1PaxSalesDivision1Manual 30032011

MARKETING DEPARTMENT MANUAL
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PASSENGER SALES
Controlled Copy - Do not duplicate without prior permission.

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0.1 LIST OF EFFECTIVE PAGES
Effective Revision
Part Title Revision Date
Pages No.
0-0 00 March 01, 2010

1-1 01 July 01 ,2010 R
2-2 00 March 01, 2010
0 The Manual 3-3 01 July 01 ,2010 R
4-5 00 March 01, 2010
6-6 01 July 01 ,2010
R
7-12 00 March 01, 2010
0 General 13-18 00 March 01, 2010
19 July 01 ,2010 R
0 The Organization 00
20-23 March 01, 2010
1 Regional Management Procedures 1-18 00 March 01, 2010
01-09 March 01, 2010

2 District Office Management Procedures 10-10 00 April 01,2011 R
11-34 March 01, 2010
01-05 00 March 01, 2010
3 Appendices 06-07 02 April 01, 2011 R
08-08 00 March 01, 2010

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PASSENGER SALES MANUAL

MARKETING DEPARTMENT

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0.3 RECORD OF EDITIONS
Edition Revision Issue Ef f ect ive

Inserted By
Number Number Date Date
Revision March 01, March 01, DGM QA

1st Edition
No. 0 2010 2010 Marketing
DGM Audit
Revision July 01, July 01,
1st Edition Compliance R
No. 01 2010 2010
Marketing
DGM Audit
Revision April 01 April 01
1st Edition Compliance R
No. 02 ,2011 ,2011
Marketing

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0.4 ACKNOWLEDGEMENT
The production of the Passenger Sales Chapter has been the result of strong teamwork of the
following personnel of Marketing Department & Quality Assurance Department who have worked
selflessly in bringing this chapter into existence.
Mr. Asim Baber (Manager-Marketing Department)

Mr. Muhammad Ateeq (Assistant Manager- Market Planning)
Ms. Sabahat Mateen (Assistant Manager-Marketing Department)
Mr. Ghazanfar Baig (Senior officer- Industry Affairs)
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 achieve the completion of this project, are also appreciated.
I am pleased to place on record my special appreciation for Mr. M. Anwar Abro - DGM QA
Marketing and his team who shepherded this chapter into existence with enthusiasm and pride.
He 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
through such initiatives.
Imran Ahmed Khan

Director Marketing
.

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0.5 TABLE OF CONTENTS
PART 0
THE MANUAL
0.0 TITLE PAGE
0.1 LIST OF EFFECTIVE PAGES
0.2 APPROVALS
0.3 RECORD OF EDITIONS
0.4 ACKNOWLEDGEMENT
0.5 TABLE OF CONTENTS
0.6 DOCUMENTS AVAILABILITY
0.7 INCORPORATION OF REVISIONS
GENERAL
0.9 INTRODUCTION
0.10 ABBREVIATIONS
0.11 AIRLINE TERMINOLOGIES
THE ORGANIZATION
0.12 PASSENGER SALES ORGANOGRAM R
0.13 PASSENGER SALES PROFILE
0.14 SERVICE DELIVERY PROCEDURE PASSENGER SALES
PART 1
REGIONAL MANAGEMENT PROCEDURES
1.1 SOP for planning promotional activities/Product Offerings at various stations

1.2 SOP for offering/deciding sales incentives for travel Agents at (DOM/INTL) station
1.3 SOP for planning training needs at various stations
1.4 SOP for planning additional facilities at stations.
1.5 SOP for providing Office Equipment/Support to Dom/Intl stations
1.6 SOP for approval and Support to stations for holding Special Events.
1.7 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 District offices
1.10 SOP for monitoring visits at stations.
1.11 SOP for preparation monitoring reports for the Management
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PART 2
DISTRICT OFFICE MANAGEMENT PROCEDURES
2.1 SOP for making an annual sales plan for district offices in terms of Pax sales.
2.2 SOP for allocation of sales targets among sales promotional officers/ Selling Outlets
2.3 SOP for Verifying Sales Calls.
2.4 SOP for making Corporate Accounts.
2.5 SOP for resource planning (Infrastructure, equipment, HR)
2.6 SOP for determining training requirement for district office personnel
2.7 SOP for planning the group handling requests/ discounts
2.8 SOP for provisioning of various revenue documents based on periodic requirement.
2.9 SOP for Handling Customer Complaints / Suggestions.
2.10 SOP for executing the sales plan (territory wise) through the sales force.
2.11 SOP for sales Calls Patterns/Call Reports
2.12 SOP for reporting sales performance to regional managers/GM Pax. Sales
2.13 SOP for Passenger Handling at Booking Offices
2.14 SOP for handling PTA
2.15 SOP for handling re-routing / change of class requests
2.16 SOP for ticket delivery at passenger doorstep
2.17 SOP for handling visa requests
2.18 SOP for dissemination of timely information at Station level
2.19 SOP for Reporting Sales Proceeds
2.20 SOP for monitoring sales performance with assigned targets.
2.21 SOP for monitoring the queue timings of the passengers at the district office.
2.22 SOP for monitoring the staff appearance.
2.23 SOP for monitoring the shift performance.
2.24 SOP for reviewing training effectiveness of District Office personnel.
PART 3
APPENDICES
I. Process Map for Passenger Sales
II. Customer Handling Process (Dist. Office)
III. Customer Feedback Form
IV. Call Center Performance Form
V. Call Report R
VI. Call Pattern R

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0.6 Documents Availability

Note: The following positions are mainly concerned with this document. This document is accessible to all
Marketing 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:
S# POSITION S# POSITION
1. Director Marketing 23. Manager Germany
2. General Manager Pax Sales 24. Manager Italy
3. General Manager Revenue Management 25. Manager Turkey
4. General Manager Industry Affairis 26. Manager Spain
5. GM Marketing Planning 27. Manager France
6. District Manager Karachi 28. Manager Norway
7. General Manager Network Planning 29. Manager Scandinavia
8. DGM Regional 30. Manager Benelux
9. District Manager Islamabad 31. Manager Malaysia
10. District Manager Lahore 32. Manager Thailand
11. District Manager Rawalpindi 33. Manager Singapore
12. District Manager N.W.F.P 34. Manager Hong Kong
13. District Manager Quetta 35. Manager Japan
14. District Manager Faisalabad 36. Manager China
15. Manager Americas 37. Manager Bombay
16. Manager Chicago 38. Manager Delhi
17. Manager Houston 39. Manager Nepal
18. Manager Canada 40. Manager Bangladesh
19. Manager UK South 41. Manager Srilanka
20. Manager UK North 42. Manager Afghanistan
21. Manager Birmingham 43. Manager Riyadh
22. Manager Glasgow 44. Manager Dubai

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S# POSITION S# POSITION
45. Manager Bahrain 66.
46. Manager Abu Dhabi 67.
47. Manager Doha 68.
48. Manager Al Ain 69.
49. Manager Muscat 70.
50. Manager Jeddah 71.
51. Manager Dammam 72.
52. Manager Madina 73.
53. Manager Makkah 74.
54. Manager Multan 75.
55. Manager Bahawalpur 76.
56. Manager Rahim Yar Khan 77.
57. Manager Sukkur 78.
58. Manager Nawabshah 79.
59. Manager Hyderabad 80.
60. Manager Sialkot 81.
61. Manager Bradford 82.
62. 83.
63. 84.
64. 85.
65. 86.
87.

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0.8 INCORPORATION OF REVISIONS
General
Amendments to the Passenger Sales Chapter shall be issued from time to time with a list of effective pages.
Amendments shall be 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 available on the PIAC Corporate
Website (for employees area) and will be communicated across the network through e-mail notifications.
All amendments to the Passenger Sales Chapter will become effective from the dates of revisions, unless a
different date has been specified in the respective Letter of Revision.
Record of Revisions
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.
Passenger Sales 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.
List of Effective Pages

These are shown part 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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GENERAL
0.9 INTRODUCTION
This document specifies the Operational Manual of Passenger Sales (Marketing Department).
The systems requirements of this Chapter are aimed at defining 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
and applicable 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-loop Process Model
methodology.
Control of this Chapter is with DQMR Marketing. This document is accessible to all Marketing Department
employees through the PIAC Corporate Website (www.piac.com.pk) for ready reference; however, viewing
is restricted to PIA employees only. The list of positions mainly concerned with the usage of this document
is given on section 1.4 List of Distribution (Part 01) of this Chapter.

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0.10 ABBREVIATIONS
A/C : Air craft

APRT : Airport
APSM Assistant Passenger Sales Manager
CA : Competitive Analysis
CRC : Central Reservation Control
DM : District Manager
DQC : Departmental Quality Control
GDS : Global Distribution system
ISO : International Standards Organization.
OAG : Official Airline Guide
PSM : Passenger Sales Manager
SOP : Standard Operating Procedure
QSP : Quality System Procedure
WI : Work Instructions
ML : Master List
KPI : Key Performance Indicator
TNA : Training Need Analysis
MIS : Management Information System
JDs : Job Descriptions
PMP : Passenger Market Planning
DSA : District Sales Agent
PSA : Passenger Sales Agent
GSA : General sales Agent
JD : Journalist discount
TOM : DGM Marketing Support
PRL : Passenger Reconcile List
ACSI : Airport Check-in System International
PDI : Post Departure Information
MCO : Misc. Charges Order
PNR : Passenger Name Record
RTE : Route
TAT : Turn Around Time
RBD : Reservation Booking Designator

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0.11 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).
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 union in 1948.
Chicago Convention
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.
Code-share
An agreement between airlines to sell space on each others flights. The flights will
have both the operating carriers flight number (the airline that is using its aircraft
for the flight), and the code-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
number).
Connection
The subsequent flight that will continue the passengers journey to the next
destination. Pax may need to check-in again before joining a connecting flight.
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-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-designated transport company or organization,

specifically showing the state flag apparent for public view
GMT
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
Hub
Airport at which an airline has major operations and connecting flights to smaller
destinations.
JET LAG
Jet lag is a condition marked by fatigue, insomnia, and irritability that is caused by
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 his/her booking
nor cancels his/her travel itinerary
Open Jaw
This is a return ticket that allows you to return from a point different from the
outbound destination. 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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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 less widely
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-plane passengers coming from the
airlines own country.
Fourth Freedom
The right to land in those countries and board passengers going to the airlines own
country.

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Fifth Freedom
Disembarking and embarking Passengers in the territory of third Country without
touching the home country. For instance, PIA picking up passengers from London
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-alone services entirely outside the territory of the Airlines
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 falls between low and high seasons, offering fares that also
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 become available at the
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 Km.

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0.12 PASSENGER SALES ORGANOGRAM R

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0.13 PASSENGER SALES PROFILE
Passenger Sales Division:
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 /
evaluation of sales promotion 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:
Regional Management
Competitive Analysis
District Sales Offices ( International )
District Sales Offices ( Domestic )
Marketing Support
Regional Management:
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
Asia and Far East & Australia. Each territory is being looked after by a Deputy General Manager (DGM)
Regional 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. DGM Regional
also 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 to
provide convenient connections to their target market keeping in view competitors services. (SPA function has
transferred to Industry Affairs). DGM Regional are also responsible for providing support to their area District
Managers in achieving their sales targets. They also liaise with Brand Management for the supply of the
required promotional material at their area district offices.
District Office Management:
A district office is responsible for managing sales for a particular region. A District Manager is responsible for
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.
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 and keeps an active liaison with travel
agents of his/her region.

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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
fulfilling 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
To keep track on flight profiling and exert extra efforts to fill in the weak flights
Recommends change in fares/scheduled base on the market input
A District Office also has a ticketing office catering to the incoming passengers, travel agents, & groups etc.
The 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.
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 houses regarding PK fares and
those of other airlines in case of conjunction PK ticketing. Compiles SPAs as add ons 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
responsible for circulating fares

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0.14 SERVICE DELIVERY PROCEDURE PASSENGER SALES
PASSENGER SALES SERVICES
Passenger Sales services are a set of services provided by the Marketing Department to its
customers 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:
PLANNING
Director 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 RM) competitive data on
different flights and routes. GM Network Planning provides flight schedules across the network.
GM Industry Affairs selects and approves PSA/DSA/GSA to enhance sales performance.
EXECUTION
Execution is carried mainly through GM Passenger Sales, and GM Revenue Management GM
Pax Sales receives sales targets and allocates among District Managers across the network.
He/She also provides support to stations to achieve targets through DGM Regional and ensure
proper application of appropriate mechanism to maximize sales. GM Network Planning and
GM Revenue Management activates flight schedule through CRC and coordinates with sales
teams/travel agents to assist in meeting the sales targets. RM provides system support and
contact centre facility for on-line reservation to maximize sales. GM Passenger Sales
Marketing 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 Sales GM Passenger
Market 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
Director Marketing. GM Revenue Management monitors the performance of PIA
exclusive/IATA agents and if necessary penalizes them for any violation.

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MANAGEMENT REVIEWS
Director 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 in consultation with
GM Passenger Sales & District Managers.

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PART 1
REGIONAL MANAGEMENT
PROCEDURES

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Pax Sales Division

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DGM Gulf/KSA & SAFEA

PG-IX
Regional Manager
PG-VIII
Assistant Manager Assistant Manager

Gulf & KSA SAFEA
PG-VII PG-VII
Senior officer Senior officer

PG-VI PG-VI
Officer
PG-V

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DGM Pakistan North

PG-IX
Regional Manager Pakistan

PG-VIII

PG-VII PG-VII

PG-VI PG-VI
Officer
PG-V

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DGM Pakistan South

PG-IX
Regional Manager Pakistan/

Corporate
PG-VIII

PG-VII PG-VII

PG-VI PG-VI
Officer
PG-V

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1.1 SOP for Planning Promotional Activities/Product Offerings at various Stations
I. Purpose
To enable domestic and International stations to augment the sales by arranging the promotional
schemes as well as customer awareness.
II. Scope
District Office (Domestic/International)
III. Key Responsibilities
General Manager Passenger Sales

General Manager Marketing Planning (Addition)
DGM Regional concerned
DGM Brand
Regional Manager Competitive Analysis
IV. Procedure
Stations send requests for any promotional activity/product offering for their territory to the
concerned DGM Regional.
DGM Regional Manager concerned forwards the request (in minute form) to the DGM Brand
through the General Manager Pax Sales.
Brand Management evaluates the proposal for its viability and forwards the proposal for the top
managements approval.
Once approved, 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
Regional Manager Competitive Analysis.
V. Reference Document:
N/A
VI. Related Records:
Stations proposal
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Approvals file/ Brand Management.

Intimation emails to the Station
1.2 SOP for Offering/Deciding Sales Incentives for the Travel Agents at Domestic/
International PIA Stations.
I. Purpose
To encourage PIA travel agents in augmenting Passenger sales revenue.
II. Scope
Domestic Office (Domestic/International)
District Manager
Passenger Sales Manager
Finance Manager
IV. Procedure:
a) Marketing will inform Finance Manager of agents XO sale of previous month latest by 10th of each
month.
b) 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.
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 by Marketing Manager and Finance Manager
latest by 60 days from expiry of scheme.
d) Finance Manager will issue Credit Note against Productivity Incentive Commission to all the agents of
his territory.
e) Credit Notes will be issued to agents after adjusting outstanding amounts.
f) The Agent incentive issued in form of credit note will not be deducted from Agents sale figure of the
next incentive period.

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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 R-10
module of COSSAP.
h) 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.
N/A

DM/PSM Approvals.
Sales Reports from the Agents.

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1.3 SOP for Planning Training needs at various Stations
I. Purpose
To coordinate with Manager Training & Development (Marketing) in order to arrange Trainings as per
Stations requirement.
II. Scope
District office (Domestic/International)
District Manager
Manager Training & Development.
IV. Procedure
On receipt of training request from the Station(s), respective District Manager coordinates with
Manager Training & Development (Marketing)/ 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.
Managements clearance or otherwise is conveyed to the station accordingly.
Training & Development Chapter
VI. Related Records

Station file.
Concerned Subject file.

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1.4 SOP for Planning Additional Facilities at Stations.
I. Purpose
To facilitate the passengers in terms of check-ins, as well as to the Stations personnel in proper
handling the passengers.
II. Scope
District offices (Domestic/International)
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 / re-structuring of the Office premises
to the concerned 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
DGM Regional 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
processing.
Stations Head is to be informed simultaneously.

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V. Reference Document
N/A
VI. Related Records
Station emails/telex file.

Approval

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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 ensure smooth functioning of PIA
offices.
II. Scope
Director Marketing
Director Finance
DGM Regional Manager
IV. Procedure
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

recommendations to Director Marketing/ Director Finance by Regional Manager through General
Manager Passenger Sales.
Follow-up by 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 Manager to concerned station for
purchase of required item(s).
N/A
Diary / Dispatch Register.
Stations file.


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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/International)
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, makes a summary and forwards it to
the departments top management for approval.
The DGM Regional checks with the Finance Department for the available budget of the concerned
District Office.
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 the
concerned Stations Head.

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DGM Regional concerned keeps active liaison with the Brand Management section and the
concerned District Manager Stations Head for timely accomplishment of all tasks and provides
necessary facilitation from time to time till the holding of the actual event.
N/A
VI. Related Records
Stations email
Approval files.

CHAPTER 1 01 : 01 : 14
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1.7 SOP for handling Stations Queries/ Problems
I. Purpose
To guide Stations in order to resolve day-to-day issues/ problems.
II. Scope
Respective DGM Regional

Respective Sections of Marketing
IV. Procedure
As and when stations face some problem, a query is raised through e-mail addressed to respective
DGM Regional or 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.
In case 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 Manager
DGM Regional.
N/A

Concerned Subject file
Station file.

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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 to augment the Sales.
II. Scope
DGM Regional
DGM Regional Competitive Analysis.
IV. Procedure
Stations send request / Proposal to their respective DGMs Regional.
DGM 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.
V. Reference Documents
N/A
VI. Related Records

E-mails.
Stations correspondence.

CHAPTER 1 01 : 01 : 16
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1.9 SOP for Communication with District Offices (Domestic/International)
I. Purpose
To provide information/ up-date, get inputs/ feedback or ensure actions/ compliance on sales issue /
managements instructions.
II. Scope
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/
Managements instructions, an e-mail addressed to concerned station(s) Domestic/ Intl is sent by
the respective Regional manager/ relevant Section or General Manager Passenger Sales or
Director Marketing.
In case some feedback is required from Domestic/ Intl Stations, on receipt of inputs from the
stations, information is consolidated and put up to the Management for perusal/ action.
N/A
VI. Related Records
Station file.
Concerned Subject file.

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1.10 SOP for Monitoring Visits at the Stations.
I. Purpose
To monitor / ensure implementation of service standards at Station(s).
II. Scope
Respective Regional Managers

Passenger Sales Division
IV. Procedure
Monitoring visits are scheduled as per Corporation requirement and sometimes on Stations
requests.
According to Programme, 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.
N/A
VI. Related Records
Station file.
Monitoring file.

CHAPTER 1 01 : 01 : 18
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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
Respective Regional Managers

Passenger Sales Division
IV. Procedure
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.
After the visit, a report is submitted to Management for the information / actions.
Station is also communicated observations / weak areas to improve the same.
N/A
VI. Related Records
Station file.
Stations monitoring file.

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PART 2
DISTRICT OFFICE MANAGEMENT
PROCEDURES

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ORGANOGRAM OF DISTRICT OFFICE

MANAGEMENT

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2.1 SOP for making an Annual Sales Plan for District Offices in terms of Pax Sales.
I. Purpose
To achieve the Sales Targets given by the Head Office in a systematic manner.
II. Scope
District Managers (Domestic/International)
District Manager
Assistant Pax Sales Manager
Sales Promotional Officer.
IV. Procedure
Head office assigns the targets to all the District Offices.
The targets are then classified in terms of seasonality, Agents profile and booking offices targets.
DM, PSM/PSM (CS) and APSM make the sales targets allocation to the SPOs.
SPOs make their workings in getting the targets achieved.
N/A
VI. Related Records
Target figures.

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2.2 SOP for Allocation of Sales Targets among Sales Promotional Officers / Selling
Outlets
I. Purpose
To ensure proper monitoring of the Stations sales and targets given to the Sale Promotion Offices.
II. Scope
District 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 sales activities along with PSM Corporate sales himself.
SPOs are to 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.
N/A
VI. Related Records
Targets allocation figures.

Related files.
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2.3 SOP for Verifying the Sales Calls of Selling Outlets & Business gains Quantification
(Validity Of Service)
I. Purpose
To ensure the proper monitoring of the Stations sales Sale activities & Revenue performance.
II. Scope
District Offices (Domestic/International) / Regional Management (Corporate Sales)
General Manager- Passenger Sales

Regional Manager Corporate Sales
District Manager/UUs
Passenger Sales Manager -Corporate Sales.
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 classified in terms of Corporate Houses visits, New Accounts,
channelized & 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 verify
documents and records of activities and revenue gains.
N/A
VI. Related Records
Targets allocation figures/Call Pattern / Reports

Related files.

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2.4 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

Regional Manager Corporate Sales
Districts Managers
Passenger Sales Manager Corporate Sales
Sr./Sales Promotional Officer Corporate Sales
IV. Procedure
PSM (CS)/APSM (CS)/Sr./SPO (CS) Select the listed Corporate Account and present the
product proposition become Member.
On acceptance of Loyalty Program, formal invitation is forwarded to willing Corporate
Accounts.
On acceptance of formal invitations, Corporate Accounts nominate their Company Travel
Coordinators (CTC) as their Program Coordinator.
PSM (CS) forwards details of CTCs 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 CTCs.
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 KAMs 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.
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
system.

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N/A
VI. Related Records
N/A

CHAPTER 1 01 : 02 : 7
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2.5 SOP for Resource Planning (Infrastructure, Equipment, Human Resources).
I. Purpose
To facilitate the better functioning of the District Offices.
II. Scope
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 Sales office forwards the request for the Managements approval.
P&L then acquires the resources on their behalf and send the same to the offices.
N/A
VI. Related Records
Minutes.
Capital Sanctioning Receipts.
Vouchers.
CHAPTER 1 01 : 02 : 8
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2.6 SOP for Determining Training Requirement for District Office Personnel
I. Purpose
To keep acquainted the district office personnel with the latest developments in the aviation world.
II. Scope
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 planning a suitable training
to 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-training if desires so.
VI. Related Records
Training records.

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2.7 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 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 permissible to the Stations.
Any discount beyond standing approvals are sent by PSM / APSM to Regional managers
Concerned for Managements approval.
N/A
VI. Related Records
Agents requests.
Approval files.

CHAPTER 1 01 : 02 : 10
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Rev ##:02
Rev 00 R
Doc#: MKT/MM/01 March
April01,
01, 2010
2011
2.8 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 Manager
Pax 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 recommend TOP UP/SUPLY/ REVOLVING capping limit of e-tickets.
An e-mail will be flashed to ABACUS to update capping in accordance to final assessment of

superior officer.
A: PSA/GSA
Domestic and international bank guarantee
-Daily sales summary (Source IATA BSP and ABACUS)
A: IATA/BSP Agents
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-ticket requisition letter/email

Email notification for updating for e-ticket capping
CHAPTER 1 01 : 02 : 11
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MARKETING SUPPORT SECTION

CHAPTER 1 01 : 02 : 12
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2.9 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
Service Counters at the airports (Domestic/International)

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 /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
Support .
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 stations complains related to
Marketing in order to ensure the timely resolution and ensuring that appropriate actions are taken
by all stations.
According to SOP interterm / final reply will be sent through Customer Services with a copy to
Marketing Support.
Not applicable

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VI. Related Records

Complaint Management System database
ComplaintsRecords.

CHAPTER 1 01 : 02 : 14
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2.10 SOP for Executing the Sales Plan (territory wise) through Sales force.
I. Purpose
To facilitate the Sales force by disseminating the sales targets and its timely acquisition
II. Scope
District Manager
Sales Promotion Officer
IV. Procedure
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
reports.
N/A
VI. Related Records
Sales targets.
Call patterns.

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2.11 SOP for Sales calls patterns/ call reports and Agents feedback on PIA services
I. Purpose
To assist the SPOs in making their calls to the Sales agents/ Commercial houses.
II. Scope
District Manager
Sales Promotion Officers.
IV. Procedure
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.
Agents Forms are distributed to agents on agreed frequency 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 agents issues.
N/A
VI. Related Records
SPOs Call Patterns

SPOs Call Reports.
Agents feedback form.

CHAPTER 1 01 : 02 : 16
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2.12 SOP for Reporting Sales Performance to Regional Managers/GM Pax. Sales
I. Purpose
To convey the district offices proceedings in terms of sales performance and any other reservation to
the Head Office.
II. Scope
District Manager
Regional Manager (Pakistan)
IV. Procedure
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.
Regional manager (Pakistan) reviews the Stations performance / proposals and prepares a
summary 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.
N/A
VI. Related Records
Sales performance reports.

Concerned Regional managers reports.

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2.13 SOP for Passenger Handling at Booking Offices
I. Purpose
To ensure that, maximum facilitation is provided to the in-coming passengers within minimum time limit.
II. Scope

Service Counters at the airports(Domestic/International)
Ticket Office Manager

Shift In-charge/Duty Officers
IV. Procedure.
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.
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 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.
N/A
VI. Related Records

Que-Matic Reports

CHAPTER 1 01 : 02 : 18
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2.14 SOP for Handling Prepaid Ticket Advice. (PTA)
I. Purpose
To handle PTA requests effectively.
II. Scope
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.
Passenger Services Conference Resolution Manual
VI. Related Records
PTA records

CHAPTER 1 01 : 02 : 19
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2.15 SOP for Handling Re-routing / Change of Class Request.
I. Purpose
To facilitate the passenger in terms of re-routing / change of class arrangements.
II. Scope
District Manager
Counter Staff
Cashier
IV. Procedure
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.
Passenger preferring refund will acquire the due refunds from concerned Travel Agents / PIA
booking offices.
Passenger Services Conference Resolution Manual
VI. Related Records

Ticket documents.
Cash receipts.

CHAPTER 1 01 : 02 : 20
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2.16 SOP for Ticket Delivery at Passengers doorstep.
I. Purpose
To properly implement the ticket delivery at the Customers doorstep.
II. Scope
District Offices (Domestic)

Contact Center
Booking Offices
Speedex
Finance.
IV. Procedure
The following conditions apply with reference to the application of this SOP:
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 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 to
outbound team. Call Centre will call back the customer and verify/incorporate the missing details, if
any.
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.
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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/ waitlisted status; the
customer 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 and manned 7/24 basis.
Once PNR is received in Q-499 and printed on the hard copy printer, the ticketing staff will issue
the ticket.
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:
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.
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.
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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 hand-held device for credit card acceptance with
printer option.
Speedex couriers will deliver the ticket within one hour of taking over of the tickets from Speedex
Point Man.
At the time of delivering the tickets, Speedex couriers will;
i. Collect cash or accept credit card and after due clearance of the credit card, deliver the
ticket to the customer
ii. Obtain customers 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 record this delivery on Performa.
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.
FINANCE:
ASRs Closures/Cash Counter Functions:
i. Daily ASR along with cash/Credit Card Charge Form would be submitted to the Counter
Cashiers before the closure of shift.
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 Counter
Cashiers along with copies of consignments notes against which the payment has not
been received.
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iv. 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.
v. After receipt of Cash/Credit Card charge forms from the Point Man, the Cashier would
settle the outstanding ASRs.
PIA Queues Manual
VI. Related Records
Ticket delivery record

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PASSENGER SALES
Rev # : 00
2.17 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)

DM
PSM
In charge Visa Cell
IV. Procedure
Agents forward the visa requests for individuals / groups and submit it to the Visa cell through the
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 the visa cell for the visa information to the concerned Agent.
N/A
VI. Related Records

Visa requests.
Covering letters to the Consulate.

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2.18 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 ( Competitive Analysis)
PSM
APSM
SPOs.
Procedure
Concerned Management / Regional Manager advise the change in fares, policies or selling
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 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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Reference Document
SABRE Air Price Manual
Related Records
Volumes
Circulars

CHAPTER 1 01 : 02 : 27
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Rev # : 00
2.19 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)
District Manager
Finance 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 Sales Report to PSM.
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.

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N/A
VI. Related Records
SAR
Sales Reports ( R1, R2, R10, R11)

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2.20 SOP for Monitoring Sales Performance with Assigned Targets
I. Purpose
To monitor the performance of Stations in line with the targets assigned to them.
II. Scope
District Manager
Sales Promotion Officer(s)
IV. Procedure
DM determines the schedule for monitoring the stations 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 activities of the agents through the sales targets by
making maximum number of marketing calls.
N/A
VI. Related Records
Call reports
Call patterns

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2.21 SOP for Monitoring the Queue Timings of the Passengers at the District Office.
I. Purpose
To better assist the passengers in getting their job done without getting delayed.
II. Scope
District offices (Domestic/International).
District Manager
Duty Officer / 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 from time to time to get acquainted with the workings of the
counters.
N/A
VI. Related Records
Quematic timings slips.

Customer complains for being delayed handled.

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2.22 SOP for Monitoring the Staff Appearance.
I. Purpose
To monitor the staff appearance as per the given rules and regulations.
II. Scope

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.
N/A
VI. Related Records
Uniforms requests
Uniforms acknowledgements.

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2.23 SOP for Monitoring the Shift Performance.
I. Purpose
To monitor the regularity of the staff shifts in the district offices.
II. Scope

Duty Officer / Shift-In charge
IV. Procedure
Duty Officer is to monitor the staff performance through frequent visits as well as number of
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 is to monitor staffs performance by checking their training records.
N/A
VI. Related Records
Training Records.
Number of Complaints.

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2.24 SOP for Reviewing Training Effectiveness of District Office Personnel.
I. Purpose
To facilitate Manager Training & Development (Sales) in evaluating training effectiveness of district
office personnel.
II. Scope
District Manager
Manager Training & Development.
IV. Procedure
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 post training
performance review conducted by the Manager T&D.
DM is to assess the training requirements of the district offices personnel through close monitoring
of their performances by their respective heads.
DM is to coordinate with the Manager Training & Development (Sales) to arrange the required
training(s) programme accordingly.
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 cases for Management approval in terms of trainings.

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VI. Related Records
Training records at the district offices.

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APPENDIX

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Rev
REV# # :: 02
00
March 01,
April 2010 R
01,2010
Doc#: MKT/MM/01

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REV# # :: 02
00
March 01,
April 2010 R
01,2010
Doc#: MKT/MM/01

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MARKETING DEPARTMENT MANUAL

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0.1 LIST OF EFFECTIVE PAGES

0-0 00 March 01, 2010

0 General 13-18 00 March 01, 2010

1 Regional Management Procedures 1-18 00 March 01, 2010

01-09 March 01, 2010

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PASSENGER SALES MANUAL

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0.3 RECORD OF EDITIONS

Edition Revision Issue Ef f ect ive

Revision March 01, March 01, DGM QA

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Mr. Asim Baber (Manager-Marketing Department)

Imran Ahmed Khan

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Intentionally Left Blank

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0.5 TABLE OF CONTENTS

1.1 SOP for planning promotional activities/Product Offerings at various stations

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0.6 Documents Availability

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0.8 INCORPORATION OF REVISIONS

List of Effective Pages

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A/C : Air craft

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0.11 AIRLINE TERMINOLOGY

Available Seat Kilometer (ASK)

An economic union of Belgium, the Netherlands, and Luxembourg, originally

An International agreement made in 1944 which, interalia confirms the doctrine

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A state run, state-owned or state-designated transport company or organization,

Greenwich mean time or Greenwich meridian time is the time at Greenwich,

A short stop or break in a journey, usually imposed by scheduling requirements

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Revenue passenger-km (RPK)

Revenue Per Available Seat Kilometer (RASK)

A measure of airline revenue derived by dividing passenger revenue by seat

Number hours a day that the airplane operates.

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0.12 PASSENGER SALES ORGANOGRAM R

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0.13 PASSENGER SALES PROFILE

Passenger Sales Division:

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To make sales call to travel agents/corporate houses

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0.14 SERVICE DELIVERY PROCEDURE PASSENGER SALES

PASSENGER SALES SERVICES

MONITORING OF SALES TARGET

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