India is the 9th largest aviation market in the world with a size of around US$ 16 billion and is poised to be the 3rd biggest by 2020. India aviation industry promises huge growth potential due to large and growing middle class population, rapid economic growth, higher disposable incomes, rising aspirations of the middle class and overall low penetration levels.
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.
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 report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
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 report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
A presentation on Indigo Airlines. How they achieve their target of being a low cost carrier and be the biggest airlines in India in terms of Market Share.
Another area where Indigo can evaluate diversification is working out value addition for its passengers by offering bundled app driven taxi services for airport pick up and drop. Rather than starting its own app based taxi service, it should tie up with existing players like Uber and Ola. Working on a revenue sharing model rather than owning a subsidiary will enable roll out of highly value driven service for its passengers without any expenditure and also increase its bottom line.
India’s civil aviation industry is on a high-growth trajectory. India aims to become the third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in domestic airlines, advanced information technology (IT) interventions and growing emphasis on regional connectivity. India is the ninth-largest civil aviation market in the world, with a market size of around US$ 16 billion. India is expected to become the third largest aviation market by 2020#.
“The world is focused on Indian aviation – from manufacturers, tourism boards, airlines and global businesses to individual travellers, shippers and businessmen. If we can find common purpose among all stakeholders in Indian aviation, a bright future is at hand” said Mr. Tony Tyler, Director General and CEO, International Air Transport Association (IATA).
THE GROWTH ANALYSIS OF UNIFIED PAYMENTS INTERFACE (UPI) IN INDIA.docxVARUN KESAVAN
Interoperability among “payment systems in India has facilitated unparalleled ease of transactions while robust customer protection measures have made India’s retail payment system one of the safest in the world.
Unified Payments Interface (UPI) is a mobile-based, 365x24x7 ‘fast payment’ system launched in August 2016 which allows users to send and receive money instantly using a Virtual Payment Address (VPA) set by the user itself. The unique feature of VPA-based transaction is that it obviates the need for sharing account or bank details to the remitter. It supports person-to-person (P2P) and person-to-merchant (P2M) payments which can be used over a smart phone (app-based) or a feature phone (USSD8-based), and at merchant location/website. It facilitates immediate money transfer through both ‘pull’ and ‘push’ payments.
Non-financial transactions, such as balance enquiry, can also be carried out using UPI. It powers multiple bank accounts into a single mobile application of any participating bank/non-bank Third Party Application Provider (TPAP). Funds can also be transferred through UPI using account number with and IFSC (Indian Financial System Code) of the bank branch. The UPI 2.0 was launched in August 2018, which enabled users to link their Overdraft accounts to UPI VPA. Users are also able to pre-authorise transactions by issuing a mandate for specific merchant for a one-time payment. There’s also an added feature of AutoPay facility for recurring payments.
The framework of UPI comprises NPCI as switching and settlement service provider and banks as Payment System Providers (PSPs) – as issuer banks and beneficiary banks. Additionally, it can also have Third Party Application Providers (TPAP) such as Google Pay. Transactions are carried out through mobile devices with two-factor authentication using device binding and UPI PIN as security. Currently, the per transaction limit is INR 0.2 million.
UPI has attracted participation from a number of FinTech players. As against banks, it is the non-bank players who have made good use of the openness of UPI architecture, which allows any entity’s mobile application to be used for doing UPI transactions. Since its humble beginning in 2016, UPI has become one of the most popular payment products in India. Convenience of remembering and sharing a simple UPI VPA may have added to its popularity”.
On the whole we can observe there is a significant increase in the number of UPI transactions both in terms of volume and in terms of value. Similarly, from 17.86 million transactions in financial year 2016 – 2017 to 22,330.65 million transactions in the year 2021 – 2022 with the CAGR of 228%. Similarly with reference to value of transactions there is a increase in the value of transactions from Rs. 69.47 billion transactions in the year 2016 – 2017 to Rs. 41,036.54 billion transactions in the year 2021 – 2022 with the CAGR of 190%. UPI is going to be a catalyst in the retail payments sector in India.
WILL ROBOTS REDUCE OR INCREASE HUMAN EMPLOYMENT OPPORTUNITIES?VARUN KESAVAN
According to Binus Square Student Committee, Technology is disrupting the economy at many levels, and many worry about losing their jobs to automation. The truth is that this isn’t anything new—we’ve been through this already with the Industrial Revolution.
Back then, employees also thought there would be no room for humans at work. Machines were taking over, and their jobs were less valuable every day. But humans are still part of the equation; machines didn’t replace us—we use them to make our jobs more productive.
Today, we can expect a significant change in the way we handle our work, and we’ll probably have to learn new skills to future-proof our lives. The only difference between the previous industrial revolutions and today’s robotics revolution is the speed at which it is taking place.
According to a recent Oxford study, there will be 14 million robots in China’s workforce within the next 11 years. Artificial Intelligence, machine learning and robotics are accelerating the pace of automation in the workspace. However, there will always be jobs for humans. Now, let’s explore whether robots will reduce human employment or not.
GLOBAL TOURISM SECTOR TO SUFFER $1.2 TRILLION DUE TO COVID-19 PANDEMICVARUN KESAVAN
Global tourism sector is set to lose at least $1.2 trillion due to the spread of coronavirus. Let's take a look at the impact.
The world's tourism sector could lose at least $1.2 trillion or 1.5 per cent of the global gross domestic product (GDP), having been on a standstill for nearly four months due to the coronavirus pandemic. The loss could rise to $2.2 trillion or 2.8 per cent of the world's GDP if the break in international tourism lasts for eight months, in line with the expected decline in tourism as projected by the UN World Tourism Organisation.
In the most pessimistic scenario, a 12-month break in international tourism would incur an estimated losses of $3.3 trillion or 4.2 per cent of global GDP. In absolute terms, the world's largest trading economies, USA and China would face the largest declines in GDP, in the moderate scenario.
Negative employment and wage effects would be highest in countries reliant on tourism. The steepest drops are estimated in Thailand (-12 per cent), Jamaica (-11 per cent), and Croatia (-9 per cent).
In the long run, the World Travel & Tourism Council anticipates that the international tourism sector will likely return to pre-pandemic levels within a 19-month period.
THE AFTERMATH EFFECTS OF CORONAVIRUS PANDEMIC ON THE INVESTMENTS IN REAL ESTA...VARUN KESAVAN
The COVID-19 pandemic has affected almost all businesses without exception, as most major economies have had to adopt a national lockdown to tackle the crisis. Indian real estate witnessed 93 per cent drop in private equity investments, in YTD CY'20.
THE JOURNEY BEHIND THE GLORY OF LARGEST ONLINE NEWS PLATFORM DAILYHUNTVARUN KESAVAN
We no longer have to wait for the newspaper to get the latest news, nor do we require to wait till we reach home and switch on the TV to know the breaking news. With mobile phones and fast and cheap internet services, news and information is now much easier to access. An entrepreneur, Virendra Gupta could foresee this situation even before it actually arrived, which led him to acquire Newshunt in 2012, which is currently known as Dailyhunt. Today Dailyhunt procures content from over 1000+ publishers and is getting much popularity as the content is available in 14 Indian regional languages. Lets have a look at the journey of this top Indian startup.
THE PATH BEHIND THE SHINING OF PAYMENTS APP MOBIKWIK VARUN KESAVAN
Using a Mobile Wallet has now turned out to be a habit of many. Easy hassle-free payment and no worries about hunting for change every time you purchase something probably is a major benefit of using a mobile wallet. While today many international players are providing mobile wallet services in India, MobiKwik is one of the pioneer Indian mobile wallet companies, that despite much competition has carved a niche for itself.
THE JOURNEY BEHIND THE GLORY OF ONLINE TRAVEL KING MAKEMY TRIP VARUN KESAVAN
India’s leading online travel company MakeMyTrip.com was founded in the year 2000 by Deep Kalra. Headquartered in Gurugram, Haryana, the company provides online travel services including flight tickets, domestic and international holiday packages, hotel reservations, rail and bus tickets.
As of March 31, 2018, the company has 14 company-owned travel stores in 14 cities, including one in their office in Gurugram, over 30 franchisee-owned travel stores which primarily sell packages in approximately 28 cities, and counters in four major airports in India under their brand. They also have offices in New York, Singapore, Kuala Lumpur, Phuket, Bangkok, and Dubai.
THE JOURNEY BEHIND THE SHINNING OF ONLINE INSURANCE AGGREGATOR POLICYBAZAARVARUN KESAVAN
PolicyBazaar is India’s leading aggregator and marketplace of insurance products. Established in 2008, PolicyBazaar initially just compared the prices of insurance policies and provided insurance related information. Now, PolicyBazaar not only assists customers in buying insurance policies, but also provides assistance for cancellation/renewal of policies and even claim settlement.
PoicyBazaar is the marketplace for all insurance needs. It provides every thing from, life insurance, health insurance, motor insurance and other insurance like travel insurance and group insurance etc. The company offers more than 250 insurance plans and around 50 insurance brands on its platform. T
he platform is designed in a way that the visitors can easily compare the insurance plans and buy plans as per personal insurance needs.
The company is constantly adding new features and technology to make customer experience smoother. PolicyBazaar introduced 'my account' feature some times back. Through PolicyBazaar's 'My Account' feature, customers can easily download a policy, raise a ticket, ask for clarification and upgrade policies. The company introduced self inspection video feature for revival of lapsed motor insurance.
PolicyBazaar also adopted Amazon Polly and developed in-house AI chatbot - PBee to improve customer satisfaction.
In 2015, PolicyBazaar app was launched. The app is available for android and iOS platform. A customer can not only search, compare and buy insurance through the PolicyBazaar app, but there are also interesting features like hospital locator, garage locator, insurance premium calculator, instant renewal of insurance policies, claim assistance and more.
THE ROAD BEHIND THE GLORY OF GROCERY GIANT GROFERSVARUN KESAVAN
The Gurugram based Indian on-demand online grocery delivery service Grofers was founded in the year 2013. This e-commerce startup platform provides a variety of daily needs products ranging from groceries, bakery items, baby care items and many more to its customers. From the mobile application of Grofers, the customers can buy and order their products at a scheduled time and the Grofers employees deliver these items to the customers. Currently, the company operates in 28 cities in India.
THE RELIANCE JIO WHICH TRANSFORMED THE FACE OF INDIAN TELECOM INDUSTRYVARUN KESAVAN
When Anil Ambani and Mukesh Ambani had a split in the year 2005 it was one of the biggest de-merger in the industry. The dream project of Mukesh Ambani that was Reliance Infocom became a part of Anil Ambani Group. Further Mukesh Ambani went on to acquire the company Infotel Broadband Services Limited which was the only successful bidder across India for the 4G network.
That is when Mukesh Ambani’s Reliance Limited started working in establishing a base for high-speed optical fiber 4G network which is much more capable than 4G. The company was named Reliance Jio Infocom Ltd popularly known as Jio today. Jio was the first network to provide 4G LTE services and VoLTE services.
Jio launched this service on 5th September 2016 for all the users and also launched its smartphone series with the name LYF. Reliance Jio Infocom Ltd (RJIL) focused on high-speed data instead of voice and SMS. On its launch, the company announced data plans with 1GB 4G data per day in the market where mostly all popular telecom providers offered 1GB data per month.
This was a game-changer by RJIL in the price-sensitive market of India as the prices before that revolved around Rs.250-300 for 1 GB 4G data which went down to Rs. 5 per GB during the initial days. With such amusing plans gradually Jio also offered free voice calling and free 100 SMS per day for all its Prime members.
THE NOTABLE CONTRIBUTIONS MADE BY CORPORATE GIANTS DURING THE OUTBREAK OF THI...VARUN KESAVAN
Tata Trusts and Tata Sons have combined committed Rs 1,500 crore towards coronavirus relief work. Chairman of Tata Trusts, Ratan Tata committed Rs 500 crore towards manufacturing of personal protective equipment, respiratory systems, testing kits and setting up modular treatment facilities and training of health workers. Following which, Tata Sons announced an additional Rs 1,000 crore support towards coronavirus fund. This is by far the biggest contribution by a business group in India. Out of the total fund, Rs 500 crore has been contributed towards PM-CARES fund.
Philanthropist Azim Premji's companies Wipro Ltd, Wipro Enterprises Ltd and Azim Premji Foundation, have together committed Rs 1,125 crore. Of the Rs 1,125 crore, Wipro Ltd's commitment is Rs 100 crore, Wipro Enterprises Ltd's is Rs 25 crore, and that of the Azim Premji Foundation is Rs 1,000 crore. These sums are in addition to the annual CSR activities of Wipro, and the usual philanthropic spends of the Azim Premji Foundation.
Mukesh Ambani-led Reliance Industries (RIL) has donated Rs 510 crore to the coronavirus relief work. This includes contribution of Rs 500 crore to the PM-CARES Fund and Rs. 5 crore each to the Chief Minister's Relief Fund of Maharashtra and Gujarat. RIL has also setup a 100-bed centre for COVID-19 patients at a hospital in Mumbai.
THE ATTRIBUTES BEHIND THE GLORY OF DELIVERY KING SWIGGYVARUN KESAVAN
INTRODUCTION
Swiggy is a food delivery application. It allows the users to access their application from Android, IOS, and website, to order food from nearby restaurants, delivering at an estimated time of 30 minutes at the doorstep. They partner with restaurants, have delivery services, and provide ratings that help the customer in picking eateries accordingly. At the time delivery of an order, a customer is entitled to give feedback, rate the food and the delivery services, which help the application, give the customer the best experience by gathering all data.
The company recently started with the tagline, ‘No order too small’, that is no minimum order for delivery, and faster delivery became the USP of the company. The company’s target audience is people who use smartphones regularly, 18-35 demographic. The tagline of Swiggy is, ‘Swiggy karo, phir jo chahe karo!’ which appears in the advertisements of Swiggy.
THE INCEPTION OF SWIGGY
In the year 2013, Sriharsha and Nandan came together to build a product that would connect courier companies across the country, called Bundl. Bundl was not such a huge success and these two co-founders wanted to focus on the food industry. They met Rahul who helped build the software. Hence, Swiggy was born in August 2014.
When Swiggy came to the market, the food delivery sector already had applications like Foodpanda, Tinyowl, and Ola Café. Foodpanda and Tinyowl were later acquired by Ola Cabs and Zomato respectively and Ola café later got closed. While all these companies were struggling, Swiggy already had around 100 restaurants on board, with around 70,000 orders monthly. They also received a cheque of $2 million from Accel and SAIF Partners in the year 2015. This is how the company began with a kick start.
Swiggy started in the year 2014, as a food delivery app. Eventually, Swiggy expanded in size and is working in 100 cities in India at present. In 2019, Swiggy also started its business in delivering packages to businesses and clients, with the application called, Swiggy Go.
THE INITIAL HI-CUPS FACED BY SWIGGY
Swiggy has both technical and non-technical issues that arise regularly. It is a challenge for Swiggy to calculate an estimate for each order made and making sure it gets delivered at the said time. The app also has a feature of rating for both the delivery services and the food served by restaurants; they gather this data and ensure to give the best experience to the customers.
THE BUSINESS AND REVENUE MODEL OF SWIGGY
The application works on the business model of hyper-local on-demand food delivery. Swiggy gets restaurants as partners that supply food to the customers. It has several delivery partners who aim at delivering food in less than 30 minutes. The revenue collected by Swiggy at the year ending March 2019 was Rs. 1, 128 crore.
THE LIFE SPAN OF DEADLY CORONAVIRUS ON DIFFERENT SURFACESVARUN KESAVAN
Coronavirus which has affected more than 5 lakh people and killed more than 24 thousand across the world till March 27 is spreading fast. The novel virus can spread through infected surfaces and can live between 3 to 72 hours hours on different surfaces such as plastic, metals, cardboard and even air.
As per a study published in New England Journal of Medicine, coronavirus (SARS-CoV-2) can be detected in air upto three hours. A person is more likely to catch the infection from air through an infected person rather than the surfaces that have the virus.
On copper, coronavirus can survive for upto 4 hours. As per the study, no traces of the virus could be seen or measured post the four-hour time-frame. Disinfecting the copper surface from time to time is a precautionary measure that can be used.
Coronavirus can live for a day on cardboard surfaces. As per the study, the virus (SARS-CoV-2) can survive for upto 24 hours on surfaces that are made out of cardboard. However the study also said that replicate data were noticeably "noisier" for cardboard than for other surfaces.
On objects and surfaces made of stainless steel, coronavirus can survive for upto 48 hours. The estimated median half-life of the virus was approximately 5.6 hours on stainless steel. The study published in New England Journal of Medicine notes that no visible virus (SARS-Cov-2) was measured after the 48-hour time period.
Coronavirus can live for upto 3 days on plastic surfaces. The SARS-COV-2 virus was more stable on plastic as compared to other surfaces such as metals and cardboard. The estimated median half-life of the virus was approximately 6.8 hours on plastic surfaces.
THE REPERCUSSIONS OF CORONAVIRUS' ON INDIA'S IMPORTS FROM CHINAVARUN KESAVAN
China's share in India's imports stand at 14 per cent. Since the outbreak of coronavirus trading between the two countries has been affected. India has a high dependency on China for manufacturing inputs. The industries that are impacted the most are:
APIs stand for active pharmaceutical ingredients. Indian companies imported 68 per cent of active pharmaceutical ingredients (API) from China in FY19. Indian pharma companies have said they have stock for 2-3 months, but the situation could worsen post May 2020.
India's electrical machinery and equipment has 40 per cent dependence on imports from China. However this number has reduced from 59.5 per cent in FY18 to 40 per cent in FY19. Although India has increased production of low-end electronic components. Import dependency on China is its major limitation.
Solar cells and modules which absorb sunlight to generate electricity are imported from China. As per a report from HDFC Bank, India's solar industry has 80 per cent dependence on Chinese manufacturers for solar products. As a result projects could be delayed in the next 4-6 months.
Consumer durables are the products that have a long use life such as air conditioners, refrigerators, and other household appliances. Around 45 per cent of consumer durables are imported from China. Currently an inventory for 2-3 months is being maintained by companies but the impact of the virus outbreak could be felt from Mar-Apr 20. Prices of these goods could rise in near future, according to the report.
Automobile sector, which accounts for 7.5 per cent of India's GDP and a massive 49 per cent of the manufacturing GDP, is already facing slowdown. The coronavirus lockdown has made the situation worse for the auto sector as 10 to 30 per cent of automotive components are supplied from China. If factories do not resume activity in China, it could adversely affect the sector.
Tourism sector comprises a broad chain of services such as tickets and booking, transportation, hotels, food and beverages. Since 2011, tourists from China visiting India were growing at 11% annually. China accounted for 3% of total foreign tourist arrivals in 2019.
HOW CEMENT INDUSTRY CAN BE THE BOOSTER ENGINE FOR INDIA?VARUN KESAVAN
The industry believes that there would be a surge in demand for cement due to requirements of a strong infrastructure framework that the nation endeavours to put in place through its government as well as housing projects
India's cement industry is the second largest in the world, in terms of production, with over 8 per cent (502 million tonnes per annum in 2018) of the global installed capacity and generating employment for over 1 million people. Unfortunately, however, this production does not fully convert into consumption as the demand-supply situation is highly skewed with the latter being significantly higher than the former. With per capita cement consumption at less than 200 kg when the world boasts of an average of 500 kg, can the Indian cement industry be the driver of growth for India?
ROBOTS AND HUMANS: COMBINED CAPABILITY WILL ENABLE BUSINESSES DELIVER UNEXPEC...VARUN KESAVAN
The last few years have seen a significant infusion of robots in various industries. This trend is expected to continue in the next 3-5 years. Almost 1 million robots are expected to be sold for enterprise use in 2020. There are primarily 3 types of robots - industrial, professional services and software robots.
Professional service robots (e.g., those used in healthcare, retail industries) and software robots (e.g., those used in functions such as Finance, HR, Procurement) will comprise a significant portion of these new robot sales. The market for professional services and software robots is growing much faster than that for industrial robots.
As the use of robots, increase in non-manufacturing industries, the companies which are able to combine the uniquely native human capabilities (e.g., inspiration, aspiration, emotion, empathy, imagination) with powerful robot capabilities (e.g., accurate transaction processing) will be able to re-imagine their business processes and deliver better and newer business outcomes for their stakeholders.
THE WAYS IN WHICH GEO -ENGINEERING COULD TRANSFORM THE ENVIRONMENTVARUN KESAVAN
For long, it was dismissed as an idea that was too outlandish. But now, it is slowly becoming acceptable. Today we are in an era of climate emergency. We have to hit global warming with everything we have — and deal with some of the consequences later.
All actions that governments have been planning (and planning, and planning) need to work in the medium to long term. Global warming doesn’t allow us the luxury of time. It is not a problem that will suddenly surface in 2100, the target year for limiting the planet from heating up beyond two degrees Celsius, from the average temperatures of the mid-19th century. It is a here-and-now problem.
If you have any doubts, look at what’s happening in Australia. The raging, uncontrollable forest fire not only took its toll on human lives but wiped out an estimated 480 million animals and birds. It is a big folly to ignore the loss of the faunal.
THE WAYS IN WHICH AUTOMATION REVOLUSIONS THE MANAGEMENT STRATEGYVARUN KESAVAN
Business strategy is being revolutionised by advances in automation technologies and management must follow. Management beliefs and practices must evolve with the new ways of production, distribution and consumption. Businesses are beginning to accept the inevitability of tech-enabled processes and tech-determined choices.
Industry 4.0 is about autonomy of machines. Advances in sensors, communication, computation, robotics, GPS etc have created possibilities of infusing machines with intelligence to automate both work and management. Machines are already collecting and sorting information, and management mostly involves dealing with people and making decisions. As Industry 4.0 evolves, a lot of decision-making will also be transferred to machines. But, it is not clear yet how machines will share ethical and legal responsibility for their actions.
THE SMES IN 2020: B2B PAYMENTS, DATA PRIVACY AMONG MAJOR PROBLEMS TO STAY IN ...VARUN KESAVAN
Several B2B payments and lending companies, over the last one year, emerged with solutions around banking, expense management, accounting/book-keeping, and Accounts Payable/Accounts Receivable (AP/AR) automation.
Slowly, but steadily, businesses are adopting software-as-a-service (SaaS) tools to manage their businesses better and move towards real digitisation away from manual and clunky processes to more elegant and friction-free processes.
Investors have taken notice of this opportunity in the B2B space and have stepped up their investments. A recent report by Venture Intelligence said that B2B fintech has secured $657 million in India so far this year, compared to $617 million by B2C fintech. Keeping this business payments transformation in mind, here are the top five topics that will be in the limelight in 2020:
THE TOP INNOVATIVE ECONOMIES IN THE WORLDVARUN KESAVAN
The World Economic Forum's Global Competitiveness Report for 2019 ranks 141 economies on their innovation capability. The innovation ecosystem is measured with the help of five sub-pillars-commercialization, Interaction, and diversity, administrative requirements, research and development, and entrepreneurial culture. Other important factors like education and the intensity of competitive skills they possess also help determine the country's innovation capabilities.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Filing Your Delaware Franchise Tax A Detailed Guide
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES
1. 1
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES
Varun Kesavan, M.Phil. Research Scholar, Bharathiar University,
Coimbatore.
E – Mail Id: varunkesavan@yahoo.com
OVERVIEW OF INDIAN AVIATION SECTOR
India is the 9th largest aviation market in the world with a size of around US$
16 billion and is poised to be the 3rd biggest by 2020. India aviation industry
promises huge growth potential due to large and growing middle class
population, rapid economic growth, higher disposable incomes, rising
aspirations of the middle class and overall low penetration levels.
Civil aviation industry in India is experiencing a new era of expansion driven
by factors such as low cost carriers, modern airports, foreign direct
investments in domestic airlines, cutting edge information technology
interventions and growing emphasis on regional connectivity. Civil aviation
sector has been growing steadily registering a growth of 13.8% during the last
10 years. The air transport in India has attracted FDI of over US$ 569 million
from April 2000 to February 2015.
The Indian airports have a combined capacity to cater to 220.04 million
passengers and 4.63 million tonnes cargo per annum and handled 168.92
million passengers and 2.28 million tonnes cargo in 2013-14. As per estimates,
passenger traffic at Indian Airports is expected to increase to 450 million by
2020 from 159.3 million in 2012-2013. Looking at future air transportation
requirements and desire to become a global player in developing
2. 2
commercializing aerospace technologies, India is rapidly building capabilities
to emerge as a preferred destination for manufacturing of aerospace
components.
Over the next decades, India undoubtedly has the potential to become a
significant part of the global aerospace supply chain as India offers cost
advantages of between 15 to 25 per cent in manufacturing, together with its
large procurement appetite. Robust technical and engineering capabilities
backed by top-notch scientific and technical institutes are other positive
offerings on the table.
MARKET OPPORTUNITIES
An investment of over US$ 12 billion required during the Twelfth Five Year Plan
Airlines are expected to operate about 1000 aircraft's by 2020, up from the present 450
Investment to the tune of US $4 billion required for General Aviation aircraft’s by 2017
Air Navigation Services entails investment worth US$ 7 billion in Twelfth Five Year Plan
FDI up to 49% allowed in domestic airlines by the foreign carriers
Foreign equity up to 100% allowed in airport development
Domestic and international passenger traffic expected to grow at annual average rate of
12% and 8% in next five years
Annual average rate of growth of domestic and international cargo estimated to be 12%
and 10% during next five years
MRO industry to triple in size from INR 2250 crore in 2010 to INR 7000 crore by 2020
Around 3,50,000 new employees are essential to facilitate growth in the next decade
3. 3
OVERVIEW OF INDIGO AIRLINES
IndiGo is a low-cost airline headquartered at Gurgaon, Haryana, India. It is the
largest airline in India in terms of passengers carried, with a 42.6% market share as
of October 2016. The airline operates to 41 destinations and is the second largest
low-cost carrier in Asia. It has its primary hub at Indira Gandhi International Airport,
Delhi.
The airline was founded as a private company, by Rahul Bhatia of InterGlobe
Enterprises; and Rakesh Gangwal, a United States-based expatriate Indian; in 2006.
It took delivery of its first aircraft in July 2006 and commenced operations a month
later. The airline became the largest Indian carrier in terms of passenger market
share in 2012. The company went public in November 2015.
Facts and Figures
8 consecutive years of profitable operations
Market share of 42.1% as of November, 2016
Fleet of 126 aircraft including 14 new generation A320neos
"Great Place to Work for in India” 8 years in a row
4. 4
History
IndiGo was founded in 2006 as a private company by Rahul Bhatia of InterGlobe
Enterprises and Rakesh Gangwal, a United States-based NRI. InterGlobe had a
51.12% stake in IndiGo and 47.88% was held by Gangwal's Virginia based company
Caelum Investments. IndiGo placed a firm order for 100 Airbus A320-200 aircraft in
June 2005 with plans to commence operations in mid-2006. IndiGo took delivery of
its first Airbus aircraft on 28 July 2006, nearly one year after placing the order. It
commenced operations on 4 August 2006 with a service from New Delhi to Imphal
via Guwahati. By the end of 2006, the airline had six aircraft and nine more aircraft
were acquired in 2007.[8] In December 2010, IndiGo replaced state-run carrier Air
India as the third largest airline in India, behind Kingfisher Airlines and Jet Airways
with a passenger market share of 17.3%.
In 2011, IndiGo placed an order for 180 Airbus A320 aircraft in a deal worth US$15
billion. In January 2011, after completing five years of operations, the airline got
permission to launch international flights. The airline launched international services
in September 2011.[12] In December 2011, the DGCA expressed reservations that
the rapid expansion could impact passenger safety.
5. 5
In February 2012, IndiGo took delivery of its 50th aircraft, less than six years after it
began operations in 2006. For the quarter ending March 2012, IndiGo was the most
profitable airline in India and became the second largest airline in India in terms of
passenger market share.[15] On 17 August 2012, IndiGo became the largest airline
in India in terms of market share surpassing Jet Airways, six years after commencing
operations.
In January 2013, IndiGo was the second fastest growing low-cost carrier in Asia
behind Indonesian airline Lion Air.[17] In February 2013, following the
announcement of civil aviation ministry that it would be allow IndiGo to take delivery
of only five aircraft that year, the airline planned to introduce low-cost regional flights
by setting up a subsidiary. Later, IndiGo announced that it plans to seek permission
from the ministry to acquire four more aircraft, therefore taking delivery of nine
aircraft in 2013. As of March 2014, IndiGo is the second largest low-cost carrier in
Asia in terms of seats flown.
In August 2015, IndiGo placed an order of 250 Airbus A320neo aircraft worth $27
billion, making it the largest single order ever in Airbus history. IndiGo announced a
Rs. 3,200 crore (US$480 million) initial public offering on 19 October 2015 which
opened on 27 October 2015. As of October 2016, it is the largest airline in India in
terms of passengers carried with a 42.6% market share.
6. 6
Corporate affairs and identity
IndiGo is headquartered in Gurgaon, India.
Logo and livery
Twenty dots arranged in the shape of an aircraft serves as the logo of the
airline.[23] The airline uses a two tone blue livery on a white background with the belly
of the aircraft painted in Indigo with the logo in white.[24] The flight attendants wear a
single-piece navy-blue tunic with a cap and a thin indigo belt designed by fashion
designer Rajesh Pratap Singh and make-up artist Ambika Pillai.[25] The airline has
the tagline on-time focusing on punctuality.
Operations
IndiGo became one of the fastest growing low cost carriers in the world and was the
largest profitable airline in India. The success of IndiGo has been attributed to its
unique business model which reduces costs. The airline operates a single type of
aircraft (Airbus A320) in similar seating configuration which simplifies crew training
and maintenance. The airline strikes bulk deals with Airbus reducing unit costs. The
airline targets a quick turn-around time of 20 minutes to get the aircraft ready for the
next flight, ensuring planes fly about 12 hours every day. Employees share multiple
roles with a check-in staff doubling as a baggage handler.
7. 7
Destinations
IndiGo destinations
As of March 2016, IndiGo operates 818 daily flights to 41 destinations, 36 in India
and 5 abroad. Its main base is located at Delhi,[30] with additional bases at
Bangalore,[31] Bhubaneswar,[32] Chennai,[33] Hyderabad,[34] Kolkata,[33]
Mumbai[33] and Nagpur.[35] In January 2011, IndiGo received a license to operate
international flights after completing five years of operations.[36] IndiGo's first
international service was launched between New Delhi and Dubai on 1 September
2011.[12] International services were later expanded to serve Bangkok, Singapore,
Muscat and Kathmandu.[12] The airline is considering launch of flights to Kunming,
China.[37]
Fleet developments
IndiGo placed an order for 100 Airbus A320-200 aircraft worth US$6 billion in June
2005 during the Paris Air Show with plans to commence operations in mid-2006. The
airline received its first A320 in July 2006 and planned to induct 100 aircraft by
2015–2016. IndiGo signed a memorandum of understanding for an additional 180
Airbus A320 aircraft including 150 with the New Engine Option (NEO) worth US$15
billion on 11 January 2011. In 2012, the airline took delivery of its 50th aircraft and
the 100th aircraft was delivered on 4 November 2014, completing its initial order
ahead of schedule. The Airbus A320neo family aircraft ordered in 2011 were to be
delivered starting 2015. However, due to a delay in the production and delivery of
these aircraft, IndiGo dry-leased a total of 22 used aircraft to cope with the
demand. On 15 October 2014, IndiGo expressed its intention to order a further 250
8. 8
A320neo aircraft worth US$25.7 billion at list prices. On 15 August 2015, IndiGo
confirmed the order for 250 A320neo aircraft for $26.5 billion. The order also
provides IndiGo the flexibility to convert some A320neos to A321neos that can seat
more passengers and fly on longer routes. The order of 250 jets was Airbus' single
largest order by number of aircraft. Indigo received the first A320neo in March 2016
Services
Being a low-cost carrier, IndiGo offers only economy class seating accommodating
180 passengers per aircraft. To keep fares low, IndiGo does not provide
complimentary meals in any of its flights, though it does have a buy-on board in-flight
meal programme. No in-flight entertainment is available and Hello 6E is the in-flight
magazine published by IndiGo. IndiGo offers premium services, where the
passengers can avail additional benefits like a pre-assigned seat, multiple
cancellations and priority check-in at a higher fare. Indigo also has a In-Flight Shop
in which you can buy models and other daily use items.
Awards and achievements
IndiGo has won the following awards:
Best low-cost carrier by the Airline Passengers Association of India (2007)
Best low-cost carrier at the Galileo Express Travel Awards (2008)
Best low cost airline by CNBC Awaaz (2009, 2013)
Best low-cost carrier in C Asia/ India by SKYTRAX (2012, 2013, 2014, 2015, 2016)
Best LCC Aviation award for excellence by Centre for Asia Pacific Aviation (2015)
9. 9
Strategies Adopted By Indigo Airlines
IndiGo has become the new market leader with its slow and steady approach within just
eleven years of launch. IndiGo focused on what they thought would matter to its flyers -It
communicated to the flyer his basic need of getting from point A to point B on time.
Here are the major reasons why the airline has managed to scale to the top, despite being
the youngest airline in India.
Indigo's stuck to its low-cost, single class model
While Kingfisher and once market-leading Jet Airways bought rivals, flew multiple
plane models and struggled to mix full-service and low-fare options, IndiGo stuck
with its policy of offering one class of no-frills service on a single type of plane. Indigo
has chosen to stick to the world's best-selling single-aisle aircraft, the Airbus A320.
Selling and leasing back planes helps its balance sheet
Secondly, it maintains a young fleet by selling and leasing back its planes. IndiGo
uses six-year sale and leaseback agreements, so the airline is constantly replacing
its aircraft. This prevents the need for overall checks and major repairs, which means
IndiGo understands how to work the margins. Operationally it would be impossible to
make a profit at the very low fares they were offering through the first four years of
operations, where ticket prices on Indigo were roughly 40 percent of cost of
operation.
10. 10
Even before starting operations in 2006, Indigo had placed a firm order for 100
Airbus A320 aircraft in June 2005, which gave it a pricing advantage. The airline then
acquired parking lots in Delhi and Mumbai, and by the time the first Indigo flight was
announced, it had already scheduled the first 20 aircraft.
Quality and detail key to good service
IndiGo's executives, including staff at the check-in counters, air crew and sales and
marketing staff are hired only after Bhatia meets each of them individually. Besides,
the airline also employs far fewer people, with one of the industry's leanest work
forces. The airline also broke industry standards with simple things like turnaround
time. This is the time taken for a plane to be ready for the next flight between landing
and takeoff. IndiGo boasts of a turnaround time of less than 30 minutes.
Concentrated customer focus
IndiGo's success model largely relies on consistent low fares, regular on-time
performance and minimal flight cancellations. However, the airline's biggest edge
over others is its focus on customer focus. IndiGo only emphasises on-time
performance. Indigo has continuously built around this image through its tongue-in-
cheek advertisements on television and print media.
11. 11
Using Smart Technology
Unlike manual systems used by other airlines, IndiGo planes are equipped with a
digital link system for transmission of short, simple messages between aircraft and
ground stations via radio or satellite called Aircraft Communications Addressing and
Reporting System (ACARS). Before every IndiGo flight departs an automatic
message is triggered from the aircraft to its operations control centre - and
immediately the same departure time gets recorded in the software. Similarly, the
moment the flight lands an automatic message is triggered from aircraft to control
centre. Hence, the on-time performance is diligently monitored for every flight in real
time.