Air blue presentation


Published on

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Air blue presentation

  1. 1.  Waleed Tahir  Zeeshan Shehzad  Muhammad Karim  Jaweria Kashif  Faiza Aslam
  2. 2. Sir Eshfaq Ahmed
  3. 3.  Shahid Khaqan Abbasi  Abbasi is the Founder and CEO of Airblue  He also served as Chairman and CEO of Pakistan International Airlines from 1997 to 1999.
  4. 4. early education  Born 27 December 1958  Abbasi got his early education from Lawrence College, Murree. .  He then attended the University of California, Berkeley  where he obtained theBachelor of Science in Electrical Engineering  . He went on to obtain Masters in Electrical Engineering from George Washington University,Washington, D.C.
  5. 5. early education cnt….  Abbasi worked as a professional engineer in the United States and the Middle East during the 1980s
  6. 6. Air Blue Pakistan             Founded 2003 Commenced operations 18 June 2004 Hubs Jinnah International Airport Focus cities Allama Iqbal International Airport Benazir Bhutto International Airport Dubai International Airport Frequent-flyer program Airport lounge Fleet size Destinations Blue Miles Blue Lounge International 8 9
  7. 7.  Parent company   Headquarter   Key people     Website Government of Pakistan Islamabad Stock Exchange Towers Islamabad, Pakistan Tariq Chaudhary CEO Shahid Khaqan Abbasi (COO)
  8. 8. Senior Management Mr. Tariq Chaudhary Chief Executive Officer Mrs. Sadia Mohamma d Director Corporate Affairs Mr. Shahid Khaqan Abbasi Chief Operating Officer Mr. Ali Muhamm ad Khan Rana General Manager Quality Assurance Mr. Khawaja Muhamm ad Ahad Director Flight Operation s Control Mr. Raheel Ahmed Directo r Commer cial Ms. Liberata D'Souza General Manager Flight Services Mr. Armaan Yehia Directo r Airport Operatio ns Mr. Shaukat Ibrahim General Manager Corporat e Safety Captain Sohail Sarwar Chief Pilot Flight Operatio ns Mr. Athar Hassan Ansari Directo r Engineer ing
  9. 9. Destinations  Airblue serves the following destinations as of 12 December 2012  Oman  Muscat - Muscat International Airport  Pakistan  Islamabad - Benazir Bhutto International Airport  Karachi - Jinnah International Airport Hub  Lahore - Allama Iqbal International Airport Focus City  Peshawar - Bacha Khan International Airport
  10. 10.  United Arab Emirates  Abu Dhabi - Abu Dhabi International Airport  Dubai - Dubai International Airport  Sharjah - Sharjah International Airport  United Kingdom  Manchester - Manchester Airport Airblue also previously served Faisalabad and Gwadar in Pakistan
  11. 11. Network expansion  Airblue intends to expand operations with additional aircraft to destinations in Europe, China, and the Middle  They also plan to start a Mumbai-Karachi air route
  12. 12. Services Cabin  Airblue currently operates a mixture of Airbus A320 and A319s. All aircraft are in a 3 by 3 all economy layout.  There are several overhead screens located after several rows  The airline dropped its Business class section due to exogenous economic factors  The layout was 2 by 2 with inflight televisions and leather seating and the cockpit of the airblue planes are all digital
  13. 13. eTicketing  Airblue was the first airline in Pakistan to introduce e-ticketing, wireless check-in and self check-in kiosk facilities  . The airline also became a member of Sabre system that is used by over a hundred airlines to help it with ticket automation service
  14. 14. Continue Muhammad Karim
  15. 15. Frequent flyer program  The Airblue frequent flyer program is called Blue Miles. Passengers are able to initially start on the base level where sign up is free. Once passengers earn enough miles, there are upgrades to the Blue Card followed by the Platinum Card. In May 2009, the airline formed an alliance with The Faysal Bank Limited (FBL) to launch its summer promotion on its credit cards
  16. 16. Lounges  Airblue inaugurated its own premium lounge at Jinnah International Airport, Karachi in November 2008. Nicknamed, the Blue Lounge International, it was designed for business class passengers, credit card holders and privileged customers. The lounge offers a number of Internet facilities, cable television, newspapers and magazines, massage chairs as well as a snack bar. It is located in the international terminal of the airport
  17. 17. Cost-cutting measures  To deal with the fuel price hike worldwide  Airblue converted their fleet to all economy class  They also ended full meal services and replaced it with snacks on domestic flights
  18. 18. Ground services  Passengers may check-in 2 hours prior to flight departure at latest or as early as 48 hours prior to flight departure  Dnata the aviation services company handles the ground and passenger handling for the airline at all of the airports the airline operates from  Gate Gourmet provides food and beverage services to the airline.
  19. 19. Cargo operations  Airblue have launched e-Cargo service to cater to air freight markets of Pakistan, UAE and UK  e-Cargo will broaden the base of cargo and permit certified agents to book freight directly online opening the inventory through Web. Air blue offers more than 70,000 kgs cargo space on more than 18 fleet everyday  Faster  More reliable
  20. 20. Achievements and recognitions  First airline in Pakistan and only the third carrier in the region behind Emirates and Royal Jordanian to introduce the state-of-the-art selfservice check-in facilities at Jinnah International Airport, Karachi.  First private airline in Pakistan to initiate longhaul services on (Islamabad-Manchester) sector in 2007.  First private airline within Pakistan to place an order for new aircraft.
  21. 21. Achievements and recognitions  First airline in Pakistan to start e-ticketing online.  First airline in Pakistan to start self check in kiosks in Karachi.  Airblue makes a fuel stop at Istanbul in Turkey when flying to and from Manchester. This route is the longest route operated by an A319 aircraft in the world, and the longest scheduled route operated by an Airbus narrowbody aircraft (excluding the Airbus A319LR). This is to be soon replaced by the new Airbus A340-300 on a nonstop flight between Islamabad and Manchester
  22. 22. Fleet  As of January 2013 Airblue Fleet consists of following aircraft's with an average age of 8 year  Aircraft In Fleet Airblue Fleet Orders Airbus A319-100 4 0 Airbus A320-200 2 0 Airbus A340-300 2 0 Total 8 0 Notes
  23. 23. Incidents and accidents  Airblue Flight 202 crashed on 28 July 2010 near Islamabad in Margalla Hills, killing all 146 passengers and six crew members on board.
  24. 24.  The following are the different routes of air blue:  Air blue Domestic Routes:  Karachi – Islamabad  Karachi – Lahore  Karachi – Peshawar
  25. 25.  Airblue International Routes:  Islamabad - Abu Dhabi  Islamabad – Sharjah  Lahore – Sharjah  Lahore - Abu Dhabi  Karachi – Dubai  Lahore – Dubai  Peshawar – Dubai  Islamabad – Manchester
  26. 26. Current System • A user friendly customized system • Developed by their own IS Specialists and Programmers Based in Los Angeles • Overseen by Mr. Tariq, the owner of the airline, and his assistants • All inter-related party with the airline are connected through the same website i.e. • Specialized Usernames & Passwords to those accessing this website according to authority levels
  27. 27. Communication Model  Intranet:  All the employees are connected through the intranet formed on the website  .  Internet:  Is used by:  The travel agents  travel counselors  the customers themselves.
  29. 29. Online Reservation Customers
  30. 30.  Online Reservation:
  31. 31. Enterprise Collaboration Systems  Employees communicate with each other through  E-mail  IP Phone  Communication between the Pilot and the Ground Staff  Radio Phone  VHF Technology
  32. 32. MISSION STATEMENT  We will offer our customers cost effective transportation service within geographical areas and market segments that can benefit from our services and will insure a return on investment and growth rate consistent with current management guidelines.
  33. 33. VISION STATEMENT Our vision is to make Air blue the most admired airline in the world.  Ensuring safety comes first.  Providing Service Straight from the Heart.  Encouraging product leadership.  Delivering superior financial returns.
  34. 34. PRICING STRATEGIES OF AIRBLUE There are four types of pricing strategies  Premium pricing  Penetration  Skimming  Economy
  35. 35. Advertising  AirBlue promoted its airline by showing commercials on major television channels like GEO TV, ARY TV  extensive advertising in major newspapers like Dawn, The News, and Daily Jang.
  36. 36. Sales promotion  Cash Refund Offer (Rebates)  Advertising specialties  Patronage rewards:
  37. 37. Air Blue Positioning Strategy  “A cordial and reliable escort, Air Blue provides world class services through state-of-the-art technology at very low cost.”
  38. 38. FAIZA ASLAM
  40. 40. Strengths  Air blue is a Low-cost carrier (LCC)  98% punctuality of on-time flight departures.  Innovative e-ticketing and wireless check-in technologies.  Leading market position  Air Blue has high brand recall. It is recognized by travelers all over the country.  Air Blue has successfully incorporated latest technology in all its systems, giving it an edge over competitors.
  41. 41. Weaknesses  Engaged only in passenger service, whereas its competitor PIA is also providing cargo services (SPEEDEX).  The fares on which you make reservations are un- guaranteed  Not having its own repair and maintenance facilities.  High dependence on passenger revenues
  42. 42. Opportunities  Low fares enable market share growth.  Introducing new domestic and international routes like Gulf, UK, Jordan, India etc.  New aircrafts will be used for additional frequencies and destinations on domestic and regional routes.  Expansion of freight business
  43. 43. Threats  High interest rates  Accidents  Strong competition  Threat of terrorism.  Incapability of national airport runways to handle big crafts.
  45. 45. AirBlue Competitors  Pakistan International Airlines (PIA)  Shaheen Airways
  46. 46. PIA  It is the oldest airline in Pakistan and has the first mover’s advantage  it flies to 82 destinations.  It still claims percent market share and is the largest airline in the country by all standards
  47. 47. Shaheen Airways  Shaheen Airways is the second national airline after PIA.  It mainly covers Karachi, Lahore and Islamabad and the Gulf  It is mainly focusing on international customers.  It currently operates in Islamabad, Karachi, Lahore, Peshawar,, Abu Dhabi, UAE, Doha, UK, Kuwait and Oman.
  48. 48. WALEED TAHIR
  50. 50. Who is Manager ?  A manager is a person that can manage it self and the resources to achieve the organization goals and objectives. A good manager must be able to follow all the functions of management which are planning, controlling, directing, coordinating and leadership.
  51. 51. Fuctions of a Manager  Planning  Organizing  Leading  Controlling
  52. 52. According to classification of Managers  We consider him as a  Top Managers He is responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
  53. 53. Conceptual Skills  As a Top Manager he is very much good in Conceptual skills of management
  54. 54. Conceptual skills deals with  Using information to solve business problems  Identifying of opportunities for innovation  Recognizing problem areas and implementing solutions  Selecting critical information from masses of data  Understanding of business uses of technology  Understanding of organization’s business model
  55. 55. Manger Job is Changing  Risk Management  Global competitiveness  Security  Changing Technology  Increasing Accountibility
  56. 56. Manager Omnipotent or Symbolic Omnipotent view : -Managers are directly responsible for an organization’s success or failure. Symbolic view : • Much of an organization’s success or failure is due to external forces outside of managers’ control. • Managers symbolize control and influence through their action.
  57. 57. Management and Social Responsibility  The Socioeconomic View  Management’s social responsibility goes beyond making profits to include protecting and improving society’s welfare. -Air blue Launches Awareness Campaign on World Diabetes Day -Airblue tree plantation drive
  58. 58. Management and Environment friendly  He believes in Environment friendly system  The airline prides itself in working in a paperless environment, said the COO. In a country where the concept of paperless environment is still new, Air Blue has demonstrated that doing the same isn’t quite the Herculean task that it is made out to be. “We believe in using technology to our advantage and that is the secret to our success,” he said. “I really don’t have to come to the office myself because we have installed a web-based MIS system that provides real-time information on every aspect of our operations.”
  59. 59. Continued  MD AirBlue said that aircraft manufacturers today devote upto 15% of turnover to research for making better and environment friendly aircrafts for the future.  AirBlue Sets-off Green Revolution; To Plant Over 1 Million Trees
  60. 60. Intuitive & Conceptual Decision Making Conceptual Decision Making :  Maintain a broad outlook and consider many alternatives in making long-term decisions He said in an interview :"Often in taking decisions I have to rely on intuition”
  61. 61. Types of Planning  Strategic Plans  Apply to the entire organization.  Establish the organization’s overall goals.  Seek to position the organization in terms of its environment.  Cover extended periods of time.  Operational Plans  Specify the details of how the overall goals are to be achieved.  Cover short time period
  62. 62. Organizational Structure  Work Specialization The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.  Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
  63. 63. Departmentalization by type  Functional  Grouping jobs by functions performed  Product  Grouping jobs by product line  Geographic  Grouping jobs on the basis of territory or geography  Process  Grouping jobs on the basis of product or customer flow  Customer  Grouping jobs by type of customer and needs  E.g Flight Opreations,Cargo,Call center,Flight reservations