[Music] [Satya Ramaswamy] Glad to see all of you here early in the morning, bright and sunny.
Quickly try to understand, how many of you are from the airlines? Any other airline? Okay. Thank you.
And how many of you are marketers versus the technology team? How many marketers here? Okay. Great. Thank you.
I am Satya Ramaswamy. I am the Chief Digital and Technology Officer of Air India.
So Air India, as many of you would know, is India's national flag carrier.
We have a very long history. I will touch upon a little bit about that.
Today, we are a joint venture between the Tata Sons, one of the most admired business groups in India, and Singapore International Airlines. So Tata Sons holds about 74.9%, and Singapore holds about 25.1%.
And within Air India, when we started this whole journey, we'll touch upon the whole transformation journey that we went through. We created this organization called the Digital and Technology Organization. So myself and my colleagues here, we are from the Digital and Technology Organization.
We consciously set it up not as an IT organization. It's a vision of our chairman that it has to be fundamentally different, and he has seen companies across the world, across many, many industries. So the team has strong domain knowledge. So they're very strong in the airline domain and also we are technologists. So this is a little bit different than the traditional IT organizations in many companies.
So talking about Air India, Air India has a long history starting with 1932. And just recently, we are going through a very massive transformation.
And The Economist magazine called it the Everest of corporate turnarounds, right? So given the enormity of the task on hand and what we are going through, I think it is very apt. Having lived through this for the last three years of this transformation, I can say that it is the Everest of corporate turnarounds. And I operate between Silicon Valley and Delhi about 50/50. I live in the Valley, and I work out of Delhi for 40% of the time. And we have a great service between Delhi and San Francisco in Air India, nonstop, within 14, 15 hours, you reach Delhi from here. And that allows me to practically do my role, right? Moving back and forth. And the last three years have been very hectic. And again, I can completely understand why Economist told this transformation is the Everest of corporate turnaround. So in terms of the new Air India, if you want to look at some numbers, we have about 300 aircraft, out of which about 67 are wide body and the remaining are narrow body aircraft. And there are about 103 destinations that we serve by ourselves. And then a whole bunch another 800 or so destinations served through 109 codeshare agreements. So right now we have a loyalty base of about 11 million. And we have about 30,000 employees largely in India, but around the world as well. And you might have also heard that India is today the fastest growing aviation market in the world with an expected CAGR of 12% approximately for the next five years or so. So that is the context to where we are. And as you can see from the current aircraft fleet as well as the new aircraft fleet and obviously with hundreds or more options. We expect that when we are fully built out, we will be of the size of one of the major North American carriers, right? So The Big Three in North America, that is the size that we expect to be.
And while we embarked on the digital transformation, we had very clear goals, business goals that we wanted to accomplish in many areas, right? So clearly focusing on customer experience. So both on the cyberspace, the digital space that we are all spearheading on the ground, in the airports and contact centers and so on, and while in the air, right? So customer experience, we wanted to have fundamental transformation. And obviously, operational efficiency, both in terms of the crew operations, the aircraft operations, the entire engineering operations, completely transformed. And then the employee experience largely drawn by the digital capabilities and the improvement in HR capabilities and revenue excellence, right? So we wanted to do two things. One is clearly increasing the overall revenue, and the second one is to increase the share of direct channels, right? So those are the two primary business goals for all our digital initiatives. So overall, we laid about 170 plus digital systems from the ground up. So when we took over the airline in 2022, practically, none of this was existing. So the last three years, we have laid down about 170 different systems in the digital space, and they span all the areas of the airlines. So from commercial to operations, engineering, finance, our customer experience, and very importantly, the enterprise and digital channels. So our focus will primarily be on the enterprise and digital channels today, but there is a huge transformation that has gone on in other areas as well. So the partnership with Adobe actually touches upon three important areas. Clearly, it touches upon customer experience, and obviously, the revenue excellence, driving customer experience and driving revenue excellence, but also the employee experience. So we took the view that all the channels that our employees use, whether it is our employee portal or the employee mobile app, and in fact, we even use Adobe Target and Campaign to drive campaigns towards the employees. So in the entire suite of products that we use for our customers, we are also using for the employees, right? And it was great to see Adobe support us in doing that.
And our digital approach, if you take a look at it, what are we aiming to do? So we want to be very customer obsessed. So always looking at it from the point of view of the customer. And we want to be very mobile friendly. So clearly, in the airline domain, there are many applications which cannot be mobile, which are actually disbound. So we focus on that, but we are very mobile-friendly organization. And we are a cloud-only organization. So we do not have a data center. So in fact, Air India had very historic data centers. When the first mainframes came to India, that was given to Air India. It was there in the data center. But somewhere in 2023, we eliminated all the data centers, so we're all on the cloud today. And we want to be very design rich organization. So anything that we do is very aesthetic, very beautiful. If you take a look at our mobile app, which is 4.8 in the App Store, it's a beautifully designed app. And we want to be very data driven. So we have done a very strong data-driven culture within Air India, especially the commercial and customer experience are really the cutting edge, I think, worldwide in terms of the use of data to drive their business. And we want to be naturally an AI infused organization. So in fact, we used to joke that we are the original AI, Air India, right? So we have taken a lot of strides in making as an AI infused organization, and we'll see a couple of examples of that. So overall, it is digital plus domain, like we talked about, and design, important components of what we do. And then importantly, it's about transformation without disruptions. So there are other airlines being built in the world from ground up. There is nothing they're building a new airline. So we have to do the same thing with a running airline, right? So we cannot afford to disrupt one flight. So this entire transformation with 170 systems being laid and so on, we did it without disrupting anything while the operations are going on, so which we believe is something that is very unique and interesting.
And if you look at the channel transformation itself...
We have about six main channels. So starting with the mobile app, which is our flagship digital channel. So we put a lot of emphasis on making the app as good as it can be. So it has got several awards. It is 4.8 in the app store, very, very much loud. And we are improving that. And obviously, the web is a very important component of our channel strategy. And it is a very important source of our direct channel revenue.
And the GenAI chatbot that we have called AI.g. And I named it AI.g because AI stands for both Air India as well as AI. And g is the Indian salutation for both male and female. And it's also g stands for generative AI. So we call it AI.g. It is the global airline industry's very first GenAI chatbot. We launched it in May of 2023. So almost about two years, we are done with AI.g. Pretty spectacular performance for us. So it has answered about 8 million queries so far, and it answers about 30,000 queries a day. And it has a phenomenal cost aspect. So the cost of a query in AI.g is one-hundredth of the cost to the call center, which is pretty amazing. And it has got a containment ratio of 97%, which means that 97% of the queries that AI.g gets, it is able to answer autonomously without any human intervention. It escalates only 3% of the queries to the human agent. So that is how it has gotten good at. And we have surrounded the core LLMs with a lot of our own homegrown innovations to avoid the typical pitfalls of the LLMs and so on, such as hallucinations, safety, and all that stuff we have taken care. And that is the AI.g. And the IFE, the inflight entertainment, the current inflight entertainment systems are not really that great. But we are working on a brand new inflight entertainment system, which we hope to launch in April. And that will be pretty revolutionary, right, in terms of the capabilities that it brings about. And finally, obviously, the notifications. We saw about 2 crore notifications a month. And very important component of informing our customers and keeping them updated.
So those are the channels. And what have we accomplished over the last three years of this journey? Our capacity, again, has increased 4x, so an organization that was managing 70 aircraft fleet, now we manage about 300 aircraft and growing. And our market share went from single digits to about 30%. And the yield of the airline about 40% more revenue per seat we are able to generate after all the transformation, including the digital transformation we'll be talking about. And a lot of it is done by the inherent ability to target and segment our customers and market to them effectively conveyor value proposition. But it's also through increasing the ancillary revenue sales, which has increased by 4.5 times from where we started.
And the NPS is very important. So we have very, very detailed NPS program, which is one of the first thing that we put. And when we started, it was obviously not that great.
Lot of difficulties, we went through. But today, it is dramatically increasing. And so today, in many of our flights, especially the new Airbus A350-900 fleet running from Delhi to New York, and London, it is 50 and more, which is very, interesting and good for us. And also, when we brought to Vistara, we talked about the merger of Vistara and Air India. Once they came on board, the revenue, the direct channel revenue of Vistara increased by 40% once we brought it to the newly reimagined channels that we have developed with the help of Adobe.
And if you ask why we chose Adobe, a lot of reasons. So we obviously had a number of choices that we could have taken. And my direction to the team was that a well-integrated whole is better than best of breed parts, right? And if you ask my Adobe friends, they'll say we are best of breed also.
Giving that, what we very much wanted was a well-integrated bunch of systems in the marketing technology space and the content management space and also the creative space.
But Adobe brought something more than that. So they brought a very strong passion for Air India and its transformation.
So we have glad to have Prativa here who heads the India business for Adobe. And she and her team are really passionate about Air India. So in many meetings I find it difficult to identify the Air India person from the Adobe person. They are that passionate. And many times Prativa also was customer of Vistara. So she had a personal stake in making sure the Vistara, the merger went through smoothly, and that was reflected in the team also. They came through with such a tremendous force and passion to make the merger such a smooth experience that it eventually became. And clearly, we all know that Adobe has the hunger for innovation and are constantly giving us new capabilities and also deep industry expertise, right? So clearly, Adobe has a very strong presence in the airline industry, as many of you from the airline industry would know. And the partnership with Amadeus, who are our reservation inventory ticketing, the PSS partner. So I think the partnership between Adobe and Amadeus was very important for us. And with just the seamless integration between Adobe and many other components of the system that the landscape that we had to work with. And obviously, the end to end suite of solutions, like I talked about. For us, the well-integrated whole covering the entire spectrum of marketing and content and creative capabilities was very important, and Adobe was able to give that. And also the executive sponsorship from Adobe was very important. Starting with CEO Shantanu. He was kind enough to spend almost an hour with me in the early days along with Prativa, talking about things, and he pushed us hard to look at the business outcome of what we do, rather than just purely for the technology part of it. And clearly, Anil and Stephen and Shridhar from the engineering team, and obviously, Prativa herself being there, it has been a tremendous source of strength for us in terms of doing this transformation.
And what are the products that we have from Adobe? So we have the full suite of Adobe products...
From Target to AEM, the Analytics is very important component. The Journey Analyzer. RTCDP is very critical because the need for us to drive personalized outcomes and the ability to drive yields and ancillary sales through personalization, and obviously, Adobe campaign and Workfront, right? So we have taken the whole suite of Adobe products. And on top of it, Adobe Professional Services has been a huge area of strength for us, right? So they really have played a tremendous stellar role in the whole transformation.
And with that...
I will request my colleague, Deva Joseph here. So clearly, Adobe has done a lot to improve the image of Air India. But clearly, Adobe Photoshop has done a lot to improve the image of my colleague Deva. So, Deva, please.
[Deva Joseph] Yeah, I was expecting that. Thank you, Satya.
But yeah. So Deva Joseph, I'm the VP for Consumer Technologies. And as any right IT person would say, I reserve the right to complain about the technology I inherited. I'll start with it.
So one of the biggest challenges that we faced when we moved into Air India, I've been with Tata Group now for 25 years, and based on the group transfer, so I moved in 2.5 years back. And we took a look at the code. It was over 20-year-old, right? The stack, I think, this is probably the same stack that I started my career with.
Code was very, very old. We actually found a deployment, the production deployment actually had learned dot net books out there, right? And nobody was looking at the code.
The data was all siloed, whatever data that we had. And interestingly, I think, of all the global airlines, Air India's site was the only one which probably did not have privacy warning because pretty much it was not collecting any data. There was no data out there, so there was no warning there as well. It was hosted at the government data center, and obviously, once the government realized that they no longer had to do it, we are under pressure to move out of there within no time.
Security standard, the lesser, the better.
The mobile app was, it's a white labeled app, but that meant that it was difficult for us to bring additional capabilities at the pace at which we wanted to do.
And any time we want to make a change to the website, because the code complexities, if you look at to one function, I remember we printed it out, and I think the printer ran out of paper. So that's how complex it was, and there was no documentation at all. So it was very, very interesting.
Somebody 20 years back had figured out, hey, they wanted to try and experiment with homegrown content management, and that's what Air India was using. Again, no documentation or no code behind it, which made it very difficult for us to add the content in there. The user experience was pretty much broken across multiple platforms. So if you googled for check in, you'd probably see three links. One would have been created on 10, 12 years back. Another one would have been seven years back when some rules changed. But guess what? Nobody removed the old one. And the third one. And when someone complained, "Hey, check-in is not working," right? We started to figure out which check-in was not working. Where was it not working? The mobile web experience was nonexistent, and that was very important for us to be an airline people try to check-in on the way. And also that you essentially, the only thing that we could ask people was to move the phone into landscape mode, which will be sometimes, not always. But there was almost like I said, there was no MarTech at all. There was no possibility for personalization. And, like I said, there's no customer tracking as well.
But again, the pressure was on us, because when the group took over, the group has a strong legacy in adopting technology, being fortunate in adopting technology. Like Dr. Satya said, right, chairman had set up a very strong expectation on us to ensure that...
We become world leaders in the shortest space.
So we wanted to turn around quite fast. We wanted a platform that can scale very well because we knew that there's a large ambition for the group to grow this airline into something very, very vast and very special. And like Dr. Satya said, everything had to be cloud based and we wanted a very consistent experience across all the channel because, again, the expectation from a technology perspective. And our user research also indicated that most of our customers are primarily on the mobile. In fact, mobile, we've actually had around five to eight times usage as compared to actual website or the mobile app. Mobile app was, I think, at that point in time less than 1% the usage of mobile app as well. And we obviously knew that our fleet and inventory was going to grow quite well, and hence we wanted to ensure we laid down the right foundation.
So the most interesting and most pressing thing was to turn around quite fast, and we did reach out to understand a bit more on how that would take.
We did reach out to some of our airline friends, and they gave us a guidance that typically airline website takes 18 to 24 months for end to end development. And the good thing was that our friends at Adobe or none of us were actually from airline background, so we really did not believe that. And we sat with our friends in Adobe and then came out with a strategy on how do we adopt an end to end journey which can be developed at a very, very fast pace, right? So we looked at every single phase of the customer journey, understood what the customer would need and what we would need to learn about the customer to offer a personalized experience. How do you make it completely omnichannel? We looked at what are the tools, right, which can actually support that. And look at the website. We probably have the entire stack deployed there, same with the mobile as well.
And notifications-- Any experience that you get in one channel can be easily replicated across the other and solved by personalization segment of one where we understand our customers. One advantage we being airline is that we know our customers quite well because they give the details of what they do. And which means that we can actually provide absolutely personalized experience.
So we sat with our friends from Adobe. A lot of them are here in this room as well. Very, very interesting discussions on how do we build this at a very strong and very fast pace.
We wanted to set up a vision and understand what we do currently have...
Come up with an overall strategy which would scale from a marketing perspective, from a personalization perspective, offering personalized journey, targeting.
And we also want to ensure that we have the right integration at every single point of the journey. And we also want to set up a model where we can actually continuously improve...
Even after we develop the entire site, right? So the result was we were able to build an entire website with brand new content. Nothing was reused, along with a lot of support from our friends at Amadeus...
For the transaction screens. We were able to build a brand new website with a completely new branding concept. Every single word was written. We had in-house design team. We had in-house content team. We actually went through how we wanted to position it. And using AEM, we were able to deploy it in 3.5 months, which I believe is the fastest for an airline.
And this is the results that we got, right? This is just over a couple of years back, and the website visit has increased to around four times. The number of orders also proportionally has increased...
And a sizable increase in the unique visitors. My colleague, Prem, will talk a bit more about order conversion rate. We believe it's one of the highest in the industry, thanks to the entire journey that's been concocted.
And we actually provide a personalized experience for a large certified percent of our users who actually visit our website.
And our direct share revenue actually increased by, again, 2.5 times after we build our platform, which is a testament that, I mean, at least the customers were coming to our site rather than other sites to book. More and more customers were actually coming there. And like Dr. Satya said, we have a rating of 4.8 on both App Store and Play Store on our mobile app, which again was built in a record time of three months. Completely native mobile app for both iOS and Android with a great experience, which has won a bunch of awards as well.
So I'll hand it over to my colleague, Jayaprakash, who will talk a bit more about the nuts and bolts which went behind the transformation.
[Jayaprakash V] So morning, everyone.
Basically, I just thought of touching up the website side of things because we started with the website. So we started with a custom content management system. It is called content management system, but it was very, very-- Practically, there is no way to manage the content. Okay. It was more like, okay, you can create something with that. So we want the scale because the kind of vision and the roadmap, actually said by CDTO Dr. Satya, so we wanted the scale. We wanted a reliable, content management system with us. So that is how we have actually gone to AEM as our content management system. So the scale is very important for us because we have actually more or less during the Vistara merger, so what happened was during within 1 hour, the traffic actually scaled up to 30%, okay? So whatever we had 30% suddenly got spiked. And the systems, adaptive systems scaled up beautifully.
So from four ports, and it actually scaled up to 187 ports. And even without any disruption, no service disruption, nothing, okay? So also, we wanted to make sure that we reduce the page development efforts because earlier, it was like three or five days. Three to five days actually took just to create one page. So we wanted to cut it down. So from a practical point of view, we wanted to make sure that all those are actually creating pages in a much faster pace. So what we did was we have actually set up an enterprise design system...
Starting from the design. Then based on the design system, we have actually created an enterprise competent library. So it actually cut across website, mobile application, or any other application across different technologies. So the intention was to-- So ultimately, it is UI controls. So you have finite number of UI controls. So you can create a number of composite components with that. So at some point of time, you will reach a point where it is just plug and play. So we wanted to cut down the page build time, okay? So we have achieved almost like 50% to 80% of the time reduced. And from a content point of view, I'll just touch upon the content side of things. What is content for us? Okay. Because we are targeting the omnichannel application. So for us, the content is very, very important. So I'll just talk about the content in a separate slide.
So from an architecture point of view, I'm just a tech guy, so I'll just touch upon the architecture. So where we wanted to and what exactly we were actually targeting. So it's all actually started with the scale, okay? And we have completely invested in microservices. So we started with and completely 100% of our APIs. It's a completely a bit driven system. So we are API first organization. So we think about APIs as a product. So we are invested very heavily in the microservices and cloud native. And APIs are mostly into Azure systems. So though we do have presence in AWS and Google, it is more or less, almost like 99.99% at Azure level itself, okay? And we have given importance to the automation side of things because we want to cut down anything that will end up in error, okay? So we try to automate all the pipelines and everything. We try to automate it. We hooked up all the quality controls and everything, security, scanning, everything into our release pipelines so that we don't have to worry about all these things because no humans are actually involved in that. Automatically, you commit something, so something will happen automatically. So everything is actually going in an automated way. So this actually happened not in a night. It happened progressively in the last two, two and a half years. So I think we have set up very high standards. So still there are things that we wanted to achieve. And it is mobile first everything. It's all out mobile first because average 70% of our customers are actually coming through mobile devices. I'm not talking about the tablets. The real phones, okay, where we wanted to provide the experience. So which our competence helped us that PR responsive web design helped us to reach. And we have also invested very heavily in the native, the mobile applications. If you take a look at it, it's all native applications. You won't find web views there much. So it's a complete Android co-clean iOS. It is completely swift based item. And during the initial phase itself, we try to set up a data layer, which actually cut across the enterprise. So I mean, across all the applications. So we pull the data from many data sources including Amadeus, we are pulling the data from Amadeus. We are pulling the data from Salesforce. We are pulling the data from a lot of internal systems. But ultimately, what we are actually going to do with all these data? So we are generating insights. So the personalization piece is actually going to be talked by my colleague later. So all this data, we are actually taking this data and making some insights out of this based on which we will do certain personalization and certain targeting with that, okay? So...
I thought like putting an architecture what we have right now. So everything is actually started. So whatever, whenever, whoever actually touches Air India. So it all goes to Akamai. So that is our CDN partner. And all the security controls, bot protection, DDoS, and all those WAF and everything is actually set up at the Akamai level itself. So from there, it actually travels to AEM. It travels to our microservices layer. So we have application microservices. So each application, mobile applications, website, IFE, chatbot, they all have their own microservices. And it actually touches that microservices layer. And there is one important aspect in this particular diagram. So that is SkyBridge. So Amadeus is our very important partner. So all the key airline operations are being done through Amadeus. So we don't want to take any chance. So we have a very dedicated layer for that communication alone, which actually handles everything, all the communications with Amadeus. It's actually going through that SkyBridge. And we do have the data layer. So it is purely based on the Databricks. And we are ingesting the data. We are creating a lot of insights out of the data and a lot of third-party integrations, payment, weather, and all those Salesforce and a lot of third-party integrations we have. So this is how it is. And we are extracting the entire customer journey through Adobe Analytics. There is a user behavior analytics also. We are using Hotjar at the moment. So we try to understand what exactly the user is actually doing with the features that we roll out. Okay, we wanted to understand the effectiveness of all these features. So we tend to analyze that as well. And based on that, we take decisions.
So content, I'm going back to the original thing. What is content for us? Because from our perspective, content is very important. And we want to call it as content as a service where we wanted to push content into our omnichannel applications as a commodity because earlier, the content was tightly coupled with the application code. And if you want to make any kind of changes in the content, you have to roll up. You have to deploy another version. And it was not practical for us. So we wanted to make sure that AEM is actually working as a content hub. So we have actually exposed APIs and completely are omnichannel applications, website, mobile, AI.g. Everything, actually, all these applications started pulling the content based on their requirement through AEM. So it is just a ordering, all the content fragments and whatever it is exposed through the GraphQL and REST APIs and everything is actually being consumed by our application. So just before completing it, I thought like testing about the performance. I'm not talking about the marketing performance. It is the page rendering performance, which is a critical aspect as far as the CEO is concerned. Now whenever you talk about the front end performance or the page rendering performance, you will face a lot of challenges with the media performance because the tech guy will optimize the image in such a way that...
It will become blurry, okay? The quality will be lost. So actually we have been researching on this particular area. How can we achieve the true performance? Okay. So we thought we had multiple rounds of discussion with Adobe. They've actually introduced us to something called Dynamic Media, where it's a SaaS service kind of a thing where you will be able to optimize your images on the run. So based on the device aspects, based on the network conditions...
The images will be optimized on the run. And that was without losing much of quality. And that is something which rather we've been actually looking for, okay? And it helped us to cut down almost 55% to 60% of our CDN bandwidth because it is more or less. It was eating up. The big images were eating up our CDN bandwidth. And it this actually very much helped us to reduce our bandwidth consumption. So I'd like to call Prem, my colleague, who will actually go deeper into the MarTech side of things. [Premjith Manapetty] Yeah. Thank you, JP.
Yeah. Coming to the MarTech side, right, Dr. Satya had given us a very clear vision and a strategy on how we should set up and put the right products in place, right process in place, and so on. So like what we mentioned earlier, right? I mean, MarTech was nonexistent in our previous world. So when we took over, we started setting up everything from scratch.
Thanks to the Adobe team who helped us first initially set up the whole stack, the right architecture, right things in place. We initially started with everything analytics. We wanted to know anything and everything about what is being set up. And then all the GDPR compliances, all the consent that we need to collect and so on. And when we do all these things, we cannot stop campaigns and so on, right? So at this period, it was all done manually. And when we got all the segments and everything on our RTCP, everything connected, or one trust consent collected and so on and so forth. Now we have come to a place wherein it's all automated. So we have a calendar and then it just runs. I can sit here and everything runs there. So that's the thing that we have reached. Just like what we mentioned, right? I mean, when Vistara merger happened, just seamlessly just worked. Yeah. So that's how we are right now. So it's about right now we track anything, everything about booking journey, everything that's there.
Thanks to our colleagues at Amadeus, right, I mean, they had done this survey and therefore in our industry, conversion rate is the biggest reason. So when you get the users, you come into our one of our channels, how to reach to them, right? So industry standard is about 5-7% and so on. And with this, we have achieved 7.9 as we speak today, for a generic user, unknown user, it is here, whom we have not much of a profile data and so on. And for the profile whom we know the loyalty, we have doubled it. So it's around 14%. So that's the conversion rate that we have got. This cannot be achieved with one change that is there. It is multiple changes.
It's like, we need to use a target to do an urgency timer there. You need to do abandoned cart with a campaign that needs to go off which the person moves out of the booking flow. We need to do highlighting nudges, right? When the seat is-- Bestselling seat is another thing that we have introduced, taking the analytics, doing a run time of data analysis from who is booking which seat and then nudging that seat and so on and so forth, right? So on the back end, like what we mentioned, we have got 18 million user profiles that are there. And we are enriching. We are creating segments. These segments are like, yeah, as we speak, it's 140 plus, but it'll keep going up and down because, any segment that doesn't work, we'll shut it down. Anything new, we'll start adding and so on. So everything is right now automized...
250 plus...
Templates have been created either in the web or in the emails and templates and so on. This allows us to actually have a unified messaging across all the channels, whether it's a WhatsApp message that has been sent, whether it's email marketing or a webpage nudge that is there. And it's not a blast. You don't send it to every segment every time. It's only to the right segment, to the right people, to the right time and so on, right? So this is possible because it's unified. It's across the channels and so on. And it's not only inside that we do. Once these segments are inside...
Our Adobe suite of communications, we also push this to our paid channels that are there outside Meta and Google and so on. And we have reached 85% to 90% match rates. So that's really, really high, yeah, so in terms of how we are able to reach the end user and get the paid campaigns working.
So this is mainly powered like what JP was mentioning, right, this is mainly powered by the back end AEM that we have structured the content. It is all automated. It's template driven. It's everything in terms of funnel conversion or the campaigns and so on. Everything is templatized and automated as what we speak right now. So with this, I'll hand it over back to Dr. Satya. Thank you. Thank you, Prem. Yeah. Thank you.
Thank you, Prem, JP, and Deva. And before we conclude, I just want to talk about one more thing.
So we have quite a bit of experience in GenAI, and we'll be more than glad to share with our other airline friends and others. And we thought what it will be to transform the entire booking experience of customers, right? So today, if a customer comes to your website, they're having the full form after form. And then finally, four, five screens later, they are able to complete the reservation. So our thought was, how can we just cut through all this, right? So a customer can just tell either speak or type what they want in terms of an itinerary. For example, give me a ticket from New York to Delhi next Tuesday, returning two weeks later, and I should be able to just make the reservation just like that, right? So that is what we have done with what we call as eZ Booking. So we have used Adobe RT CDP, Adobe Target, and Adobe Analytics, and then a little bit of AEM to bring all these things together. So again, a good collaboration with Adobe to make this happen.
So we are very grateful to receive the Adobe Experience Maker of the Year award...
This year.
So thanks a lot to all of you for attending the call today. Glad to answer any questions either here or later. Please feel free to message us. We are more than happy to help, especially the friends from our airline industry. Thank you, and we can take any questions.
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