This document provides an overview of the aviation industry and two major aircraft manufacturers, Boeing and Airbus. It discusses the recent boom in aircraft orders, fueled by discounted pricing from manufacturers and leasing companies placing a growing number of orders. While this has led to a backlog, it may result in a downturn as the new aircraft enter service. It also profiles the Boeing 787 Dreamliner and Airbus A380, describing their passenger capacity and range. Finally, it provides a detailed history and overview of operations for the airline Virgin Atlantic.
Airbus is developing plans to phase out production of the A380 superjumbo if it fails to secure an order from Emirates for 36 additional aircraft worth $16 billion. Airbus relies on bulk orders from Emirates to keep the production lines open due to weak overall demand for the four-engined aircraft. If talks between Airbus and Emirates for a new order fall through, Airbus will take steps to end production of the A380 within the next decade as it only has enough existing orders to last until the early 2020s.
Boeing and Airbus are the two largest aerospace manufacturers in the world. Boeing was founded in 1916 and is headquartered in Chicago, while Airbus originated from an EU consortium formed in 1970 and is headquartered in Leiden, Netherlands. Both companies design, manufacture, and sell airplanes and related services globally. In recent years, Airbus has gained market share over Boeing, holding over 60% of net orders in 2019 compared to Boeing's production issues with the 737 MAX. The competition between the two has led to innovation and growth in the commercial aviation industry.
Qatar Airways. Летайте с роскошью арабских шейхов!wbmedia
The document contains information about Qatar Airways, which is described as the "World's 5-star airline". It provides details on Qatar Airways' fleet size, which includes over 60 aircraft from manufacturers like Boeing and Airbus. It also describes the amenities available on Qatar Airways flights, such as its Oryx in-flight entertainment system which offers movies, TV shows, music, games and other content to passengers.
Dassault Falcon is strengthening its position in the Indian market by heavily investing to better serve its expanding customer base in India and the Indian Subcontinent. These investments include opening a new liaison office in New Delhi, adding an engineer to its local team, and authorizing new maintenance facilities in Mumbai. Dassault Falcon expects these investments will position it well for future growth in the promising Indian market.
This document outlines plans and marketing strategies for various private jet and luxury travel services. It describes developing smartphone applications to facilitate booking private jet charters, luxury packages, and purchasing private jets. It also discusses building business networks offering high-end concierge services and developing advertising and lead generation platforms. The goal is to capitalize on the growing private jet travel market and connect providers and consumers of luxury services through an integrated digital platform.
This document summarizes a working paper about the competition between Airbus and Boeing to develop very large aircraft (VLAs), specifically a superjumbo plane seating over 500 passengers. The paper analyzes why Airbus, not Boeing, committed to developing the A380 superjumbo, and why Boeing's efforts to develop a smaller "stretch jumbo" failed. It uses game theory concepts and considers various evidence from financial analyses, product market data, capital market reactions, and the companies' organizational structures to explain the outcome in terms of strategic interactions between the competitors.
This document provides a history of the commercial aircraft industry from its beginnings with the Wright Brothers to the current duopoly between Boeing and Airbus. It discusses key events like World War I and II and the emergence of jet aircraft that shaped industry development. It also analyzes factors that can affect demand for new aircraft like economic crises, government policies supporting Airbus, rising fuel costs, and terrorism concerns. Both Boeing and Airbus strategize around these factors through new plane models and technologies to remain competitive.
Hill Aircraft is a family-owned fixed based operator (FBO) located at Fulton County Airport in Atlanta, Georgia. It was founded in 1955 by Guy Hill Sr. and provides a range of services like fueling, hangar rentals, aircraft maintenance, and charter flights. Hill Aircraft has a fleet of 6 charter aircraft and emphasizes safety, having an accident-free record of over 50 years. It is also involved in the local community through donations and scholarships. The summary provides an overview of the key details about Hill Aircraft's history, location, services, safety practices, and community involvement.
Airbus is developing plans to phase out production of the A380 superjumbo if it fails to secure an order from Emirates for 36 additional aircraft worth $16 billion. Airbus relies on bulk orders from Emirates to keep the production lines open due to weak overall demand for the four-engined aircraft. If talks between Airbus and Emirates for a new order fall through, Airbus will take steps to end production of the A380 within the next decade as it only has enough existing orders to last until the early 2020s.
Boeing and Airbus are the two largest aerospace manufacturers in the world. Boeing was founded in 1916 and is headquartered in Chicago, while Airbus originated from an EU consortium formed in 1970 and is headquartered in Leiden, Netherlands. Both companies design, manufacture, and sell airplanes and related services globally. In recent years, Airbus has gained market share over Boeing, holding over 60% of net orders in 2019 compared to Boeing's production issues with the 737 MAX. The competition between the two has led to innovation and growth in the commercial aviation industry.
Qatar Airways. Летайте с роскошью арабских шейхов!wbmedia
The document contains information about Qatar Airways, which is described as the "World's 5-star airline". It provides details on Qatar Airways' fleet size, which includes over 60 aircraft from manufacturers like Boeing and Airbus. It also describes the amenities available on Qatar Airways flights, such as its Oryx in-flight entertainment system which offers movies, TV shows, music, games and other content to passengers.
Dassault Falcon is strengthening its position in the Indian market by heavily investing to better serve its expanding customer base in India and the Indian Subcontinent. These investments include opening a new liaison office in New Delhi, adding an engineer to its local team, and authorizing new maintenance facilities in Mumbai. Dassault Falcon expects these investments will position it well for future growth in the promising Indian market.
This document outlines plans and marketing strategies for various private jet and luxury travel services. It describes developing smartphone applications to facilitate booking private jet charters, luxury packages, and purchasing private jets. It also discusses building business networks offering high-end concierge services and developing advertising and lead generation platforms. The goal is to capitalize on the growing private jet travel market and connect providers and consumers of luxury services through an integrated digital platform.
This document summarizes a working paper about the competition between Airbus and Boeing to develop very large aircraft (VLAs), specifically a superjumbo plane seating over 500 passengers. The paper analyzes why Airbus, not Boeing, committed to developing the A380 superjumbo, and why Boeing's efforts to develop a smaller "stretch jumbo" failed. It uses game theory concepts and considers various evidence from financial analyses, product market data, capital market reactions, and the companies' organizational structures to explain the outcome in terms of strategic interactions between the competitors.
This document provides a history of the commercial aircraft industry from its beginnings with the Wright Brothers to the current duopoly between Boeing and Airbus. It discusses key events like World War I and II and the emergence of jet aircraft that shaped industry development. It also analyzes factors that can affect demand for new aircraft like economic crises, government policies supporting Airbus, rising fuel costs, and terrorism concerns. Both Boeing and Airbus strategize around these factors through new plane models and technologies to remain competitive.
Hill Aircraft is a family-owned fixed based operator (FBO) located at Fulton County Airport in Atlanta, Georgia. It was founded in 1955 by Guy Hill Sr. and provides a range of services like fueling, hangar rentals, aircraft maintenance, and charter flights. Hill Aircraft has a fleet of 6 charter aircraft and emphasizes safety, having an accident-free record of over 50 years. It is also involved in the local community through donations and scholarships. The summary provides an overview of the key details about Hill Aircraft's history, location, services, safety practices, and community involvement.
This document provides an index of 265 companies that supply parts for 146 aircraft programs. It includes contact information, products/services, and aircraft programs for each company listed alphabetically. The full report was compiled on December 12, 2014 from the Airframer database and the latest information can be found at www.airframer.com. Subscriptions to Airframer's daily updated documents are available for individuals and organizations.
Aeroflot, Russia's national airline, is attempting to transition from a domestic monopoly to an international carrier competing in the global marketplace. While Aeroflot carried many more passengers in the Soviet era, its post-Soviet operations have been hampered by poor safety, service, and reliability issues. To modernize and expand, Aeroflot has renovated facilities, ordered new planes, formed an alliance with Continental Airlines, and launched a multimedia advertising campaign featuring a flying elephant to convince customers it has improved. Aeroflot's professional looking website further signals its efforts to compete internationally and regain market share from rivals like British Airways.
This document provides an introduction to Boeing and Airbus, the two leading aircraft manufacturers, and compares their operations management practices. It explains that Airbus implemented total quality management and just-in-time practices successfully for the Airbus A380 project. In contrast, Boeing faced many failures in its operations for the Boeing 787 Dreamliner project, likely due to deficiencies in its quality management and supply chain practices. The document also discusses how Airbus used a master production schedule effectively to coordinate the large-scale production of the A380. In summary, the document analyzes differences in the operations management of Boeing and Airbus that contributed to problems with Boeing's 787 Dreamliner project versus the success of Airbus' A380.
Franck Curtin has over 40 years of experience in sales, marketing, and logistics in the aviation and cargo industries. He has held leadership roles such as President of Development and Production at Airbus Industrie, where he helped establish the Global Cargo Network, a worldwide airport system and cargo database. More recently, he has advised the chairman of SOLIDTEAM Air Cargo and conducted research and development for various cargo airports. Curtin has an extensive professional network and track record of developing new business opportunities in the global aviation and logistics sectors.
Airbus and Boeing have been involved in a fierce duopoly in the large jet airliner market since the 1990s. Airbus began as a European consortium while the American Boeing absorbed its former arch-rival, McDonnell Douglas in a 1997 merger
Manufacturers like Lockheed Martin, Convair and Fairchild Aircraft in the United States and British Aerospace and Fokker in Europe withdrew from the market as they were no longer in a position to compete effectively
Over the years, competition has been intense; each company regularly accuses the other of receiving unfair state aid from their respective governments.
Based on http://www.slideshare.net/arjunparekh/duopoly-boeing-versus-airbus?qid=90919b4f-b341-4d82-8f75-3474f9f15e57&v=&b=&from_search=16
The document summarizes the airfield infrastructure and facilities at Vnukovo International Airport in Moscow, Russia. It describes the two runways that can accommodate all aircraft types, including heavy aircraft like the Airbus A380 and Boeing 747. It also provides details about the terminals, passenger capacity, airlines, services available, and cargo facilities. Vnukovo Airport has two passenger terminals and one cargo terminal, and can handle up to 35 million passengers annually. It offers domestic and international flights, with services and facilities to accommodate all passengers.
The document discusses Airbus's plans to develop the A3XX, which would be the world's largest commercial jet. It provides background on industry trends favoring larger aircraft, as well as Airbus and Boeing's business models. While a very large aircraft could offer economies of scale, surveys show customer preference for smaller craft. Financial projections estimate an $13 billion cost, with government support contributing. The viability of the A3XX is questioned given capacity challenges and customer preferences.
Boeing's development of the Sonic Cruiser project in the early 2000s was a failure that cost the company its leadership position in the commercial aircraft market. The Sonic Cruiser, which would have carried 225 passengers at near supersonic speeds, was the wrong aircraft developed at the wrong time as the 9/11 attacks plunged the aviation industry into an economic downturn. Despite meetings with customers over 4-5 years, Boeing struggled to decide whether the Sonic Cruiser or a more efficient aircraft was the right path. Rival Airbus capitalized on Boeing's indecision and ultimately Boeing canceled the Sonic Cruiser project in 2003, acknowledging it needed more research.
1. Airbus has seen strong growth over the past decade and expects continued growth in aircraft demand over the next 20 years.
2. Airbus' customer base is shifting more to Asia but its supply chain does not yet reflect this change.
3. Airbus aims to globalize and consolidate its supply chain by partnering with fewer but larger suppliers that can support its growth and production ramp-ups.
The document discusses some of the most luxurious airlines in the world and the amenities they offer to wealthy passengers. It describes seven airlines - Virgin Atlantic, Emirates, Thai Airways, British Airways, Singapore Airlines, Qantas, and Cathay Pacific - and highlights their luxurious first class cabins, meals, lounges, and other perks like massages and chauffeured transportation. Overall, the airlines aim to pamper passengers with spacious flat-bed seats, fine dining, and high-quality entertainment systems.
The document discusses the history and development of the aircraft industry from early balloon flights in 1783 to modern times. It covers major milestones like the Wright Brothers' first powered flight in 1903 and the development of passenger airlines. The document also summarizes the competition between Boeing and Airbus as the two largest aircraft manufacturers and their new plane models.
Southwest Airlines is a major US airline and the largest low-cost carrier in the world. It has over 46,000 employees and operates over 3,400 flights per day to 89 destinations in 42 states and Puerto Rico. Southwest operates an all-Boeing 737 fleet, with over 500 Boeing 737 aircraft in service, making it the largest operator of the 737 worldwide. In 2011, Southwest acquired AirTran Airways and is in the process of fully integrating the two airlines, with the goal of having a single operating certificate by 2014.
The document discusses the history and concepts of quality control. It begins by introducing W. Edwards Deming, an American management consultant who helped revive the Japanese economy after WWII by emphasizing quality control systems that solved problems through worker-management cooperation. It then defines key quality control terms and concepts, including control, quality, and quality control. It describes the stages of quality control including receiving, inspection, storage, production, and design. It outlines the advantages of quality control for both buyers and sellers. Finally, it discusses factors that affect quality like markets, costs, management, and technology, and principles for enhancing quality like having a customer focus, leadership, and involving employees.
This document provides an overview of newspapers in India, with a focus on comparing Times of India and Daily News and Analysis (DNA). It discusses the history and criticisms of Times of India, the introduction and ownership structure of DNA, and the competition between the two newspapers in Mumbai. DNA was launched in 2005 as a joint venture between Dainik Bhaskar Group and Zee TV to target younger readers. It outlines the editorial boards and sections of each newspaper.
The document discusses the rise of private sector participation in healthcare in India and the need for professionally trained hospital administrators. It notes an increasing demand for healthcare services, willingness to pay for services, and an entrepreneurial spirit has led to growth in the healthcare industry. However, there is currently not a large enough pool of trained hospital administrators. The document proposes strategies for developing this new type of skilled professional, including promotion programs and creating administrator positions and acceptance of their roles in hospitals.
This document is a project report submitted by Kamlesh I. Parekh for their Bachelor of Management Studies program. It provides details about the project such as the title "Supply Chain and Logistics Management", the student and college information, dates of submission, declarations by the student and certification by the principal. It also includes an acknowledgement section thanking those who helped with the project and an executive summary that overviews the objectives, methodology, and constraints of the project focused on understanding supply chain and logistics management concepts.
This document summarizes key concepts from the 1981 book "Positioning: The Battle for your Mind" by Al Ries and Jack Trout. It discusses how positioning involves claiming a unique position for a product in the consumer's mind. First movers have an advantage, so a non-first product must find an unoccupied position. Leaders should reinforce their status without boasting and introduce related brands. Followers must find unique positions rather than trying to appeal to everyone. Repositioning competitors or changing perceptions of them can also be effective strategies. The name of a brand is very important in shaping consumer perceptions.
The document discusses how building strong digital brands is becoming increasingly important as online opportunities continue to grow. It argues that most current online advertising is of poor quality and does more harm than good to brands. To be successful online, companies need to focus on managing the entire consumer experience on their websites from first visit through purchase and beyond, as positive or negative online experiences directly influence consumer perceptions of a brand. The document proposes that to build strong digital brands, companies need to align their brand promises made to consumers, the website design to deliver on those promises, and an economic model to be profitable.
The document is a project report submitted by Arun S Kaimal for his Bachelor of Management Studies program. It includes a declaration by Kaimal stating that the project was completed as required. It also includes a certificate signed by his project guide and college administrators confirming completion of the project titled "Life Insurance Sector in India". The project provides an overview and analysis of the life insurance sector in India.
This document provides an overview of key concepts in tourism, including definitions of tourism and tourists. It discusses different types of tourism users and how to segment tourism markets. Some key points:
1. Tourism is defined as temporary, short-term travel for purposes like leisure, business, health, or visiting friends/family.
2. There are different categories of tourism users, from non-users to potential, actual, occasional, and habitual users.
3. Tourism markets can be segmented based on factors like lifestyles, holidays, purposes of travel, demographics, geography, and socioeconomics.
4. Understanding the behavioral profiles of different user segments is important for effective tourism marketing.
- The document discusses the role of executive search firms in corporate hiring. It provides background on recruitment processes and sources.
- Executive search firms are specialized recruitment consultancies that help companies find top and middle management talent. They perform in-depth searches, assessments, and screening to identify the best candidates.
- The document uses Maxima Global Executive Search as a case study to analyze the services executive search firms provide and how they add value in corporate hiring.
This document provides an index of 265 companies that supply parts for 146 aircraft programs. It includes contact information, products/services, and aircraft programs for each company listed alphabetically. The full report was compiled on December 12, 2014 from the Airframer database and the latest information can be found at www.airframer.com. Subscriptions to Airframer's daily updated documents are available for individuals and organizations.
Aeroflot, Russia's national airline, is attempting to transition from a domestic monopoly to an international carrier competing in the global marketplace. While Aeroflot carried many more passengers in the Soviet era, its post-Soviet operations have been hampered by poor safety, service, and reliability issues. To modernize and expand, Aeroflot has renovated facilities, ordered new planes, formed an alliance with Continental Airlines, and launched a multimedia advertising campaign featuring a flying elephant to convince customers it has improved. Aeroflot's professional looking website further signals its efforts to compete internationally and regain market share from rivals like British Airways.
This document provides an introduction to Boeing and Airbus, the two leading aircraft manufacturers, and compares their operations management practices. It explains that Airbus implemented total quality management and just-in-time practices successfully for the Airbus A380 project. In contrast, Boeing faced many failures in its operations for the Boeing 787 Dreamliner project, likely due to deficiencies in its quality management and supply chain practices. The document also discusses how Airbus used a master production schedule effectively to coordinate the large-scale production of the A380. In summary, the document analyzes differences in the operations management of Boeing and Airbus that contributed to problems with Boeing's 787 Dreamliner project versus the success of Airbus' A380.
Franck Curtin has over 40 years of experience in sales, marketing, and logistics in the aviation and cargo industries. He has held leadership roles such as President of Development and Production at Airbus Industrie, where he helped establish the Global Cargo Network, a worldwide airport system and cargo database. More recently, he has advised the chairman of SOLIDTEAM Air Cargo and conducted research and development for various cargo airports. Curtin has an extensive professional network and track record of developing new business opportunities in the global aviation and logistics sectors.
Airbus and Boeing have been involved in a fierce duopoly in the large jet airliner market since the 1990s. Airbus began as a European consortium while the American Boeing absorbed its former arch-rival, McDonnell Douglas in a 1997 merger
Manufacturers like Lockheed Martin, Convair and Fairchild Aircraft in the United States and British Aerospace and Fokker in Europe withdrew from the market as they were no longer in a position to compete effectively
Over the years, competition has been intense; each company regularly accuses the other of receiving unfair state aid from their respective governments.
Based on http://www.slideshare.net/arjunparekh/duopoly-boeing-versus-airbus?qid=90919b4f-b341-4d82-8f75-3474f9f15e57&v=&b=&from_search=16
The document summarizes the airfield infrastructure and facilities at Vnukovo International Airport in Moscow, Russia. It describes the two runways that can accommodate all aircraft types, including heavy aircraft like the Airbus A380 and Boeing 747. It also provides details about the terminals, passenger capacity, airlines, services available, and cargo facilities. Vnukovo Airport has two passenger terminals and one cargo terminal, and can handle up to 35 million passengers annually. It offers domestic and international flights, with services and facilities to accommodate all passengers.
The document discusses Airbus's plans to develop the A3XX, which would be the world's largest commercial jet. It provides background on industry trends favoring larger aircraft, as well as Airbus and Boeing's business models. While a very large aircraft could offer economies of scale, surveys show customer preference for smaller craft. Financial projections estimate an $13 billion cost, with government support contributing. The viability of the A3XX is questioned given capacity challenges and customer preferences.
Boeing's development of the Sonic Cruiser project in the early 2000s was a failure that cost the company its leadership position in the commercial aircraft market. The Sonic Cruiser, which would have carried 225 passengers at near supersonic speeds, was the wrong aircraft developed at the wrong time as the 9/11 attacks plunged the aviation industry into an economic downturn. Despite meetings with customers over 4-5 years, Boeing struggled to decide whether the Sonic Cruiser or a more efficient aircraft was the right path. Rival Airbus capitalized on Boeing's indecision and ultimately Boeing canceled the Sonic Cruiser project in 2003, acknowledging it needed more research.
1. Airbus has seen strong growth over the past decade and expects continued growth in aircraft demand over the next 20 years.
2. Airbus' customer base is shifting more to Asia but its supply chain does not yet reflect this change.
3. Airbus aims to globalize and consolidate its supply chain by partnering with fewer but larger suppliers that can support its growth and production ramp-ups.
The document discusses some of the most luxurious airlines in the world and the amenities they offer to wealthy passengers. It describes seven airlines - Virgin Atlantic, Emirates, Thai Airways, British Airways, Singapore Airlines, Qantas, and Cathay Pacific - and highlights their luxurious first class cabins, meals, lounges, and other perks like massages and chauffeured transportation. Overall, the airlines aim to pamper passengers with spacious flat-bed seats, fine dining, and high-quality entertainment systems.
The document discusses the history and development of the aircraft industry from early balloon flights in 1783 to modern times. It covers major milestones like the Wright Brothers' first powered flight in 1903 and the development of passenger airlines. The document also summarizes the competition between Boeing and Airbus as the two largest aircraft manufacturers and their new plane models.
Southwest Airlines is a major US airline and the largest low-cost carrier in the world. It has over 46,000 employees and operates over 3,400 flights per day to 89 destinations in 42 states and Puerto Rico. Southwest operates an all-Boeing 737 fleet, with over 500 Boeing 737 aircraft in service, making it the largest operator of the 737 worldwide. In 2011, Southwest acquired AirTran Airways and is in the process of fully integrating the two airlines, with the goal of having a single operating certificate by 2014.
The document discusses the history and concepts of quality control. It begins by introducing W. Edwards Deming, an American management consultant who helped revive the Japanese economy after WWII by emphasizing quality control systems that solved problems through worker-management cooperation. It then defines key quality control terms and concepts, including control, quality, and quality control. It describes the stages of quality control including receiving, inspection, storage, production, and design. It outlines the advantages of quality control for both buyers and sellers. Finally, it discusses factors that affect quality like markets, costs, management, and technology, and principles for enhancing quality like having a customer focus, leadership, and involving employees.
This document provides an overview of newspapers in India, with a focus on comparing Times of India and Daily News and Analysis (DNA). It discusses the history and criticisms of Times of India, the introduction and ownership structure of DNA, and the competition between the two newspapers in Mumbai. DNA was launched in 2005 as a joint venture between Dainik Bhaskar Group and Zee TV to target younger readers. It outlines the editorial boards and sections of each newspaper.
The document discusses the rise of private sector participation in healthcare in India and the need for professionally trained hospital administrators. It notes an increasing demand for healthcare services, willingness to pay for services, and an entrepreneurial spirit has led to growth in the healthcare industry. However, there is currently not a large enough pool of trained hospital administrators. The document proposes strategies for developing this new type of skilled professional, including promotion programs and creating administrator positions and acceptance of their roles in hospitals.
This document is a project report submitted by Kamlesh I. Parekh for their Bachelor of Management Studies program. It provides details about the project such as the title "Supply Chain and Logistics Management", the student and college information, dates of submission, declarations by the student and certification by the principal. It also includes an acknowledgement section thanking those who helped with the project and an executive summary that overviews the objectives, methodology, and constraints of the project focused on understanding supply chain and logistics management concepts.
This document summarizes key concepts from the 1981 book "Positioning: The Battle for your Mind" by Al Ries and Jack Trout. It discusses how positioning involves claiming a unique position for a product in the consumer's mind. First movers have an advantage, so a non-first product must find an unoccupied position. Leaders should reinforce their status without boasting and introduce related brands. Followers must find unique positions rather than trying to appeal to everyone. Repositioning competitors or changing perceptions of them can also be effective strategies. The name of a brand is very important in shaping consumer perceptions.
The document discusses how building strong digital brands is becoming increasingly important as online opportunities continue to grow. It argues that most current online advertising is of poor quality and does more harm than good to brands. To be successful online, companies need to focus on managing the entire consumer experience on their websites from first visit through purchase and beyond, as positive or negative online experiences directly influence consumer perceptions of a brand. The document proposes that to build strong digital brands, companies need to align their brand promises made to consumers, the website design to deliver on those promises, and an economic model to be profitable.
The document is a project report submitted by Arun S Kaimal for his Bachelor of Management Studies program. It includes a declaration by Kaimal stating that the project was completed as required. It also includes a certificate signed by his project guide and college administrators confirming completion of the project titled "Life Insurance Sector in India". The project provides an overview and analysis of the life insurance sector in India.
This document provides an overview of key concepts in tourism, including definitions of tourism and tourists. It discusses different types of tourism users and how to segment tourism markets. Some key points:
1. Tourism is defined as temporary, short-term travel for purposes like leisure, business, health, or visiting friends/family.
2. There are different categories of tourism users, from non-users to potential, actual, occasional, and habitual users.
3. Tourism markets can be segmented based on factors like lifestyles, holidays, purposes of travel, demographics, geography, and socioeconomics.
4. Understanding the behavioral profiles of different user segments is important for effective tourism marketing.
- The document discusses the role of executive search firms in corporate hiring. It provides background on recruitment processes and sources.
- Executive search firms are specialized recruitment consultancies that help companies find top and middle management talent. They perform in-depth searches, assessments, and screening to identify the best candidates.
- The document uses Maxima Global Executive Search as a case study to analyze the services executive search firms provide and how they add value in corporate hiring.
Virgin Atlantic's mission is to operate a profitable airline that passengers and employees enjoy. It is jointly owned by Virgin Group and Singapore Airlines and operates flights between the UK, North America, Caribbean, Africa, Middle East, Asia, and Australia. Virgin Atlantic carried over 5 million passengers in 2011 and has bases at London Gatwick and Heathrow Airports, using a mixed fleet of Airbus and Boeing aircraft.
The aviation industry in China has grown rapidly in recent decades as the Chinese economy has expanded. While Chinese airspace was previously strictly controlled, new measures have improved efficiency and opened up the industry for growth. The demand for air travel between China and Australia has increased sharply since 2009, with major Chinese and Australian carriers like China Eastern, China Southern, and Qantas expanding flight numbers and routes. With around 850,000 annual Chinese passengers now, China has become a key source market for Australian tourism.
British Airways case analysis + swot analysis review by Myassignmenthelp.comMyAssignmenthelp.com
Get Assignment writing help on BRITISH AIRWAYS Case Study + SWOT Analysis Review from Myassignmenthelp Com
At Myassignmenthelp.com- Get complete Case Study + SWOT Analysis Review solution on Essay and Assignment tackled on British Airways. A Case study of the Organizational changes at the British airways- See more http://goo.gl/aKCQOM
Qatar Airways is the national airline of Qatar. It was established in 1994 and is 50% government owned. Qatar Airways operates flights to over 98 destinations worldwide and has a fleet of over 90 aircraft. It aims to be a major transportation hub connecting East and West. The airline provides high quality service across first class, business class, and economy class. Qatar Airways has received several awards for its excellent service and is consistently rated as one of the top airlines in the world.
American Airlines Merger (Management In Action Case Study)Neil Mathew
The document provides an overview of the merger between American Airlines and US Airways that formed American Airlines Group. Some key points:
- The $11 billion merger in 2013 created the world's largest airline group operating over 6,700 daily flights worldwide.
- The merger was aimed to yield over $1.5 billion annually in added revenue and cost savings by combining the two airlines' networks and fleets.
- Regulators initially opposed the merger due to antitrust concerns but eventually approved it after American Airlines Group agreed to divest slots and gates at several major airports.
British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have gained market share. British Airways' CEO recently warned employees that the airline faces potential bankruptcy if unions do not accept voluntary redundancies, as the company lost £401 million last year in a downturn worse than expected.
British Airways can trace its origins back to 1919 and the early days of commercial aviation. Over the past 90 years, the airline industry has changed dramatically each decade through new developments and challenges. British Airways has used the musical theme "Flower Duet" in its advertising since 1989, though it has had several arrangements over time. The airline has faced challenges from budget carriers like EasyJet that have pressured its profits and forced it to overhaul its strategy. The CEO recently warned employees that British Airways faces potential bankruptcy if unions do not accept voluntary redundancies due to losses from the industry downturn.
The Airbus A380, the world's largest passenger airliner, was intended to challenge the Boeing 747's dominance but failed to meet sales targets. Airbus predicted 1,235 very large aircraft would be delivered from 2000-2019, but as of 2019 it had only received 313 orders and delivered 234 aircraft. The A380's market was undermined by newer, more fuel-efficient aircraft like the Airbus A350 and Boeing 787 Dreamliner that were lighter and could operate more routes profitably as passenger growth slowed. Its launch also coincided with industry changes like airline deregulation that allowed more direct flights on smaller planes.
The document discusses METRIC Global, an investment advisory firm focused on the aviation and tourism sectors. It provides details on METRIC Global's deals, management team, and outlook on the aviation industry globally. The aviation industry is expected to see sustained growth driven by emerging markets like China and India. However, increasing costs and overcapacity remain challenges. Consolidation and improving efficiency will be important for the industry going forward. METRIC Global sees opportunities for deals involving companies like Alitalia and XL Leisure Group.
The presentation explores how the Duopoly of Boeing & Airbus rules the Aircraft Manufacturing Market, The competitive Rivalry among these two companies, Porter's Five Forces acting on this industry
British Airways is the flag carrier airline of the United Kingdom, headquartered at Waterside in Harmondsworth. It is the second largest airline in the UK based on fleet size and passenger numbers. British Airways was formed in 1974 by merging several nationalized airline corporations and regional airlines. It now operates more than 280 aircraft to over 170 destinations worldwide as part of International Airlines Group, which was formed through its merger with Iberia. British Airways aircraft cabins are divided into short and long haul categories, with several classes including economy, business, premium economy, and first class depending on flight length and aircraft type.
The document summarizes information about the Airbus A380 aircraft:
1. The A380 is a double-deck airliner manufactured by Airbus that can carry 555 passengers. It has the largest cabin space and passenger capacity of any commercial airliner.
2. Key features include its twin-deck design, spacious cabins on the upper and lower decks, and three class configurations for seating.
3. Compared to the Boeing 747, the A380 has more seats, larger windows, more headroom, and wider seats that provide more space per passenger.
The document provides an overview of the 3Cs (Company, Competitor, Customer) of aircraft manufacturing in India. It discusses Boeing as the major company and Airbus as its main competitor. It also profiles Bombardier as an emerging competitor in India. On customers, it analyzes the aircraft orders and fleets of major Indian airlines such as Air India, Jet Airways, IndiGo, and SpiceJet from Boeing, Airbus, and Bombardier. It concludes that while Boeing was initially dominant, Airbus has gained a larger market share in India in recent years.
The document defines and provides details on banking and other financial services that are subject to service tax in India. Key services include financial leasing, credit cards, merchant banking, asset management, custodial and depository services, and advisory services. The value of taxable services includes fees, interest charges, and commissions. Certain exemptions apply for agreements signed prior to the July 2001 introduction of the service tax on banking and financial services.
1) The document is a dissertation analyzing the competitive strategies of three major domestic airlines in India: Indian Airlines, Jet Airways, and Sahara Airlines.
2) It includes sections on research methodology, an introduction to the Indian aviation industry, profiles of the three airlines, a comparison of their marketing strategies, an analysis of customer perceptions and preferences, and conclusions and recommendations.
3) Primary research was conducted through a customer response questionnaire and interviews with airline staff, while secondary sources included airline literature and pamphlets.
The author acknowledges Amity Business School for providing the opportunity to write a dissertation on global branding. They thank their advisor Dr. ATK Raman for guidance throughout the research. They also thank the librarian and computer lab staff for assistance during the project. The research paper helped the author learn about considerations for global branding and how it can be achieved.
This document summarizes a market research report submitted to Nokia India Pvt. Ltd. evaluating the potential of end-user services on India's 3G/WCDMA platform and possible revenue models. The report assesses which 3G services Indian consumers are interested in and willing to pay for. It identifies the main services consumers want and the preferred tariff plans through surveys and statistical analysis. The goal is to help Nokia convince mobile operators to adopt 3G/WCDMA technology by demonstrating which applications will be accepted by Indian users.
This document is a project report submitted by Kamlesh Gautam to fulfill requirements for an MBA degree. The report details a summer training project conducted at National Thermal Power Corporation Limited's Rihand Super Thermal Power Project.
The report includes certificates from Gautam's university and project supervisor validating the work. It then covers the objectives, methodology, findings and recommendations of a study analyzing the financial concurrence process for contract awards at NTPC Rihand. Key findings include the average time taken for financial concurrence of awards being 31 days and proposals for reducing this lead time and saving money.
identifying distribution gap and planning for route effiumesh yadav
This document appears to be a student project report on identifying distribution gaps and planning route efficiency for Hindustan Coca-Cola Beverages in Varanasi, India. It includes certificates, acknowledgements, prefaces, and sections on distribution, direct marketing, and objectives at the firm, brand, and product line levels. The student conducted surveys of dealers and retailers to analyze distribution gaps and issues with route efficiency, such as shortages of certain bottle sizes and improper retailer visits. The goal was to identify problems and opportunities to improve Coca-Cola's distribution in the assigned areas.
This document provides an overview of a project report submitted for a Master's degree. It includes an executive summary that outlines the objectives and key findings of the research project conducted during a summer training. The research examined various aspects of the soft drink market in Ghaziabad, including the use of merchandising assets by retailers, demand for different brands, availability of brands, and packaging preferences. The document also includes sections on acknowledgements, company profile, introduction, methodology, analysis, limitations, recommendations, and conclusions.
comparative market analysis through each dealer survey aumesh yadav
This document provides a history of the soft drink industry from the late 1700s to the 1960s. It describes how carbonated water became popular for its perceived health benefits and how flavors were then added, leading to the development of early soft drinks in the late 1800s like Coca-Cola, Dr Pepper, and Moxie. The soft drink industry grew in the early 1900s with new brands but faced challenges during World Wars I and II as well as the Depression. The 1960s saw the rise of diet soft drinks as saccharin and cyclamate sweeteners were introduced.
The document provides a history of Pepsi Cola from its origins in 1893 when Caleb Bradham, a pharmacist from North Carolina, began experimenting with soft drink formulations. One of his creations was called "Brad's Drink" which was later renamed Pepsi-Cola in 1898. Pepsi-Cola received its first logo that year and continued to grow, receiving trademark protection in 1903. The company established early bottling franchises and saw increasing sales throughout the 1900s while undergoing several logo changes as the brand developed.
This document provides a summary of the marketing strategies of Coca-Cola based on a research project report. It discusses Coca-Cola's history and operations in India. Coca-Cola acquired several popular Indian brands in 1993 which helped rapidly introduce its international brands. The document outlines Coca-Cola's 3A strategy to increase availability, acceptability, and awareness among consumers. It also describes some of Coca-Cola's major brands like Coca-Cola, Diet Coke, Fanta, Limca, Maaza, Sprite, and Thumps Up and the company's commitments to the Indian brands. The creative advertisements of some brands focusing on their unique tastes and personalities are also highlighted.
This document provides an overview and history of Cadbury India Ltd. It discusses Cadbury's origins in 1824 when John Cadbury opened a grocery shop in Birmingham, England. It then summarizes Cadbury's growth over the decades as it introduced new chocolate products like Dairy Milk chocolate in 1905. The document also includes sections on Cadbury's organizational structure, research methodology used for projects, and the design and development of some of its iconic chocolate brands like Dairy Milk and Milk Tray.
This document provides an overview of the casual wear market in India and the consumer decision making process for casual wear purchases. It discusses the objectives of the research project, which are to study the consumer decision making process and factors influencing purchase decisions for casual wear among 15-25 year olds in Delhi. It then provides context on the size and growth of the casual wear market in India. The document summarizes the various types of casual wear, and outlines the current market scenario, including competitive and fashion trends that influence consumers. It also gives a brief overview of the textiles industry in India.
The document is a market research report submitted by a group of students to their professor. It includes an introduction, objectives, methodology, analysis, limitations, recommendations, and conclusion regarding a survey of consumer preferences for beer in Delhi, India. The methodology section describes how the survey was conducted using standard marketing research practices on a sample of 476 households. The analysis section summarizes the findings of the report and includes cross tabulation analysis. The report aims to provide useful insights into consumer preferences to help beer companies with marketing decisions.
Working capital management is important for short-term financial decisions and liquidity. It involves managing current assets like cash, inventory, and receivables, as well as current liabilities. Inadequate working capital can cause business failure, while excessive working capital leads to idle funds. The objectives of working capital management are to determine optimal investment levels in current assets, maintain sufficient liquidity to meet obligations, and locate appropriate short-term financing sources. Efficient working capital management is vital for business solvency and continuous operations.
working capitalmgmnt. in air port authorityumesh yadav
This document is a project report submitted by Manoj S. Hule for the Master of Business Administration program at Tilak Maharashtra University. The project examines the working capital management of Airports Authority of India. It includes certificates from the university and Airports Authority of India confirming the project work. The table of contents outlines chapters on the rationale for the study, objectives, company profile, theoretical framework, research methodology, data analysis, findings, limitations and expected contributions. The report aims to analyze the working capital management practices at Airports Authority of India and identify areas for improvement.
This document provides an overview of the two-wheeler industry in India. It begins with an introduction to the industry, historical development, and current state. The major players are identified as Bajaj Auto, Hero Honda, Kinetic, LML and TVS Motors. In recent years, the motorcycle segment has grown most rapidly, increasing its market share from 37% to nearly 70% currently. The objectives and parameters of the project are outlined, focusing on analyzing industry structure, major players, and their strategies through areas of management. An executive summary provides high-level details on industry trends, including increased competition leading to pricing pressures and reduced margins unless offset by volume growth.
This document provides guidance on how to better manage one's time by reducing wasted time and improving scheduling and planning. It discusses identifying responsibilities and priorities, distinguishing between urgent and important tasks, different types of tasks, and setting goals. Ways to assess current time management habits and do better include understanding what needs to be done, having a positive attitude, and starting to plan time right away. Taking the time to properly organize, prioritize and schedule tasks is presented as key to making the most effective use of the limited time available.
The document discusses the history and evolution of placement as a professional practice in rehabilitation counseling. It traces the origins of placement services to early 20th century legislation providing vocational education and rehabilitation for disabled veterans and workers. Over time, placement emerged as a distinct specialization within the field, with its own professional competencies and standards. A key development was the formation in 1964 of the Job Placement Division within the National Rehabilitation Association, recognizing placement as a unique profession. The role and importance of placement services has continued to adapt to changes in legislation, consumer expectations, and the rehabilitation field.
This document discusses the "glass ceiling effect", which refers to invisible barriers that prevent women from rising to senior leadership positions. It provides background on the origins of the term in the 1980s and examines different levels of barriers - at the apprenticeship level, within the leadership pipeline, and at the executive level where advancement seems impossible. The document explores whether barriers truly exist or if women's choices are more responsible for the lack of representation in top roles. It ultimately aims to determine if the glass ceiling is fiction or truth.
Supply chain management involves coordinating the flow of materials and information between suppliers, manufacturers, warehouses, and stores. The document discusses the key components of supply chain management including planning, sourcing, production, delivery, and returns. It also outlines the strategic and operational decisions involved in areas like location, production, inventory, and transportation that are important for managing the supply chain effectively. Overall, supply chain management is a strategic tool that can improve customer service and competitiveness by efficiently integrating all parts of the supply chain.
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
1. Aviation Scenario in Today’s World
With over 3000 jetliners on backlog and over 800 delivered in
2004, all signs indicate that we are just pass the high point of
the jetliner “boom” in the classic boom/bust order cycle. But
this has been a very unusual boom.
For one thing, 2003 was expected to be a recovery year, not a
peak year. With well over 650 orders it turned into a peak year
although 2004 matched it with over 700 orders. And then to use
an overused metaphor it just kept going like an Energizer
Bunny—2005 has already passed 2004 in orders within a 7
month period and with major orders from the likes of Virgin
Atlantic Airlines, Emirates, Qantas, Singapore Airlines and Gulf
Air still expected to come, 2005 could well be the peak year for
orders placed in Commercial Aviation History.
Yet this cycle looks different. Airlines dint really queue up to
place orders, rather manufacturing giants Airbus and Boeing
pounded the pavement, aggressively selling aircrafts at a
discount. In 2003, the leasing companies began to replace
actual airlines in the order’s book—about 30% of the backlog
now compromises lesser, who are essentially buying planes in
the hope that the market will continue to grow. Jetliner pricing
has been extremely soft with the list prices of both Boeing and
Airbus remaining frozen from 2002-2004, the first time this
has happened in a decade. In 2005 both manufacturer’s
announced that they are raising list prices but list prices have
become irrelevant.
Anecdotal evidence suggests rampant discount pricing with
rumors of as low prices as 80 million dollars for the Airbus
330s that were bought by North West Airlines which are listed
at 240 million a piece. Boeing is not to far behind who sold one
of their latest commercial offering the 777-300 ER at a rate 160
million dollars below list price to launch customers Air France.
This largely premature and unprofitable upturn will result in
future pain. There is terrific glut of narrow bodies arriving in
the next few years [450 of those in the Indian market] which
will likely result in a market downturn.
1
2. Two sides of a Large Coin
Jetliner manufacturers have spent the last ten years debating
the future of air transport. Airbus has maintained that strong
passenger and freight growth rates, coupled with geographic
concentration and airline alliance trends will mean greater
demand for larger aircraft. Boeing by contrast believes that
airline demand for flexibility, new airports and markets, plus
the availability of new long range aircrafts, will lead to route
fragmentation, which implies a move away from very large
aircraft.
Boeing 787 Dreamliner
The 787-8 Dreamliner and 787-9 airplanes will carry 223-259
passengers in tri-class configurations on routes of 8,500
and 8,300 nautical miles (15,700 and 15,400 kilometers)
respectively. A third 787 family members, the 787-3
Dreamliner, will accommodate nearly 296 passengers in a
two-class configuration and be optimized for routes of
3,500 nautical miles (6,500 km).
In addition to bringing big-jet ranges to mid-size airplanes, the
787 will provide airlines with unmatched fuel efficiency,
resulting in exceptional environmental performance. The
airplane will use 20 percent less fuel for comparable missions
than any similarly sized airplane. It will also travel at speeds
similar to today's fastest wide bodies, Mach 0.85. Airlines will
enjoy approximately 45 percent more cargo revenue capacity.
2
3. Airbus 380-800
The A380 will carry more passengers over longer distances,
allowing for projected passenger growth worldwide and helping
to ease an increasingly congested environment. It will achieve
this without increasing the number of air traffic movements and
without n e g a t i v e l y i m p a c t i n g t h e e n v i r o n m e n t , t h a n k s t o s i g n i f i c a n t l y
r e d u c e d n o i s e a n d e m i s s i o n s l e v e l s .
T h i s 5 5 5 - s e a t a i r c r a f t w i l l d e l i v e r a n u n p a r a l l e l e d l e v e l o f c o m f o r t w h i l e
r e t a i n i n g a l l t h e b e n e f i t s o f c o m m o n a l i t y w i t h A i r b u s ’ o t h e r f l y - b y - w i r e
a i r c r a f t F a m i l i e s .
From the standpoint of late 2004, the answer remains
undecided, but Boeing’s version appears more likely. While
747-400 freighter orders have been strong the backlog for the
passenger versions of the current Jumbo jet is 8 aircrafts, a
record low. Several key carriers most notably British Airways
and United Airlines have converted some 747-400 orders to
smaller 777s. While the Asian market is making a strong
recovery most Asian carriers are ordering 300 seats 777 and
340s. But Airbus 380 has already received 150+ orders showing
the variability of the market and airline needs.
The market’s behavior is likely to be an indicator that Asian
passenger routes are indeed fragmenting. An analysis of the
equipment flown on Pacific routes indicates a trend away from
the 747s towards the new mini-jumbos-A340s and 777s and the
experience of the North Atlantic market over the last 20 years
indicates that the carriers move away from large four engine
planes as soon as lower cost equipment is available. In fact
several key international airlines, most notably Delta,
American, Continental Airlines, no longer have any 747s at all.
But then again the major ones still have them and continue to
see demand for both Long Range and Large capacity aircraft.
Coming to my project on Airline Management, we all know that
the words “Airline Management” is too vast a topic and is
3
4. very difficult to explain to any given individual especially since
most of the information is classified.
Hence I decided to take into account the physical and visible
aspects of Airline Management and to present it an easy to
understand manner without making much use of technical
jargon, I have decided to take the award winning Virgin
Atlantic Airlines to show the effective management
frameworks with this Airline’s structure.
Thus through Emirates Airline I will show the following
management decisions that come into
• Criteria for Purchasing Aircraft types
• Ensuring the passenger satisfaction through comfortable
seating
• The various First, Business and Economy class which have
become a benchmark for industrial standards
• Convenient timings for transit passenger’s—which is their
main customer base
• Onboard and ground services ensuring they win customer
satisfaction before the flight departs
• London Heathrow Airport, London Gatwick Airport as hub airport
• Effective fleet utilization
• Future Orders and plans
• Marketing and sponsorship and various other activities
4
5. Virgin Atlantic Airlines:-
Virgin Atlantic Airways
IATA
VS
ICAO
VIR
Call sign
VIRGIN
Founded 1984
Hubs
London Heathrow Airport
London Gatwick Airport
Focus cities / secondary hubs Manchester International Airport
Frequent flyer program Flying Club
Member lounge Clubhouse
Fleet size 34
Destinations 31
Parent company Virgin Group
Headquarters
Crawley, England, United
Kingdom
Key people
Richard Branson (Chairman),
Steve Ridgway (CEO)
Virgin Atlantic Airways usually referred to as Virgin Atlantic, is one of the
airlines of Richard Branson's Virgin Group, operating long-haul routes between
London and North America, the Caribbean, Africa, the Middle East, Asia and
Australia. Its main bases are London Heathrow (LHR) and London Gatwick
(LGW), with a smaller base at Manchester International Airport (MAN).
The company holds a United Kingdom Civil Aviation Authority Type A Operating
License, it is permitted to carry passengers, cargo and mail on aircraft with 20 or
more seats.
5
6. History:-
Richard Branson
Sir Richard Branson during the announcement of the Virgin Express airline
which would compete with Ryan air and Easy Jet.
Sir Richard Charles Nicholas Branson, sometimes abbreviated as SRB for
"Sir Richard Branson" (born 18 July 1950, Shamley Green, Surrey), is a British
entrepreneur, best known for his Virgin brand, a banner that encompasses a
variety of business organizations. The name Virgin was chosen because a female
friend involved in setting down the initial record shop commented that they were
all virgins in business and there were no virgins between them. It is estimated
that Branson is worth over £3 billion (equivalent to over US$5 billion) according
to the Sunday Times Rich List 2006. It is also said that he is starting a new were
business but no-one knows what this will be or what it is about. he is also going to
the moon on SPECIAL SHUTTLE THAT IS BEING BUILT FOR HIM.
Branson formed Virgin Atlantic Airways in 1984, launched Virgin Mobile in 1999,
Virgin Blue in Australia in 2000, and later failed in a 2000 bid to handle the
National Lottery.
In 1997 Branson took what many saw as being one of his riskier business exploits
by entering into the railway business. Virgin Trains won the franchises for the
former Intercity West Coast and Cross-Country sectors of British Rail. Launched
with the usual Branson fanfare with promises of new high-tech tilting trains and
enhanced levels of service, Virgin Trains soon ran into problems with the aging
rolling stock and crumbling infrastructure it had inherited from BR. The
company's reputation was almost irreversibly damaged in the late 1990s as it
struggled to make trains reliably run on time while it awaited the modernization
of the West Coast Main Line, and the arrival of new rolling stock.
Virgin has acquired European short-haul airline Euro Belgian Airlines, renaming
it Virgin Express. It also started a national airline based in Nigeria, called Virgin
6
7. Nigeria. Another airline, Virgin America, is set to launch out of San Francisco in
2007. Branson has also developed a Virgin Cola brand, but is now retreating only
to the UK market, and even a Virgin Vodka brand, which has not been an overly
successful enterprise. As a consequence of these lack luster performers and
perceived obscure accounting practices, the satirical British fortnightly magazine,
Private Eye, has been critical of Branson and his companies. (see Private Eye
picture caption)
After the so-called campaign of "dirty tricks" (see expanded reference in Virgin
Atlantic Airways), Branson sued rival airline British Airways for libel in 1992.
John King, then-chairman of British Airways, countersued Branson, and the case
went to trial in 1993. British Airways, faced with likely defeat, settled the case,
giving £500,000 to Branson and a further £110,000 to his airline and had to pay
legal fees of up to £3 million. Branson divided his compensation (the so-called
BA bonus) among his staff.
On September 25, 2004 he announced the signing of a deal under which a new
space tourism company, Virgin Galactic, will license the technology behind Space
Ship One to take paying passengers into suborbital space. The group plans to
make flights available to the public by late 2007 with tickets priced at $200,000.
The deal was mostly financed by Microsoft co-founder Paul Allen, and the
modern American space engineer & visionary, Burt Rutan.
Branson says his success was not planned, and it just happened, he has said that
he has 10 secrets to success:
1. You've got to challenge the big ones.
2. Keep it casual.
3. Haggle: everything is negotiable.
4. Have fun working.
5. Do the right things for the brand.
6. Smile for the cameras!
7. Don't lead "sheep", herd "cats".
8. Move like a bullet.
9. Size does matter.
10. Be a common, regular person.
Competition with British Airways
7
8. Virgin has always been a rival of British Airways. In January 1991 the UK Civil
Aviation Authority opened the door for Virgin to operate from Heathrow and
services were started from July 1991, one of the major causes of the BA "dirty
tricks" campaign against Virgin. In 1992 BA's PA director David Burnside
published an article in BA News which argued that Branson protestations against
British Airways were merely for publicity. Branson sued British Airways for libel.
BA settled out of court when its lawyers unearthed evidence of the extraordinary
lengths the company went to "kill off" Virgin. BA was faced with a legal bill of up
to £3m, damages to Sir Richard of £500,000 and a further £110,000 to his
airline. Branson divided his £500,000 amongst his staff in the so-called "BA
bonus", each receiving £166.
1993: BA dirty tricks against Virgin cost £3m
British Airways has ended one of the most bitter and protracted libel actions in
aviation history in a humiliating climb-down.
At the High Court Christopher Clarke QC, counsel for BA, apologised
"unreservedly" for an alleged "dirty tricks" campaign against Virgin Atlantic.
BA also agreed to pay damages of £500,000 to Virgin boss Richard Branson and
£110,000 to his airline, as well as incurring legal costs of up to £3m.
Counsel for Virgin and Mr Branson, George Carman QC, had told Mr Justice
Drake of "distinctly hostile" rumours that had been circulating about his client.
The traditional rivalry between the two airlines intensified from July 1991 when
Virgin moved the centre of its operations from Heathrow to Gatwick, in direct
competition with BA.
'Sharp business practices'
By October Mr Branson had accumulated evidence of BA employees poaching
Virgin customers and tampering with confidential company files.
8
9. He also claimed that BA's PR consultant, Brian Basham, had been undermining
him and his company's reputation in the City and the press.
Mr Branson confronted BA's non-executive directors about these "sharp business
practises" in an open letter. They dismissed the allegations and said he was
simply seeking publicity.
In February 1992, after an investigative report by Thames Television, BA bosses,
including chairman Lord King, repeated their claims that Virgin was "securing
publicity" in an internal magazine and various letters.
These written statements formed the basis of Mr Branson's libel case. BA and
Lord King then counter-sued over Mr Branson's original allegations.
The counter-claim was also withdrawn today.
Virgin Atlantic Airbus A340-300
In the 1990s, Virgin Atlantic jets were painted with the words "No-Way BA/AA"
in opposition to the attempted merger between British Airways and American
Airlines. In 1997, following British Airways' announcement that it was to remove
the Union Jack from its tailfins in favour of world images, Virgin took advantage
of the controversy provoked by introducing a union flag design on the winglets of
its aircraft, and changed the red dress on the "Scarlet Lady" on the nose of its
aircraft to the union flag also, with the tag line "Britain's Flag Carrier" to tongue-
in-cheek challenge BA's traditional spot in this role. Relations with British
Airways improved considerably (though rivalry continued) with the arrival of Rod
Eddington as BA CEO. Eddington replaced Robert Ayling, who was a key player
in the dirty tricks affair. 49% of Virgin Atlantic was sold to Singapore Airlines in
December 1999 for £600.25 million.
In August 2002, Virgin became the first airline to use the Airbus A340-600.
Rolls-Royce has won all recent engine competitions for Virgin aircraft; the
company's Trent-500's will power the A340s and the Trent 900 will power A380s
on order.
Flying with Virgin
9
10. Virgin Atlantic G-VAST leaves from San Francisco.
The airline has three classes of service: Economy, Premium Economy and Upper
Class. Premium Economy provides a separate check-in, a larger seat with more
leg room than Economy, and a welcoming glass of champagne. Virgin Atlantic
calls its business-class product offering "Upper Class". Upper Class passengers
can request complimentary limousine pick-up and drop-off at the airport, and at
their destination, although the limousine is not available to those who purchase
the cheaper "Z" coded Upper Class fare. At the airport, Upper Class passengers
can use Virgin's clubhouse lounge. On board and in the Heathrow and Gatwick
clubhouses, passengers can avail themselves of massage services. Unlike some
international carriers, Virgin gives free personal amenity kits, including
toothbrush, pen, earplugs and eye mask, to passengers in all three classes. Upper
Class passengers are now given a paper envelope, with just socks, eyeshades and
earplugs in it, other items are available on request, subject to stock. Virgin also
pioneered seat-back personal TVs in all classes, and has begun upgrading their
aircraft to an Audio/Video on Demand (AVOD) system called V: Port.
The V:Port system offers a choice of approximately 50 full length feature films,
60 audio CDs, and around 200 hours of television shows. Also featured are video
games, some of which can be played against other passengers.
In the second quarter of 2006 Virgin announced that they will launch an updated
Premium Economy product with leather seats and a wider seat than British
Airways business class offering, Club World. This new design is due to launch in
late 2006 or early 2007.
Fleet
10
11. Virgin Atlantic Airways Boeing 747-400 (G-VBIG) (Tinker Belle) taxiing to the
take off point at London Heathrow Airport.
Virgin Atlantic's Fleet consists of the following as of August 2006:
• 5 Airbus A340-300
• 16 Airbus A340-600 (further 10 on order)
• 13 Boeing 747-400
• 10 Airbus A380-800 (6 on order)
In November 2003 Virgin introduced the Upper Class Suite, which is the longest
totally flat bed in Business Class. The Upper Class Suite is now finally fitted on all
of Virgin's aircraft. As of July 2006, A340-300 G-VBUS and G-VSUN are on wet-
lease to Virgin Nigeria Airways. 747s are used on all routes from Gatwick and
Manchester. From Heathrow 747s are used on routes to New York, Los Angeles,
San Francisco and Boston; along with A340s which are used for all other
Heathrow routes. G-VRED (to be delivered in October 2006) is said to be the first
one with the new Virgin livery.
Designation Aircraft
Entertainment
system
G-VAIR (Maiden Tokyo) A340-300 (Suite) ODYSSEY
G-VAST (Ladybird) 747-400 (LGW/MAN Suite)ODYSSEY
G-VATL (Miss Kitty) A340-600 (Config. 1) V:PORT
G-VBIG (Tinker Belle) 747-400 (LHR Suite) V:PORT
G-VBLU (Soul Sister) A340-600 (Config. 1) V:PORT
11
13. G-VOGE (Cover Girl) A340-600 (Config. 1) V:PORT
G-VROC (Mustang Sally) 747-400 (LHR Suite) V:PORT
G-VROM (Barbarella) 747-400 (LGW/MAN Suite)NOVA
G-VROS (English Rose) 747-400 (LGW/MAN Suite)NOVA
G-VROY (Pretty Woman) 747-400 (LGW/MAN Suite)NOVA
G-VSEA (Plane Sailing) A340-300 (Suite) ODYSSEY
G-VSHY (Claudia Nine) A340-600 (Config. 1) V:PORT
G-VSSH (Sweet Dreamer) A340-600 (Config. 1) V:PORT
G-VTOP (Virginia Plain) 747-400 (LGW/MAN Suite)ODYSSEY
G-VWIN (Lady Luck) A340-600 (Config. 2) V:PORT
G-VWKD (Miss Behavin) A340-600 (Config. 1) V:PORT
G-VWOW (Cosmic Girl) 747-400 (LHR Suite) V:PORT
G-VXLG (Ruby Tuesday) 747-400 (LGW/MAN Suite)ODYSSEY
G-VYOU (Emmeline Heaney) A340-600 (Config. 2) V:PORT
The Virgin Atlantic average fleet age is 6.1 years at June 2006.
The following aircraft have been in service for Virgin in the past:
13
14. • G-OUZO (Spirit of Melina) A320-200 - now with MyTravel Airways (G-
JOEM)
• G-TKYO (Maiden Japan) 747-200 - now with Kalitta Air
(N703CK/converted to freighter)
• G-VAEL (Maiden Toulouse) A340-300 - recently been painted all white
and ferried to Airbus plant, Toulouse.
• G-VATH (Hellenic Beauty) A321-200 - now with Turkish Airlines (TC-
JME)
• G-VBEE (Honey Pie) 747-200 - now with Transaero (VP-BQA)
• G-VBUS (Lady in Red) A340-300 - now with Virgin Nigeria Airways
• G-VCAT (Wild Thing) 747-200 - now with European Aviation Air Charter
(G-CCMA/stored)
• G-VFLY (Dragon Lady) A340-300 - now with Finnair (OH-LQA)
• G-VGIN (Scarlet Lady) 747-200 - now with Kabo Air (5N-EEE)
• G-VIBE (Dancing Queen/later: Spirit of New York) 747-200 - now with
Transaero (VP-BQH)
• G-VIRG (Maiden Voyager) 747-200 - now with Kabo Air (5N-NNN)
• G-VJFK (Boston Belle) 747-200 - now with Kabo Air (5N-PDP)
• G-VKID (Sundance Kid/Virgin Sun) A320-200 - now with Iberworld (EC-
IMU)
• G-VKIS (Sun kissed Girl/Virgin Sun) A321-200 - now with Turkish
Airlines (TC-JMF)
• G-VLAX (California Girl) 747-200 - now with Kabo Air (5N-PPP)
• G-VMED (Mediterranean Maiden) A320-200 - now with AtlasJet (TC-
OGF)
• G-VMIA (Spirit of Sir Freddie) B747-100 - scrapped
• G-VOYG (Shady Lady) 747-200 - scrapped
• G-VPUF (High as a Kite) 747-200 - now with Transaero (VP-BQC/stored)
• G-VRGN (Maid of Honor) 747-200 - now with Trade winds Airlines
(N526UP/converted to freighter)
• G-VRUM (Calypso Queen) 747-200 - now with Southern Winds (LV-AZF)
• G-VSKY (China Girl) A340-300 - now with BWIA West Indies Airways
(9Y-JIL)
• G-VSSS (Island Lady) 747-200 - now with Transaero (VP-BQB)
• G-VSUN (Rainbow Lady) A340-300 - now with Virgin Nigeria Airways
• G-VTAN (Sunshine Girl/Virgin Sun) A320-200 - now with AtlasJet (TC-
OGE)
• G-VZZZ (Morning Glory) 747-200 - now with Transaero (VP-BQE)
14
15. G-VROS English Rose
Virgin Atlantic has ordered 6 Airbus A380 aircraft with options on 6 more. The
first delivery is expected to enter service in March 2008 and the aircraft will be
used on services from London to Hong Kong, Los Angeles, New York, San
Francisco, Sydney and Tokyo. The option of using the A380 on other services, eg
Orlando, is being explored (ref: Airliner World, March 2005).
Virgin's aircraft are given female names such as "Ladybird", "Island Lady", and
"Ruby Tuesday". Many are named after destinations on the Virgin route network,
such as "Maiden Tokyo" and "California Girl". Virgin's fleet also has several
tongue in cheek registrations, California Girl is G-VLAX, after Los Angeles
International. Boston Belle is G-VJFK after Massachusetts' famous son, others
include G-VIRG, G-VGIN and G-VXLG for a 747-400 (Ruby Tuesday). G-VYOU
has been named in a Virgin Unite eBay auction. The name derives from the
homonymous new born child whose parents won the auction.
The Virgin livery features a pinup girl near the nose of each aircraft called the
"Scarlet Lady". She was originally painted by Alberto Vargas. Carrying a Union
Jack in a form reminiscent of British Airways' traditional "speed bird" logo, now
she even has her own aircraft registration and name, an Airbus A340-600
registered G-VGAS and named "Varga Girl".
G-VAST, a Boeing 747-400 has featured in the BBC's Top Gear television show as
a wind source to test the strength of cars in a crosswind.
Virgin's Slogans
Over the years, Virgin has used many slogans, including:
15
16. • "Mine's Bigger Than Yours"
Written on the back of the Airbus A340-600's because they are the longest
passenger aircraft in the world
• "4 Engines 4 Long haul"
Written on the engines of planes, because all Virgin's planes are quad-jets as
opposed to BA's long haul twin-jet Boeing 777's and Boeing 767's
• "Avoid The Q"
Used to advertise Virgin's London-Hong Kong-Sydney service, the Q being
Qantas which also operates the same route, the Q can also be the queue
• "Keep Discovering - Until You Find The Best"
Used to promote the London-Dubai service, playing with rival airline Emirates'
slogan 'Keep Discovering'
• "BA can't keep it [Concorde] up!"
Written on the back of G-VFOX during June and July of 2003 after British
Airways announced it would retire Concorde the following October.
• "No Way BA/AA"
Used in the late 1990's on several 747-400's to express Branson's displeasure
with the proposed British Airways/American Airlines partnership. BA/AA
combined held 100% market share on several US-UK routes (i.e. Dallas/Ft.
Worth - London), and a market share of more than 50% in several more (i.e.
Chicago - London, JFK - London).
Others Include: "More experience than the name suggests," "Virgin, seeks travel
companion(s)," "Love at first flight," "You never forget your first time," "Extra
inches where it counts," "Fly a younger fleet," "One call does it all" and "Hello
gorgeous"'
16
17. Events in 2005
On 15 August 2005, Virgin Atlantic, which flies the Kangaroo route between
Sydney, Australia and London, UK via Hong Kong, denied it is in talks with part
owner Singapore Airlines about extending its code sharing arrangements from
Singapore to Sydney. Virgin Atlantic, 49% owned by Singapore Airlines, began
flying between Sydney and the UK via Hong Kong in December 2004.
To celebrate the airline's 21st birthday the flying lady was temporarily moved to
the back of Boeing 747 to create "Birthday Girl". However, in May 2006, the
name "Lady Penelope" once again is painted on the fuselage and the '21 years of
flying high' stickers have been removed.
Ownership
• Virgin Atlantic Airways ownership is split, with Richard Branson's Virgin
Group owning 51% of the international carrier, and Singapore Airlines of
Singapore owning the other 49%.
Other
• Virgin Atlantic will play a part in the upcoming James Bond film, Casino
Royale. Richard Branson, Virgin Atlantic crew, and one of its Airbus A340-
600 aircraft will be part of a scene at Miami International Airport
(although the sequence was filmed in Prague).
Virgin Group
17
18. The Virgin Group is a conglomerate using the Virgin brand of British celebrity
business tycoon Sir Richard Branson. The core business areas are travel,
entertainment and lifestyle, although many others have been entered into.
Although Branson retains complete ownership and control of the Virgin Brand,
the commercial set up of companies using it is varied and complex. The group is
sometimes perceived as a conglomerate, but this is not in fact the case. Each of
the companies operating under the Virgin brand are separate entities, with some
being wholly owned by Branson, while he holds minority or majority stakes in
others. Occasionally, he simply licenses the brand to a company that has
purchased a division from him, such as Virgin Radio (now part of SMG plc) and
Virgin Music (now part of EMI). With a few exceptions, all of the companies
began as wholly owned Virgin subsidiaries.
To understand the Virgin structure, it is best to think of Sir Richard as a venture
capitalist who unites all of his differing ventures under a single brand name.
Virgin Brands (under various ownership)
18
19. See List of Richard Branson's business ventures
• Virgin Atlantic Airways - an international carrier based at London's
Heathrow Airport.
• The Train Line - UK train booking service.
• Virgin Active - a health club chain in South Africa, Italy and the United
Kingdom.
• Virgin America - a U.S. domestic low-cost airline scheduled for launch
in 2006.
• Virgin Balloon Flights - a hot-air balloon operator.
• Virgin Blue - a low-cost airline in Australia and the South Pacific based
in Australia.
o Blue Holidays - holiday program of Virgin Blue.
o Pacific Blue - a low-cost subsidiary of Virgin Blue based in New
Zealand.
o Polynesian Blue - a Samoan international low-cost airline.
• Virgin Books - publisher, retailer and distributor of books.
• Virgin Brides - bridal wear shop in Manchester.
• Virgin Cars - a U.K. low-cost car dealership and superstore.
• Virgin Cinemas - Sold to UGC.
• Virgin Comics - Indian comic book producer.
• Virgin Cosmetics - retailer of Virgin Vie cosmetics and jewellery.
through internet, direct selling and Virgin Spa stores.
• Virgin Digital - online digital music retailer.
• Virgin Drinks - manufacturer of soft drinks including Virgin Cola.
• Virgin Electronics - formerly Virgin Pulse, consumer electronics.
• Virgin Experience Days - corporate and consumer experience events.
• Virgin Express - a low-cost European airline.
• Virgin Fuel - venture capital firm for investing in petroleum alternatives.
• Virgin Galactic - a venture to market and operate commercial space
.flights, using spacecraft designed by Scaled Composites.
• Virgin Games - online games and gambling.
• Virgin Holidays - U.K. travel agency and tour operator for destinations
served by Virgin Atlantic.
• Virgin Interactive - games distributor now owned by Titus Interactive.
• Virgin Jewellery - jewellery arm of Virgin Cosmetics.
• Virgin Limited Edition - exclusive hotels.
o Kasbah Tamadot - exclusive Moroccan holiday destination
o Lady B - luxurious Catamaran available for Caribbean charters
o The Lodge - ski lodge
o Natirar - private spa located in Somerset County, New Jersey
o Necker Island - exclusive island in British Virgin Islands for private
hire.
o The Roof Gardens and Babylon - 1.5 acres open air gardens, venue,
nightclub and restaurant in Kensington, London.
19
20. o Ulusaba - exclusive game reserve in South Africa.
• Virgin Limo bike - passenger bike service in London.
• Virgin Limousines - chauffeured limousine service in San Francisco
and Northern California.
• Virgin Mega stores - CD, DVD and games retailer chain with high-street
and online stores.
• Virgin Mobile - mobile phone network.
• Virgin Money - providers of financial services .
o Virgin Credit Card
• Virgin Nigeria - international, regional and domestic Nigerian airline.
• Virgin Play - a video game promoter, distributor and marketer in Spain.
• Virgin Radio - British commercial radio station broadcast on AM, FM.
(London only), DAB, internet, Digital TV. Other Virgin radio brands
include:
o ouï fm - rock radio station in France and Asia
o Radio Free Virgin - internet radio broadcaster with over 60
channels.
o Virgin Radio Asia - collection of station operating in India and
Thailand including Virgin Soft, Hitz, Easy FM and Oui.
o Virgin Radio Classic Rock - classic rock station broadcast on
DAB, internet and Satellite TV.
o Virgin Radio Groove - black music station broadcast on DAB,
internet and Satellite TV.
o Virgin Radio Xtreme - rock station aimed at teenage males
broadcast on DAB, internet and Satellite TV.
• Virgin Records - record label now owned by EMI.
• Virgin Spa - shop chain retailing Virgin Cosmetics products.
• Virgin Trains - a railway operator in the United Kingdom.
• Virgin TV - Proposed NTL/Virgin Mobile merged group. (aka Virgin
Vision)
• Virgin Unite - charitable foundation.
• Virgin Vacations - U.S. travel agency.
• Virgin Vie - brand of cosmetics and jewellery sold through Virgin
Cosmetics.
• Virgin Vines - A Californian-based company, created in 2005 and
producer of Red and White wines.
• Virgin Vision - Proposed NTL/Virgin Mobile merged group. (aka Virgin
TV)
• Virgin Voucher - staff incentive scheme.
• Virgin Ware - clothes brand and retailer.
• Virgin Wines - wine brand.
• Virgin.net - internet service provider, now owned by NTL. Future
services from Virgin.net, Virgin Mobile, NTL and Tele west are likely to be
branded Virgin Media.
• V2 Records - an independent music label
20
21. • V Festival - music festival held in the UK over two days in two separate
locations
o V Festival (North America) a North American variant of the V
Festival, begun in 2006
SWOT ANALYSIS
21
22. Strengths
Weakness
• Modern Aircraft Fleet
• London Heathrow Airport
as Hub-Airport.
• Support from Virgin Group
• EUROPEAN Location.
• Effective Transit Schedules.
• Benchmarking and Quality
In flight Cabin Product.
• Strong Market holds of
United Kingdom, Australia,
Germany, USA, Canada,
South America and major
European countries.
• Not a large local market
incase transit strategy fails.
• Lack of convenient timings
for UK originating and
destination passengers.
• Lack of narrow body
aircraft to effectively serve
the competing European
cities.
Opportunities
Threats
• Untapped Markets of Asian
countries like South
America, Russia and Africa.
• Emerging and growing
transit markets in the Far
East, Africa and in Indian
Sub continent.
• Competition from legacy
carriers like British
Airways, KLM, Lufthansa on
the key UK—Australia
sector.
• Cost of fuel.
• Competition from emerging
airlines Ryan Air and Easy
jet.
• Liberalizing of aviation
policies in the strong hold
markets of India and
Pakistan.
• Ever increasing oil prices
22
23. AIRBUS 340-300:-
AIRBUS 340-300:-
The A340-200 and 300 are the initial variants of the successful quad engined
A340 family of long haul wide bodies.
The A340 and closely related A330 were launched in June 1987, with the A340's
first flight occurring on October 25 1991 (an A340-300). The A340 entered
service with Lufthansa and Air France in March 1993, following JAA certification
the previous December.
The A340 shares the same flight deck including side stick controllers and EFIS,
plus fly by wire, basic airframe, systems, fuselage and wing with the A330 (the
flight deck is also common to the A320 series). Power is from four CFM56s, the
four engine configuration being more efficient for long range flights (as twins
need more power for a given weight for engine out on takeoff performance) and
free from ETOPS restrictions.
23
24. The A340-300 has the same fuselage length as the A330-300, while the
shortened A340-200 trades seating capacity for greater range (first flight April 1
1992).
The heavier A340-300E is available in 271,000kg (597,450lb) and 275,000kg
(606,275lb) max takeoff weights, their typical ranges with 295 passengers are
13,155km (7100nm) and 13,525km (7300nm) respectively. Power for these
models is from 152.3kN (34,000lb) CFM56-5C4s (the most powerful CFM56s
built). The first A340-300Es were delivered to Singapore Airlines in April 1996.
The 275,000kg (606,275lb) max takeoff weight A340-8000 is based on the
200 but has extra fuel in three additional rear cargo hold tanks and offers a
15,000km (8100nm) range with 232 three class passengers (hence the A340-
8000 designation). It too is powered by CFM56-5C4s. One has been built for the
Sultan of Brunei.
The A340 Family concept is unique: one basic airframe is
available in six different configurations, powered by two or four
engines. Th e f o u r - e n g i n e A 3 4 0 p r o v i d e s v e r s a t i l i t y o n t h e m o s t
d e m a n d i n g l o n g - r a n g e a n d u l t r a - l o n g - r a n g e f l i g h t s .
T h e A 3 4 0 F a m i l y i s c o m p o s e d o f s i x j e t l i n e r v e r s i o n s t h a t s h a r e t h e s a m e
f u s e l a g e c r o s s - s e c t i o n a n d o f f e r s i g n i f i c a n t c o m m o n a l i t y w i t h t h e o p t i m u m
m i x o f o p e r a t i n g c h a r a c t e r i s t i c s i n t e r m s o f a i r c r a f t s i z e , r a n g e a n d
e c o n o m i c s .
Let us now take a look at Virgin Atlantic Airlines Airbus Fleet
in a bit details, referring to the main purchasing criteria by the
management team in selecting the following to attract the
customer.
• Aircraft variants
• First class service on board these aircrafts
• Business class product on board these aircrafts
• Economy cabins in these aircrafts and some other aspects
• The market they can fly these particular aircrafts to
C r i t e r i a F o r P u r c h a s e D e c i s i o n s
1. Commonality
Airbus pioneered the concept of aircraft commonality in its
new generation of fly-by-wire jetliners, and the A340 Family
brings these advantages to six aircraft with seating
capacities of 250 to 475 passengers and operating ranges
24
25. from regional segments to ultra-long-distance routes.
The A340 feature has identical cockpits and has highly
similar flying qualities, allowing both aircraft to be operated
by a common pool of pilots. In fact, flight crews can
transition from the A340 in only one day. The savings in
time – which compares to 25 days for a full type rating
training course required with competing aircraft – mean
lower training costs for airlines and increased crew
productivity.
Emirates saw this as a great way of reducing costs and saving
on hiring extra pilots and they had a great benefit to use the
pilots over a range of multi-functional aircraft.
2. Economics
The six members of the Airbus A340 wide body Family are
essentially the same aircraft that have been adapted to
differing requirements for seating capacity and flight length.
They all can be flown by the same pilots, maintained by the
same support personnel, and their passenger cabins – which
use the optimized Airbus 222-inch cross-section – provide
maximum flexibility and comfort in all classes of seating.
The A340 Family offers airlines the full benefits of
commonality over a wide market spectrum, with optimum
economic and operational efficiency. The twin-engine A330
is ideally suited to medium- and Extended-range routes,
while the four-engine A340 offers unmatched efficiency on
long to ultra-long routes
3. Flight Deck
25
26. The A340 benefit from the advanced Airbus cockpit design,
which receives high marks from the thousands of pilots who
fly Airbus aircraft daily. Flight decks on both aircraft types
are nearly identical.
At the heart of the cockpit is the fly-by-wire system
pioneered by Airbus. Its digital electronic flight controls
improve handling and stability while reducing pilot
workload.
The A340 side-sticks – which replace the traditional centre-
mounted control yokes used for decades on airliners – give
optimum control inputs for the fly-by-wire system and create
an open, uncluttered cockpit environment for the flight crew.
As the same basic cockpit layout is used on the other Airbus
fly-by-wire jetliners, it is easy for Emirates pilots to
transition, if needed from the A340 to the smaller A320
Family, and, definitely in the future, to the 555-seat A380.
4. Freight
The excellent cargo-carrying capabilities of the A340 boost
their revenue-earning power on daily operations with
Emirates airlines around the world.
Thanks to Airbus’ trademark 222-inch fuselage cross-section,
the front and rear cargo holds on the A340 accept a full
range of under floor cargo containers and pallets.
With volume for 60-100 per cent more freight than the
largest competing aircraft on the market, the A330/A340
Family’s unrivalled operating economics mean the aircraft
can even operate profitable cargo flights without a single
passenger on board.
26
27. SPECIFICATIONS:-
AIRCRAFT DIMENSIONS
metric imperial
Overall length 63.6 m. 208 ft. 10 in.
Height 16.85 m. 55 ft. 3 in.
Fuselage diameter 5.64 m. 18 ft. 6 in.
Maximum cabin width 5.28 m. 17 ft. 4 in.
Cabin length 50.35 m. 165 ft. 3 in.
Wingspan (geometric) 60.3 m. 197 ft. 10 in.
Wing area (reference) 361.6 m2 3,892 ft2
Wing sweep (25% chord) 30 degrees 30 degrees
Wheelbase 25.60 m. 84 ft.
Wheel track 10.69 m. 35 ft. 1 in.
BASIC OPERATING DATA
metric imperial
Engines
four CFM56-
5C4/P
four CFM56-
5C4/P
Engine thrust range 139-151 kN
31,200-
34,000 lb. slst
Typical passenger seating 295 295
Range (w/max. passengers)
13,350
(13,700) km.
7,200 (7,400)
nm.
Max. operating Mach number (Mmo) 0.86 Mo. 0.86 Mo.
27
28. Bulk hold volume - Standard/option
19.7 / 13.76
m3
695 / 486 ft3
DESIGN WEIGHTS
metric imperial
Maximum ramp weight
275.9 (277.4)
tonnes
608.3 (611.5)
lbs. x 1000
Maximum takeoff weight
275 (276.5)
tonnes
606.0 (609.6)
lbs. x 1000
Maximum landing weight
190 (192)
tonnes
418.9 (423.3)
lbs. x 1000
Maximum zero fuel weight
178 (181)
tonnes
392.4 (399)
lbs. x 1000
Maximum fuel capacity
140,640
(147,850)
Liters
37,150
(39,060) US
gal.
Typical operating weight empty
129.3 (130.2)
tonnes
285 (287) lbs.
x 1000
Typical volumetric payload
43.5 (41)
tonnes
95.9 (90.5)
lbs. x 1000
28
29. CABIN LAYOUT:-
In the A340-300 cabin, seat pitch can be adapted in units of one inch. Galleys,
lavatories and stowages can be located in different numbers, groupings and
locations. In-flight entertainment can be incorporated in the seats or screens
mounted on partitions below the overhead stowages. These make for an almost
infinite variety of cabin interiors.
29
31. AIRBUS 340-600:-
The 15,740km (8500nm) ultra long range A340-500 and stretched 372 seat
A340-600 are new variants of the Airbus A340 family, and are currently the
world's longest range airliners.
Compared with the A340-300, the A340-600 features a 9.07m (35ft 1in) stretch
(5.87m/19ft 3in ahead of the wing and 3.20m/10ft 6in behind), allowing it to seat
372 passengers in a typical three class arrangement. This gives Airbus a true early
model 747 replacement and near direct competitor to the 747-400, with similar
range, but, Airbus claims, better operating economics (per seat).
The A340-500 meanwhile is stretched by only 3.19m (10ft 6in) compared with
the A340-300, and so seats 313 in three classes, but it has a massive range of
15,740km (8500nm), which makes it the longest ranging airliner in the world,
capable for example of operating Los Angeles-Singapore nonstop.
The two new A340 models share a common wing. The wing is based on the
A330/A340's but is 1.6m (5.2ft) longer and has a tapered wing box insert,
increasing wing area and fuel capacity. Both models feature three fuselage plugs.
The other change to the A340 airframe is the use of the A330-200 twin's larger
fin and enlarged horizontal area stabilizers. To cope with the increased weights
the centre undercarriage main gear is a four wheel bogie, rather than a two wheel
unit.
Both new A340s have a high degree of commonality with the A330 and other
A340 models. They feature Airbus' common two crew flight deck, but with some
improvements such as LCD rather than CRT displays and modernized systems.
The A340-500 is powered by four 236kN (53,000lb) thrust Rolls-Royce Trent
556 turbofans, and the A340-600 by the 249kN (56,000lb) thrust Trent 556.
The commercial launch for the A340-500/600 was at the 1997 Paris Air show,
the program's industrial launch was in December that year when Virgin Atlantic
ordered eight A340-600s and optioned eight. First flight of the A340-600 was
made on April 23, 2001. After a 1600 hour flight test program, certification was
received on May 29, 2002. Virgin Atlantic took delivery of its first A340-600 at
the 2002 Farnborough International Air show, and began commercial services in
August.
31
32. SPECIFICATIONS:-
AIRCRAFT DIMENSIONS
metric imperial
Overall length 75.3 m. 247 ft. 1 in.
Height 17.3 m. 56 ft. 9 in.
Fuselage diameter 5.64 m. 18 ft. 6 in.
Maximum cabin width 5.28 m. 17 ft. 4 in.
Cabin length 60.98 m. 200 ft. 1 in.
Wingspan (geometric) 63.45 m. 208 ft. 2 in.
Wing area (reference) 439.4 m2 4,729 ft2
Wing sweep (25% chord) 31.1 degrees 31.1 degrees
Wheelbase 32.89 m. 107 ft. 11 in.
Wheel track 10.69 m. 35 ft. 1 in.
BASIC OPERATING DATA
metric imperial
Engines RR Trent 500 RR Trent 500
Engine thrust range 249 (267) kN
56,000
(60,000) lb.
slst
Typical passenger seating 380 380
Range (w/max. passengers)
14,360
(14,600) km.
7,750 (7,900)
nm.
Max. operating Mach number (Mmo) 0.86 Mo. 0.86 Mo.
Bulk hold volume - Standard/option
19.7 / 13.76
m3
695 / 486 ft3
DESIGN WEIGHTS
metric imperial
Maximum ramp weight
369.2 (381.2)
tonnes
813.9 (840.4)
lbs. x 1000
Maximum takeoff weight
368 (380)
tonnes
811.3 (837.8)
lbs. x 1000
Maximum landing weight
259 (265)
tonnes
571 (584.2)
lbs. x 1000
Maximum zero fuel weight 245 (251) 540.1 (553.4)
32
33. tonnes lbs. x 1000
Maximum fuel capacity
195,881
(204,500)
Litres
51,746
(54,023.2) US
gal.
Typical operating weight empty
177.8 (181.9)
tonnes
392.0 (400.9)
lbs. x 1000
Typical volumetric payload 55.6 tonnes
122.6 lbs. x
1000
CABIN LAYOUT:-
In the A340-600 cabin, seat pitch can be adapted in units of one inch. Galleys,
lavatories and stowage’s can be located in different numbers, groupings and
locations. In-flight entertainment can be incorporated in the seats or screens
mounted on partitions below the overhead stowage’s. These make for an almost
infinite variety of cabin interiors.
AIRBUS 380:-
33
34. AIRBUS 380:-
The 555 seat, double deck Airbus A380 is the most ambitious civil aircraft
program yet. When it enters service in March 2006, the A380 will be the world's
largest airliner, easily eclipsing Boeing's 747.
Airbus first began studies on a very large 500 seat airliner in the early 1990s. The
European manufacturer saw developing a competitor and successor to the Boeing
34
35. 747 as a strategic play to end Boeing's dominance of the very large airliner market
and round out Airbus' product line-up.
Airbus began engineering development work on such an aircraft, then designated
the A3XX, in June 1994. Airbus studied numerous design configurations for the
A3XX and gave serious consideration to a single deck aircraft which would have
seated 12 abreast and twin vertical tails. However Airbus settled upon a twin deck
configuration, largely because of the significantly lighter structure required.
Key design aims include the ability to use existing airport infrastructure with
little modifications to the airports, and direct operating costs per seat 15-20% less
than those for the 747-400. With 49% more floor space and only 35% more
seating than the previous largest aircraft, Airbus is ensuring wider seats and
aisles for more passenger comfort. Using the most advanced technologies, the
A380 is also designed to have 10-15% more range, lower fuel burn and emissions,
and less noise.
The A380 features an advanced version of the Airbus common two crew cockpit,
with pull-out keyboards for the pilots, extensive use of composite materials such
as GLARE (an aluminium/glass fibre composite), and four 302 to 374kN (68,000
to 84,000lb) class Rolls-Royce Trent 900 or Engine Alliance (General
Electric/Pratt & Whitney) GP7200 turbofans now under development.
Several A380 models are planned: the basic aircraft is the 555 seat A380-800
(launch customer Emirates). The 590 ton MTOW 10,410km (5620nm) A380-
800F freighter will be able to carry a 150 tonne payload and is due to enter
service in 2008 (launch customer FedEx). Potential future models will include
the shortened, 480 seat A380-700, and the stretched, 656 seat, A380-900.
On receipt of the required 50th launch order commitment, the Airbus A3XX was
renamed A380 and officially launched on December 19, 2000. In early 2001 the
general configuration design was frozen, and metal cutting for the first A380
component occurred on January 23, 2002, at Nantes in France. In 2002 more
than 6000 people were working on A380 development.
On January 18, 2005, the first Airbus A380 was officially revealed in a lavish
ceremony, attended by 5000 invited guests including the French, German,
British and Spanish president and prime ministers, representing the countries
that invested heavily in the 10-year, €10 billion+ ($13 billion+) aircraft program,
and the CEOs of the 14 A380 customers, who had placed firm orders for 149
aircraft by then.
The out of sequence A380 designation was chosen as the "8" represents the
cross-section of the twin decks. The first flight is scheduled for March 2005, and
the entry into commercial service, with Singapore Airlines, is scheduled for
March 2006.
35
36. Apart from the prime contractors in France, Germany, the United Kingdom and
Spain, components for the A380 airframe are also manufactured by industral
partners in Australia, Austria, Belgium, Canada, Finland, Italy, Japan, South
Korea, Malaysia, Netherlands, Sweden, Switzerland and the United States. A380
final assembly is taking place in Toulouse, France, with interior fitment in
Hamburg, Germany. Major A380 assemblies are transported to Toulouse by ship,
barge and road.
On July 24, 2000, Emirates became the first customer making a firm order
commitment, followed by Air France, International Lease Finance Corporation
(ILFC), Singapore Airlines, Qantas and Virgin Atlantic. Together these companies
completed the 50 orders needed to launch the programme.
Later, the following companies also ordered the A380: FedEx (the launch
customer for the A380-800F freighter), Qatar Airways, Lufthansa, Korean Air,
Malaysia Airlines, Etihad Airways, Thai Airways and UPS.
SPECIFICATIONS:-
AIRCRAFT DIMENSIONS
metric imperial
Overall length 73 m. 239 ft. 3 in.
Height 24.1 m. 79 ft. 7 in.
Fuselage diameter 7.14 m. 23 ft. 5 in.
Maximum cabin width Main deck: Main deck: 21
36
37. 6.58 m. /
Upper deck:
5.92 m.
ft. 7 in. /
Upper deck:
19 ft. 5 in.
Cabin length 49.90 m. 163 ft. 8 in.
Wingspan (geometric) 79.8 m. 261 ft. 8 in.
Wing area (reference) 845 m2 9,100 ft2
Wing sweep (25% chord) 33.5 degrees 33.5 degrees
Wheelbase 30.4 m. 99 ft. 8 in.
Wheel track 14.3 m. 46 ft. 11 in.
BASIC OPERATING DATA
metric imperial
Engines
Trent 900 or
GP 7000
Trent 900 or
GP 7000
Engine thrust range 311 kN 70,000 lb. slst
Typical passenger seating 555 555
Range (w/max. passengers) 15,000 km. 8,000 nm.
Max. operating Mach number (Mmo) 0.89 Mo. 0.89 Mo.
Bulk hold volume - Standard/option 18.4 m3 650 ft3
DESIGN WEIGHTS
metric imperial
Maximum ramp weight 562 tonnes
1,239 lbs. x
1000
Maximum takeoff weight 560 tonnes
1,235 lbs. x
1000
Maximum landing weight 386 tonnes
851 lbs. x
1000
Maximum zero fuel weight 361 tonnes
796 lbs. x
1000
Maximum fuel capacity 310,000 Litres 81,890 US gal.
Typical operating weight empty 276.8 tonnes
608.4 lbs. x
1000
Typical volumetric payload 66.4 tonnes
145.5 lbs. x
1000
37
38. CABIN LAYOUT:-
The A380’s twin-aisle twin deck passenger cabin offers the long distance
traveller a whole new level of comfort. A cabin designed around a large
sample of today’s real passengers providing more space regardless of class
of ticket, wider seats and aisles. Optional lower deck use for rest areas,
38
39. business, bar or other amenities can further enhance the A380 travel
experience.
BOEING 747-400:-
39
40. BOEING 747-400:-
The 747-400 is the latest, longest ranging and best selling model of the 747
family.
Boeing launched the 747-400 in October 1985 and the first development aircraft
first flew on April 29 1988. US certification (with PW-4000s) was awarded in
January 1989.
The 747-400 externally resembles the -300, but it is a significantly improved
aircraft. Changes include a new, two crew digital flightdeck with six large CRT
displays, an increased span wing with winglets (the -400 was the first airliner to
introduce winglets), new engines, recontoured wing/fuselage fairing, a new
interior, lower basic but increased max takeoff weights, and greater range.
Apart from the basic passenger 747-400 model, a number of variants have been
offered including the winglet-less 747-400 Domestic optimised for Japanese
short haul domestic sectors, the 747-400M Combi passenger/freight model, and
the 747-400F Freighter (which combines the 747-200F's fuselage with the -400's
wing).
40
41. The latest model is the 747-400ER, which was launched on November 28, 2000
when Qantas placed an order for 6. The -400ER has the same size as the -400,
but has more range or payload capability. The MTOW was increased by 15,870kg
(35,000lb) to 412,770kg (910,000lb), giving a further range of 805km (435nm)
or a 6800kg (15,000lb) greater payload. The -400ER also features a wholly new
cabin interior with larger luggage bins, and several flight deck improvements.
The -400ER incorporates the strengthened wing, body, and landing gear of the
-400F, plus an auxiliary fuel tank in the forward cargo hold, and an optional
second one. Operators who don't need these can remove them both, gaining
additional cargo volume.
The first 747-400ER was rolled out in June 2002, and flew for the first time on
July 31, 2002, and this was the 1308th 747 to fly.
A cargo version, the 747-400ERF, followed the standard -400ER, and was
launched April 30, 2001 on an order by leasing company ILFC for 5. The first
-400ERF is the 1315th 747 built. The -ERF has the same MTOW as the -ER, and
this will give an extra range of 970km (525nm), or an extra payload of 9980kg
(22,000lb) at MTOW compared with the standard -400F.
Shortly before delivery of the first -400ER, Boeing had received orders for 15
ER/ERFs from 5 customers.
Various growth 747 models have been studied. The 747-500X and -600X models
were dropped in January 1997. Boeing is currently proposing the 747-400XQLR
(Quiet Longer Range) to 747-size customers which will offer more range, more
quiet, and more features.
Boeing 747-400 Converted Freighter
747-400 Converted Freighter
Cargo Volume, Main Deck:
20,464 cu ft (579.5 cu m)
30 pallets, 96x125 in (244x318 cm)
Volume, Lower Deck:
4,498 cu ft (127.4 cu m)
Nine pallets, 96x125 in at 407 cu ft
Volume, Bulk Cargo:
835 cu ft
Estimated Structural Payload:
41
42. 250,200 lbs (113,489 kg)
Engines
maximum thrust
Pratt & Whitney 4056
57,100 lb (254.00 kN)
Rolls-Royce RB211-524H2-T
59,500 lb (264.67 kN)
General Electric CF6-80C2B5F
62,100 lb (276.23 kN)
Maximum Fuel Capacity 53,985 U.S. gal (204,349 L)
Maximum Takeoff Weight 870,000 lb (394,625 kg)
Maximum Range 4,100 nautical miles (7,590 km)
Typical city Pairs:
Singapore -- Tokyo
Honk Kong -- Dubai
New York -- Luxembourg
Los Angeles -- Frankfurt
Typical Cruise Speed
at 35,000 feet
0.855 Mach
567 mph (913 km/h)
Basic Dimensions
Wing Span
Overall Length
Tail Height
211 ft 5 in (64.4 m)
231 ft 10 in (70.6 m)
63 ft 8 in (19.4 m)
Services provided on board these aircraft and
other amenities:
ECONOMY CLASS FEATURES AND OFFERINGS
INDIVIDUAL SEATBACK TV
42
43. Every seat has its own seatback TV with a choice of channels to keep everyone
entertained throughout the flight. We're dedicated to bringing you the very latest
movies, comedy, sports, drama and kids shows. On many of our flights each seat
also comes with its own video games console with up to 35 games.
And, rolling out across the fleet, is the very latest video on-demand, which means
you can pause, fast forward or rewind, just like at home.
FREE AMENITY KIT
Fly with us in Economy and the little surprises start when you get to your seat
and check out the free amenity kit. Out of the UK, it’s a trendy little backpack
with everything you could want on your flight, including postcards, eyeshades,
earplugs, socks and Virgin Vie lip balm.
DELICIOUS FOOD AND DRINKS
43
44. There is such a thing as a free lunch; we offer a free meal and free drinks on all
our flights.
You can forget the usual jokes about airline food, ours is delicious and with
enough notice we can even tailor our catering for some specific dietary
requirements that you may have i.e. kosher, vegetarian, gluten-free and Medical
Meals. These 'Medical Meals' need to be booked through Special Assistance.
KEEPING KIDS HAPPY
There's plenty to keep even our youngest passengers entertained throughout the
flight, from the contents of their very own goodie bag to the kids shows and
games on our in light entertainment.
Magazines provided by the airline distributed among the passengers during flight
hours for them to read and have a leisure time.
Economy cabin
There are currently 2 types of seats in use throughout the Economy cabin,
although they can be generally be classified as a standard style airline seat with
similar width & pitch to major competitors:-
44
45. Old style Econ seat
Kash
Installed on every plane that has V: Port, this mainly offered some stylistic
improvements over the old style seat (larger IFE screen for V: Port, silver IFE
surround, tray table folds in half).
NB: There is rumored to be a new style Economy seat entering service with G-
VWIN - the next A346 for delivery at the end of Feb 2006. We don't have firm
details as yet, but some of the rumored improvements are: lumbar inflatable
support for back & seat bottom, more padding and an adjustable headrest.
PREMIUM ECONOMY CLASS FEATURES AND
OFFERINGS:
45
46. BIGGER AND WIDER SEATS WITH 38' INCHES OF SPACE
There are currently 3 types of seats in use in the PE cabin:
Original
On the upper deck of LGW/MAN B744s, 1 LHR B744 (G-VXLG) and on all the
A343s.
Wash
On all the A346's and the LHR B744's where V:Port is fitted (both upper and
main deck) - G-VWOW & G-VROC have laptop power installed on these seats.
Also on the LGW/MAN B744's on the main deck (although these have smaller
screens and have no laptop power point due to the Nova IFE).
Echo
This brand new soft leather seat is currently being rolled out across the fleet, and
can already be found onboard G-VFOX, G-VGOA, G-VEIL, G-VNAP, G-VFIZ and
G-VYOU.
The new seat combines a 38" seat pitch with a width of 21". It also features a dual
position footrest, lumbar support, adjustable headrest with wings, and a
redesigned tray table. All seats provide passengers with lap top power.
46
47. YOUR 35000FT SERVICE
• A dedicated cabin means you'll get prompt and attentive service
throughout the flight.
• A full range of newspapers and a minimum of eight channels on the
seatback TV showing the latest movies and a host of great programming.
• A video games console on most of our flights and, rolling out across the
fleet, our video on demand systems allows you to pause, rewind or fast
forward videos.
THE UPPER CLASS CABIN FEATURES AND OFFERINGS:-
47
48. THE UPPER CLASS SUITE
Our new Upper Class Suite, with the biggest fully flat bed in business class, is
already available for you to try on many of our flights and is rolling out across the
rest of our fleet in the near future.
Since launch it has been causing quite a stir in the press, the Clubhouse and
award ceremonies; so take a look around and see what all the fuss is about.
A FULLY FLAT BED AT THE TOUCH OF A BUTTON
The Upper Class Suite is the biggest fully flat bed in business class, allowing you
to work, relax or sleep in complete comfort.
48
49. THE AWARD WINNING UPPER CLASS SUITE CABIN
Sleep, work, rest or play. Where else could you find a bar at 30,000 feet?
Get the Upper Class treatment from the moment you leave your door with
complimentary ground transfers, * Drive Thru Check In, * stylish Clubhouses, in
flight beauty treatments * and much more.
UPPER CLASS SNOOZE PACK
We all have our own little comforts that help us get the best possible flight's sleep,
but individually our needs are all different.
WHAT'S BEEN SAID ABOUT THE SUITE?
Our new Upper Class Suite has been receiving a great deal of praise from both
passengers and journalists.
49
50. A NICE LITTLE EARNER
Your journey in Upper Class could earn you miles in Flying Club, Virgin Atlantic's
frequent flyer programmed.
Fancy a helicopter ride over the Grand Canyon or swimming in the crystal clear
waters of Sir Richard Branson's Caribbean hideaway island? As well as flights
there are plenty of other ways to earn miles, from hotels to car rental.
UPPER CLASS SUITE CABIN
• Sleep - And stretch. At the touch of a button the seat flips over to become
the biggest fully flat bed in business. Every seat has aisle access so there's
no stepping over your neighbor.
• Work - Every Suite is fitted with laptop power access and a large table
with plenty of room to spread out or have an informal meeting.
• Play - With a multi-directional 10.4" TV screen, you're in your own private
cinema. With a huge choice of films, TV programmers and games.
• Dine - Order what you want when you want from our Freedom menu, or
why not invite a friend to join you for a drink or a snack.
• Relax - Put your feet up. Your soft leather seat reclines even for take off
and your ottoman also acts as a seat for a guest or for beauty therapy
treatments.
50
51. VIRGIN ATLANTIC operates scheduled services to the
following routes around the world:-
• Boston
• Cape Town
• Delhi,
• Dubai
• Hong Kong
• Johannesburg
• Lagos
• Los Angeles
• Miami
• Mumbai
• New York-JFK
• Newark
• San Francisco
• Shanghai-Pudong
• Sydney
• Tokyo-Narita
• Washington-Dulles
• Antigua
• Barbados
• , Grenada
51
52. • Havana
• Las Vegas
• Montego Bay
• Mauritius (starts November 2007)
• Nassau
• Orlando
• St Lucia
• Tobago
OTHER SERVICES
VIRGIN FLYING MEMBERSHIP
RED TIER FLYING CLUB MEMBERSHIP
What are the advantages and benefits of being a Red Tier member of flying club?
A:
Flying Club red is the first level of membership. Anyone can join by going to
www.virgin-atlantic.com. The benefits of red status are naturally quite limited.
After all you do not actually have to fly with Virgin to apply! Of course being a
member of Flying club means you can earn miles when flying with Virgin Atlantic
or their partner airlines, or when you spend with their partner businesses. But
there are a few other benefits:
5% off BCP airport parking services at London Heathrow, London Gatwick and
Manchester. It should be remembered that shopping around may well get you a
better car parking price.
52
53. Up to 10% off Virgin Holidays. Quote your flying club number at the time of
booking.
You can receive updates on offers and promotions either by e-mail or snail-mail.
Access to the flying club section of Virgin Atlantic’s web site. This has a number
of special offers, competitions, news stories and allows you to keep track of your
miles and Tier points.
SILVER TIER FLYING CLUB MEMBERSHIP
What are the advantages and benefits of being a Silver Tier member of flying
club?
A:
Once you have earned enough Tier Points you move up to silver status (referred
to in V-Flyer as Ag – the chemical symbol for silver)
This entitles the member to:
A 25% miles bonus when you fly with Virgin on any revenue ticket (which
excludes Miles Plus Money). You will receive 25% of the base miles for the flight
you take, on top of the normal mileage.
Use of Premium Economy check-in on every Virgin Atlantic flight, regardless of
your class of travel. Given the queues at the Economy check-in, this can be a
significant benefit.
Priority wait listing for flights (excluding reward bookings). If the flight you'd like
to book is already full, Virgin will bump you up the queue making you one of the
first people offered a seat, after gold members.
Four complimentary single First Class upgrade vouchers for Gatwick Express and
Heathrow Express (two for each service). A useful benefit if you do use the
airport express trains, although it is understood that the Gatwick Express will
cease service soon.
Free membership of Global Assistance - a 24 hour emergency travel and event
ticketing service, which provides: ticketing for events, news/sport/weather/stock
market updates and assistance for lost passports or lost/stolen money.
10% off all BCP parking services at London Heathrow, London Gatwick and
Manchester. While this is an increase on the 5% benefit of red membership it is
still worthwhile shopping around.
20% discount on long stay airport car parking (standard gate rates) with Parking
Express at London Heathrow. Again the warning to shop around applies.
53
54. Unofficially, being a silver also moves you up the pecking order for operational
upgrades.
GOLD TIER FLYING CLUB MEMBERSHIP
What are the advantages and benefits of being a Gold Tier member of flying club?
A:
Gold membership (referred to in V-Flyer as Au – the chemical symbol for gold) is
the highest level within the flying club. It is at this level that the benefits become
really desirable:
A 50% miles bonus when you fly with Virgin on any revenue ticket (M+M
excluded) you will receive 50% of the base miles for the flight you take on top of
the normal mileage. (Until the 1st March 2006 the bonus was 25% of miles)
Use of the Upper Class check-in on every Virgin Atlantic flight regardless of your
class of travel. A real queue beater.
Access to Virgin Clubhouses around the world when flying in any class for you
and one guest (although they must be traveling with Virgin Atlantic on the same
day)
Access to Virgin Atlantic's Revivals lounge when flying into London Heathrow on
a 'VS' prefixed ticket (assuming your flight arrives during the revivals opening
hours)
Fast track through Immigration & Security on departure at London Heathrow
and Gatwick with a guest, they must be traveling with Virgin Atlantic on the same
day.
Ten complimentary single First Class upgrade vouchers for Gatwick Express and
Heathrow Express (5 for each service). We understand Gatwick Express will
cease service soon.
A Family Account, enabling up to six members of your household aged between 2
and 17 years to earn miles on qualifying Virgin Atlantic flights. Any miles they
earn will be automatically transferred into your Flying Club Gold account.
A supplementary Flying Club Silver Account for someone aged 18 years or over
sharing your home address. Whilst they enjoy the benefits of Silver membership,
you will be able to spend miles from their account in order to reach rewards more
quickly. You can also transfer miles into your Gold Account.
Priority boarding and priority baggage handling when a member flies with Virgin
Atlantic in any class of travel
54
55. Increased excess baggage allowance. See Virgin Atlantic’s site for more details
Use of the London Heathrow bmi business lounge when traveling on an
International flight with bmi.
15% off BCP airport parking services at London Heathrow, London Gatwick and
Manchester. Shopping around may still get you a better price.
30% discount on long stay airport car parking (standard gate rates) with Parking
Express at Heathrow only. Again do shop around.
A guaranteed Economy seat on any Virgin Atlantic flight provided a full fare flight
is booked at least 3 days before departure. But remember a full fare Y ticket can
be very expensive.
Additionally when you renew your Gold membership you will receive One
complimentary companion reward ticket on any Virgin Atlantic flight in any
class. You must be traveling in the same class, on the same date and the same
flight as your companion, and your ticket must be a full fare ticket, i.e. Y,W,S,B or
L classes (L is excluded for bookings ex USA)
Access to a dedicated “premier team” to deal with all your booking, flying club
and general queries. The premier team is contactable by phone or email and the
details are supplied when you reach gold level.
Of course, as a gold member you are near the top of the pecking order for
operational upgrades. Also, your status is known to the cabin crew and often
brings little added benefits, such as a glass of bubbly even if you are traveling in
economy. But do not expect these benefits as a right!
EARNING FLYING CLUB MILES IN HOTELS
How can I earn Flying Club Miles while staying in Hotels?
A:
Flying Club has partnered with several hotel groups around the world, so if you
want to earn a little extra mileage, chances are there'll be a partner hotel in the
city you're traveling to.
The following is a list of current hotel partners:-
•
Bajan Services
The Berkeley, Claridge's, The Connaught
Blakes Hotel and the Hempel
The Hilton Family of hotels (Hilton, Conrad, Doubletree, Embassy Suites
Hotels, Hampton Inn, Hampton Inn & Suites, Hilton Garden Inn, Hilton
55
56. Grand Vacations Club, Homewood Suites by Hilton, Scandic Hotels)
Hyatt Hotels & Resorts
Le Meridien Hotels & Resorts
Mandarin Oriental Hotel Group
Marco Polo Hotels
Millennium & Copthorne Hotels
Morgans Hotel Group
Orient-Express Hotels
Radisson SAS Hotels & Resorts
Red Carnation Hotels
Shangri-La Hotels & Resorts, Traders Hotels
Starwood Hotels & Resorts (Four Points Hotels, The Luxury Collection,
Sheraton Hotels and Resorts, St Regis, W Hotels, Westin Hotels and Resorts)
Summit Hotels & Resorts
Taj Hotels Resorts & Palaces
Twelve Apostles Hotel
EARNING FLYING CLUB MILES IN OTHER WAYS
What other ways are there to earn Flying Club Miles apart from flights, hotels
and cards?
A:
Flying Club miles can also be earned in the following ways 1. Pre-ordering
Retail Therapy
You can pre-order Retail Therapy goods for delivery to your seat during your
flight. From the UK, call 0870 1903003 (from outside UK, +44 870 1903003) to
place your pre-order up to 96 hours before you fly.
If you spend over £20, you will earn FC miles at the rate of 10 per £1 spent.
Note that the £20 threshold applies per leg and per order - e.g.: if you pre-order
56
57. £10 of RT for the outbound leg, and £30 for the return leg (or even make 2
separate orders of £10 and £30 for the same flight), you only receive 300 miles
because they will be treated as separate orders even if you pay for them at the
same time.
Also, an important note to make is that the miles only credit to your account the
month after the flight you pick the pre-order up on (and if you make an order for
both outbound and inbound, they're credited separately)
2. Miles More Friends
"Miles More Friends" is Virgin Atlantic's membership referral scheme.
All you have to do is introduce your friend(s) to Flying Club by sending them an
e-card from the Miles More Friends section of the Virgin Atlantic website (Go to
"Frequent Flyer" then "Miles More Friends"). You can nominate up to 10 people
and when they each take their first qualifying Virgin Atlantic flight you will earn
bonus miles as below:
- 3,000 miles if their first round trip is in Economy (Y, B, L and M fare classes)
- 7,500 bonus miles if their first round trip is in Premium Economy (W, K, H and
S fare classes)
- 15,000 bonus miles if their first round trip is in Upper Class (J, D and Z fare
classes)
NB: Some discounted booking classes, special offers and complimentary
upgrades will not qualify for miles. Travel on code share flights and partner
airlines will also not qualify for miles. Both legs need to be in a qualifying fare
class for the referrer to be eligible for the bonus miles.
3. Car Rental
When renting a car with Avis or Hertz, you can earn miles per rental as follows:
Special flying club or retail rate: 1000
Corporate or local rates: 500
Note that discounted rates may not qualify for miles
4. Virgin Wines
UK delivery only Earn 1000 miles and a £20 discount on your first order of
wine bought and 750 miles on every subsequent order of wine (note, miles are
earned per order, not per case)
5. Virgin Experience
Virgin Experience offers over 60 exciting ways to earn 2 flying club miles per £1
spent when purchasing from their wide range of Experiences
57
58. 6. Virgin Games
High Flyer points can be earned every time members make a bet on any of the
games in the Virgin Casino. Points are earned regardless of whether members
win or lose and these points can be exchanged to Flying Club miles. 1 High Flyer
Point equals 1 Flying Club mile.
7. Virgin Holidays
UK members only. A 10% discount will be given on brochure price and 'Mega
deals' holidays when booking direct with Virgin Holidays. To make a booking,
Flying Club red and silver members call: 0870 066 0833 and Flying Club Gold
members call: 0870 066 0899
8. Texaco
UK members only. Join the Texaco "We. O.U" Club and earn 1000 miles per
1000 Texaco Stars. " We. O.U" Stars may only be converted to Flying Club miles
in multiples of 1000. Flying Club members to call Texaco on 0870 241 4993 to
authorize the transfer
9. BAA World Points
World Points members can earn 1 point for every £1 spent at a BAA airport,
including Heathrow and Gatwick. These points can be exchanged for flying club
miles at a ratio of 500 World Points for 500 Flying Club miles.
10. Cunard
Cruises originating from Europe and of more than 12 nights will earn 20,000
Flying Club miles.
Transatlantic cruises originating from the US will earn 10,000 miles
11. Argyll Business Centers (UK)
Meeting Rooms
Earn 200 Flying Club miles per hour per Meeting Room booking (capacity 4
delegates)
Earn 1,500 Flying Club miles per day per Conference Room booking (capacity 8
delegates)
Earn 2,000 Flying Club miles per day per Boardroom booking (capacity 12
delegates)
Earn 3,000 Flying Club miles per day per Boardroom booking (capacity 20
delegates)
Offices
Earn a one-time 'welcome' bonus of 20,000 Flying Club miles on becoming a new
Office client with Argyll Business Centers
58
59. Note, Argyll Business Centers will be leaving Flying Club on 30th
April 2006. Final date to claim any missing retrospective miles for
meeting/conference room bookings (up to 30th April) is 31st May
2006
12. Babylon Restaurant at the Roof Gardens, London (UK)
10 miles per £1 spent exclusive restaurant and nightclub
13. Bombay Brasserie (UK)
Indian Cuisine - 250 miles per booking
14. Premium Membership at the Roof Gardens, London (UK)
5,000 miles when taking out the annual membership
15. Quilon Restaurant (UK)
Indian Cuisine - 250 miles per booking
16. Ulusaba Game Reserve (South Africa)
Limited Edition by Virgin. Miles earned; 4,500 per person per night when staying
in the Rock Rooms at Rock Lodge or Safari Rooms at Safari Lodge
17. FTD.COM (US)
10 miles per US$1 floral arrangements and gift merchandise only
18. Bajan services (Caribbean)
1 mile per BBD$1 (exc VAT). A real estate agent and an exclusive affiliate of
Sotheby's specialising in long and short term luxury villa rentals on the west coast
of Barbados.
19. Trident Wines (Caribbean)
5 miles per BBD$100. e.g. Spend with Trident Wines and get 5% of your money
spent back in miles.
VIRGIN ATLANTIC CLUBHOUSES
Where do Virgin Atlantic have Clubhouses, how do I gain entry, and what can I
expect to see in there?
A:
Virgin Atlantic have full Clubhouse facilities at the following airports:
London Heathrow
London Gatwick
New York JFK
New York Newark
Washington DC
San Francisco
Johannesburg
59
60. Tokyo
Hong Kong
Passengers requiring access to the Clubhouse must be flying with Virgin Atlantic
on the day of entry. To gain entrance to the Clubhouse the passenger must have
one of the following:
- an Upper Class boarding card;
- a Flying Club Gold card;
- a Gold card of selected other airlines' frequent flier programmes;
- a UK American Express Centurion card (black card with numbers starting
3742);
- a Flying Co. access voucher (London Heathrow & London Gatwick only);
- a Virgin Holidays pre-paid clubhouse access voucher (London Heathrow &
London Gatwick only)
When travel has been booked through Virgin Holidays and is not in Upper Class,
vouchers for London Heathrow & London Gatwick Clubhouse access can be pre-
booked for the sum of £60 & £35 respectively. Upper Class passengers and Flying
Club Gold members can bring a guest into the lounge with them (providing the
guest is flying with Virgin Atlantic that day), but entry by any of the other
methods mentioned does not entitle guest access.
All Clubhouses have a free bar and food service. The larger facilities at London
Heathrow & London Gatwick also offer V. Touch beauty treatments and other
extras such as games and/or music rooms, libraries, shoe shine and airfield
viewing areas.
The London Heathrow Clubhouse has recently undergone a major refurbishment,
doubling in size and adding new features such as a Deli, Spa pool, observation
deck, Sauna and a Tanning salon.
London Heathrow Airport (HUB AIRPORT) FOR VIRGIN
ATLANTIC
Heathrow now has four passenger terminals (numbered 1 to 4) and a cargo
terminal. Permission for a fifth passenger terminal (Terminal 5) was granted in
November 2001, and construction is now well under way. It is expected to open
in 2008, with construction of all satellite buildings completed in 2011.
When originally constructed, Heathrow had six runways, arranged in three pairs
at different angles, with the passenger terminal in the centre. With growth in the
required length for runways, Heathrow now has just two parallel runways
running east-west. Runway 23, a short runway for use in strong South-Westerly
winds, was recently decommissioned and now forms part of taxiway A. The
Department for Transport has issued a 'consultation document' in which one
option is the construction of a third parallel east-west runway for frequent use,
involving the demolition of local residential areas.
Overnight flights into Heathrow are currently restricted by government order,
with preference for quieter airliners, but could be eliminated entirely if the
government loses its appeal against a recent judgement by the European Court of
Human Rights.
60
61. The airport has been owned and operated by BAA since before its privatisation in
1987. In order to prevent monopoly profits, the amount BAA is allowed to charge
airlines to land aeroplanes at Heathrow is heavily regulated by the Civil Aviation
Authority. Until 1 April 2003, the annual increase of the cost of landing per
passenger was capped at inflation minus 3%. This has meant that landing charges
have been falling in absolute terms. The average landing cost per passenger in
April 2003 was £6.13, similar to landing charges at Gatwick and Stansted. In
order to reflect the fact that Heathrow, as an international hub, is more popular
with passengers and airlines, the CAA agreed that BAA will be allowed to increase
landing charges at Heathrow by inflation plus 6.5% per year for the next five
years. When Terminal 5 opens in 2008, landing charges are expected to be £8.23
per passenger. Landing fee restrictions at Gatwick and Stansted will remain
tighter.
Whilst the cost of a landing slot is determined by the CAA and BAA, the
allocation of landing slots at Heathrow to airlines is carried out by Airport Co-
ordination Limited (ACL). ACL is an independent non-profit organisation whose
slot allocation programme is governed by British and European law and IATA
Worldwide Scheduling Guidelines. ACL is funded by ten British airlines, tourism
operators and BAA, which pay the ACL a fee for providing scheduling
information. The apparent conflict between the need to provide an independent
slot allocation service and serving the interests of the funding airlines is waved
away by ACL.
LONDON HEATHROW LOUNGE
Although the Virgin arrivals lounge at London Heathrow (called Revivals), is the
smaller and well known sibling of the Clubhouse departure lounge.
Revivals is a more exclusive lounge than the Clubhouse. Whereas you can gain
access to the departure lounge as a guest of a Gold card holder, with an Amex
Centurion, or in some cases as a premium member of one of Virgin's partner
airlines, Revivals is strictly for arriving Upper Class passengers or Gold card
holders - no guests.
Before you've even entered the lounge, they know you're coming. They like to
61
62. have as much information about their guests as possible to ensure you are looked
after while you're in their care. If you have a connecting flight, they'll have
already checked for delays or which gate it's going to be at. If you have a limo
coming to pick you up, they've sorted it. This microscopic attention to detail is a
common theme throughout the services offered.
There are some 18 showers in Revivals, all individually decorated and named
(such as 'Tutti Frutti' and one even named after a regular customer). Claire
admits that they put people in the rooms they think will suit the mood of the
customer. Some designs apparently appeal to people from the north of England,
and others to American customers.
Each shower room is immaculately presented - following Claire's strict rules of
presentation. Even down to the angle the shower door should be left open. Once
you're in the shower room, you can de-robe, and leave your suit or jacket in the
special compartment (dubbed the 'Mr Benn Magic Door'). Housekeeping will
then whisk away your clothes while you're showering and run them through a
steam-cleaning & pressing machine affectionately called Dolly. You'll also get
your shoes shined and all returned to the Magic Door within about 5 minutes. If
you need any bits & pieces such as a hairbrush, toothpaste or even a pair of tights
- a call through the intercom in the shower room will put you in touch directly
with the housekeeping supervisor who will be more than happy to provide
whatever you request.
In the main lounge, there are a selection of newspapers, television and a business
centre with Internet access. On the menu the day I visited the choices included
American-style pancakes, Bacon rolls, Boiled egg (with soldiers!) and a large
selection of toasted breads. A new addition to the menu is the cult-status sugar-
loaded Krispy Kreme donuts. Mmmm.
The Virgin Touch salon is also a feature of Revivals, where you can get a shave,
facial, foot spa & massage, manicure, eyebrow or make up treatment.
On average, Revivals looks after between 120-150 customers per day from 4am in
the morning until 1.30pm in the afternoon.
Many of us have probably missed the full experience of Revivals, preferring to get
home after a long flight. My advice is to give yourself an extra hour or two after
your next flight into Heathrow and treat yourself to Virgin's arrival lounge. You'll
be surprised how refreshed the whole experience will make you feel.
62
63. VIRGIN ATLANTIC Route Network and Effective
Scheduling
1. HONGKONG-SYDNEY-HONGKONG
From Hong
Kong
(HKG)
Departs
19:20
S M T W T F S
To Sydney
(SYD)
Arrives
07:10
Flight No. VS200
Flight arrives 1 day later.
63
64. From Sydney
(SYD)
Departs
15:50
S M T W T F S
To Hong
Kong
(HKG)
Arrives
22:05
Flight No. VS201
2. LONDON-ANTIGUA-LONDON
From London
(LGW)
Departs 09:0
0
S M T W T F S
To Antigua
(ANU)
Arrives
13:40
Flight
No.
VS033
Fridays flight will depart 09:30 and arrive 14:10
From Antigua
(ANU)
Departs
18:30
S M T W T F S
To London
(LGW)
Arrives
06:30
Flight No. VS034
Flight arrives 1 day later.
3. LONDON-BOSTON-LONDON
From London
(LHR)
Departs
15:05
S M T W T F S
To Boston
(BOS)
Arrives
17:30
Flight No. VS011
64
65. From Boston
(BOS)
Departs
19:40
S M T W T F S
To London
(LHR)
Arrives
07:10
Flight No. VS012
Flight arrives 1 day later.
4. LONDON-LAS-VEGAS-LONDON
From London
(LGW)
Departs
10:45
S M T W T F S
To Las
Vegas
(LAS)
Arrives
13:3
0
Flight No. VS043
From Las
Vegas
(LAS)
Departs
16:05
S M T W T F S
To London
(LGW)
Arrives
09:55
Flight No. VS044
Flight arrives 1 day later.
5. LONDON-SHANGHAI-LONDON
From Shanghai
(PVG)
Departs
11:45
S M T W T F S
To London
(LHR)
Arrives
16:05
Flight
No.
VS251
65
66. From London
(LHR)
Departs
14:30
S M T W T F S
To Shanghai
(PVG)
Arrives
09:45
Flight
No.
VS250
Flight arrives 1 day later.
6. LONDON-DELHI-LONDON
From Delhi
(DEL)
Departs
13:10
S M T W T F S
To London
(LHR)
Arrives 16:5
5
Flight No. VS301
On Mondays flight departs 13:15 and arrives 17:00
From London
(LHR)
Departs
21:00
S M T W T F S
To Delhi
(DEL)
Arrives
10:45
Flight No. VS300
Flight arrives 1 day later.
7. LONDON-NASSAU-LONDON
66
67. From Nassau
(NAS)
Departs
16:30
S M T W T F S
To London
(LGW)
Arrives
05:30
Flight No. VS062
Flight arrives 1 day later.
From London
(LGW)
Departs
09:30
S M T W T F S
To Nassau
(NAS)
Arrives
13:30
Flight
No.
VS061
8. LONDON-WASINGTON-LONDON
From London
(LHR)
Departs
12:00
S M T W T F S
To Washington
(IAD)
Arrives
15:25
Flight
No.
VS021
From Washington
(IAD)
Departs
19:15
S M T W T F S
To London
(LHR)
Arrives
07:05
Flight
No.
VS022
Flight arrives 1 day later.
9. LONDON-TOKYO-LONDON
67
68. From London
(LHR)
Departs
13:00
S M T W T F S
To Tokyo
(NRT)
Arrives 10:0
0
Flight No. VS900
Flight arrives 1 day later.
From Tokyo
(NRT)
Departs
12:00
S M T W T F S
To London
(LHR)
Arrives
15:45
Flight No. VS901
10. LONDON-HAVANA-LONDON
From London
(LGW)
Departs
09:30
S M T W T F S
To Havana
(HAV)
Arrives
15:20
Flight
No.
VS063
From Havana
(HAV)
Departs
18:00
S M T W T F S
To London
(LGW)
Arrives
06:45
Flight No. VS064
Flight arrives 1 day later.
68
69. 11. LONDON-MANCHESTER-LONDON
From Manchester
(MAN)
Departs
10:00
S M T W T F S
To Singapore
(SIN)
Arrives
07:00
Flight
No.
VS7327
Flight arrives 1 day later.
Flight operated by Singapore Airlines
TIMETABLE SUBJECT TO CHANGE
From Manchester
(MAN)
Departs
09:55
S M T W T F S
To Singapore
(SIN)
Arrives 08:5
0
Flight
No.
VS7345
Flight arrives 1 day later.
Flight operated by Singapore Airlines
TIMETABLE SUBJECT TO CHANGE This flight operates via Zurich
From Singapore
(SIN)
Departs
23:50
S M T W T F S
To Manchester
(MAN)
Arrives 06:2
0
Flight
No.
VS7328
69
70. Flight arrives 1 day later.
Flight operated by Singapore Airlines
TIMETABLE SUBJECT TO CHANGE
From Singapore
(SIN)
Departs
23:50
S M T W T F S
To Manchester
(MAN)
Arrives
08:25
Flight
No.
VS7346
Flight arrives 1 day later.
Flight is operated by Singapore Airlines
TIMETABLE SUBJECT TO CHANGE This flight operates via Zurich
12. LONDON-CAPETOWN-LONDON
From London
(LHR)
Departs 20:3
5
S M T W T F S
To Cape
Town
(CPT)
Arrives
10:35
Flight No. VS603
Flight arrives 1 day later.
From Cape
Town
(CPT)
Departs
22:45
S M T W T F S
To London
(LHR)
Arrives 09:0
0
Flight No. VS604
Flight arrives 1 day later.
Flights on Friday and Saturday depart 10:35 and arrive 08:50 the next day.
13. LONDON-MUMBAI-LONDON
From Mumbai
(BOM)
Departs 14:0
0
S M T W T F S
To London
(LHR)
Arrives
18:35
Flight VS351
70
71. No.
From London
(LHR)
Departs
21:45
S M T W T F S
To Mumbai
(BOM)
Arrives
12:10
Flight
No.
VS350
Flight arrives 1 day later.
AWARDS WON
VIRGIN ATLANTIC VOTED BEST BUSINESS CLASS & PREMIUM
ECONOMY AIRLINE AT BUSINESS TRAVELLER AWARDS 2006
Virgin Atlantic today won two of the
top categories at the Business
Traveler Awards 2006. The airline
won the Best Business Class and Best
Premium Economy awards.
Steve Ridgeway, Chief Executive,
Virgin Atlantic, commented:
“We are delighted that Business
Traveler readers have recognized
Virgin Atlantic in this way. These awards show that Virgin Atlantic’s innovative
products, in Upper Class and Premium Economy, are the clear favorites for long-
haul travelers.”
The Upper Class suite is different to anything else flying today. The product has
been designed to be separately both the most comfortable bed and the most
comfortable seat in the air. Instead of extending from a seat into a bed, Virgin
Atlantic’s seat provides the passenger with a luxury leather armchair to relax on
which then flips over into a separate bed with a mattress to sleep on. It is a first
class product for a business class fare.
Virgin Atlantic was the first airline to come up with the concept of a premium
economy class. It was first introduced in 1992 and has been imitated by our
competitors in recent years. Passengers traveling in Premium Economy benefit
from the biggest seat in its class on selected aircraft, a 38” seat pitch, dedicated
check in and cabin, priority meal service and priority baggage reclaim.
71
73. FUTURE PLANS AND INNOVATIONS
Aircraft on order, with registrations assigned:
• G-VRED (Scarlet Lady - tbc.) A340-600 (Suite) with V:PORT
entertainment system. To be delivered in October 2006.
• G-VWEB (Surfer Girl - tbc.) A340-600 (Suite) with V:PORT entertainment
system. To be delivered in December 2006.
• G-VBUG (tba.) A340-600 (Suite) with V:PORT entertainment system. To
be delivered in February 2007.
• G-VJAM (Lady Marmalade - tbc.) A340-600 (Suite) with V:PORT
entertainment system. To be delivered in July 2007.
• G-VLUV (Sweetheart - tbc.) A340-600 (Suite) with V:PORT entertainment
system. To be delivered in September 2007.
• G-VFUN (Party Girl - tbc.) A340-600 (Suite) with V:PORT entertainment
system. To be delivered in December 2007.
• G-VXXL (Virgin Lady) A380-800. To be delivered in 2008.
• VIRGIN ATLANTIC has ordered 10 more AIRBUS 340-600 to add to their
fleet.
• Virgin ATLANTIC has also ordered 6 more AIRBUS 380 to increase their
efficiency of their fleet.
73
74. Just over half of Virgin's flights leave London from London Heathrow, with the
remainder leaving from London Gatwick. There are also daily services from
Manchester International Airport to Orlando, and weekly services to Bridgetown
and St Lucia (starting 16 November 2006).
Virgin flights between the United Kingdom and the United States or the Bahamas
bear special names, such as The Trance Atlantic (Miami-Heathrow), The London
Shuttle (Boston-Heathrow) or The Rising Star (Los Angeles-Heathrow New
Services in 2006
o London-Heathrow to Dubai
o London-Gatwick to Montego Bay
o Manchester to St Lucia (Starting 16 November 2006)
• New Services in 2007
o London-Gatwick to Mauritius (Starting November 2007)
o Glasgow to Orlando (Starting 23 June 2007 - Seasonal service)
OTHER RECENT CAMPAIGN
Virgin Atlantic will play a part in the upcoming James Bond film, Casino
Royale. Richard Branson, Virgin Atlantic crew, and one of its Airbus A340-600
aircraft will be part of a scene at Miami International Airport (although the
sequence was filmed in Prague).
74
75. AIRBUS 340-600
CONCLUSION
So there it is, finally an insight about some of the many secrets
to VIRGIN ATLANTIC success.
After all it is through these management frameworks that the
team at VIRGIN ATLANTIC has able to put together an award
winning airline which customer’s and passengers continue to
prefer day and night for service, modern fleet, transit airport of
75
76. London Heathrow, superior in flight products which are
upgraded regularly to increase the Product Life Cycle [PLC] and
with the coming aircrafts the thrill to fly the largest passenger
aircraft in the world in the Airbus 380.
Thus we must thank the management team at VIRGIN
ATLANTIC, for putting together such a wonderful airline by
keeping passenger preferences in mind and wanting us to fly
them everyday.
I know I certainly do fly them regularly, but what about you, I
bet you cant wait to fly them.
BIBLOGRAPHY
www.airliners.net/discussions/generalaviation
Reports on VIRGIN ATLANTIC airlines future plans and first
hand experience from customers who have flown on all classes
in VIRGIN ATLANTIC Airlines. Also all pictures are taken from
this site with full copyright permission.
www.airbus.com
76
77. Reports and technical specification on 340-300/340-600 family
aircraft utilized by Virgin Atlantic Airlines.
www.boeing.com
Technical data about the Boeing 777 family of aircrafts used by
Virgin Atlantic Airlines.
www.v-flyer.com
Flight schedules and aircraft cabin offerings in all three
classes.
www.virgin-atlantic.com
77