The biggest Civil Aviation is 2nd Aero Expo India and 1st Heli Expo India are organized by PHD Chamber of Commerce and Industry in Capital of India, New Delhi. To become a sponsor and partners with us visit our website.
The document discusses Emirates Airlines, the flag carrier airline of the United Arab Emirates. It outlines Emirates' goals of excelling in flight service and becoming the world's best airline. The document details Emirates' history starting in 1985 with government backing and two leased aircraft. It has since grown to over 190 aircraft serving over 150 destinations. The document also examines Emirates' target market, competitors, and strategies for maintaining strengths and addressing weaknesses and threats through marketing and product development.
Jet Airways is India's largest private airline, founded in 1993 by Naresh Goyal. It operates over 370 daily flights both domestically and internationally. While Jet Airways has a 23% market share, its profitability has declined in recent years. The document outlines Jet Airways' history, financial performance, strategies, and SWOT analysis to improve competitiveness in the growing Indian aviation market.
SpiceJet aims to compete with Indian Railways by offering low fares and good service to price-conscious travelers. It has increased its domestic market share and number of passengers by 31% and 27% respectively through expanding its fleet and adding new routes. SpiceJet uses a mix of marketing strategies including competitive pricing, promotions through various media, and enhancing the customer experience through well-trained staff and comfortable aircraft.
This document summarizes a presentation about SpiceJet airlines' customer relationship management. It provides an introduction to SpiceJet, discussing their aim to be India's most preferred low-cost airline. It outlines some of SpiceJet's customer services and reviews from surveys. It also discusses SpiceJet's awards, a proposed customer experience model, results from a market survey, areas for improvement and key strengths according to the presentation.
The airline industry began in the 17th century and has since grown significantly. It now facilitates economic growth and globalization. Major Indian airlines include Indian Airlines, Kingfisher Airlines, Jet Airways, and Air India, which together hold over 75% of the domestic market share. Airlines use service marketing techniques to attract and retain customers. Their marketing mix includes product offerings, pricing strategies, placement of services, and promotional activities. Core aspects of airline services involve ground services, in-flight services, and reliability, care, and facilities provided to customers.
This document provides an overview and analysis of the global airline industry. It discusses trends, challenges, and strategies impacting the industry. Key points include the stages of development (regulation, liberalization, deregulation), regional analyses of different parts of the world, current and future trends, major costs and challenges for airlines (e.g. fuel prices, labor), the rise of low-cost carriers, reasons for airline failures and strategies for success.
The document discusses Emirates Airlines, the flag carrier airline of the United Arab Emirates. It outlines Emirates' goals of excelling in flight service and becoming the world's best airline. The document details Emirates' history starting in 1985 with government backing and two leased aircraft. It has since grown to over 190 aircraft serving over 150 destinations. The document also examines Emirates' target market, competitors, and strategies for maintaining strengths and addressing weaknesses and threats through marketing and product development.
Jet Airways is India's largest private airline, founded in 1993 by Naresh Goyal. It operates over 370 daily flights both domestically and internationally. While Jet Airways has a 23% market share, its profitability has declined in recent years. The document outlines Jet Airways' history, financial performance, strategies, and SWOT analysis to improve competitiveness in the growing Indian aviation market.
SpiceJet aims to compete with Indian Railways by offering low fares and good service to price-conscious travelers. It has increased its domestic market share and number of passengers by 31% and 27% respectively through expanding its fleet and adding new routes. SpiceJet uses a mix of marketing strategies including competitive pricing, promotions through various media, and enhancing the customer experience through well-trained staff and comfortable aircraft.
This document summarizes a presentation about SpiceJet airlines' customer relationship management. It provides an introduction to SpiceJet, discussing their aim to be India's most preferred low-cost airline. It outlines some of SpiceJet's customer services and reviews from surveys. It also discusses SpiceJet's awards, a proposed customer experience model, results from a market survey, areas for improvement and key strengths according to the presentation.
The airline industry began in the 17th century and has since grown significantly. It now facilitates economic growth and globalization. Major Indian airlines include Indian Airlines, Kingfisher Airlines, Jet Airways, and Air India, which together hold over 75% of the domestic market share. Airlines use service marketing techniques to attract and retain customers. Their marketing mix includes product offerings, pricing strategies, placement of services, and promotional activities. Core aspects of airline services involve ground services, in-flight services, and reliability, care, and facilities provided to customers.
This document provides an overview and analysis of the global airline industry. It discusses trends, challenges, and strategies impacting the industry. Key points include the stages of development (regulation, liberalization, deregulation), regional analyses of different parts of the world, current and future trends, major costs and challenges for airlines (e.g. fuel prices, labor), the rise of low-cost carriers, reasons for airline failures and strategies for success.
- Air Canada is Canada's largest airline and flag carrier. It operates over 1,370 scheduled flights daily to major destinations across Canada, the U.S., Latin America, Europe, Asia, and Australia.
- Jet Airways is India's largest airline. Founded in 1993, it operates over 400 daily flights to 76 destinations worldwide and has subsidiaries JetLite and Jet Konnect.
- EVA Air is Taiwan's second largest airline, operating 59 aircraft to 50 destinations. It is largely privately owned and flies a fully international route network.
Mapping the Business Model(Osterwalder Canvas) and Marketing Strategies of ET...Sarathy Kalaichelvan
The document discusses Etihad Airways' international marketing strategy using the airline as a case study. It analyzes Etihad's business model, strategic concepts, opportunities, and recommendations. Specifically, it covers Etihad's product lines, differentiation strategy, key partners, resources, cost structure, customer segments, and value proposition. In conclusion, it recommends Etihad maintain regional brand awareness, focus on relationships with suppliers for advantages, pursue continuous innovation, and target the business/first class market.
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
AirAsia India: Strategies for Next 3 YearsVipul Aurange
The document provides an overview of AirAsia's plans to enter the Indian market, including its objectives, strategies, and challenges. It summarizes AirAsia's vision of being Asia's largest low-cost airline and serving underserved populations. Key strategies discussed include maintaining safety, high aircraft utilization, low fares with no frills, and streamlined operations. Challenges addressed include rising fuel costs, airport fees, and regulatory uncertainty in India. The document also outlines AirAsia's organizational structure, human resources practices, and financial performance metrics.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
This document provides an overview of Jet Airways, an Indian airline. It discusses Jet Airways' history starting in 1992, operations, fleet, financial performance, services, competitors, and SWOT analysis. Key information includes that Jet Airways is headquartered in Mumbai and operates over 370 daily flights to 68 destinations domestically and internationally. It has a fleet of 98 aircraft and earned annual revenues of Rs. 9481.5 crores in 2009-10.
This document provides an overview of the strategic alliance between Jet Airways and Etihad Airways. It discusses the key details of the deal, including Etihad acquiring a 24% stake in Jet Airways for $379 million. The alliance is expected to bring significant benefits to both airlines such as cost savings, network expansion opportunities, and access to capital for Jet Airways. However, the deal also faced regulatory hurdles regarding issues like control, ownership rights, and traffic rights between India and UAE. After addressing various stakeholder concerns, both airlines amended some terms of the shareholder agreement to facilitate approval of the strategic partnership.
Strategic analysis -Air asia case studyJen Vuhuong
This document analyzes AirAsia's business model and strategy. It first provides an overview of AirAsia's vision and low-cost carrier business model. It then performs a PEST analysis of AirAsia's macroenvironment, examining political, economic, social and technological factors. Next, it applies Porter's Five Forces framework to analyze AirAsia's microenvironment and competitive position. It finds AirAsia faces high rivalry from competitors but has bargaining power over buyers. Potential entrants pose a moderate threat. The document concludes by discussing how factors like increased education and willingness to fly cheap flights have reduced the threat of new entrants for AirAsia.
Suresh Nair discusses how low-cost carriers (LCCs) like AirAsia have been successful in stimulating aviation markets in Africa. He notes that Africa has significant growth potential given its large population and improving economic conditions. LCCs have proven they can grow passenger traffic and connect new city pairs cost effectively. Nair argues that LCCs are well-suited for Africa and could connect intra-African routes as well as long-haul international routes, promoting tourism and trade. However, Africa needs more liberal aviation policies between countries, low-cost airports, trained personnel, and marketing initiatives to realize the full potential of LCCs.
Perfectessay essay sample_harvard_style_2David Smith
This document provides an analysis of Etihad Airways, the national airline of the United Arab Emirates. It begins with background on the airline's founding and growth. It then analyzes the airline industry using Porter's Five Forces model to identify competitive factors. This includes analyzing the bargaining power of customers and suppliers, and threats from new entrants, substitutes, and industry rivals. Strengths and weaknesses of Etihad Airways are assessed. The document concludes with recommendations to improve the company's performance.
This document discusses the airline industry and is divided into topics covered by various team members. It provides an introduction to air travel history and defines the airline industry. It discusses key economic factors like the large number of passengers and employees worldwide. It also covers the 4Ps of marketing, the 4Cs of customer relationships, major airline players in India, SWOT analysis, PEST analysis, the Indian airline scenario, market segmentation, and the future outlook of the industry.
The document provides an introduction to airline industry economics. It discusses how air travel has grown globally and facilitated other industries. It describes the airline industry structure as an oligopoly with few dominant firms and high barriers to entry. It outlines the oligopolistic characteristics airlines exhibit and discusses factors like market share, mergers, mutual dependence, and non-price competition. The document also covers the airlines' economic characteristics such as high costs of labor, fuel, and technology changes. It analyzes how airlines are sensitive to economic fluctuations.
AirAsia is a Malaysian low-cost airline founded in 2001 with headquarters in Kuala Lumpur, Malaysia. It has grown from two planes in 2002 to a fleet of 120 aircraft serving over 400 daily flights to 78 destinations across Asia. AirAsia keeps costs low through measures like a single aircraft type, limited branding, and outsourcing functions. It aims to serve the billions of people in Asia currently underserved by air travel through its low-cost model.
Strategic management is a process of structuring of a keen understanding of how the world or business environment is changing. Read this report to know more about strategic management.
The document provides information on Air Asia's mission, vision, history, and analyses. Air Asia's mission is to be the best company to work for and create an ASEAN brand while attaining the lowest costs. Its vision is to be the largest low-cost airline in Asia. Air Asia was established in 1994 and faced debt issues in 2001. Analyses include PEST on political, economic, social and technological factors, SWOT on strengths, weaknesses, opportunities and threats, and SPACE on internal and external positioning. Recommendations focus on improving responsiveness, advertisements, passenger convenience and business expansion.
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.
- AirAsia is a low-cost airline based in Kuala Lumpur, Malaysia that was founded in 1993 and began flight operations in 1996.
- In 2001, Tony Fernandes purchased AirAsia and successfully restructured the heavily indebted company, turning the first profit in 2002.
- AirAsia aims to be the largest low-cost airline in Asia, serving the 3 billion people in the region with poor air connectivity and high fares.
The document provides an overview of the airline industry in India. It discusses that India has 454 airports, with 127 owned by the Airports Authority of India. Scheduled domestic air services are available from 82 airports. In 2007-2008, there were 25.5 million domestic and 22.4 million international passengers. The top 10 airline companies in India are listed, along with types of air services. Key characteristics of low cost airlines and factors that influence airline pricing are also summarized. Challenges for the industry and the growth of various types of Indian aviation are briefly outlined.
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Etihad Airways has established an extensive supply chain management system to support its operations as one of the fastest growing airlines in the world. The summary analyzes key aspects of Etihad's supply chain including:
1) Etihad's supply includes air transportation of passengers along with additional services like Etihad Cargo, Etihad Ground Services, Etihad Holidays and Etihad Flight College.
2) Etihad's operational strategy involves policies to efficiently utilize resources and meet market demands through its supply network, procurement practices, and facility operations.
3) Etihad faces issues regarding fuel costs, infrastructure needs, workforce development and leveraging its unique business model,
- Air Canada is Canada's largest airline and flag carrier. It operates over 1,370 scheduled flights daily to major destinations across Canada, the U.S., Latin America, Europe, Asia, and Australia.
- Jet Airways is India's largest airline. Founded in 1993, it operates over 400 daily flights to 76 destinations worldwide and has subsidiaries JetLite and Jet Konnect.
- EVA Air is Taiwan's second largest airline, operating 59 aircraft to 50 destinations. It is largely privately owned and flies a fully international route network.
Mapping the Business Model(Osterwalder Canvas) and Marketing Strategies of ET...Sarathy Kalaichelvan
The document discusses Etihad Airways' international marketing strategy using the airline as a case study. It analyzes Etihad's business model, strategic concepts, opportunities, and recommendations. Specifically, it covers Etihad's product lines, differentiation strategy, key partners, resources, cost structure, customer segments, and value proposition. In conclusion, it recommends Etihad maintain regional brand awareness, focus on relationships with suppliers for advantages, pursue continuous innovation, and target the business/first class market.
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
AirAsia India: Strategies for Next 3 YearsVipul Aurange
The document provides an overview of AirAsia's plans to enter the Indian market, including its objectives, strategies, and challenges. It summarizes AirAsia's vision of being Asia's largest low-cost airline and serving underserved populations. Key strategies discussed include maintaining safety, high aircraft utilization, low fares with no frills, and streamlined operations. Challenges addressed include rising fuel costs, airport fees, and regulatory uncertainty in India. The document also outlines AirAsia's organizational structure, human resources practices, and financial performance metrics.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
This document provides an overview of Jet Airways, an Indian airline. It discusses Jet Airways' history starting in 1992, operations, fleet, financial performance, services, competitors, and SWOT analysis. Key information includes that Jet Airways is headquartered in Mumbai and operates over 370 daily flights to 68 destinations domestically and internationally. It has a fleet of 98 aircraft and earned annual revenues of Rs. 9481.5 crores in 2009-10.
This document provides an overview of the strategic alliance between Jet Airways and Etihad Airways. It discusses the key details of the deal, including Etihad acquiring a 24% stake in Jet Airways for $379 million. The alliance is expected to bring significant benefits to both airlines such as cost savings, network expansion opportunities, and access to capital for Jet Airways. However, the deal also faced regulatory hurdles regarding issues like control, ownership rights, and traffic rights between India and UAE. After addressing various stakeholder concerns, both airlines amended some terms of the shareholder agreement to facilitate approval of the strategic partnership.
Strategic analysis -Air asia case studyJen Vuhuong
This document analyzes AirAsia's business model and strategy. It first provides an overview of AirAsia's vision and low-cost carrier business model. It then performs a PEST analysis of AirAsia's macroenvironment, examining political, economic, social and technological factors. Next, it applies Porter's Five Forces framework to analyze AirAsia's microenvironment and competitive position. It finds AirAsia faces high rivalry from competitors but has bargaining power over buyers. Potential entrants pose a moderate threat. The document concludes by discussing how factors like increased education and willingness to fly cheap flights have reduced the threat of new entrants for AirAsia.
Suresh Nair discusses how low-cost carriers (LCCs) like AirAsia have been successful in stimulating aviation markets in Africa. He notes that Africa has significant growth potential given its large population and improving economic conditions. LCCs have proven they can grow passenger traffic and connect new city pairs cost effectively. Nair argues that LCCs are well-suited for Africa and could connect intra-African routes as well as long-haul international routes, promoting tourism and trade. However, Africa needs more liberal aviation policies between countries, low-cost airports, trained personnel, and marketing initiatives to realize the full potential of LCCs.
Perfectessay essay sample_harvard_style_2David Smith
This document provides an analysis of Etihad Airways, the national airline of the United Arab Emirates. It begins with background on the airline's founding and growth. It then analyzes the airline industry using Porter's Five Forces model to identify competitive factors. This includes analyzing the bargaining power of customers and suppliers, and threats from new entrants, substitutes, and industry rivals. Strengths and weaknesses of Etihad Airways are assessed. The document concludes with recommendations to improve the company's performance.
This document discusses the airline industry and is divided into topics covered by various team members. It provides an introduction to air travel history and defines the airline industry. It discusses key economic factors like the large number of passengers and employees worldwide. It also covers the 4Ps of marketing, the 4Cs of customer relationships, major airline players in India, SWOT analysis, PEST analysis, the Indian airline scenario, market segmentation, and the future outlook of the industry.
The document provides an introduction to airline industry economics. It discusses how air travel has grown globally and facilitated other industries. It describes the airline industry structure as an oligopoly with few dominant firms and high barriers to entry. It outlines the oligopolistic characteristics airlines exhibit and discusses factors like market share, mergers, mutual dependence, and non-price competition. The document also covers the airlines' economic characteristics such as high costs of labor, fuel, and technology changes. It analyzes how airlines are sensitive to economic fluctuations.
AirAsia is a Malaysian low-cost airline founded in 2001 with headquarters in Kuala Lumpur, Malaysia. It has grown from two planes in 2002 to a fleet of 120 aircraft serving over 400 daily flights to 78 destinations across Asia. AirAsia keeps costs low through measures like a single aircraft type, limited branding, and outsourcing functions. It aims to serve the billions of people in Asia currently underserved by air travel through its low-cost model.
Strategic management is a process of structuring of a keen understanding of how the world or business environment is changing. Read this report to know more about strategic management.
The document provides information on Air Asia's mission, vision, history, and analyses. Air Asia's mission is to be the best company to work for and create an ASEAN brand while attaining the lowest costs. Its vision is to be the largest low-cost airline in Asia. Air Asia was established in 1994 and faced debt issues in 2001. Analyses include PEST on political, economic, social and technological factors, SWOT on strengths, weaknesses, opportunities and threats, and SPACE on internal and external positioning. Recommendations focus on improving responsiveness, advertisements, passenger convenience and business expansion.
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.
- AirAsia is a low-cost airline based in Kuala Lumpur, Malaysia that was founded in 1993 and began flight operations in 1996.
- In 2001, Tony Fernandes purchased AirAsia and successfully restructured the heavily indebted company, turning the first profit in 2002.
- AirAsia aims to be the largest low-cost airline in Asia, serving the 3 billion people in the region with poor air connectivity and high fares.
The document provides an overview of the airline industry in India. It discusses that India has 454 airports, with 127 owned by the Airports Authority of India. Scheduled domestic air services are available from 82 airports. In 2007-2008, there were 25.5 million domestic and 22.4 million international passengers. The top 10 airline companies in India are listed, along with types of air services. Key characteristics of low cost airlines and factors that influence airline pricing are also summarized. Challenges for the industry and the growth of various types of Indian aviation are briefly outlined.
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Etihad Airways has established an extensive supply chain management system to support its operations as one of the fastest growing airlines in the world. The summary analyzes key aspects of Etihad's supply chain including:
1) Etihad's supply includes air transportation of passengers along with additional services like Etihad Cargo, Etihad Ground Services, Etihad Holidays and Etihad Flight College.
2) Etihad's operational strategy involves policies to efficiently utilize resources and meet market demands through its supply network, procurement practices, and facility operations.
3) Etihad faces issues regarding fuel costs, infrastructure needs, workforce development and leveraging its unique business model,
Kingfisher Airlines is an Indian airline based in Bangalore that was founded in 2005. It was owned by Vijay Mallya's UB Group and aimed to be a premium airline in India. Kingfisher Airlines grew rapidly in its early years but began experiencing financial difficulties in 2011 due to increased competition and rising costs. By 2012, the airline had amassed significant debts and was losing money on every flight. Kingfisher Airlines would eventually cease all operations in 2013 due to its inability to pay salaries and other costs.
Kingfisher Airlines is one of the largest private airlines in India, operating domestic and international services. It faces challenges from rising fuel costs and labor costs. However, it has a strong brand and reputation. Its acquisition of Deccan Airlines expanded its fleet and route network, making it the largest private airline in India. Further consolidation in the industry through Kingfisher's acquisition of SpiceJet could strengthen its position.
Kingfisher Airlines is one of the largest private airlines in India, operating domestic and international services. It faces challenges from rising fuel costs and labor costs. However, it has a strong brand and reputation. Its acquisition of Deccan Airlines expanded its fleet and route network, making it the largest private airline in India. Further consolidation in the industry through Kingfisher's acquisition of SpiceJet could strengthen its position.
Air Deccan was India's first low-cost carrier, founded in 2003 to make air travel affordable for the common man. It offered low fares using a no-frills model and was the second largest privately owned airline by 2005. However, Air Deccan struggled with a lack of financial resources and questionable on-time performance. It eventually merged with Kingfisher Airlines but continued facing challenges of high operational costs and economic slowdowns. While Capt. Gopinath revived Air Deccan in 2017, it ceased operations again following India's COVID-19 shutdown in 2020.
1) Kingfisher Airlines is one of the largest private airlines in India, operating domestic and international flights.
2) The aviation industry in India is growing rapidly but also faces challenges like rising fuel costs and shortage of skilled labor.
3) Kingfisher Airlines' market share is about 29% and it primarily targets wealthy customers in major Indian cities.
UB Group was founded in 1915 in India and over time diversified into various industries including beverages, aviation, fertilizers, and infrastructure. In 2005, UB Group launched Kingfisher Airlines with a vision of consistently delivering a safe and enjoyable travel experience. Kingfisher aimed to become India's largest airline network by increasing its fleet and market penetration. It pursued a strategy of offering premium service and hospitality while maintaining competitive prices. By 2012, Kingfisher had become the largest airline in India with over 60% market share through international expansion and launching new travel solutions under the Kingfisher brand.
UDDAN is a new airline started by young entrepreneurs in India to provide affordable air travel to all Indians. Their marketing plan focuses on offering the lowest airfares while maintaining quality service. India has a large youth population and growing middle class that is sensitive to price, making low cost air travel appealing. The airline industry in India is booming with an annual growth rate of 13%, but is competitive with many existing carriers. UDDAN will differentiate itself by having the lowest fares to democratize air travel for more Indians.
1) IndiGo is India's largest airline by market share and the only consistently profitable one. It was founded in 2006 and has a fleet of 68 Airbus aircraft serving 34 destinations across India.
2) IndiGo follows a low-cost business model with only economy class and no meals or entertainment provided. It focuses on efficiency and on-time performance.
3) IndiGo faces competition from other domestic airlines like Jet Airways and SpiceJet but has maintained its lead through consistent pricing and on-time departures. It also faces threats from substitutes like trains and buses for short routes.
Comprehensive Marketing Presentation on Emirates AirlinesSheikh_Rehmat
Emirates Airlines was founded in 1985 in Dubai with backing from the royal family. It began operations with two leased aircraft flying routes out of Dubai. Emirates has since grown significantly and now flies to over 120 destinations globally with a large fleet of wide-body aircraft. The airline focuses on premium service and experiences for passengers, offering amenities like onboard lounges and fine dining. Emirates utilizes a variety of marketing strategies including value-added pricing, peak/off-peak pricing, and strategic partnerships and sponsorships to promote the brand.
Post Event Report - Aviation Festival Asia 2016Phu Nguyen
The 2016 Aviation Festival Asia was the largest event yet, welcoming over 1,400 attendees from over 50 countries. It featured the most comprehensive program to date, with 8 co-located events covering topics like business strategies, passenger experience, revenue management, and IT solutions. Over 130 speakers from airlines, airports, and solution providers participated in panels, presentations, and seminars. The exhibition featured over 60 stands and attracted executives from major airlines, airports, and industry players. Attendees confirmed over 600 meetings using the event app and conducted additional meetings onsite, highlighting the event's role in facilitating business deals. Feedback from airline executives praised the event's organization, learning opportunities, and value for generating new ideas.
AirAsia India: Strategies for Next 3 YearsVipul Aurange
(a) To study what is actually bringing AirAsia to Indian markets and why it can sustain.
(b)To formulate strategies; which will help AirAsia to get an edge over other Indian low cost airlines like Indigo, SpiceJet and
(c) To assess possible challenges AirAsia can face in India.
Kingfisher Airlines was founded in 2005 and grew rapidly to become one of India's largest airlines. It aimed to target the growing middle class segment with affordable pricing and high quality service. However, Kingfisher struggled with high costs and debt, facing stiff competition from low-cost carriers. While it had a strong brand and reputation early on, Kingfisher's long-term viability depended on its ability to control costs and deliver an on-time, affordable service to customers.
The document discusses services in the airline industry. It provides details about major Indian airlines such as Jet Airways and Kingfisher Airlines. It summarizes that air travel remains a large and growing industry that facilitates economic growth. It also discusses various aspects of service marketing used in the airline industry such as product mix, price mix, promotion mix, and physical evidence.
How to start low cost Domestic Airlines service( Air lines my dream)Somnath Barbhai
This document outlines the vision, mission, principles, goals, and strategies of Accentor Airlines. The airline's vision is to be among the great businesses in India and worldwide. Its mission is to provide affordable and reliable air travel while maintaining high standards of safety, efficiency, and customer service. The airline plans to focus on low fares, recruit qualified personnel, and adopt new technologies to achieve its vision over the next five years of expanding internationally and enhancing customer experience.
This document provides an overview of the Indian airline industry and analyzes Kingfisher Airlines. It begins with a PEST analysis of the industry and an introduction to Kingfisher. Next, it covers the 7 P's of Kingfisher's marketing strategy and analyzes the airline using tools like the industrial lifecycle model, SWOT analysis, Porter's 5 forces, and a competitor analysis. It concludes with recommendations for Kingfisher's future growth.
The document discusses regulatory authorities in the Indian infrastructure sector. It provides an overview of the need for regulation in infrastructure due to increased private sector investment. It outlines the various regulatory bodies in India for different infrastructure sectors such as airports, ports, power, telecom etc. It specifically focuses on the airport sector regulator, the Airports Economic Regulatory Authority (AERA). It describes AERA's functions in determining tariffs, development fees and performance standards for major airports in India handling over 1.5 million passengers per year.
Strategic Mistakes That Led To The Failure Of Kingfisher AirlinesSourav Giri
Kingfisher Airlines made several strategic mistakes that led to its failure, including unrealistic market analysis, unrelated diversification into the airline industry, an ill-advised merger with Air Deccan, and maintaining a diversified fleet of aircraft with varying capacities. These strategic decisions demonstrated a lack of understanding of the market and industry. Additionally, high operating costs, delays in salary payments, and growing debt from unpaid fuel, airport, and service taxes exacerbated the company's financial troubles and ultimately caused its operations to be shut down in 2012.
Federal Authorities Urge Vigilance Amid Bird Flu Outbreak | The Lifesciences ...The Lifesciences Magazine
Federal authorities have advised the public to remain vigilant but calm in response to the ongoing bird flu outbreak of highly pathogenic avian influenza, commonly known as bird flu.
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Recent years have seen a disturbing rise in violence, discrimination, and intolerance against Christian communities in various Islamic countries. This multifaceted challenge, deeply rooted in historical, social, and political animosities, demands urgent attention. Despite the escalating persecution, substantial support from the Western world remains lacking.
Slide deck with charts from our Digital News Report 2024, the most comprehensive exploration of news consumption habits around the world, based on survey data from more than 95,000 respondents across 47 countries.
ग्रेटर मुंबई के नगर आयुक्त को एक खुले पत्र में याचिका दायर कर 540 से अधिक मुंबईकरों ने सभी अवैध और अस्थिर होर्डिंग्स, साइनबोर्ड और इलेक्ट्रिक साइनेज को तत्काल हटाने और 13 मई, 2024 की शाम को घाटकोपर में अवैध होर्डिंग के गिरने की विनाशकारी घटना के बाद अपराधियों के खिलाफ सख्त कार्रवाई की मांग की है, जिसमें 17 लोगों की जान चली गई और कई निर्दोष लोग गंभीर रूप से घायल हो गए।
projet de traité négocié à Istanbul (anglais).pdfEdouardHusson
Ceci est le projet de traité qui avait été négocié entre Russes et Ukrainiens à Istanbul en mars 2022, avant que les Etats-Unis et la Grande-Bretagne ne détournent Kiev de signer.
केरल उच्च न्यायालय ने 11 जून, 2024 को मंडला पूजा में भाग लेने की अनुमति मांगने वाली 10 वर्षीय लड़की की रिट याचिका को खारिज कर दिया, जिसमें सर्वोच्च न्यायालय की एक बड़ी पीठ के समक्ष इस मुद्दे की लंबित प्रकृति पर जोर दिया गया। यह आदेश न्यायमूर्ति अनिल के. नरेंद्रन और न्यायमूर्ति हरिशंकर वी. मेनन की खंडपीठ द्वारा पारित किया गया
13062024_First India Newspaper Jaipur.pdfFIRST INDIA
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#WenguiGuo#WashingtonFarm Guo Wengui Wolf son ambition exposed to open a far...rittaajmal71
Since fleeing to the United States in 2014, Guo Wengui has founded a number of projects in the United States, such as GTV Media Group, GTV private equity, farm loan project, G Club Operations Co., LTD., and Himalaya Exchange.
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Discover the life and times of Lalu Prasad Yadav with a comprehensive biography in Hindi. Learn about his early days, rise in politics, controversies, and contribution.
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Youngest c m in India- Pema Khandu BiographyVoterMood
Pema Khandu, born on August 21, 1979, is an Indian politician and the Chief Minister of Arunachal Pradesh. He is the son of former Chief Minister of Arunachal Pradesh, Dorjee Khandu. Pema Khandu assumed office as the Chief Minister in July 2016, making him one of the youngest Chief Ministers in India at that time.
3. The Second Edition of Aero Expo India being organized by PHD Chamber of
Commerce & Industry under the patronage of the Ministry of Civil Aviation is a niche
multi-faceted Aviation Exposition being organized in the capital city- New Delhi. This
grand endeavour focusing on enhancing connectivity will seek to boost the status of
India as a leading Global Aviation & Tourism Hub.
Spread over a period of 4 days, this year's exposition based on a foundation of solid
response to its first edition will open new avenues for integration and will be an ideal
platform to forge partnerships and seal deals in the region. The Exhibition cum
Convention to be organized in New Delhi which will be a progressive Aviation and
Tourism Exposition dedicated to providing further insights on the evolving Aviation
market & the growing Tourism sector with the major requisites required in
Infrastructural support to affirm the success of these vital industries.
2nd Aero Expo India-2017 aspires to provide an exclusive platform for the new
opportunities available in the both International and National market showcasing
State-Of-The-Art technology & the collective strength in term of capabilities, products
and services in the Civil Aviation, Tourism & Infrastructure sector. A dedicated Rotary
Wing Exposition on the side-lines HELI EXPO INDIA 2017 shall also be organized.
ABOUT AERO EXPO INDIA
4. •Business Aviation and Non
Scheduled Airlines & Operators
•Aero-Space Sector
•Rotary Wings (Helicopters)
Industry & Services
•MRO and Engineering
Equipment's
•OEM's; Engine & Aircraft
Manufactures
• Aircraft Leasing Companies
•GSE's & Engineering Equipment
Manufactures.
• Air Cargo & Logistics Industry
•Ground Handling Agencies
• Fixed-Base Operators(FBO) &
Enablers
•Airport Operations
•Air India; Pawan Hans, HAL
• Airport Authority of India
•Country Partners & State Partners
• Private and government airport
Operators/developers
• Airlines-Scheduled Airline, Cargo,
Regional & Start-ups
• Light Transport Aircraft-Single and
Twin Engine/Ultra Light Aircraft
Sector
5. •Pilot Training & Flight
•Schools & Simulators
•Power Plants, Avionics &
Airborne Systems
• ATC, ANS & Aerodrome
Systems
•Aviation Management &
Consultants
•Aircraft Fuelling Companies
•Air Ambulances &
Emergency Medical
Services(EMS-Air)
•Insurance & Financing
•Airport Re-development Co's
•Airfield Construction and
Installation Co's
•Airport Design Companies
• Related Infrastructure
Companies
• State Tourism Departments
•National/International Tourism
Organizations
•Hotels & Resorts
• IT companies
• Niche Tourism-
Medical/Wellness/Sports/Religi
ous
• Other Allied Industries &
Services.
8. FULL THRUST TAKE-OFF AVAILING GOVERNMENT’S IMPETUS
TO THE AVIATION INDUSTRY
OBJECTIVE
9. • National Civil Aviation Policy 2016 – 1st comprehensive policy to accelerate growth
of an integrated aviation ecosystem, India to be 3rd largest aviation market by 2022
• Affordable Flying for all – Fall in average airfare by 18% in 2016 over 2015 making air
travel affordable for everyone with unprecedented capacity enhancement in aviation
system.
• Significant improvements in passenger convenience – Passenger friendly initiatives
such as AirSewa, removal of baggage stamping, etc., to provide a delightful air travel
experience.
• UDAN – World’s first Regional Connectivity Scheme to connect un-served & under-
served airports and boost regional tourism and economic growth; ensures affordable
flying at ` 2,500 for an hour long flight.
• Ease of Doing Business – Reforms undertaken to simplify processes, attract
investments and promote business opportunities across aviation.
• Robust Security Architecture – Ensuring fool-proof security without compromising
on passenger convenience through stringent security audits and institutionalised
mechanisms.
• Enhanced Skill Development – Clear focus to leverage India’s human capital
potential and create job opportunities in the growing aviation sector.
• Innovation in Technology – Conceptualization and development of cutting-edge
products and processes across aviation ecosystem to enhance efficiency
MAJOR MILESTONES
10. •Industry Showcasing & Thought Leadership
• Latest state-of-the-art Systems & Equipment
• Related Technologies and Developments
•Over 100 Brand Participants from leading Aviation,
Tourism & Aerospace companies in one location
•Networking with key government officials (Central & State )
& International Delegations
• Strategic high-Level Parallel & Relevant Conventions
•Concurrent & Strategic high-Level Conventions on the Civil
Aviation, Rotary, Tourism & Infrastructure sector.
•Witness the impressive array of Static Displays
• Important MoU (s) to be signed at the exposition
Buyer - Sellers meet with major qualified hosted buyers
(International & National)
• Static Display of Aircrafts & Demonstration Flights
•1st HELI EXPO India in New Delhi
•Elite Invitees & Decision Makers from the Aviation & Tourism
Industry
•Trade Associations
•Members of the Media
13. Impact of Regional Air Connectivity, Business Models ( PPP & JV) to ensure
Affordability and Sustainability; Practical Solutions & Industry Outlook
International Best Practices
Chairperson: Ms Usha Padhee, IAS, Joint Secretary, Ministry of Civil Aviation
Moderator: Mr. Amber Dubey, Partner KPMG
Eminent Panelists:
•Dr B.P. Sharma, CMD, Pawan Hans
•Mr Rajiv Kumar, CEO, Hindustan Aeronautics Limited, Lucknow
•Mr Manish Chheda, Manager, Auctus Advisors
•Mr G K Chaukiyal, ED (PMQA), AAI
•Mr. Xavier Hay, President of Airbus Helicopters Division in India
•Mr.Guillaume Huertas , Sales Director-South Asia. ATR-Aircraft
•Mr.Koustav.M.Dhar-CEO Zoom Airlines
• Mr Andy Tan,Sr.Marketing Manager, Embraer
•Mr Bhupesh Joshi-CEO-Club One Air
•Mr Joeri Aulman, Region Manager, NACO, Netherlands
•Capt R. K. Bali, MD Business Aircraft Operators Association-BAOA
Panel Discussion I
Enhancing Regional & Remote Air Connectivity
Theme: Regional & Remote Connectivity:-
14. Focus Topics:
Skilling:-Challenges & Needs of the Sector, International Best Practices, Key
Initiatives
Start-ups:- Role & Expectations, Initiatives to nurture start-ups
• Chairperson & Moderator: Mr P S Nair, CEO GMR Airports Ltd
Eminent Panelists:
• Mr Uday Naidu, CEO GMR AERO Technic Ltd
• Mr. Ashish Saraf, Vice-President – Industry Development, Strategic
• Partnerships and Offsets at Airbus Group India
• Mr Vikas Khanna, Head of Operations-FWSTC & Cabin Crew Training
• COL Rampal Suhag ( RETD),Cmd, Gyrox Aviation
• Mr Sumit Barat,GM Projects, Bhadhra Group
• Dr Dewakar Goel, GM( HR), AAI
• Mr Kailsh Mishra, Founder & CEO, Low Carbon Logistics(P) Ltd
• Mr. Jakub Chmelik, CATC Executive Customer Support Foreign Engagement,
• Czech Aviation Training Centre (CATC)
• Mr Garry Khanna, CEO, Airawat Group
Panel Discussion II
Theme: Skilling India for the Growing Aviation Industry
15. Panel Discussion III
Project Finance, Insurance & Leasing Opportunities for
Aviation Industry: Challenges & Opportunities
Focus Topics:
Project Finance:- PPP in regional & remote airport development, Financing
options (both availability of financing & cost of funds)
Insurance & Leasing:- Aircraft leasing & insurance for smaller aircrafts (<100 seater),
Simplification of rules for leasing
• Chairperson: Mr Saurav Sanyal, Enterprise Ireland
• Moderator: Mr. Bhupesh Joshi, Co-Chairman, PHD Civil Aviation Committee
Eminent Panelists
• Mr Bhaskar Chandran, President Legal, GMR Airports
• Mr Uday Naidu, CEO GMR AERO Technic Ltd
• Mr. Nanda Kumar, ED, Engineering, Air India
• Mr C.S. Tomar, Willis Lease
• Mr K.K. Das, Tag Aviation, Switzerland
• Mr Jagdish Soni, CEO, India First Aircraft MR(P) Ltd
16. Panel Discussion IV
Air Navigation Services: Evolution under regional &
remote connectivity
Focus Topics :
Operating model:- Individual ATC for each airport vs regional ATC hubs,
Collaboration between ATC towers, New operating model in multiple small
airport scenario
Enablers:- Manpower requirement and downstream impact on training
infrastructure, Equipment
• Chairperson & Moderator: Mr. Somasundaran, Ex Member ANS,AAI
Eminent Panelists:
• Mr S. Swaminathan, GM,HR-Training & ANS, AAI
• Mr Joeri Aulman, Region Manager, NACO, Netherlands
• Capt R. K. Bali, MD Business Aircraft Operators Association-BAOA
• Mr Bhupesh Joshi, CEO, Club One Air