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The aviation market is growing steadily. The passenger air traffic segment is expected to grow at a CAGR of 15%. Growth in this sector is being propelled by increasing income levels and favourable economic conditions.
The report begins with an introduction of the aviation industry. This is followed by the market overview section which discusses the market size in terms of passenger air traffic and growth as well as the market segmentation. The following section highlights the major opportunities in the market by analyzing the growth rates in traffic witnessed in the Indian metro cities and Indian non-metro cities in north, south, east and west between 2006 and 2010.
An analysis of the drivers influencing the industry growth includes increasing spending power, lowering of fares, favorable economic condition, growth in tourism, investment in aircraft, Demand - Supply gap and low penetration. The key challenges identified include delays and cancellations, volatility in aviation turbine fuel prices, strict FDI regulations, high rate of service tax. The report discusses the current market trends as players expand international operation, airlines offering holiday packages, value added services are offered by the airlines.
The competition section provides brief profiles of the major domestic players which incorporates their financials, business highlights and operational performance including their traffic statistics.
Airline industry of india air india case studyDhruva Methi
The document summarizes the airline industry in India. It states that India has the 9th largest aviation market in the world and is poised to become the 3rd largest by 2020 due to growth in the economy and middle class. It provides an overview of passenger and cargo traffic growth trends. It also briefly outlines the history of aviation in India and mentions some of the major carriers like Air India, Jet Airways, and IndiGo. It notes that the industry faces challenges like overstaffing and rising fuel costs but also opportunities for investment and growth.
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
The document summarizes the merger of Air India and Indian Airlines in 2007 to form National Aviation Company of India. It discusses the reasons for the merger such as declining profits and increasing competition. However, the merger has brought additional problems. Issues included employee opposition, operational differences between the airlines, and incomplete integration of IT systems and infrastructure. As a result, customer service has declined and losses have ballooned. The leadership changes have also exacerbated the challenges of integrating the two airlines.
This document provides background information on IndiGo Airlines, including its history, expansion both domestically and internationally, and business model. It was founded in 2006 and focuses on low costs through strategies like a single aircraft type, no frills, and direct ticket sales. By 2012, it had become the largest airline in India in terms of market share through consistent emphasis on punctuality and low operating expenses.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
Strategic growth analysis indi go airlinesJatinder Singh
Indigo Airlines is the largest domestic low-cost airline in India with a 38.9% market share. The document analyzes Indigo's growth strategy, noting it has primarily followed an organic "growth by scaling" approach by steadily increasing operations and profitability since 2011 while maintaining margins. The analysis also considers scenarios involving changes in aviation fuel prices and competition. It concludes Indigo is well positioned for continued growth given positive demand forecasts and its fuel efficient upcoming aircraft orders that competitors may find difficult to match.
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
The Indian aviation industry has grown significantly over the past decade, with passenger traffic growing around 15% annually. However, growth slowed to 0.7% in 2009. The vision is for 280 million passengers by 2020. Private carriers were introduced in the 1990s and led to intense price competition through discounted fares like Apex. Low-cost carriers like Air Deccan further drove down prices. Major carriers have consolidated through mergers and acquisitions, like Jet Airways acquiring Air Sahara and Kingfisher Airlines acquiring a stake in Air Deccan. The industry now faces opportunities for further growth but also threats from economic slowdowns and infrastructure limitations.
Airline industry of india air india case studyDhruva Methi
The document summarizes the airline industry in India. It states that India has the 9th largest aviation market in the world and is poised to become the 3rd largest by 2020 due to growth in the economy and middle class. It provides an overview of passenger and cargo traffic growth trends. It also briefly outlines the history of aviation in India and mentions some of the major carriers like Air India, Jet Airways, and IndiGo. It notes that the industry faces challenges like overstaffing and rising fuel costs but also opportunities for investment and growth.
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
The document summarizes the merger of Air India and Indian Airlines in 2007 to form National Aviation Company of India. It discusses the reasons for the merger such as declining profits and increasing competition. However, the merger has brought additional problems. Issues included employee opposition, operational differences between the airlines, and incomplete integration of IT systems and infrastructure. As a result, customer service has declined and losses have ballooned. The leadership changes have also exacerbated the challenges of integrating the two airlines.
This document provides background information on IndiGo Airlines, including its history, expansion both domestically and internationally, and business model. It was founded in 2006 and focuses on low costs through strategies like a single aircraft type, no frills, and direct ticket sales. By 2012, it had become the largest airline in India in terms of market share through consistent emphasis on punctuality and low operating expenses.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
Strategic growth analysis indi go airlinesJatinder Singh
Indigo Airlines is the largest domestic low-cost airline in India with a 38.9% market share. The document analyzes Indigo's growth strategy, noting it has primarily followed an organic "growth by scaling" approach by steadily increasing operations and profitability since 2011 while maintaining margins. The analysis also considers scenarios involving changes in aviation fuel prices and competition. It concludes Indigo is well positioned for continued growth given positive demand forecasts and its fuel efficient upcoming aircraft orders that competitors may find difficult to match.
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
The Indian aviation industry has grown significantly over the past decade, with passenger traffic growing around 15% annually. However, growth slowed to 0.7% in 2009. The vision is for 280 million passengers by 2020. Private carriers were introduced in the 1990s and led to intense price competition through discounted fares like Apex. Low-cost carriers like Air Deccan further drove down prices. Major carriers have consolidated through mergers and acquisitions, like Jet Airways acquiring Air Sahara and Kingfisher Airlines acquiring a stake in Air Deccan. The industry now faces opportunities for further growth but also threats from economic slowdowns and infrastructure limitations.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
IndiGo is India's largest airline by market share, founded in 2006. It operates a low-cost model, focusing on low fares through cost-cutting measures like only one aircraft type and no meals. IndiGo has seen strong growth through adhering to on-time performance and lowest prices. It now operates over 300 daily flights to domestic and international destinations. IndiGo's success is attributed to its efficient low-cost structure and consistent profits in a challenging Indian airline market.
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
Indigo Airlines was founded in 2005 and commenced operations in August 2006. It has a 27% market share and its slogan is "Our's Punctuality Your Destination". Key leaders include Rahul Bhatia, Chairman and Aditya Ghosh, MD. Indigo has received several awards including Central Asia's best low-cost airline in 2011 and Best Domestic Low Cost Service by TAAI in 2010. Recent news articles discuss Indigo widening its lead in market share and offering festival season discounts.
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
The document summarizes the growth of the Indian commercial aviation industry since liberalization in the 1990s. It describes the emergence of low-cost carriers like Air Deccan in 2003 that drove fares lower and increased passenger traffic. This led other carriers to also lower fares. As costs rose and competition increased, airlines began consolidating through acquisitions, like Jet Airways acquiring Sahara and Kingfisher acquiring Air Deccan, to improve efficiency. The competitive landscape and strategies used by different carriers in India are also examined.
The document discusses Indigo Airlines' cost leadership strategy. It focuses on keeping costs low through measures like operating a single aircraft model, running flights from secondary airports, and an emphasis on online ticket sales. This allows Indigo to charge lower fares than competitors while still maintaining profitability. The strategy has helped Indigo grow rapidly and capture 20% of the domestic Indian air travel market within six years of operations. However, sustaining the low-cost model over the long run and competing internationally present new challenges for the still relatively young airline.
This document provides an overview and analysis of IndiGo Airlines. It begins with an agenda and background on the aviation industry and IndiGo Airlines. It then performs a PEST, Porter's 5 Forces, SWOT, and TOWS analysis of IndiGo. It discusses IndiGo's market leadership strategies, branding, product mix, and promotional strategies. It concludes with recommendations for IndiGo's future growth.
This case study analyzes the strategy and success of IndiGo, India's largest domestic airline by market share. Some key points:
1) IndiGo has grown rapidly since its founding in 2006 to become India's fastest growing and most profitable domestic airline, overtaking competitors through its low-cost business model.
2) IndiGo focuses on affordable fares, on-time performance, and hassle-free service to attract customers. This strategy has helped it gain a 21.9% domestic market share.
3) While facing challenges like high fuel costs and competition, IndiGo has opportunities to expand into new markets like freight and international routes. Its continued growth relies on maintaining its low
The document is a presentation on the aviation industry that covers several topics:
- It introduces the presenter and acknowledges their faculty.
- It discusses factors affecting the development of the aviation industry such as costs, government policies, and competition.
- It provides details on the growth of low-cost carriers in India and compares fares between low-cost and full-service airlines.
- It examines the increase in domestic airlines in India and how the aviation industry impacts the overall economy.
This document provides an overview of the Indian civil aviation industry. It discusses key statistics such as India being the 9th largest civil aviation market worth $12 billion with 4,200 airports and 27,000 aircraft. It also discusses the current scenario of 18% growth in passenger traffic but operational losses for airlines. The major factors influencing the industry are high fuel prices accounting for 45% of costs, a weak rupee, increasing airport charges, and rising service taxes. The document also examines pricing strategies, advertising and branding, and competition in domestic and international markets. It concludes that while growth is currently low, India is poised to become the world's 3rd largest aviation market by 2020.
The document provides an executive summary and research methodology for a study on Indian Airlines. The objectives of the study were to understand traveler and travel agent perceptions of Indian Airlines and how it can improve performance. A sample of 150 travelers and 50 travel agents were surveyed using questionnaires. The findings were that private airlines performed better on some service factors. Indian Airlines has improved since the arrival of private carriers but could further focus on passengers. With strong finances and strategic planning, Indian Airlines can remain the market leader.
The document outlines the aviation industry in India and the potential for low-cost airlines. It discusses how India's aviation market was previously a monopoly but was opened to private players in 1994. Low-cost carriers emerged promising lower fares but without extra services. Strategies of low-cost airlines included using secondary airports, outsourcing, and charging for extras. Air Deccan launched in 2003 as India's first low-cost carrier, aiming to make air travel affordable through strategies like high aircraft utilization and dynamic pricing. However, factors like rising costs, new entrant competition, and high risk perception have made it difficult for low-cost airlines to succeed in India.
Indigo Airlines - International Marketing - Met Students Rajesh Shetty
The document discusses Indigo Airlines and provides information about its operations, performance, and strategy. It includes details about Indigo's market share, fleet size, destinations served, and financial performance. Additionally, it outlines topics like SWOT analysis, PESTEL analysis, segmentation, targeting, positioning, and Porter's five forces that were analyzed for Indigo Airlines' market entry into international markets. Logical flowcharts and frameworks are presented to evaluate potential foreign target markets and choose an appropriate entry mode.
The document provides details about Air India, India's national airline. It discusses Air India's history beginning in 1932 when it was founded as Tata Airlines. It details its nationalization and mergers over the decades. The document also provides information on Air India's fleet size, destinations served, subsidiaries, and financial difficulties it has faced in recent years with accumulated losses of over $7 billion USD since 2007. It includes projections of Air India's operating revenues and costs through 2022 in an effort to evaluate its financial performance and viability.
The document discusses skills gaps and how organizations can address them. It defines a skills gap as a significant gap between an organization's skill needs and the capabilities of its workforce. It identifies some common causes of skills gaps, including changing job requirements, lagging educational attainment, and ineffective learning investments. The document provides steps for organizations to develop an action plan to assess skills gaps, prioritize skills needed, implement learning solutions, and measure results. It emphasizes the importance of continuous learning for both organizations and individuals to stay competitive.
IndiGo has established itself as the market leader in the Indian airline industry over the past 10 years through unique strategic practices. It currently has a 36.5% market share and lacks close competitors. The document provides background information on IndiGo's history, operations, and the Indian airline industry. It covers topics such as market size, growth factors, threats, and Porter's five forces analysis of the competitive environment.
The civil aviation industry in India has grown rapidly in recent years and is one of the fastest growing industries in the world. Private airlines now account for around 75% of the domestic aviation market. The government has implemented policies to support growth, such as allowing 100% tax exemption for airport projects and setting up a regulatory authority. Opportunities for further growth include developing more airports and city infrastructure around airports, improving regional connectivity, and expanding MRO facilities. The vision is for the industry to reach 150-180 million passengers by 2020.
Global interventional cardiology market 2017-2022 sample reportNetscribes, Inc.
Interventional cardiology is the catheter-based treatment of cardiovascular diseases. Certified cardiologists who perform these procedures are known as intervention cardiologists.
https://www.researchonglobalmarkets.com/global-interventional-cardiology-market-2014-2022.html
For the full report please write to info@netscribes.com
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
IndiGo is India's largest airline by market share, founded in 2006. It operates a low-cost model, focusing on low fares through cost-cutting measures like only one aircraft type and no meals. IndiGo has seen strong growth through adhering to on-time performance and lowest prices. It now operates over 300 daily flights to domestic and international destinations. IndiGo's success is attributed to its efficient low-cost structure and consistent profits in a challenging Indian airline market.
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
Indigo Airlines was founded in 2005 and commenced operations in August 2006. It has a 27% market share and its slogan is "Our's Punctuality Your Destination". Key leaders include Rahul Bhatia, Chairman and Aditya Ghosh, MD. Indigo has received several awards including Central Asia's best low-cost airline in 2011 and Best Domestic Low Cost Service by TAAI in 2010. Recent news articles discuss Indigo widening its lead in market share and offering festival season discounts.
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
The document summarizes the growth of the Indian commercial aviation industry since liberalization in the 1990s. It describes the emergence of low-cost carriers like Air Deccan in 2003 that drove fares lower and increased passenger traffic. This led other carriers to also lower fares. As costs rose and competition increased, airlines began consolidating through acquisitions, like Jet Airways acquiring Sahara and Kingfisher acquiring Air Deccan, to improve efficiency. The competitive landscape and strategies used by different carriers in India are also examined.
The document discusses Indigo Airlines' cost leadership strategy. It focuses on keeping costs low through measures like operating a single aircraft model, running flights from secondary airports, and an emphasis on online ticket sales. This allows Indigo to charge lower fares than competitors while still maintaining profitability. The strategy has helped Indigo grow rapidly and capture 20% of the domestic Indian air travel market within six years of operations. However, sustaining the low-cost model over the long run and competing internationally present new challenges for the still relatively young airline.
This document provides an overview and analysis of IndiGo Airlines. It begins with an agenda and background on the aviation industry and IndiGo Airlines. It then performs a PEST, Porter's 5 Forces, SWOT, and TOWS analysis of IndiGo. It discusses IndiGo's market leadership strategies, branding, product mix, and promotional strategies. It concludes with recommendations for IndiGo's future growth.
This case study analyzes the strategy and success of IndiGo, India's largest domestic airline by market share. Some key points:
1) IndiGo has grown rapidly since its founding in 2006 to become India's fastest growing and most profitable domestic airline, overtaking competitors through its low-cost business model.
2) IndiGo focuses on affordable fares, on-time performance, and hassle-free service to attract customers. This strategy has helped it gain a 21.9% domestic market share.
3) While facing challenges like high fuel costs and competition, IndiGo has opportunities to expand into new markets like freight and international routes. Its continued growth relies on maintaining its low
The document is a presentation on the aviation industry that covers several topics:
- It introduces the presenter and acknowledges their faculty.
- It discusses factors affecting the development of the aviation industry such as costs, government policies, and competition.
- It provides details on the growth of low-cost carriers in India and compares fares between low-cost and full-service airlines.
- It examines the increase in domestic airlines in India and how the aviation industry impacts the overall economy.
This document provides an overview of the Indian civil aviation industry. It discusses key statistics such as India being the 9th largest civil aviation market worth $12 billion with 4,200 airports and 27,000 aircraft. It also discusses the current scenario of 18% growth in passenger traffic but operational losses for airlines. The major factors influencing the industry are high fuel prices accounting for 45% of costs, a weak rupee, increasing airport charges, and rising service taxes. The document also examines pricing strategies, advertising and branding, and competition in domestic and international markets. It concludes that while growth is currently low, India is poised to become the world's 3rd largest aviation market by 2020.
The document provides an executive summary and research methodology for a study on Indian Airlines. The objectives of the study were to understand traveler and travel agent perceptions of Indian Airlines and how it can improve performance. A sample of 150 travelers and 50 travel agents were surveyed using questionnaires. The findings were that private airlines performed better on some service factors. Indian Airlines has improved since the arrival of private carriers but could further focus on passengers. With strong finances and strategic planning, Indian Airlines can remain the market leader.
The document outlines the aviation industry in India and the potential for low-cost airlines. It discusses how India's aviation market was previously a monopoly but was opened to private players in 1994. Low-cost carriers emerged promising lower fares but without extra services. Strategies of low-cost airlines included using secondary airports, outsourcing, and charging for extras. Air Deccan launched in 2003 as India's first low-cost carrier, aiming to make air travel affordable through strategies like high aircraft utilization and dynamic pricing. However, factors like rising costs, new entrant competition, and high risk perception have made it difficult for low-cost airlines to succeed in India.
Indigo Airlines - International Marketing - Met Students Rajesh Shetty
The document discusses Indigo Airlines and provides information about its operations, performance, and strategy. It includes details about Indigo's market share, fleet size, destinations served, and financial performance. Additionally, it outlines topics like SWOT analysis, PESTEL analysis, segmentation, targeting, positioning, and Porter's five forces that were analyzed for Indigo Airlines' market entry into international markets. Logical flowcharts and frameworks are presented to evaluate potential foreign target markets and choose an appropriate entry mode.
The document provides details about Air India, India's national airline. It discusses Air India's history beginning in 1932 when it was founded as Tata Airlines. It details its nationalization and mergers over the decades. The document also provides information on Air India's fleet size, destinations served, subsidiaries, and financial difficulties it has faced in recent years with accumulated losses of over $7 billion USD since 2007. It includes projections of Air India's operating revenues and costs through 2022 in an effort to evaluate its financial performance and viability.
The document discusses skills gaps and how organizations can address them. It defines a skills gap as a significant gap between an organization's skill needs and the capabilities of its workforce. It identifies some common causes of skills gaps, including changing job requirements, lagging educational attainment, and ineffective learning investments. The document provides steps for organizations to develop an action plan to assess skills gaps, prioritize skills needed, implement learning solutions, and measure results. It emphasizes the importance of continuous learning for both organizations and individuals to stay competitive.
IndiGo has established itself as the market leader in the Indian airline industry over the past 10 years through unique strategic practices. It currently has a 36.5% market share and lacks close competitors. The document provides background information on IndiGo's history, operations, and the Indian airline industry. It covers topics such as market size, growth factors, threats, and Porter's five forces analysis of the competitive environment.
The civil aviation industry in India has grown rapidly in recent years and is one of the fastest growing industries in the world. Private airlines now account for around 75% of the domestic aviation market. The government has implemented policies to support growth, such as allowing 100% tax exemption for airport projects and setting up a regulatory authority. Opportunities for further growth include developing more airports and city infrastructure around airports, improving regional connectivity, and expanding MRO facilities. The vision is for the industry to reach 150-180 million passengers by 2020.
Global interventional cardiology market 2017-2022 sample reportNetscribes, Inc.
Interventional cardiology is the catheter-based treatment of cardiovascular diseases. Certified cardiologists who perform these procedures are known as intervention cardiologists.
https://www.researchonglobalmarkets.com/global-interventional-cardiology-market-2014-2022.html
For the full report please write to info@netscribes.com
The global Telehealth market is estimated to be valued at USD 25.30 billion in 2022, growing at a CAGR of 14% during 2014-2022.
https://www.researchonglobalmarkets.com/global-telehealth-market-2014-2022.html
For the full report please write to info@netscribes.com
Global Telematics Market 2017 - 2022 - Sample PagesNetscribes, Inc.
The global Telematics market is expected to grow at a CAGR of 28.5% (2017-2022) leading to global revenue of USD 233.24 billion by 2022.
https://www.researchonglobalmarkets.com/global-telematics-market-2014-2022.html
For the full report please write to info@netscribes.com
Branded chocolate market in india 2017 - Research On IndiaNetscribes, Inc.
The branded chocolate market in India is projected to grow at a CAGR of 17.2% to reach INR x bn by 2022, up from INR x bn in 2014. Key drivers of growth include the tradition of gifting chocolates, rising disposable incomes, and shifts in consumer preferences towards premium brands. Major players like Mondelez, Nestle and Ferrero dominate the market, though demand is growing for healthier options and niche brands. The outlook for the industry remains positive due to strong growth in the confectionery market and India's rising affluence.
Branded chocolate market in india 2017 - Research on IndiaNetscribes, Inc.
The branded chocolate market in India is projected to grow at a CAGR of 17.2% to reach INR x bn by 2022, up from INR x bn in 2014. Key drivers of growth include the tradition of gifting chocolates, rising disposable incomes, and shifts in consumer preferences towards branded chocolates. Major players like Mondelez, Nestle and Ferrero dominate the market, while trends like demand for healthy and premium variants are gaining traction. The industry remains positive due to the confectionery market's expansion and India's growing gifting culture.
Mobile accessorries market in india 2017 - Research on IndiaNetscribes, Inc.
The mobile accessories market in India is projected to grow at a CAGR of ~x% to reach INR x billion by 2026 from INR x billion in 2016. Major accessories include power banks, headphones, and cables. Rising smartphone adoption, increasing disposable incomes, and the youth demographic's consumption trends are driving market growth. However, low rural penetration and grey market offerings pose challenges. Major trends include high-capacity batteries, wireless headphones, and compact retractable cables. Key players include Company 1, Company 2, and Company 3.
The Indian water purifier market is growing steadily as health consciousness increases. More households now own purifiers, which are available at lower prices. Demand for reverse osmosis purifiers is rising. The market is expected to reach INR X billion by 2022, growing at a CAGR of X%. Key drivers are varied price points, rising incomes, and water-borne disease concerns. However, low rural awareness and lack of standards pose challenges. Major players include Eureka Forbes, Hindustan Unilever, and KENT RO Systems.
- The Indian tobacco industry is valued at INR x billion currently and is expected to grow to INR x billion by 2020 at a CAGR of x%. India is the second largest producer and third largest exporter of tobacco.
- Key drivers of the industry include social and cultural practices promoting tobacco use, benefits for tobacco growers, and a sophisticated industry infrastructure. However, high cigarette taxes and smuggling pose challenges.
- Major players in the market include Companies 1-8, with Company 1 being the largest player with a xx% market share in legal cigarettes. The market is segmented into bidis, cigarettes, and chewing tobacco.
The soap market in India is expected to grow at a CAGR of X% between FY 2016 and FY 2021 to reach a value of INR X billion. Company 1's XXX brand is the largest in the market with a X% share, while Company 2's iconic XXX brand has been popular since 1933 with a X% share. Major drivers of growth include rising incomes, product innovations, and government initiatives like Swachh Bharat Mission. Key players compete on new products with different fragrances in the growing but competitive market.
The Indian smartphone market is growing rapidly, with shipment expected to reach X million units by 2020. Company A currently leads the market with around A% share. Key drivers of growth include increasing incomes, changing consumer behavior, advanced features of smartphones, and lower prices. However, security concerns, battery life, and low rural penetration remain challenges. Major trends include multi-core processors, high memory and screen resolution, and better design. The market faces competition from many domestic and international brands.
The document provides an overview of the roofing tiles market in India. It discusses key aspects of the market such as major players, market segmentation, drivers, challenges, and state-wise adoption of roofing tiles. It also analyzes export-import trends and provides profiles of major domestic players like Company A. The roofing tiles market in India is expected to reach X million units by 2022 driven by factors like increasing infrastructure development and a ban on asbestos. However, competition from substitutes and presence of unorganized players pose challenges to market growth.
Protein supplements market in india 2017 - SampleNetscribes, Inc.
This document provides an overview of the protein supplements market in India. It discusses the global nutraceutical market trends and size, as well as details on the Indian nutraceutical and protein supplements market including current size, segmentation, key drivers such as health consciousness, and challenges like high prices. The document also profiles a major foreign company in the Indian protein supplements market and provides insights into consumer purchase decisions and concerns regarding protein supplements.
The online food delivery market in India is valued at approximately INR XX billion and growing at a CAGR of XX% from 2014-2020. Major players include Foodpanda, Swiggy, Faasos, Tinyowl, and Zomato. Drivers of growth include encouraging demographics, rising incomes, convenience of online ordering, and effective marketing. However, operating constraints for startups and slowing investments also present challenges to the industry.
The mobile wallet market in India is projected to grow significantly by 2022, with the market size reaching INR XX billion and the number of transactions reaching XX billion. The growth of the market is driven by increased smartphone usage, digital penetration, and growth of e-commerce. Major players in the mobile wallet space in India include Company 1, Company 2, Company 3, etc. The report provides an overview of the mobile wallet market size and segmentation, drivers and challenges, competitive landscape, and recent industry developments.
The milk processing industry in India is expected to grow at a CAGR of X% between 2015-2020 to reach a value of INR X billion. Key drivers of growth include rising incomes, increased spending on food, large bovine population, and growth of organized retail. Major players include Amul, Mother Dairy, and other regional dairy cooperatives. The organized segment is projected to increase capacity to X million liters per day with a capex of INR X billion over three years.
The lead acid battery market in India has been growing steadily and is expected to reach INR x bn by 2020, driven by the automotive and industrial battery segments. Automotive batteries currently account for a larger share but industrial batteries are growing faster. The market is dominated by two players, Exide Industries and Amara Raja Batteries, which have over 50% share. Key growth factors for the market include the expansion of the automobile and renewable energy industries, as well as the need for power backup solutions.
Infrastructure construction market in india 2017 - SampleNetscribes, Inc.
The document provides an overview of the infrastructure construction market in India in 2017. It discusses key points:
- The infrastructure construction sector is an important driver of the Indian economy and is focused on by the government to develop world-class infrastructure.
- The introduction of GST is expected to reduce tax complexities and spur growth in the construction sector.
- The market is projected to reach ~X billion by 2020, growing at a CAGR of ~Y% from 2015-2020.
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2. Executive Summary
Indian aviation market ranks Xth among the aviation markets across the globe
Global aviation industry is poised to grow at a healthy a% CAGR over the next P years
Market
Indian airline industry has grown by ~r% in the last six and a half years
Indian airline industry has grown by r% in the last six and a half years
Drivers: Challenges:
Increasing spending power Delays and cancellations
Lowering of fares
Lowering of fares Volatility in aviation turbine fuel
Volatility in aviation turbine fuel
Drivers & Favorable economic condition prices
Challenges Strict FDI regulations
Growth in tourism
Investment in aircraft High rate of service tax
Demand‐Supply gap and low penetration
Airlines expand international operations
Trends
Airlines offering holiday packages
Value added services are offered by the airlines
Aviation market is highly organized with the presence of domestic and international
Competition
p players
Domestic players include Player 1, Player 2, Player 3 and Player 4
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 2
4. Aviation Industry – Market Structure
Aviation Industry
Airlines Support Services Aerospace
Design and
Passenger Cargo MRO
Manufacture
Ground
Training Catering
Handling
Focus Area of Report
Source:
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 4
5. Indian aviation industry is witnessing steady growth and is
expected to continue to grow
Overview Market Size: Passenger Traffic
• Indian aviation market ranks ath among the aviation
markets across the globe e
600
• Global aviation industry is poised to grow at a
healthy f% CAGR over the next g years 400
• Civil airline industry has grown by ~h% since 20‐‐ +b%
200 c d
• Domestic air traffic rose from i mn in 20‐‐ to j mn in
20‐‐ d i t
20 and international air traffic grew from l mn in 20‐
ti l i t ffi f l i 20 0
‐ to m mn in 20‐‐ 20‐‐ 20‐‐ 20‐‐e
Market Segmentation – 20‐‐ Service wise segmentation (20‐‐)
Service 1
p% Service 2
m%
n% Segment 1
Segment 2
q%
Source:
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 5
6. Non‐metro cities city 1, city 2 show strong potential while
city 4 leads in the metro city category
High Growth Areas – Airport Traffic
SAMPLE
SAMPLE
City 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ Growth
Metro Cities
M Ci i
Among the
City 1 ab ac ad ae af ag%
metro cities,
city 4 leads in
City 2 ah ai aj al am an% terms of
growth
City 3 ao ap aq ar as at% between 20‐‐
and 20‐‐
City 4 au av aw ax ay az%
Non‐Metro Cities
N M t Citi
North In the North,
city 1registered
City 5 a b c d e f% a high double
digit growth
digit growth
showing strong
City 6 g h i j k l% potential
Northwest
City 7
City 7 m n o p q r%
Source:
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 6
7. Drivers and Challenges – Summary
Drivers
Challenges
Increasing spending power
Delays and cancellations
Lowering of fares
Lowering of fares
Volatility in aviation turbine fuel prices
Favorable economic condition
Strict FDI regulations
Growth in tourism
G th i t i
High rate of service tax
Investment in aircraft
Demand ‐ S
D d Supply gap and low
l dl
penetration
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 7
8. Trends – Summary
Airlines expand
international operation
international operation
Key
Trends
d
Value added services are Airlines offering holiday
offered by the airlines
ff d b h i li packages
k
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 8
9. Player 1 dominates the market while the aviation fleet is
dominated by Player 2
Competition – Overview Share of Aviation Fleet – 20‐‐
• The aviation market is a highly organized sector with the
12% Player 1
presence of domestic and international airline operators
Player 2
• In the domestic segment, Player 3 along with Player 4 is
38% Player 3
the major contributor followed by Player 1 and Player 5
22% Player 4
The international segment is dominated by Player 5 followed
by Player 6 and Player 7
• Low cost carriers also has a prominent share in the
Low cost carriers also has a prominent share in the
market
28%
Market Share of Airlines – 20‐‐ Market Share of Airlines (Q1FY‐‐)
5% Player 1 Player 2 5% Player 1 Player 2
7% 2% 21% 7% 2% 21%
Player 3 Player 4 Player 3 Player 4
Player 5 Player 6 Player 5 Player 6
13% 13%
Player 7 Player 8 Player 7 Player 8
19% 19%
15% 15%
18% 18%
Source:
DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 9
10. Company Snapshot: Company 1
Company Snapshot: Company 1
Corporate Information Business Highlights
Headquarters Location 1 • The airline is a domestic Class R carrier which
Founded 20‐‐ operates a fleet of U which is expected to rise to
Employees XX more than V by Dec 20‐‐
Parent Company A • The company plans to offer international flight
Subsidiaries
S b idi i N.A.
NA services mainly to the Region T and Region Y
services mainly to the Region T and Region Y
Key People Person 1 ‐ Post 1 It will begin daily flights from City 1 to City 5, City 6and City
7 by Sep ‐‐
City 3 will be connected to City 7 and City 8 from Oct’ ‐‐
It is looking to add L more planes to its current fleet of
Domestic Operations (2010)
Company E aircraft
Fleet Size N.A.
Destinations N.A.
Hubs • Primary – City 1
• Secondary – City 2 and City 3
Service Class
Service Class Class R
Class R
Source:
10
11. Company Snapshot: Company 1
Traffic Statistics 2006‐07 2007‐08 2008‐09 2009‐10
Fleet Size FS1 FS2 FS3 FS4
Passengers carried (thou no) PC1 PC2 PC3 PC4
Passenger – Kilometres performed (mn no) PK 1 PK 2 PK 3 PK 4
Average Passenger Load Factor PK 5 PK 6 PK 7 PK 8
Seat Kilometers Available (mn no) SK 1 SK2 SK3 SK4
Average Weight Load Factor
g g AW1 AW2 AW3 AW4
Operational Performance 2006‐07 2007‐08 2008‐09
No. of Employees per aircraft E1 E2 E3
Operating Revenue per Employee ( INR mn) OR 1 OR 2 OR 3
Operating Expenses per Employee ( INR mn) EE1 EE2 EE3
Operating Revenue per Passenger carried (INR.) RP1 RP2 RP3
Operating Expenses per Passenger carried ( INR)
Operating Expenses per Passenger carried ( INR) EP1 EP2 EP3
Operating Revenue per RPKM (INR) R1 R2 R3
Operating Expenses per RPKM ( INR) E1 E2 E3
SAMPLE
SAMPLE 11
12. Thank you for the attention
The Domestic Aviation Market – India report is a part of Research on India’s Aviation Industry
Series.
For more detailed information or customized research requirements please contact:
Gaurav Kumar
Phone: +91 33 4064 6214
E‐Mail: gaurav.kumar@netscribes.com
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DOMESTIC AVIATION MARKET IN INDIA 2011.PPT 12