Airlines–GSSA join hands, turn obstacles into progress

Indian cargo market presents challenges, such as fragmented demand, infrastructure bottlenecks, pricing, undercutting hamper efficiency. Building strong Airline–GSSAs partnerships into long-term collaborations, with shared risks and rewards, are best positioned to survive in this dynamic landscape.

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When it comes to air cargo, airlines and their General Sales and Service Agents (GSSAs) are like two wheels on the same cart — neither can move forward without the other. For airlines, those entering, or expanding in a particular market, GSSAs act as their local eyes, ears, and hands. They have all the market knowledge, customer connections, and operational support that airlines may find difficult to get on their own. On the other hand, airlines give GSSAs an opportunity to be a part of a global network.

The magic happens when this relationship goes beyond a transactional one and turns into a long-term partnership built on trust, transparency, and a shared commitment to growth. Building strong airline-GSSA partnerships in India requires a balance of trust, transparency, and adaptability, underpinned by a shared vision for long-term growth. Success depends on the ability of GSSAs and airlines to leverage each other’s strengths. Airlines bring in brand reputation, global network, and service quality expectations, while GSSAs contribute detailed market knowledge, customer relationships, and cost-effective sales expertise.

Clear communication, defined responsibilities, and a performance-driven approach are fundamental to avoiding overlaps and conflicts. Airlines that view GSSAs as strategic partners rather than sales contractors benefit from stronger yield management, market penetration in tier II and III cities, and improved customer service delivery.

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