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India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over thepast few months.

"As part of the merger process, meals, service ware and other soft elements have been upgraded and incorporates aspects of both Vistara and Air India," an Air India spokesperson said in an email response.

Amid concerns that the merger could impact service standards, the Tatas have assured that Vistara's in-flight experience will remain unchanged.

Known for its high ratings in food, service, and cabin quality, Vistara has built a loyal customer base and the decision to retire the Vistara brand has been criticised by fans, branding experts, and aviation analysts.

The consolidation was effectively done to clean up Vistara's books and wipe out its losses, said Mark Martin, an aviation analyst.

Air India has essentially been "suckered into taking a loss-making airline" in a desperate move, he added.

"Mergers are meant to make airlines powerful. Never to wipe out losses or cover them."

To be sure, both Air India and Vistara's annual losses have reduced by more than half over the past year, and other operating metrics have improved too. But the merger process so far has been turbulent.

The exercise has been riddled with problems − from pilot shortages that have led to massive flight cancellations, to Vistara crew going on mass sick leave over plans to align their salary structures with Air India.

There have also been repeated complaints about poor service standards on Air India, including viral videos of broken seats and non-functioning inflight entertainment systems.

The Tatas have announced a $400m (£308m) programme to upgrade and retrofit the interiors of its older aircraft and also a brand-new livery. They've also placed orders for hundreds of new Airbus and Boeing planes worth billions of dollars to augment their offering.

But this "turnaround" is still incomplete and riddled with problems, according to Mr Martin. A merger only complicates matters.

Experts say that the merger strikes a dissonant chord from a branding perspective too.

Harish Bijoor, a brand strategy specialist, told the BBC he was feeling "emotional" that a superior product offering like Vistara which had developed a "gold standard for Indian aviation" was ceasing operations.

"It is a big loss for the industry," said Mr Bijoor, adding it will be a monumental task for the mother brand Air India to simply "copy, paste and exceed" the high standards set by Vistara, given that it's a much smaller airline that's being gobbled up by a much larger one.

Mr Bijoor suggests a better strategy would have been to operate Air India separately for five years, focusing on improving service standards, while maintaining Vistara as a distinct brand with Air India prefixed to it.

"This would have given Air India the time and chance to rectify the mother brand and bring it up to the Vistara level, while maintaining its uniqueness," he adds.

Beyond branding, the merged entity will face a slew of operational challenges.

"Communication will be a major challenge in the early days, with customers arriving at the airport expecting Vistara flights, only to find Air India branding," says Ajay Awtaney, editor of Live From A Lounge, an aviation portal. "Air India will need to maintain clear communication for weeks."

Another key challenge, he notes, is cultural: Vistara's agile employees may struggle to adjust to Air India's complex bureaucracy and systems.

But the biggest task for the merged carrier would be offering customers a uniform flying experience.

These are "two airlines with very different service formats are being integrated into one airline. It is going to be a hotchpotch of service formats, cabin formats, branding, and customer experience. It will involve learning and unlearning, and such a process has rarely worked with airlines and is seldom effective," said Mr Martin.

Still, many believe Vistara had to go − now or some years later.

A legacy brand like Air India, with strong global recognition and 'India' imprinted in its identity, wouldn't have allowed a smaller, more premium subsidiary to overshadow its revival process.

Financially too, it makes little sense for the Tatas to have two loss-making entities compete with one another.

The combined strength of Vistara and Air India could also place the Tatas in a much better position to compete with market leader Indigo.

The unified Air India group (including Air India Express, which completed its merger with the former Air Asia India in October) "will be bigger and better with a fleet size of nearly 300 aircraft, an expanded network and a stronger workforce", an Air India spokesperson said.

"Getting done with the merger means that Air India grows overnight, and the two teams start cooperating instead of competing. There will never be one right day to merge. Somewhere, a line had to be drawn," said Mr Awtaney.

But for many Vistara loyalists, its demise leaves a void in India's skies for a premium, full-service carrier - marking the third such gap after the collapse of Kingfisher Airlines and Jet Airways.

It's still too early to say if Air India, which often ranks at the bottom of airline surveys, can successfully fill that void.

https://www.bbc.com/news/articles/c5ygp1w5eq7o

Read the text below:

Educating future technology engineers

While much of the world's wireless communications technologies, such as cell phones, run on 5G mobile networks, engineers already have their eyes on developing future-generation networks. One of these engineers is Yanchao Zhang, a professor of electrical engineering in the Ira A. Fulton Schools of Engineering at Arizona State University.

Zhang runs the DOD Center of Excellence in Future Generation Wireless Technology, or FutureG Center of Excellence. Led by ASU and funded by the U.S. Department of Defense (DOD), the center includes collaborators from the U.S. Army Combat Capabilities Development Command Army Research Laboratory, the U.S. DOD and The Ohio State University.

The FutureG Center of Excellence aims to advance mobile network technology for wireless communications that are more secure, faster and more reliable. Artificial intelligence, or AI, and machine learning are also up for potential inclusion.

The center also has outreach and workforce development initiatives to increase the number of workers in the wireless communications engineering field. As part of this initiative, the center hosted a five-day FutureG Summer Research Camp on ASU's Tempe campus in May that is planned yearly.

The inaugural camp hosted 25 undergraduate students from the School of Electrical, Computer and Energy Engineering and the School of Computing and Augmented Intelligence, both part of the Fulton Schools. The participants learned about a variety of engineering disciplines related to electronics, including cybersecurity, signal processing, augmented and virtual reality, or AR and VR.

To choose the 25 students, Zhang and his colleagues in the FutureG Center of Excellence — Antonia Papandreou-Suppappola and Chaitali Chakrabarti, both Fulton Schools professors of electrical engineering — selected from 78 applicants.

"I was thrilled to see so many motivated, highly qualified young minds interested in cutting-edge research topics," he says. "Notably, half of the participants were women and underrepresented minority students, who were selected based on the same criteria as all applicants."

In line with the Fulton Schools value of building a foundation for all to be successful, students participated in sessions each day featuring lectures and demonstrations from experts in the topic areas. The presenters beyond Zhang included a variety of Fulton Schools electrical and computer engineering andcomputer science faculty members and external FutureG Center of Excellence collaborators.

"The goal of this summer camp is to expose highly qualified Fulton Schools undergraduate students to the latest topics and opportunities in the future generation wireless technology field and within the FutureG Center of Excellence," Zhang says. "We aim to motivate their academic and research interests in the future wireless technology area, ultimately contributing to the U.S. workforce in this field."

Among the student participants inspired to further research future wireless communications technology is Diego Quintero, a Fulton Schools undergraduate student majoring in electrical engineering who just completed his sophomore year.

Before the program, Quintero was only considering studying electrical engineering through the Fulton Schools accelerated master's degree program, which enables students to complete graduate coursework while completing their bachelor's degree, saving them time. Now he's planning to apply to the program in the 2024− 25 academic year.

Quintero says the FutureG summer camp helped him understand how the engineering skills he learned in the classroom are applied to technology development.

"Learning about such fascinating advancements in the thriving tech industry has strengthened my ideologies and passion for pursuing a career in this field," he says. "There are so many interesting careers and research opportunities. I believe it's a great way to learn more about specific roles in engineering."

For Mounia Bazzi, an undergraduate electrical engineering student who just completed the first year of her program, the FutureG summer camp helped her build on principles she learned while exploring engineering specializations. While Bazzi initially learned about using the MATLAB programming software in her FSE 100: Introduction to Engineering class, she explored MATLAB's signal processing tools in a session led by Papandreou-Suppappola.

Bazzi found that hearing from graduate students who are working with session presenters was especially helpful in learning about research conducted at ASU. The presentations inspired her interest to pursue her own research, and she contacted Guoliang Xue, a Fulton Schools professor of computer science and engineering involved in the camp, to ask if she could work under him in fall 2024.

Bazzi says her favorite part of the experience was the final day of the camp, which took place at ASU's Media and Immersive eXperience Center, or MIX Center.

"The most fun part of the camp was experiencing AR and VR systems with Dr. Robert LiKamWa," Bazzi says. "After going through different VR immersive narratives, we formed groups and used Dreamscape to build our own VR world that we then got to experience."

The session led by LiKamWa, a Fulton Schools associate

professor of electrical engineering with a joint appointment in ASU's School of Arts, Media and Engineering, was also Shannen Aganon's favorite part of the camp.

"Exploring and developing VR experiences was both exciting and educational," says Aganon, a rising senior majoring in computer science. "It is definitely interesting to see how immersive technology can transform so much."

During the camp, Aganon aimed to learn more about different engineering fields within electrical engineering.

"Attending this camp session broadened my appreciation of how different engineering disciplines interconnect and definitely allowed me to reach my goal," she says.

Aganon says the camp confirmed her passion for engineering through the variety offered within the field and the hands-on collaborative activities. She also enjoyed the networking, new friendships and skills the camp taught her

"If you would like a unique way to gain hands-on experience, this camp offers invaluable opportunities," Aganon says.

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India's luxury airline Vistara flies into the sunset

Indian full-service carrier Vistara will operate its last flight on Monday, after nine years in existence.

A joint venture between Singapore Airlines and the Tata Sons, Vistara will merge with Tata-owned Air India to form a single entity with an expanded network and broader fleet.

This means that all Vistara operations will be transferred to and managed by Air India, including helpdesk kiosks and ticketing offices. The process of migrating passengers with existing Vistara bookings and loyalty programmes to Air India has been under way over thepast few months.

"As part of the merger process, meals, service ware and other soft elements have been upgraded and incorporates aspects of both Vistara and Air India," an Air India spokesperson said in an email response.

Amid concerns that the merger could impact service standards, the Tatas have assured that Vistara's in-flight experience will remain unchanged.

Known for its high ratings in food, service, and cabin quality, Vistara has built a loyal customer base and the decision to retire the Vistara brand has been criticised by fans, branding experts, and aviation analysts.

The consolidation was effectively done to clean up Vistara's books and wipe out its losses, said Mark Martin, an aviation analyst.

Air India has essentially been "suckered into taking a loss-making airline" in a desperate move, he added.

"Mergers are meant to make airlines powerful. Never to wipe out losses or cover them."

To be sure, both Air India and Vistara's annual losses have reduced by more than half over the past year, and other operating metrics have improved too. But the merger process so far has been turbulent.

The exercise has been riddled with problems − from pilot shortages that have led to massive flight cancellations, to Vistara crew going on mass sick leave over plans to align their salary structures with Air India.

There have also been repeated complaints about poor service standards on Air India, including viral videos of broken seats and non-functioning inflight entertainment systems.

The Tatas have announced a $400m (£308m) programme to upgrade and retrofit the interiors of its older aircraft and also a brand-new livery. They've also placed orders for hundreds of new Airbus and Boeing planes worth billions of dollars to augment their offering.

But this "turnaround" is still incomplete and riddled with problems, according to Mr Martin. A merger only complicates matters.

Experts say that the merger strikes a dissonant chord from a branding perspective too.

Harish Bijoor, a brand strategy specialist, told the BBC he was feeling "emotional" that a superior product offering like Vistara which had developed a "gold standard for Indian aviation" was ceasing operations.

"It is a big loss for the industry," said Mr Bijoor, adding it will be a monumental task for the mother brand Air India to simply "copy, paste and exceed" the high standards set by Vistara, given that it's a much smaller airline that's being gobbled up by a much larger one.

Mr Bijoor suggests a better strategy would have been to operate Air India separately for five years, focusing on improving service standards, while maintaining Vistara as a distinct brand with Air India prefixed to it.

"This would have given Air India the time and chance to rectify the mother brand and bring it up to the Vistara level, while maintaining its uniqueness," he adds.

Beyond branding, the merged entity will face a slew of operational challenges.

"Communication will be a major challenge in the early days, with customers arriving at the airport expecting Vistara flights, only to find Air India branding," says Ajay Awtaney, editor of Live From A Lounge, an aviation portal. "Air India will need to maintain clear communication for weeks."

Another key challenge, he notes, is cultural: Vistara's agile employees may struggle to adjust to Air India's complex bureaucracy and systems.

But the biggest task for the merged carrier would be offering customers a uniform flying experience.

These are "two airlines with very different service formats are being integrated into one airline. It is going to be a hotchpotch of service formats, cabin formats, branding, and customer experience. It will involve learning and unlearning, and such a process has rarely worked with airlines and is seldom effective," said Mr Martin.

Still, many believe Vistara had to go − now or some years later.

A legacy brand like Air India, with strong global recognition and 'India' imprinted in its identity, wouldn't have allowed a smaller, more premium subsidiary to overshadow its revival process.

Financially too, it makes little sense for the Tatas to have two loss-making entities compete with one another.

The combined strength of Vistara and Air India could also place the Tatas in a much better position to compete with market leader Indigo.

The unified Air India group (including Air India Express, which completed its merger with the former Air Asia India in October) "will be bigger and better with a fleet size of nearly 300 aircraft, an expanded network and a stronger workforce", an Air India spokesperson said.

"Getting done with the merger means that Air India grows overnight, and the two teams start cooperating instead of competing. There will never be one right day to merge. Somewhere, a line had to be drawn," said Mr Awtaney.

But for many Vistara loyalists, its demise leaves a void in India's skies for a premium, full-service carrier - marking the third such gap after the collapse of Kingfisher Airlines and Jet Airways.

It's still too early to say if Air India, which often ranks at the bottom of airline surveys, can successfully fill that void.

https://www.bbc.com/news/articles/c5ygp1w5eq7o