Sahara has one of the largest infrastructures in the private sector in India. It has a workforce of over 6, 00,000 truly committed individuals. The company has never had any union related problems due to the fact, that there is no union in the Sahara Group.
The organization has a unique concept of ownership i.e. collective ownership, which means continuous collective growth for joint sharing and caring that gives an input to their philosophy of collective materialism. The company's shareholders, Partners and Directors are from the workers rank and all of them have taken an oath through a Notary Affidavit in the court of law that neither they nor any of their family members shall have any claim on the assets or profits of the company.
[...] iv) Customized in Flight Cuisine: Sahara believes in the aged old tradition of welcoming its guests with a spread of delicious gourmet cuisine. Special care is taken in looking into personal dietary preferences. Which are anticipated and provided including special Meals like Jain Meals, Diabetic Meals and Child Meals. Sahara Royale has a unique concept of customized meal offer. The passengers have a choice of Thai, Mexican, Italian, Chinese and Continental health food is being incorporated in the special meal plan. [...]
[...] By achieving retention rates that are superior to the competition, an organization can yield competitive advantage regardless of whether its generic business strategy is built on low cost production marketing strategy. Marketers in India are finally accepting one fourth marketing strategies of yesterday are no longer effective. They need to develop retention marketing strategies to survive in the radically different market of tomorrow and implementing these programs has become a pre-requisite in the choice-choked buyers market. This realization has crept into various sectors, one of them being the airlines industry. [...]
[...] Not only has the airline managed to come out of red, but has also won a couple of global awards: Sahara Airlines won the prestigious Pacific Area Travel Writer's Association (PATWA) award for the ‘Best Domestic Airline in Business Travel' (ITB, Berlin, 1998). The airline also received the World Travel Market 1997 (WTM) global Award for its ‘Quality of Service' at Earls Court, London. Implementation of IVRS (Interactive Voice Response System) The latest implementation has been the introduction of IVRS which enables Sahara's valued passengers and clients to gets all kinds of information and service from a single number which is accessible 24 hours a day, through out the year. [...]
[...] The airline launched a successful, strategy in which it tied up with renowned hotel chains and offered business and holiday packages, to Goa, Mumbai and Bangalore, which included free hotel stay. This was a Maneuver, which shook the domestic airline industry. Sahara Wonder Holiday to Goa The Sahara Holiday plan to Goa was launched primarily to promote the Del- Goi-Del Sector. For this, purpose the curline had tied up with premium hotels like the heritage village club, Holiday Inn, Bogmalo Beach Park Plaza Resort, Cidade de Goa, Taj Holiday Village and Fort Aguada Beach Resort. [...]
[...] The aim of Sahara Care Club is to facilitate the sales drive and to assist the airline to extract more business from travel agents and corporate houses and ultimately contribute to the increase in the demand curve of Sahara airlines. The Sahara Care Club uses a ‘push' strategy to influence the channel of sale by rewarding the key persons who are directly responsible for persuading the flyers to use Sahara Airlines. Communication of schemes, plans, etc to the Travel Agents, now becomes much easier for the sales staff, i.e. [...]
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