Air india – the virgin airways saga

“AIR INDIA – THE VIRGIN AIRWAYS SAGA”
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Table contents
Introduction to the Study Air India and Virgin
Airways saga_____________________________ 3
The main objectives of the study… ______________ 3
COMPANY PROFILE ____________________ 5
Introduction to Study _________________________ 5
Details:_____________________________________ 5
AIR INDIA COMPANY PROFILE__________ 6
CENTERS of AIR INDIA ____________________ 10
Subsidiary firms under Air India ______________ 10
1. Air India Cargo __________________________ 10
2. Air India Express _________________________ 10
3. Air India Regional ________________________ 10
Financial crisis/Restriction____________________ 11
Virgin Airways Company Profile ___________ 12
Virgin Airways _____________________________ 12
Organization Name: Virgin Airways ___________ 12
Aviation formation 1984______________________ 12

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How the Virgin Atlantic keep up their great notoriety
and their administrations?____________________ 14
CASE Content __________________________ 16
AIR INDIA – THE VIRGIN AIRWAYS SAGA17
Micro –Macro Background________________ 19
Micro Scenario _____________________________ 19
Macro Scenario_____________________________ 21
Reflection the Planning /Agreement_________ 23
Statement of Problems____________________ 27
Impacts ________________________________ 31
End of Agreement between “AIR INDIA – THE
VIRGIN AIRWAYS SAGA” ______________ 31
Experience and Learning’s ________________ 36
Research Methodology ___________________ 37
METHODS USED TO ACCOMPLISH
OBJECTIVES: _____________________________ 37
Bibliography ____________________________ 38

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Introduction to the Study Air India and Virgin
Airways saga
This project is the study of the “AIR INDIA – THE VIRGIN AIRWAYS SAGA”
the project revels, the brief summary on this study and also executes the whole
Deal with the AIR INDIA and The Virgin airways
The main objectives of the study…
 To study the evolution of air India.
 To Study the reasons for air India failure.
 The study the features of air India virgin saga.
 To study the benefits virgin saga to air India
 To study the reasons for argumentation between these two airways.
And also Studies the Extension and scope’s
Looks at and recognizes key data and issues about "Air India Ltd." for business
knowledge prerequisites.
Studies and shows the organization's qualities, shortcomings, openings
(development potential) and dangers (rivalry). Vital and operational business data
is impartially announced.

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The profile additionally contains data on business operations, organization history,
real items and administrations, key representatives, and areas and backups.
Air India Ltd. (Air India) is a state claimed carrier specialist co-op in India. The
organization offers traveller and load transportation administrations. It works an
aggregate armada of 105 flying machine including 35 wide body, 62 limit body
and eight territorial air ship. The organization serves 59 household goals and 31
global goals crosswise over four landmasses.
It likewise serves more than 20 goals through its code-share concurrence with
Aeroflot, Air Mauritius, Austrian Aircrafts, Egypt Air, Ethiopian Carriers, Kuwait
Aviation routes, Lufthansa and Singapore Carriers. The organization primarily
concentrates on its worldwide system covering Kuwait, Oman, the UAE, Qatar and
Bahrain in West Asia.
It works its course framework through two noteworthy centres in Mumbai and
Delhi, alongside auxiliary canters in Calcutta and Chennai. Air India is
headquartered in Mumbai, Maharashtra, India.
By the end of the project we will know the Introduction of “AIR INDIA – THE
VIRGIN AIRWAYS SAGA” and know the current position and deals of the tie up
between the AIR INDIA and THE VIRGIN AIRWAYS SAGA.

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COMPANY PROFILE
Introduction to Study
Details:
Case: The air India and The Virgin Airways Saga/tale/story/case
Strategy: JV strategic alliances
Year 1999-2001
Organization: Air India, Virgin Airways
Project year: 2017-2018

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Country: India
AIR INDIA COMPANY PROFILE
Organization Name: Air India
Aviation formation October 15th
1932
Establishment of business in the Year 1946 July 29th
Centers at Delhi and Mumbai
Frequent flyer program are Flying Returns
Association with “Star Alliance”
Holdings “Air India Express” & “Alliance Air”

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Air India had its foundation as Tata Air Services later renamed to Tata Airlines [12
established by “J.R.D.” Tata Sons, an Indian pilot and business tycoon. In April
1932, Tata won an agreement to convey mail for Imperial Airways and the
aeronautics bureau of Tata Sons was framed with two single engine de Havilland
Puss Moths. On 15 October 1932, Tata flew a Puss Moth conveying air mail from
Karachi to Bombay (right now Mumbai) and the airplane proceeded to Madras (as
of now Chennai) guided by Nevill Vintcent, a previous Royal Air Force pilot and
companion of Tata.
The carrier armada comprised of a Puss Moth air ship and a de Havilland Leopard
Moth. Initial administration included week after week airmail benefit amongst
Karachi and Madras through Ahmedabad and Bombay.
In its first year of operation, the aircraft flew 160,000 miles (260,000 km),
conveying 155 travelers and 9.72 tons (10.71 tons) of mail and made a benefit of
60,000-USD940.
As Tata Airlines
The carrier propelled its first household flight from Bombay to Trivandrum with a
six-seat Miles Merlin.
In year 1938 it was re-initiated as Tata Air Services and later as Tata Airlines.
Colombo in Ceylon (now Sri Lanka) and Delhi were added to the goals in 1938.

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During the Second World War, the carrier helped the Royal Air Force with troop
developments, transportation of provisions, save of exiles and support of flying
machine.
Air India is the banner transporter carrier of India. It is claimed via Air India
Limited; an administration possessed undertaking, and works an armada of Airbus
and Boeing air ship serving 90 residential and global goals.
The carrier has its center at Indira Gandhi International Airport, New Delhi, close
by a few concentration urban areas crosswise over India. Air India is the biggest
worldwide transporter out of India with a 18.6% market share.

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Over 60 global goals are served via Air India crosswise over four mainland’s.
Moreover, the bearer is the third biggest residential aircraft in India as far as
travelers conveyed (after IndiGo,and Jet Airways )with a piece of the pie of 13.5%
starting at July 2017.[10] The carrier turned into the 27th individual from Star
Alliance on 11 July 2014.
The aircraft was established by J. R. D. Goodbye as Tata Airlines in 1932; Tata
himself flew its initially single-motor de Havilland Puss Moth, conveying air mail
from Karachi to Bombay's Juhu aerodrome and later proceeding to Madras (at
present Chennai). After World War II, it turned into an open restricted organization
and was renamed as Air India.
On 21 February 1960, it took conveyance of its first Boeing 707 named Gauri
Shankar and turned into the principal Asian carrier to draft a stream flying machine
in its fleet.[11] In 2000– 01, endeavors were made to privatize Air India and from
2006 onwards, it endured misfortunes after its merger with Indian Airlines.
Air India additionally works flights to household and Asian goals through its
auxiliaries Alliance Air and Air India Express. Air India's mascot is the Maharajah
(Emperor) and the logo comprises of a flying swan with the wheel of Konark
inside it.

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CENTERS of AIR INDIA
Subsidiary firms under Air India
1. Air India Cargo
2. Air India Express
3. Air India Regional

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Financial crisis/Restriction
Around 2006– 2007, the aircrafts started hinting at money related trouble. The
consolidated misfortunes for Air India and Indian Airlines in 2006– 07 were 770
Cr (US$140.14 million). After the merger of the aircrafts, this went up to 7,200 Cr
(US$1.31 billion) by March 2009.
This was trailed by rebuilding designs which are still in advance.
Air India serves 49 local centres and 26 global centres in 19 nations crosswise over
“Asia, Europe and North America”.

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Virgin Airways Company Profile
Virgin Airways
Organization Name: Virgin Airways
Aviation formation 1984
Establishment of business in the Year 1984 june 22nd
Centers at London
Frequent flyer program are Flying Club
Parent company with “Virgin Atlantic Limited”
Head office located at England

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Virgin Aviation airways established by Richard Branson Richard branson thinks
knowing the requirements and needs of the clients are the best core fitness to them.
By along these lines, the organization can focus on all the market. The Virgin
Atlantic trusts that they have to accommodate every single potential client for
whatever length of time that they can bear the cost of the ticket.
For instance, they acknowledge youngsters, unaccompanied kids, male and female,
utilized or jobless, and their diverse motivation behind ventures. The Virgin
Atlantic dont hone the showcasing division
Virgin Atlantic carrier is a solid brand fundamentally as a result of its corporate
picture, as an individual from virgin gathering, its notorieties for corporate
administration and notoriety for advancements.
The organization was built up in 1984 by the known English business visionary
Richard Branson. The quality, esteem for cash aircraft organization was took just
three months to built up.

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How the Virgin Atlantic keep up their great
notoriety and their administrations?
The Virgin Atlantic Aviation routes is known for its high innovation, offers a best
ways and calendars, agreeable seats than different aircrafts their excitement
framework is the best among the others. Travellers expect what they found in the
sites and furthermore in the magazines.
Travellers expect decent workers too. Be that as it may, there are more unsatisfied
travellers who remarked in the web about the Virgin Atlantic.
The virgin Atlantic aviation routes offers a best admissions and timetables, the
seats are substantially more agreeable than the most carriers, their amusement
structure is superior to any other individual.

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In any case, tragically, the seats are little with positively no extra space to move
around in the top notch economy class. The seats chair bottom broke. Travellers
comment about their administrations and staff.
Some of these are: lousy administrations, clueless and relentless representatives,
haughty staffs, amateurish, extraordinarily impolite ground staffs, over-booked
flight, absentminded specialists; they take no responsibilities for their missteps.
What's more, they call their travellers fault the brand names.

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CASE Content
Case: The air India and The Virgin Airways
Saga/tale/story/case
Strategy: JV strategic alliances
Year 1999-2001
Organization: Air India, Virgin Airways
Project year: 2017-2018
Country: India

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AIR INDIA – THE VIRGIN AIRWAYS SAGA
In December 1999, India's national transporter, Air India (AI) consented to an
arrangement with Virgin Atlantic Airways (VA) by which Virgin Atlantic Airways
would fly three flights on the Delhi-London course on a code-sharing premise with
Air India.
This was hailed as a huge improvement for the sickly Air India. The code sharing
course of action was required to trigger off a value war in the Delhi-London course
where British Aviation Airways (BA) was a predominant player.
As indicated by the understanding, Virgin Atlantic Airways would fly three more
flights seven days on this course by 2001. In July 2000, Virgin Atlantic Airways
began off with two flights every week on Thursdays and Saturdays from Delhi. It
wanted to have a third flight by October 2000. In any case, till late 2001, Virgin
Atlantic Airways was all the while flying two flights.
Air India didn't appear to be prepared to permit Virgin Atlantic Airways fly the
third flight on the grounds that Air India too had a flight from Delhi on Monday,
the day Virgin Atlantic Airways needed to fly from Delhi. In the interim, the Govt.
of India (GOI) allowed rights to British Aviation Airways to fly three more flights
for each week from Kolkata to London

Page-18
This was in violation of the bilateral pact signed between Britain and India
according to which British Aviation Airways and Air India were allowed to fly 16
flights a week to each other's country.
British Aviation Airways was already flying 16 flights a week-seven from Delhi,
seven from Mumbai and two from Chennai. In late 2001, Virgin Atlantic Airways
was severely affected by the downturn in the global aviation industry. Virgin
Atlantic Airways was finding it difficult to sustain its operations in India with only
two flights a week. Virgin Atlantic Airways had made it clear that unless it was
allowed to increase the frequency to three, its exit from India would be a distinct
possibility.

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Micro –Macro Background
Micro Scenario
Air India was enlisted as Air India Worldwide in 1948. Later in 1962, "Universal"
was released down from 1994; the aircraft started working as Air-India Restricted.
In 2000, Air India's system secured 44 jobs (Allude Show I).
Also, Air India had a code imparting course of action to various outside carriers.
These included Air France, Swiss Air, Bellview Aircrafts, Austrian Carriers,
Asiana Aircrafts, Scandinavian Carriers, Singapore Aircrafts, Aeroflot, Air
Mauritius, Kuwait Aviation routes and Emirates.
In the late 1990s, as a component of its disinvestment program, the GoI chose to
strip 40% stake in Air India and started searching for a vital accomplice. The vital
accomplice would bring up 40% stake with just a 26% top to remote carriers.
As far back as it started operations in 1984, Virgin Atlantic Airways concentrated
on worldwide courses. After the carrier’s lady flight, from London's Gatwick air
terminal to Newark on the edges of New York, Richard Branson added a few
lucrative courses to his kitty.

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Till 1999, Virgin Atlantic Airways’ course positions in the Asian area included
Heathrow-Tokyo-Heathrow, Heathrow-Hong Kong-Heathrow and Heathrow-
Shanghai-Heathrow.
The carrier had code-share concurrences with Mainland Aircrafts, Malaysian
Carriers, and English Midland. In the late 1990s, Branson was focusing on the
lucrative Delhi-London course.
Consistently an expected 0.3 million travellers made a trip from Delhi to London,
and that which was about 40 for each penny of the aggregate outbound activity
from India. The main accessible direct course codes were held by British Aviation
Airways and Air India.
Accordingly travellers were compelled to take meandering courses offered via
carriers like Emirates and Imperial Jordanian which influenced them to sit tight for
quite a long time at far off air terminals. Branson's endeavours to charm Air India
began in 1997.

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He stated, "Air-India was once popular for its administration and I'd jump at the
chance to imagine that and contending with Air-India we can impart to it our
experience of making Virgin Atlantic the achievement it is today." Investigators
felt that Air India would gain from Virgin Atlantic Airways development in
accommodation
Macro Scenario
Virgin Atlantic Airways was the principal aircraft to offer a television screen with
each seat (in each class). It offered in-flight excellence treatment including the
administrations of masseurs, gelatos amid in-flight motion pictures and a
chauffeured bike administration to airplane terminals. Additionally in the offing
were email and Web administrations.
High society travellers were given tablet control drives each seat, and headsets to
lessen commotion in the cabin.
Other than business participation on payload administrations, yield administration,
and item improvement, the course of action with Branson would give Air India's
staff associate’s access to lodge team preparing. In any case, investigators felt that

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once Virgin Atlantic Airways began its operations, it would be a hard and fast
battle to bait travellers and Air India would be the most exceedingly awful sufferer.
As Virgin Atlantic Airways guaranteed to offer tickets at 15 for each penny not as
much as British Aviation Airways, a Delhi-London Virgin Atlantic Airways ticket
remain to be less expensive than Air India's.
AIR INDIA and Virgin Atlantic Airways

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Reflection the Planning /Agreement
In 1999, the service of Aviation flying said that it was keen to consider an assertion
amongst Virgin Atlantic Airways and Air India that would profit the two
transporters.
The assertion was to incorporate a code-sharing course of action or sharing of Air
India flight amounts. The passage of Virgin Atlantic Airways on the London-India
courses was probably going to cut down the admissions on the segment.
In December 1999, Virgin Atlantic Airways consented to an arrangement with Air
India to fly three administrations per week on a code share premise amongst Delhi
and London from July 2000. The plan with Air India was for a long time and
separated from the underlying three flights every week, frequencies, it had
consented to give away the staying three to V-I by 2001.4 Virgin Atlantic Airways
and Air India would share situates on each other's courses and Virgin Atlantic
Airways would work flights to the UK on courses not secured by Air India.
Virgin Atlantic Airways would likewise fly on days that were not flown by Air
India. Under the terms of the understanding, flights would convey both Virgin
Atlantic Airways and Air India flight numbers, and the two aircrafts would offer
seats on those administrations in rivalry with each other, Said Branson, "Propelling
flights between the UK and India has dependably been a desire of mine.

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It is an exceptionally powerful course and right now I see an absence of limit on
this course, which has diminished visitor stream between the two nations. I think
between the two carriers - Air-India and Virgin - we will have the capacity to
enhance the course."
As indicated by a few examiners, the GOI was occupied with fashioning a union
with Virgin Atlantic Airways in view of the gathering's advantages in stimulation,
music, telecom, protection and money related administrations. Branson had raised
any desires for assist interests in distributing, occasion homes and telecom. He
stated, "This is quite recently the start.
We will ponder the Indian market and see what business is most appropriate for the
market and for us and continue likewise. We will see where we can have any kind
of effect." Air India had been in the red for quite a while and was trusting that the
Virgin Atlantic Airways wander would enhance its bottom-line.
Said Branson, "We are paying a critical add up to Air India under the code-sharing
understanding; however I might not want to uncover the sum. Give me a chance to
guarantee you: Air-India can make a couple of millions." In any case, Air India
authorities felt that more than the monetary profits, it was the organization that
made a difference and the move would acquire new activity to the nation. Other
than movement, Virgin Atlantic Airways landing could likewise mean
diminishment in airfares.

Page-25
Said Branson, "Our high society and premium class as we call them are as
aggressively valued as the top of the line and business class passages of different
carriers separately.
But, obviously, we give more administrations, for example, limousines; nail trim,
magnificence treatment, and so forth, to each traveller on board. With respect to
our economy class, our need is to fly it houseful and consequently the evaluating is
whatever it takes to get the client.
Thus, since we will be contending with Air-India as well in spite of this
considerate, the valuing and administrations will be focused."
Virgin Atlantic Airways s landing was likewise anticipated that would enhance An
I's administrations and notwithstanding realize a diminishment in the tolls relying
upon the economic situations.
Said M.P.Mascarenhas, the then Overseeing Chief of Air India, "We should
contend and thus we should perform, regardless of the possibility that it implies
toll diminishment”

Page-26
Experts felt that a conceivable admission decrease would adverts affect the bottom-
line of An I. Reacted Mascarenhas, "I don't figure it would in light of the fact that
it would build movement and enhance the general circumstance.
Now, between the two aircrafts, there will be benefits all days of the week."
Experts felt that with the Air India Airways- Virgin Atlantic Airways code sharing
understanding, different transporters,
For example, Thai Aviation routes and Cathay-Pacific, which was requesting more
flights, would pressurize the GOI for code-share courses of action with Air India in
lieu of more flights.

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Statement of Problems
Who will Rule the Delhi-London Aviation routes?
Experts felt that with the section of Virgin Atlantic Airways, the Indian skies
would see some savage value wars amongst Virgin Atlantic Airways and BA.
Branson said that Virgin Airway’s five star tolls would be equal to the business
class charges of British Aviation Airways and that the economy admission would
be 30-half less expensive than British Aviation Airways.
On the off chance that BA cut down ticket costs as it had done in May 2000,
Virgin Atlantic Airways would fly for less, Branson said.
Since British Aviation Airways had proposed a toll of about RS 27,000 on the
Delhi-London part, Branson said Virgin Atlantic Airways would record an
application with the GOI for a lower passage. In the meantime, Virgin Atlantic
Airways would regard the Administration's conclusions on admissions, since it was
a managed showcase, Branson said. In June 2000, Virgin Atlantic Airways
reported that it would begin its operations in India in July with a bi-week by week
benefit Wednesdays and Fridays from London and Thursdays and Saturdays from
Delhi.

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Virgin Atlantic Airways intended to dispatch a third week by week flight around
October. The carrier would offer low initial admissions. Mackenzie Allow, Virgin
Atlantic Airways’s general chief for India said the underlying charge was all the
while being worked out and that it is hard to give an examination with contending
carriers.
Examiners felt that Virgin Atlantic Airways would give British Aviation Airways
some firm rivalry, as far as passages, as well as with its variety of administrations,
for example, sleeper seats, knead administrations and management offices.
Said, "Virgin's entrance will unquestionably be a lift to administrations amongst
India and Europe.
The carrier has a brilliant item." Branson guaranteed Virgin Atlantic Airways
passage would be to a great degree aggressive. Investigators felt that focused
evaluating would imply that Virgin Atlantic Airways would value its Delhi-
London flight for not as much as RS 25,000, which was around the AIR INDIA
charge. AIR INDIA dreaded there would be a mass migration of its effectively
diminishing traveller list.

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In the meantime, British Aviation Airways was preparing itself to address the
Virgin Atlantic Airways difficulty on the Delhi-London area the aircraft declared
direct day by day benefits amongst London and Delhi from October 30,
consequently expanding limit by 25 for every penny on this division.
For this, the aircraft suspended its twice week after week administration to Calcutta
and ended its five times-each week benefit from Delhi to Dhaka from October 30.
The progressions were made as a major aspect of a recharged two-sided assertion
amongst UK and India marked in February 2000. On July 5, 2000, Virgin Airways
dropped a stunner.
It cut its early on airfare from the ordinary RS 42,598 to RS 31,000 for an arrival
ticket on the bustling London-Delhi course. Be that as it may, just before Virgin
Atlantic Airways’ entrance into Indian airspace, BA additionally declared a unique
economy-class admission: a RS 27,635 round outing ticket. As indicated by
examiners, purchasers were finally getting the advantages of a changed focused
segment.

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In July 2000, British Aviation Airways won the privilege to three more flights for
each week amongst India and England, drawing a prompt dissent from Virgin
Atlantic Airways. As indicated by British Aviation Airways’ South Asia
administrator Alan Briggs, under a unique game plan outside a reciprocal avionics
assertion, the GOI had given British Aviation Airways authorization to fly three
times each week toward the eastern city of Calcutta.
Under the two-sided agreement, which was restored in February 2000, British
Aviation Airways and AIR INDIA were each permitted to fly 16 times each week
to each other's nation of origin. AIR INDIA utilized 10 of its 16 week by week
flight privileges on the course. British Aviation Airways utilized every one of the
16 of its flight privileges, with seven flights seven days to Delhi, seven to Mumbai
and two to Madras. British Aviation Airways had been campaigning since 1993 to
expand the quantity of its flights to India.

Page-31
Impacts
End of Agreement between “AIR INDIA – THE
VIRGIN AIRWAYS SAGA”
By October 2000, Virgin Airways was to begin its third code share flight according
to the concurrence with Air India.
Nevertheless the RS 100 million for every flight for each annum that Air India got
from Virgin Airways, the third flight would get An I RS 300 million for each
annum.
Be that as it may, till late 2001, Virgin Airways was flying just two flights per
week. Additionally, there was no advance on the staying three flights that Virgin
Airways was qualified for fly from 2001.
This appeared deep down of conflict amongst Virgin Airways and Air India.
Virgin Airways authorities were especially troubled that British Airways was
allowed rights to fly three extra flights for every week from Kolkata to London
against the overall standards.

Page-32
What appeared to be especially weird was that there was no business
understanding or code share for any of these extra frequencies. Remarking on the
GOI’s enthusiasm for British Airways, a main business magazine in India stated,
"The needle of doubt consequently indicates personal stakes in the service and
their sudden propensity for British Airways."
By December 2000, it turned out to be certain that Virgin Airways would need to
sit tight somewhat longer for conclusive freedom from Air India to start the third
code-share flight on the India-London division.
While Virgin Airways authorities asserted that they would begin the third code-
share flight inside a sensible timeframe following clearances from Indian experts,
Air India authorities said that nothing was in the offing up 'til now.
Virgin Airways official Said, "The ball is in the court of Air India and the Indian
Government. The day we get the consent, we will begin the administration in a
sensible day and age, which will enable us to migrate airplane and team to initiate
the third flight. Further, the carrier will be just excessively cheerful, making it
impossible to serve different goals in India."
A few experts said that while Said was quick to work the third flight on Sundays
from London with a Monday take off from Delhi, Air India was against as the
Indian transporter additionally had a Delhi to London flight on Monday morning.

Page-33
Virgin Airways was eager to plan its flight at 2 p.m. toward the evening,
guaranteeing a hole of over 6 hours between its flight and Air India's London
flight.
However, this was not worthy to Air India, which indicated out that concurring the
assertion marked amongst Virgin Airways, and Air India, Virgin Airways was to
work flights just on those occasions when Air India didn't work administrations to
London. A Virgin Airways official said that the deferral in conceding authorization
to Virgin Airways to work the third flight on the division was ended up being
fiscally appalling for Air India.
Be that as it may, notwithstanding these issues, Virgin Airways said it was
occupied with code imparting to Air India to different urban areas, for example,
Chennai, Bangalore, Hyderabad and Ahmedabad.
In late 2001, Virgin Airways was in a bad position in view of the downturn in the
transoceanic aeronautics business and contracting incomes. Virgin Airways
reported 20 for each penny lessening in operations, grounded five of its flying
machine and pruned the workforce by 1200 to hold more than one of the most
noticeably bad emergencies for the worldwide flight business in the result of the
US attacks6.

Page-34
Having effectively reported 20 for every penny decrease of exercises, the aircraft
appeared to be not able maintain its operations in India with only two flights per
week. Paul Smitton Said, general administrator India, Virgin Airways, "Two
flights each from Delhi is not a suitable recommendation over the long haul.
No less than at least three flights makes the business suitable as it would empower
us to get more movement and meet economies of scale from our operations here."
He included, "No aircraft can manage misfortune making districts for long. Also,
this time round, we will sit tight for months and not a long time before taking a
choice." Investigators felt that Said was probably going to survey its technique for
its youngster unrewarding Indian operations.
Amid its short remain in India, Virgin Airways had effectively scored up
misfortunes on the Delhi-London area and industry sources precluded the odds of
Virgin Airways making back the initial investment unless the recurrence expanded
from the present level.
Virgin Airways authorities have shown to the GOI that Virgin Airways may need
to haul out of India if the recurrence of operations was not expanded
Virgin Airways educated the GOI that it had consented to furnish Air India with
salary worth RS 100 million for each annum for each flight on the premise of the
understanding that a third recurrence would be permitted on plan.

Page-35
Virgin Airways likewise said that it had employed Indian team for three flights
spent attention, as it was certain its recurrence would be expanded.
It educated the GOI that it would need to haul out of India if the third flight was
not cleared. In October 2001, the GOI requested a full audit of the code-sharing
settlement. What stayed to be seen was whether the much-advertised I-A-VA “AIR
INDIA – THE VIRGIN AIRWAYS” organization together would be practical over
the long haul.

Page-36
Experience and Learning’s
The whole study /project studies and gives the marketing strategy of Aviation
Industry and here in this project we have elaborated the case study “AIR INDIA –
THE VIRGIN AIRWAYS SAGA” and the whole effects and actions taken by both
the company the major effects is explained with a brief
India (A-I) signed an agreement with Virgin Atlantic Airways (VA) by which VA
would fly three flights on the Delhi-London route on a code-sharing basis with A-I.
This was hailed as a significant development for the ailing A-I.
The code sharing arrangement was expected to trigger off a price war in the Delhi-
London route where British Airways (BA) was a dominant player. According to
the agreement, VA would fly three more flights a week on this route by 2001.
The corporate experience and learning is the best way to get the knowledge about
the corporate humanity. The in-plant training gives practical knowledge of the
working of the company. It gives the clear picture of the organization. Through in-
plant training one can know how various departments work i.e., we can get the full
knowledge of working environment of an organization
It helps to identify the impact on both sides after the agreement understand reasons
for agreement And it helps to understanding the feature benefits.

Page-37
Research Methodology
Research can be defined as the search for knowledge or as any systematic
investigation with an open mind, to establish novel facts, usually using a scientific
method, the primary purpose for applied research is discovering, interpreting and
the development of methods and systems for the advancement of human
knowledge on a wide variety of scientific matters of our world and the universe.
Sampling Design
Sample design is the method in which the sample size is selected. This
sample is based on simple random sampling method and this sample will be
selected with the various Sources of secondary data form Industries.
METHODS USED TO ACCOMPLISH
OBJECTIVES:
The information for the study will be extracted through Internet from secondary
source of data. The resources include articles, magazines, newspapers (Economic
times, Times of India, American Express) and websites.

Page-38
Bibliography
https://en.wikipedia.org/wiki/Virgin_Sun_Airlines
https://en.wikipedia.org/wiki/Air_India#History
https://de.wikipedia.org/wiki/Datei:Virgin_Atlantic_Airways_Boeing_747-400_G-
http://www.icmrindia.org/free%20resources/casestudies/The%20Virgin%20Airwa
ys-Business%20Strategy%20Case%20Studies.htm
https://studymoose.com/air-india-the-virgin-airways-saga-essay
https://en.m.wikipedia.org/wiki/Indian_(airline)

Air india – the virgin airways saga

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