Getting airlines alliances off the ground
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This document discusses airline alliances and the issues they address. It notes that selling flights internationally through exports may not be advantageous due to cost differentials and trade barriers. Airline alliances involve combining routes, sales, terminal services and frequent flyer programs between multiple independent partners. This allows airlines to streamline costs while expanding global reach. Common types of alliances include joint ventures, acquisitions and mergers. The presentation will cover the general issues surrounding alliances, a PEST analysis of industry trends, alliances as a strategy, and conclusions.
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Similar to Getting airlines alliances off the ground
Aviation Industry analysis
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
NOTE This Industry overview is only a starting point for your an.docx
NOTE: This Industry overview is only a starting point for your analysis. Environment and industry issues can change rapidly and some of the information here may therefore be out-of-date.
You MUST supplement this information with additional research.
The Airline Industry
4940- Summer, 2014
Few inventions have changed how people live and experience the world as much as the invention of the airplane. During both World Wars, government subsidies and demands for new airplanes vastly improved techniques for their design and construction. Following World War II, the first commercial airplane routes were set up in Europe. Over time, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry certainly has progressed. It has also altered the way in which people live and conduct business by shortening travel time and altering our concept of distance, making it possible for us to visit and conduct business in places once considered remote.
The airline industry exists in an intensely competitive market. In recent years, there has been an industry-wide shakedown, which will have far-reaching effects on the industry's trend towards expanding domestic and international services. In the past, the airline industry was at least partly government owned. This is still true in many countries, but in the U.S., all major airlines have come to be privately held. The U.S. airline industry has been in a chaotic state for a number of years. According to the Air Transport Association, the airline industry’s trade association, the loss from 1990 through 1994 was about $13 billion, while from 1995 through 2000, the airlines earned about $23 billion and then lost about $35 billion from 2001 through 2005. Against this backdrop of poor financial performance, dramatic changes in industry structure have occurred. Growth in air passenger traffic has outstripped growth in the overall economy and the U.S. airline industry remains in the midst of an historic restructuring. Over the last five years, U.S. network airlines have reduced their annualized mainline costs excluding fuel by more than 25%, or nearly $20 billion.
While some of the cost savings realized in the industry were the product of identifying greater operational efficiencies, most of the savings were generated by renegotiation of existing contractual arrangements with creditors, aircraft lessors, suppliers and airline employees and achieved either through the bankruptcy process itself or under threat of bankruptcy. A portion of industry capacity still operates in bankruptcy. But, it is down from a high of 46 percent in 2005. As a result, several carriers that were near liquidation now have lower cost structures that should allow them to show improved performance.
Economic profile of the Air line industry: The airline industry has always exhibited cyclicality because travelers' demand is sensitive to the performance of the macro economy yet airl.
The Air Transport Industry.pdf
This document provides an introduction to the air transport industry. It discusses how air transportation connects people and markets globally, driving economic growth. It then describes how the air transport industry is oligopolistic, with a few major companies controlling most production. It notes the key characteristics of an oligopolistic industry, including high barriers to entry, economies of scale, and price rigidity. Finally, it examines whether the characteristics of South Africa's domestic airline industry fit this oligopolistic profile.
Airline Revenue Managemant
Revenue management first appeared in the airline industry in the early 1980s. It arose from the need for accurate demand estimates and profit-generating resource allocations in a newly deregulated environment. We begin this program and this module with a look back at the main causes and consequences of airline deregulation in North America. We describe how the deregulated North American airline industry has encouraged a trend toward deregulation, or at least liberalization, worldwide. We then move on to introduce the basic concept involved in airline revenue management.
Swot analysis
JetBlue Airways has differentiated itself from competitors by providing extra amenities like satellite TV and radio on every seat. However, operational issues from unsustainable growth, high fuel prices, and fleet costs led to losses in 2006. While demand for air travel is growing internationally as more countries see rising economies, JetBlue faces threats from fluctuating demand, increasing fuel costs, customer complaints, and strong competition from other major airlines.
Aer lingus
Aer Lingus is an Irish airline that provides both passenger and cargo air transportation services. It operates short-haul routes within Europe and long-haul routes to the United States. A SWOT analysis identifies Aer Lingus' strengths as its strong foothold in the European market and large fleet size. Weaknesses include alleged strained employee relations and limited international presence. Opportunities exist to expand routes and destinations with its new fleet. Threats include increasing fuel costs, changing regulations, and competition. Aer Lingus' ability to effectively execute its low-cost business model and coordinate with suppliers is critical to its success, especially in an economic downturn where demand for travel is reduced.
A Study on Aviation Industry (InterGlobe Aviation Ltd & Spicejet Ltd)
This document is a project report on a study of the aviation industry in India, focusing on InterGlobe Aviation Ltd and SpiceJet Ltd. It includes an overview of the global and Indian aviation industries, profiles of the two companies, data analysis and interpretation of their performance, and conclusions and recommendations from the study.
Business plan presentation
AirAhead Airlines is proposing a new low-cost airline to operate in the Vancouver, Canada market. The business plan outlines AirAhead's service offering of short-haul regional flights using Bombardier Q400 aircraft. It discusses marketing strategies, competitors, risks, operating objectives to establish itself in the short-haul market, and financial needs including an initial capital requirement of $50 million. Implementation will focus on centralized operations and marketing primarily to the leisure market to achieve market presence in the niche regional travel segment.
Aircraft Maintenance Repair & Overhaul Market Study
- The global aircraft fleet is expected to triple to 44,000 aircraft by 2035, with the European fleet nearly doubling, driven by continued air traffic growth. However, MRO market growth will be less than fleet growth due to declining maintenance requirements per aircraft.
- MRO activity has shifted from airlines to independent specialists seeking lower costs through economies of scale and locations with lower labor costs. Consolidation among MRO providers continues in Europe.
- There is potential opportunity to develop a competitive MRO facility focused on narrowbody aircraft at Glasgow Airport, leveraging proximity to European customers and reasonable costs compared to Europe. State aid may help attract investment. Raising financing remains a major challenge without MRO industry investment.
Airline
This document discusses the reorganization of Air France-KLM's sales processes in the Gulf region. It provides background information on Air France-KLM and the airline industry. It then states the problem that Air France-KLM faces intense competition from Gulf carriers who receive government support. The objectives of the research are to examine Air France-KLM's operations in the Gulf region and analyze their initiatives, opportunities, and challenges. The document outlines the scope and organization of the upcoming study.
Risk Management for Airlines – Financial Risks
1. The document discusses aspects of aircraft leasing and financing, with a focus on managing risks for airlines. It provides background on the state of the aviation industry and methods of financing aircraft, such as direct purchase or operating leases.
2. The document then discusses approaches to assessing and mitigating financial risks for airlines, including business, market, credit, liquidity, operational, and legal risks. It notes that effective risk management strategies from other industries could be applied to airlines.
3. The summary concludes that risk management in the airline industry is important as airlines work to reduce costs in their complex industry, and that managing risks is necessary but the financial markets do not always trust airlines' risk
Role & impact of lcc in aviation market
In this presentation you will be able to know the role and imapct of LCC (Low cost Carrier) in Aviation Market
Jetblue Valuation
Three sentences:
JetBlue is a low-cost airline headquartered in New York serving over 100 destinations. The document analyzes JetBlue's industry, business model, financial performance and risks to value the company. A financial model was created assuming revenue and cost growth rates to estimate JetBlue's stock value at $38.56, an upside of 75% from its current price.
American airlines (aa)name new england collegecourse an
- The document discusses American Airlines, including its history, services offered, major competitors in the oligopolistic US airline market, and financial ratios.
- It analyzes economic concepts like demand and supply, the law of diminishing returns, and network effects through airline hubs as they relate to American's business strategies and challenges.
- The COVID-19 pandemic has severely impacted air travel demand and American's finances, prompting cost-cutting measures and strategies discussed to help it recover strongly.
Similar to Getting airlines alliances off the ground (14)
NOTE This Industry overview is only a starting point for your an.docx
NOTE This Industry overview is only a starting point for your an.docx
A Study on Aviation Industry (InterGlobe Aviation Ltd & Spicejet Ltd)
A Study on Aviation Industry (InterGlobe Aviation Ltd & Spicejet Ltd)
Aircraft Maintenance Repair & Overhaul Market Study
Aircraft Maintenance Repair & Overhaul Market Study
American airlines (aa)name new england collegecourse an
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Getting airlines alliances off the ground
- 2. IB/JKBS/APR15 2 Presented By : Gunjan Singh Farooque Azam Kapil Jain
- 3. Case study about alliances in airline industry and issues therein. Built around the fact that selling abroad by exporting home-country production may not be advantageous because of cost differentials, changes/modifications that are necessitated, trade barriers and such like factors. IB/JKBS/APR15 3
- 4. Joint Venture IB/JKBS/APR15 4 Acquisition Merger
- 5. Airlines alliances involve combining of routes, sales, terminal services and frequent flier programmes. Most of the leading airlines of the world have such alliances. Many airlines own stakes in other airlines too. There have been mergers too even though original identities have been retained in certain cases. IB/JKBS/APR15 5
- 6. Intend covering this part in the following sequence:- General issues. PEST analysis to understand emerging trends in the industry. Alliances as strategy. Conclusion with questions. IB/JKBS/APR15 6
- 7. Alliances between airlines on international markets have become a dominant feature of the airline industry. Many customers today, particularly those travelling on business, demand a seamless service on international markets from “anywhere to anywhere”. IB/JKBS/APR15 7
- 8. However, no airline is able to efficiently provide such a service on its own aircraft, and few city pairs can generate sufficient traffic to justify a daily non-stop service. In order to meet customer demands at an efficient cost, airlines have had to seek commercial partners to help them provide the network and service coverage required. IB/JKBS/APR15 8
- 9. An airline alliance is an agreement between multiple independent partners to collaborate in various activities to streamline costs (e.g., by sharing sales offices, maintenance facilities, ground handling personnel, check-in and boarding staff etc) while expanding global reach and market penetration. IB/JKBS/APR15 9
- 10. Such alliances blur competitions. Why Necessitated? Regulations and Trade Barriers. Costs. Competition. Sluggish economies. High oil prices. IB/JKBS/APR15 10
- 11. Regulatory controls in place to have domestic control even in developed countries. Activities regulated:- Landing rights. Specific aircraft and airports. Frequency of flights. Fly beyond. Over flight. Fares. IB/JKBS/APR15 11
- 12. High cost of running. Competitiveness affected when travellers find the need to change two different (though allied) airlines during a journey. IB/JKBS/APR15 12
- 13. Political/legal •Continued liberalisation and open skies policies •Privatisation of state owned airlines. •Reduced government regulations. IB/JKBS/APR15 13
- 14. Economical •Recession, a substantial decrease in air travel across the world. •Increased competition from low fare airlines. •Increased oil prices. •Difficulty in determining demand and costs due to recession. IB/JKBS/APR15 14
- 15. Social People have more airline choices. Customers have become more sophisticated and demanding. Increased trend to travel and work abroad. Fear of air travel due to terrorism threats. IB/JKBS/APR15 15
- 16. Technological •Online ticketing. •SMS based services. •Net connectivity and ease of planning the travel with multiple options available. IB/JKBS/APR15 16
- 17. A significant political trend is the introduction of the open skies policies because of globalization and liberalization. This allows airlines to compete in a more open and fair way. Some of the main economical trends include the rise in oil prices and the initiation of global alliances. Globalization allows airlines to engage in capacity sharing and price controls, which ultimately leads to more fierce competitions. IB/JKBS/APR15 17