% annually. In 2008, when AnadoluJet was founded, the number of domestic airline passengers was 18 million, and yet in 2012 it had reached 33 million. AnadoluJet is among those brands to have increased its passenger number. In particular, Ankara based domestic line operations have recorded considerable growth since inception. In 2008, 2.2 million passengers were carried on Ankara flights, but in 2012 the number reached 4 million. With the flights at Sabiha Gökçen Airport, AnadoluJet carried 5.3 million passengers in 2012.
As of 2012 AnadoluJet has a 17% market share of domestic lines. The company carries 46% of the traffic, apart from the primary market of Istanbul. It enjoys a robust 58% market share in Ankara, and in 2012 AnadoluJet in fact set the capital city as its primary target market. The company also has a considerable share of the local market and other cities. In its Sabiha Gökçen Airport (Istanbul) operations, where AnadoluJet has not followed a growth strategy, it has a smaller share of 11%.
The year of 2012 may be considered a successful one for AnadoluJet in terms of passenger number growth and commercial performance. And while no decrease in costs has materialized; through increased income, AnadoluJet has improved its profitability performance and achieved post passenger revenue of TL 535 million.
AnadoluJet has realized a particularly important project over the past year. Accordingly, in order to decrease flight costs, SunExpress aircraft are to be used instead of the AnadoluJet fleet through the “wet lease” method. The first leasing operation started in March 2012, with 10 leasing operations having followed by year end. And as of the year-end, among AnadoluJet’s 17 aircraft fleet, 10 have been wet leased from SunExpress. The remaining seven aircraft are planned to be taken out of the fleet within the first quarter of 2013 and replaced by leased aircraft from SunExpress. During the growth process of AnadoluJet future aircraft demand is planned to be met through the same method.
The Turkish Airline’s Call Center serves in Turkish, English, German, Italian and Russian.
The Call Center is one of the most important marketing and sales channels of Turkish Airlines. Within the organizational structure services are bought from two different companies, Assistt Rehberlik ve Müşteri Hizmetleri A.Ş. and Vodatech Bilişim Proje Danışmanlık Sanayi ve Dış Ticaret Ltd. Şti., at five locations.
The reasons for such outsourcing include raising the level of service, improving service quality, and reducing operational costs. Thus, while giving service, activation speed for the necessary source increase is simultaneously achieved.
The center achieved a call response rate of 90% in 2012, and its service period rose considerably within the same period. In 2012 there was a 24% rise in the number of calls, with the number responded to rising by 14%, and the average amount of time created up by 26%.
Compared with 2011, the revenue generated through sales was up by 2%, while there was an overall 1% fall in the number of tickets sold.
The Turkish Airlines Call Center continued to respond to international reservation and sales calls routed from callers located in the United States, England, Germany, France, Russia, Switzerland, Holland, Denmark, Austria, Cyprus, Italy, Norway, Belgium and South Africa. Calls originating in Australia, Ireland, Ukraine, Nigeria, China, Finland and Amman also began to be routed to the center in 2011. The center is taking steps toward becoming a global operation, and operates in Turkish, English, German, Italian and Russian.
In September 2010 a customer satisfaction survey was added to the call center’s interactive voice response system in order to begin a service quality evaluation . The survey results confirmed that 96% of callers were satisfied with the service provided. The reasons for dissatisfaction were queried and analyzed, and based on these responses, action was taken and marked service improvements introduced. In 2012 the average number of complaints per 1,000 passengers decreased by 6%.
In order to reach the individual customer segment, the Company’s website and third party travel sites are also used, in addition to local and international travel agencies. Turkish Airlines makes direct sales via its Internet address “thy.com”.
Internet sales are promoted through e-mail announcements, banners, billboards, and “early bird” campaigns, as well as in television and cinema advertisements. Campaigns with the new “Wingo” application have also become widespread.
During this process it is crucial for the website to be user friendly. In 2012, the Altın Örümcek (Golden Spider) web award was lifted in the e-commerce category for “thy.com”, and “mobil.thy.com”, developed for mobile platforms and “Fly Turkish” applications. These applications enable Turkish Airline services to be accessed instantly and easily.
In the corporate segment, and within the scope of the Turkish Corporate Club (TCC) program, an increasing number of customers are being reached through agreements. Many businessmen, who have been invited to Istanbul for the NICT Middle East Organization, organized especially for Middle Eastern corporate customers, had the opportunity to get acquainted with the company.
The number of Turkish Airlines’ Miles&Smiles program members increased by 20% to three million in 2011.
Through channels other than loyalty programs, miles sales to member and partner companies and the cobrand credit card application, the Miles&Smiles program offers indirect revenues to the Company, thereby consistently increasing financial returns.
In order to increase Miles&Smiles members’ satisfaction and add new income items, the following implementations were realized this year: Bonus Miles Sales, the Conversion of Bonus Miles to Status Miles, the Extending Family Miles Account, and the Conversion of Miles to Money, as well as the Bring your friend campaign and the Reactivation of miles.
Turkish Airlines had a credit card partnership with GarantiBank in effect as of 2000, and which continued as Shop&Miles until 2012. This year a new agreement was signed, whereby the partnership will continue as the Miles&Smiles credit card for the next five years. With this credit card agreement, revenue of approximately USD 500 million is expected in return for miles given to card owners over the coming five years.
Thanks to the new implementations and campaigns realized throughout this year, Miles&Smiles won two Freddie Awards; one in the Program of the Year (Europe and Africa) and the other in Co-branded credit card categories. Freddie Awards have been recognized as the airline industry’s Oscar in special passenger programs since 1998. Miles&Smiles took second place in the Mega Awards organized in the USA in the Campaign of the Year category.
Miles&Smiles, enabling members to earn and use miles with program partner companies, continued to increase the advantages available to its members by adding seven new companies in 2012. Thanks to agreements with 26 airlines, 16 hotels, eight vehicle rental companies, two car transfer companies, two health service chains, one telecommunications firm and an insurance company, customer satisfaction and contribution to the Company’s revenue streams grow further each day.
The Technological Transformation Program, set for completion in 2015, will change application inventory, and hence the way of doing business by 80%.
The Company’s Transformation through Technology on the growth path continues as
Turkish Airlines transforms its supporting role into one of partnership, which in turn induces changes and innovation in technology related services. Nowadays, technology directly impacts a company’s competitive edge, and we are ever more frequently in contact with the end user with each passing day.
Along with this vision and understanding, Turkish Airlines’ mission in terms of information technology is as follows:
There is an information technology product or service in place for virtually each work process. Service areas and organizational structure have been designed in parallel to these procedures.
With more than 200 offices, the technology infrastructure of the entire Company is managed, while supporting user services are also provided. There are more than 300 corporate applications in support of our work processes, which are developed further to meet evolving requirements.
Turkish Airlines, which in 2004 embarked on the most remarkable growth trajectory in the industry, has since extended its flight network and increased its fleet and passenger number continuously. Growth in services has necessitated a transformation in technological infrastructure, both in scope and quality.
Within this framework, implementation of a comprehensive plan, which includes transformation of work process supporting corporate applications and technological infrastructure, began in 2009. Through this transformation program, a development and transformation of service quality, customer satisfaction and work processes in operational efficiency areas are systematically addressed. As planned, this Technological Transformation Program, to be completed in 2015, will change application inventory, and hence the way of doing business by 80% or will prompt their initial use. Projects set to increase the efficiency of work processes and offer considerable savings are also expected to be completed within the framework of the Technological Transformation Program in 2013.
Turkish Airlines manages operational technologies with a team of 375 people. The cost item created is considerably below the aviation industry average.
Turkish Airlines manages its information technology operations with a team of 375 people, accounting for 2.3% of total personnel. The cost ratio of Information Technology in overall costs was at 0.9% in 2012. And according to research conducted by SITA, this ratio was at around 2.3% in other airlines in 2011. This indicates that the Company is managing Information Technology operations less costly and more efficiently when compared with the industrial average.