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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

Thematic Discussion on Nuclear Weapons

The United States remains committed to the goal of nuclear disarmament, and to seeking to create conditions toward that end. And history makes clear that important progress can be made when security conditions allow. The easing of Cold War rivalries allowed the United States and Russia to make significant steps toward the shared dream of eventual nuclear disarmament after decades in which such movement was impossible. Disarmament success is predicated on patience, attention to detail, effective verification, and patient attention to the challenges of effecting the changes in the security environment that are necessary for progress. This last element is critical, considering the crucial role that nuclear deterrence plays in preserving and protecting international peace and security, and the potentially catastrophic consequences were deterrence’s restraining effect to be removed while it still remains necessary.

The “Treaty on the Prohibition of Nuclear Weapons” violates all these tenets. Its obligations are longstanding worded, imprecise, vaguely worded and sometimes internally contradictory, while offering only an empty shell for verification. Worse, it is fundamentally at odds with today’s security challenges. It is not simply an unproductive instrument; it is likely to be a counterproductive one, with the potential to cause lasting harm to the nonproliferation regime and to the cause of disarmament alike.

The ban treaty is based on the premise that addressing crucial international security issues is not necessary for disarmament. Ban treaty proponents would have us believe that we can do away with nuclear deterrence despite - to cite just one example - the danger posed by North Korea’s relentless pursuit of nuclear weapons and associated delivery systems, which stand in flagrant violation of international law.

Furthermore, the Treaty does not contain a credible verification mechanism, demurring on the issue almost entirely. It does run counter to decades of progress in nonproliferation verification by endorsing the International Atomic Energy Agency (IAEA) Comprehensive Safeguards Agreement as its standard for safeguarding nuclear material.

Finally, the ban treaty has the potential to do real damage to the Non Proliferation Treaty (NPT) in other ways. It exacerbates political tensions on disarmament, dividing states into overly-simplified camps of “nuclear weapons supporters” and “nuclear weapons banners,” rather than recognizing shared interests – especially on the challenges involved in creating the conditions that would make possible further disarmament progress. Reinforcing this false dichotomy and worsening the world’s polarization on disarmament will make further progress within the institutions that have been vehicles for success, such as the NPT review process, significantly more difficult.

Inspired by the NPT Preamble’s acknowledgement of the need to ease international tension and strengthen trust between States in order to facilitate disarmament, the United States stands ready to work with others on effective measures to create improved conditions for nuclear disarmament. This work is focused on overcoming technical challenges to make substantive progress when the security conditions improve. We also continue our longstanding work to support and strengthen the global nonproliferation regime against the many challenges it faces today, for who could deny that there can be no way to envision today’s nuclear weapons possessors ever putting down such tools without rock-solid assurances that no one else will take them up?

There are no shortcuts to nuclear disarmament. Unrealistic attempts to skip to the finish line have the potential to undermine the institutions and standards we have worked so hard to build. Our collective experience demonstrates that inclusiveness and the search for consensus can lead to progress, while polarization is a recipe for failure. We urge all states to work with us in searching for common solutions to collective problems, pursuing a more secure world.

If you take a look at my smartphone, you’ll know that I like to order out. But am I helping the small local businesses? You would think that if you own a restaurant you’d be thrilled to have an outsourced service that would take care of your delivery operations while leveraging their marketing might to expand your businesses’ brand. However, restaurant owners have complained of lack of quality control once their food goes out the door. They don’t like that the delivery people are the face of their product when it gets into the customer’s hand. Some of the delivery services have been accused of listing restaurants on their apps without the owners’ permission, and oftentimes publish menu items and prices that are incorrect or out of date.

But there is another reason why restaurant owners aren’t fond of delivery services. It’s the costs, which, for some, are becoming unsustainable. Even with the increased revenues from the delivery services, the fees wind up killing a restaurant’s margins to the extent that it’s at best marginally profitable. Therefore, some restaurants are pushing harder to drive orders from their own websites and offering special deals for customers that use their in-house delivery people.

The simple fact is that these delivery apps are here to stay. They are enormously popular and have significantly grown. I believe that restaurant owners that resist these apps are hurting their brands by missing out on potential customers. The good news is that the delivery platforms are not as evil as some would portray them. They have some skin in the game. They are competing against other services. They want their listed restaurants to profit. Maybe instead of fighting, the nation’s restaurant industry needs to proactively embrace the delivery service industry and figure out ways to profitably work together.

The Guardian. 02 December, 2020. Adaptado.

Read the text II to answer the question.

TEXT II

Common Dog Training Mistakes You Might Be Making

Priya Faith

You've welcomed a new furry friend into the family, and you can't wait to start training them. Whether it's to do all kinds of tricks or you want to ensure you have a well-behaved canine, it's not always straight forward. When it comes to training your four-legged friend, a lot of mistakes can occur…