This document discusses the Indian aviation industry. It notes that the industry accounts for 0.5% of India's GDP and supports 1.7 million jobs. Key points mentioned include that passenger traffic has grown to 159 million and the fleet size is projected to double to 1000 aircraft by 2020. It also summarizes the market structure, major players like IndiGo, Jet Airways, and SpiceJet, and developments in the industry.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
An insight study of Aviation, Automobile, and Leather Industry of INDIA. Brief but precise information about INDIA as an economy in various defined sectors and how it is coming on the world platform and competing with global players.
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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1. GROUP 5
Rishi Malhotra
Rohit Ghosh
Arpit kulshreshtha
Sukhvinder Singh Deogan
Peeyush Mittal
INDIAN AVIATION
INDUSTRY
2. Industry Overview
Aviation industry in India accounts for
0.5% of the India’s GDP and supports
1.7 million jobs.
Indian civil aviation industry is amongst
the top 10 globally with a size of USD 16
billion.
India's current MRO market size is
estimated to be around USD 700 million.
Presently, there are about 437 airports
and 1091 registered aircrafts in India.
3. Growth of the Sector
Historical Growth
◦ India’s domestic aviation market has tripled in last five years posting
growth at 25.6%.
◦ Passenger traffic has increased to 159 million and cargo to 2.19 (MMT),
CAGR of 13 per cent and 10 per cent respectively over the period FY
2003–2013.
◦ The scheduled commercial fleet has grown from 119 aircraft in 2000 to
437 today, representing an investment of US$16 billion.
Projected growth
◦ Indian airport system is estimated to handle 336 million domestic and 85
million international passengers by 2020.
◦ Indian carriers are expected to double their fleet size by 2020 to 1000
aircraft.
◦ The non-metro airports presently account for only about 30% of the total
4. Passenger traffic in India
Total passenger traffic stood
at a 159.3 million during
FY13
Aircraft movement in India
Total aircraft movement recorded
CAGR of 8.4 per cent over FY06-13.
5. Market Structure
Differentiated oligopoly.
Large number of consumers both passengers and
cargos.
Few firms who control significant share of the market
.
High cost barriers to market industry.
Regulatory barriers.
High degree of concentration within the industry
where India’s four firms hold more than 80% of market
share.
6. Leading Market Share
IndiGo is a low cost carrier and the largest
airline in India with a market share of 31.7% as
of May 2014. IndiGo is one of the fastest
growing low cost carriers in the world. With its
fleet of 80 new Airbus A320 aircraft, the airline
offers 528 daily flights connecting to 36
destinations.
7. Other Player’s with their Share
• Jet Airways
Jet Airways is a major Indian airline based in Mumbai. It is the second largest
airline in India, both, in terms of market share and passengers carried,
after IndiGo. Jet Airways (Jet+JetLite) had a market share of 24.6%.
• NACIL
NACIL is the aviation company of India which operates India’s oldest airlines i.e.
Indian Airlines, Air India and Air India Express with market share of 20.3%.
• SpiceJet
SpiceJet is another budget airline company in India with market share of 17%. It
was acquired by media king Kalanithi Maran with Rs. 750 crore.
• GoAir
GoAir is an Indian low-cost airline based in Mumbai. It commenced operations
in November 2005. It is the aviation foray of theWadia Group. As of January
2014, it is the fifth largest airline in India by market share with 10.1%.
9. Developments and Litigation
Case
Bengaluru International Airport Limited (BIAL) has filed case Vijay Mallya-led
Kingfisher airlines for non-payment of user development and passenger
service fees.
The spokesperson declined to divulge any further details relating to the
case.
However, sources say the case is relating to payment of user development
and passenger service fee collected by airlines from its passengers
between 2008-12 to BIAL.
Kingfisher collected Rs. 208 crore from 2008 to 2012 which was due to
BIAL.
King Fisher Jet Airways GoAir IndiGo
Recent Developments (Industry Competition)
High Operating Cost Low Operating Cost Low Operating Cost Low Operating Cost
Unprofitable Route Focused Routes Good Marketing Focused Routes
More turn around
More turn around
More turn around
More turn around
time
time
time
time
Diversified Aircrafts Standard Aircrafts Standard Aircrafts Standard Aircrafts
10. Effect of Industry Structure on
Output Price and Quantity
A dominant firm may indulge in price discrimination by
charging different prices to different customers, do
overpricing in certain routes by taking advantage of
dominant position.
Cartelization:
Firms may make an agreement to fix prices.
Restricts level of production and output
Eliminates fair competition.
Results in artificially inflated prices.
11. Mergers:
A merger with a large market share may indulge in
collusion to control price along busy routes by virtue of
control over time
May also result in removal of vigorous competitor from
the market.
Merger also raises the issues of predatory pricing.
Predatory pricing may lead to Price wars.
Price Parallelism:
Closer the time of the departure of the flights, greater is
the price parallelism.
This may also lead to price collusion which may further
lead to overpricing.
12. Initiatives Taken by Competition
Commission of India or SEBI
Commission concluded that since there are no
evidences on record to suggest that the airline
operators raise the air fares and/or withdrew their
promotional fares across all sectors because of
some agreement among them during the periods
under investigation, the proceedings in the case
to be closed.
The Commission observes that fares of all
airlines generally move together and there would
be a case of price parallelism. However, the
Commission holds that this on its own cannot be
said to be indicative of any ‘practice’ being
carried.
13. The practice of shifting seats to higher price bucket
rather than being an anti-competitive practice is a
business model of pricing which is followed not
only in India but internationally.
References
www.cci.gov.in
www.hindubusinessline.com
www.lakshmishri.com
www.airtrends.com
www.wikipedia.com