Go Air is a low-cost airline based in Mumbai, India. It operates domestic passenger flights to 11 cities using a fleet of Airbus A320 aircraft. The airline was founded in 2004 and is wholly owned by the Wadia Group. Go Air's main hub is Chhatrapati Shivaji International Airport in Mumbai and it does not offer complimentary meals, but sells food and drinks on flights.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
The document discusses the Indian aviation industry, including its rapid growth, key players, factors influencing costs, and regulatory environment. It notes that the industry has grown significantly since liberalization began in the 1990s, with passenger traffic growing at 16% annually, and various events like the entry of low-cost carriers in 2003 further fueling expansion. However, challenges remain like high taxes on jet fuel, inadequate infrastructure, and financial difficulties faced by many airlines.
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.
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.
Go Air is a low-cost airline based in Mumbai, India. It operates domestic passenger flights to 11 cities using a fleet of Airbus A320 aircraft. The airline was founded in 2004 and is wholly owned by the Wadia Group. Go Air's main hub is Chhatrapati Shivaji International Airport in Mumbai and it does not offer complimentary meals, but sells food and drinks on flights.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
The document discusses the Indian aviation industry, including its rapid growth, key players, factors influencing costs, and regulatory environment. It notes that the industry has grown significantly since liberalization began in the 1990s, with passenger traffic growing at 16% annually, and various events like the entry of low-cost carriers in 2003 further fueling expansion. However, challenges remain like high taxes on jet fuel, inadequate infrastructure, and financial difficulties faced by many airlines.
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.
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 document provides an overview and strategic analysis of IndiGo Airlines, India's largest passenger airline. Some key points:
- IndiGo has a 38.5% market share and operates flights to 46 domestic and international destinations with a fleet of 131 aircraft. It is a low-cost airline headquartered in Gurgaon.
- A PESTLE analysis identifies opportunities like growing middle class and GDP but also threats like rising fuel prices. Porter's five forces analysis finds high competitive rivalry and bargaining power of suppliers.
- IndiGo's core competencies include low fares, operating a single aircraft type, quick turnaround times, and its brand. Its strategy focuses on these competencies through
SpiceJet Airlines is a low-cost airline based in Delhi, India. It began operations in 2005 and has grown to become one of India's largest airlines. SpiceJet aims to make flying affordable for all Indians. The presentation provides an overview of SpiceJet's history, leadership team, fleet, destinations served, and awards received for being voted the best low-cost airline in South Asia. It has expanded rapidly since its founding and continues its mission of providing low fares across India.
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
This document provides information about Jet Airways, including:
1. Biographical information about Naresh Goyal, the founder and chairman of Jet Airways.
2. Details about JetPrivilege, Jet Airways' frequent flyer program.
3. An overview of Jet Airways' codeshare partnerships and other corporate partnerships.
Indigo airlines is India's largest airline by market share. It focuses on providing affordable air travel to lower middle class and middle class customers. Indigo has achieved success through strategies like operating a single type of aircraft to reduce costs, maintaining high on-time performance and passenger load factors, and offering no-frills service at low fares. It aims to continue expanding its network of destinations and increasing market share to solidify its position as the leading low-cost carrier in India.
The Indian aviation industry has experienced rapid growth and transformation over the past two decades, moving from a government-owned sector to one dominated by private airlines. While domestic passenger traffic has grown at over 18% annually, infrastructure constraints and high costs continue to challenge airline profitability in the competitive Indian market. Further reforms and investments are needed to develop infrastructure and support continued growth in the aviation industry.
The document summarizes the key differences between low cost carriers (LCCs) like Indigo Airlines and full service airlines (FSAs). It notes that LCCs operate point-to-point flights from secondary airports, use a single fleet type, offer single-class cabins with reduced seat pitch, restrict baggage and have minimal in-flight services. This allows LCCs to reduce costs related to airport charges, maintenance, training, turnaround times and distribution. The document then discusses how Indigo Airlines was able to become highly profitable despite the industry's losses by increasing fleet capacity and passenger traffic while others declined. Indigo maintains high customer ratings through consistent, quality service and strong operational and financial performance.
Jet Airways is an Indian airline headquartered in Mumbai. It operates domestic and international flights and has subsidiaries including Jet Konnect and Jet Lite. The document provides an overview of Jet Airways, including its history, subsidiaries, destinations served, mission, products and services offered. It also discusses Jet Airways' situation analysis covering internal environment, external environment, competitors, and the aviation market. The financial projections section outlines forecasts for metrics like revenue, profit, passenger load factor and cargo.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
IndiGo Airlines is India's largest domestic low-cost airline with a 38.9% market share. It was founded in 2006 and has grown its fleet to 109 aircraft. IndiGo maintains high operational reliability and award-winning customer service. The document outlines IndiGo's competitors including Jet Airways, Air India, SpiceJet, and Go Air. It analyzes IndiGo's strengths such as operational excellence, low costs, and an order of 250 fuel-efficient Airbus 320 Neo aircraft. The strategy proposed in the document is to use a "war room" approach with storyboards to visualize strategic options that help IndiGo achieve its mission of providing low fares and on-time performance.
IndiGo Airlines is India's largest airline by market share. It is a privately owned low-cost carrier based in Gurgaon, Haryana, India that started operations in 2006. IndiGo focuses on keeping costs low by only operating Airbus A320 aircraft and not providing meals or entertainment. This strategy has helped IndiGo become profitable when other Indian airlines struggle. It now operates over 300 daily flights to 33 domestic and international destinations.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
This project report provides an overview of Kingfisher Airlines. It includes sections on the history of the airline starting in 2005, its vision to consistently deliver a safe and enjoyable travel experience. Services offered by Kingfisher are described, including domestic Kingfisher First and Class seating and amenities. The report also includes analyses of Kingfisher's PESTEL, SWOT, STP, competitors and financial status. Recommendations are provided to address issues and help ensure future success.
The Indian civil aviation industry is the 9th largest in the world and is growing rapidly. It is expected to require over 1300 new aircraft worth $150 billion in the next 20 years. While passenger traffic has quadrupled over the last decade and is projected to reach 180 million by 2020, most airlines are struggling financially. Factors such as high fuel costs, taxes, and interest rates have led to losses for all major airlines except Indigo in 2010-11. Reforms around foreign investment, tax structure, and regional connectivity are needed to improve the sustainability and growth of the industry.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Civil Aviation industry in India is growing at an accelerating rate and the country is getting the benefits of its improved connectivity. India has become the world’s third largest domestic aviation market in term of the number of tickets sold. The Civil Aviation Industry has come in new era of expansion, driven by factor such as low cost carriers, modern airports, Foreign Direct Investment in domestic airlines, and growing emphasis on regional connectivity.
The Ministry of Civil Aviation is responsible for the administration of the aviation industry in India. It plays a significant role in formulation of national policies and programmes for development and regulation of aviation industry. The following are the principal regulatory authorities functioning under the authority of the Ministry of Civil Aviation:-
• Directorate General of Civil Aviation
• Airport Authority of India
• Airport Economic Regulatory Authority
IndiGo is an Indian low-cost airline founded in 2006 that aims to provide affordable fares, on-time performance, and hassle-free service. It is owned by InterGlobe Enterprises and Caelum Investments and has a fleet of 93 aircraft serving 38 domestic and 5 international destinations. IndiGo has the largest market share in India at 39% and has been profitable consistently since 2011-2012. It uses effective advertising strategies across various media to promote its brand.
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.
This document provides an overview of aviation in India including:
1. India's aviation industry has grown significantly with the entry of private carriers and low-cost airlines, increasing domestic air travel.
2. Major domestic airlines in India include Indigo, Go Air, SpiceJet, and Jet Airways. Low-cost carriers like Indigo have helped make air travel more affordable and accessible.
3. Aviation has helped develop India's economy by supporting tourism and making it easier for people to travel within the country.
This document provides an overview and strategic analysis of IndiGo Airlines, India's largest passenger airline. Some key points:
- IndiGo has a 38.5% market share and operates flights to 46 domestic and international destinations with a fleet of 131 aircraft. It is a low-cost airline headquartered in Gurgaon.
- A PESTLE analysis identifies opportunities like growing middle class and GDP but also threats like rising fuel prices. Porter's five forces analysis finds high competitive rivalry and bargaining power of suppliers.
- IndiGo's core competencies include low fares, operating a single aircraft type, quick turnaround times, and its brand. Its strategy focuses on these competencies through
SpiceJet Airlines is a low-cost airline based in Delhi, India. It began operations in 2005 and has grown to become one of India's largest airlines. SpiceJet aims to make flying affordable for all Indians. The presentation provides an overview of SpiceJet's history, leadership team, fleet, destinations served, and awards received for being voted the best low-cost airline in South Asia. It has expanded rapidly since its founding and continues its mission of providing low fares across India.
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
This document provides information about Jet Airways, including:
1. Biographical information about Naresh Goyal, the founder and chairman of Jet Airways.
2. Details about JetPrivilege, Jet Airways' frequent flyer program.
3. An overview of Jet Airways' codeshare partnerships and other corporate partnerships.
Indigo airlines is India's largest airline by market share. It focuses on providing affordable air travel to lower middle class and middle class customers. Indigo has achieved success through strategies like operating a single type of aircraft to reduce costs, maintaining high on-time performance and passenger load factors, and offering no-frills service at low fares. It aims to continue expanding its network of destinations and increasing market share to solidify its position as the leading low-cost carrier in India.
The Indian aviation industry has experienced rapid growth and transformation over the past two decades, moving from a government-owned sector to one dominated by private airlines. While domestic passenger traffic has grown at over 18% annually, infrastructure constraints and high costs continue to challenge airline profitability in the competitive Indian market. Further reforms and investments are needed to develop infrastructure and support continued growth in the aviation industry.
The document summarizes the key differences between low cost carriers (LCCs) like Indigo Airlines and full service airlines (FSAs). It notes that LCCs operate point-to-point flights from secondary airports, use a single fleet type, offer single-class cabins with reduced seat pitch, restrict baggage and have minimal in-flight services. This allows LCCs to reduce costs related to airport charges, maintenance, training, turnaround times and distribution. The document then discusses how Indigo Airlines was able to become highly profitable despite the industry's losses by increasing fleet capacity and passenger traffic while others declined. Indigo maintains high customer ratings through consistent, quality service and strong operational and financial performance.
Jet Airways is an Indian airline headquartered in Mumbai. It operates domestic and international flights and has subsidiaries including Jet Konnect and Jet Lite. The document provides an overview of Jet Airways, including its history, subsidiaries, destinations served, mission, products and services offered. It also discusses Jet Airways' situation analysis covering internal environment, external environment, competitors, and the aviation market. The financial projections section outlines forecasts for metrics like revenue, profit, passenger load factor and cargo.
A detailed report of the Aviation industry of INDIA with a comprehensive analysis of "Indigo Airline". How India is maturing itself in this industry and what new ways are being taken by government to revive the same.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
IndiGo Airlines is India's largest domestic low-cost airline with a 38.9% market share. It was founded in 2006 and has grown its fleet to 109 aircraft. IndiGo maintains high operational reliability and award-winning customer service. The document outlines IndiGo's competitors including Jet Airways, Air India, SpiceJet, and Go Air. It analyzes IndiGo's strengths such as operational excellence, low costs, and an order of 250 fuel-efficient Airbus 320 Neo aircraft. The strategy proposed in the document is to use a "war room" approach with storyboards to visualize strategic options that help IndiGo achieve its mission of providing low fares and on-time performance.
IndiGo Airlines is India's largest airline by market share. It is a privately owned low-cost carrier based in Gurgaon, Haryana, India that started operations in 2006. IndiGo focuses on keeping costs low by only operating Airbus A320 aircraft and not providing meals or entertainment. This strategy has helped IndiGo become profitable when other Indian airlines struggle. It now operates over 300 daily flights to 33 domestic and international destinations.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
This project report provides an overview of Kingfisher Airlines. It includes sections on the history of the airline starting in 2005, its vision to consistently deliver a safe and enjoyable travel experience. Services offered by Kingfisher are described, including domestic Kingfisher First and Class seating and amenities. The report also includes analyses of Kingfisher's PESTEL, SWOT, STP, competitors and financial status. Recommendations are provided to address issues and help ensure future success.
The Indian civil aviation industry is the 9th largest in the world and is growing rapidly. It is expected to require over 1300 new aircraft worth $150 billion in the next 20 years. While passenger traffic has quadrupled over the last decade and is projected to reach 180 million by 2020, most airlines are struggling financially. Factors such as high fuel costs, taxes, and interest rates have led to losses for all major airlines except Indigo in 2010-11. Reforms around foreign investment, tax structure, and regional connectivity are needed to improve the sustainability and growth of the industry.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Civil Aviation industry in India is growing at an accelerating rate and the country is getting the benefits of its improved connectivity. India has become the world’s third largest domestic aviation market in term of the number of tickets sold. The Civil Aviation Industry has come in new era of expansion, driven by factor such as low cost carriers, modern airports, Foreign Direct Investment in domestic airlines, and growing emphasis on regional connectivity.
The Ministry of Civil Aviation is responsible for the administration of the aviation industry in India. It plays a significant role in formulation of national policies and programmes for development and regulation of aviation industry. The following are the principal regulatory authorities functioning under the authority of the Ministry of Civil Aviation:-
• Directorate General of Civil Aviation
• Airport Authority of India
• Airport Economic Regulatory Authority
IndiGo is an Indian low-cost airline founded in 2006 that aims to provide affordable fares, on-time performance, and hassle-free service. It is owned by InterGlobe Enterprises and Caelum Investments and has a fleet of 93 aircraft serving 38 domestic and 5 international destinations. IndiGo has the largest market share in India at 39% and has been profitable consistently since 2011-2012. It uses effective advertising strategies across various media to promote its brand.
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.
This document provides an overview of aviation in India including:
1. India's aviation industry has grown significantly with the entry of private carriers and low-cost airlines, increasing domestic air travel.
2. Major domestic airlines in India include Indigo, Go Air, SpiceJet, and Jet Airways. Low-cost carriers like Indigo have helped make air travel more affordable and accessible.
3. Aviation has helped develop India's economy by supporting tourism and making it easier for people to travel within the country.
This is the case related to air india, here it is shown that how air india is competing with the other airlines without any good marketing strategy. In this case you will find that air India's customer service in aviation industry. figure and charts would show the financial part of air india.
Indigo Airlines is one of the fastest growing airlines in India that commenced operations in August 2006. Headquartered in Gurgaon, Indigo has a fleet of 399 flights connecting 33 destinations across India. Led by Chairman Rahul Bhatia and President Aditya Ghosh, Indigo aims to provide affordable fares, on-time performance, and hassle-free service to customers. It has experienced significant growth and plans to expand its network of destinations further in the coming years.
IndiGo is a private, low-cost airline based in India that was founded in 2006. It has grown rapidly to become the largest airline in India by market share. IndiGo focuses on operational efficiencies through strategies like only operating new Airbus A320 aircraft and offering low, consistent fares. This focus on a low-cost model has helped IndiGo become profitable for five consecutive years while other Indian airlines struggled. IndiGo's adherence to its low-cost strategies and emphasis on punctuality have been key to its success in the Indian airline industry.
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.
SpiceJet is India's most preferred low-cost airline that provides customers a good experience. It began service in 2005 and became India's second largest low-cost airline by 2008. While rising fuel costs and competition led to losses in 2008-09, SpiceJet has since profitably expanded its domestic and international operations. It builds its brand through attractive offers and good customer relationship management reflected in its slogan "Flying For Everyone."
IndiGo has become the largest and most profitable airline in India within a decade of operations through effective marketing strategies. This document analyzes IndiGo's strategies, including how it successfully launched in a struggling industry by focusing on low costs and punctuality. It dominated market share by positioning as the low-cost leader and marketing its low prices and on-time performance. IndiGo gained customers through value-for-money experiences on its fuel-efficient fleet and consistent profits. The analysis seeks to understand IndiGo's strategies and provide recommendations to sustain its leadership position amid changing industry conditions.
This document discusses various aspects of the aviation industry, including:
1. It defines low-cost carriers and lists some major low-cost airlines in India such as IndiGo, SpiceJet, and JetLite.
2. It describes key parts of an aircraft like the fuselage, wings, cockpit, and communication systems.
3. It explains how India's improving economy has positively impacted the aviation industry through increased air travel, competition, and availability of routes.
The document discusses various aspects of aviation and airline operations, including:
1. It defines low-cost carriers and their business model of offering low fares in exchange for reduced passenger services. Several Indian low-cost carriers are mentioned.
2. It summarizes the key parts of an aircraft including the fuselage, wings, tail, and control surfaces. It also describes basic communication systems on board.
3. It outlines safety equipment required on flights and procedures for aircraft evacuation on land and water. Cabin crew responsibilities include ensuring passenger safety and welfare.
This document provides an overview of the aviation industry in India, including the growth of low-cost carriers. It discusses the origin and present scenario of major low-cost airlines like Air Deccan, SpiceJet, IndiGo, and JetLite. It also covers India's open sky policy and the overall growth and importance of the aviation sector for the Indian economy.
IndiGo Airlines is a privately owned low-cost airline based in Gurgaon, India that was founded in 2006. It operates daily flights to 31 cities within India and 5 international destinations. IndiGo has a fleet of Airbus A320 aircraft and focuses on low fares without sacrificing customer service. It has experienced significant growth and profitability in recent years. IndiGo aims to be the most cost-efficient airline by having uniform aircraft and fare types while still providing a professional experience for its customers.
Another area where Indigo can evaluate diversification is working out value addition for its passengers by offering bundled app driven taxi services for airport pick up and drop. Rather than starting its own app based taxi service, it should tie up with existing players like Uber and Ola. Working on a revenue sharing model rather than owning a subsidiary will enable roll out of highly value driven service for its passengers without any expenditure and also increase its bottom line.
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES VARUN KESAVAN
India is the 9th largest aviation market in the world with a size of around US$ 16 billion and is poised to be the 3rd biggest by 2020. India aviation industry promises huge growth potential due to large and growing middle class population, rapid economic growth, higher disposable incomes, rising aspirations of the middle class and overall low penetration levels.
IndiGo has adopted several cost reduction strategies to become one of the most profitable airlines in India. It operates a single type of aircraft (Airbus A320) which allows for streamlined training, maintenance and parts inventory. IndiGo also offers no-frills economy flights without meals or entertainment to reduce costs. Additionally, IndiGo maintains a young average fleet age of 4 years through bulk purchases and short-term leasing to benefit from fuel efficiency and avoid lengthy maintenance checks required for older aircraft. These strategies have helped IndiGo achieve strong financial performance with large profits in recent years.
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its growth. It then profiles the key domestic players such as Air India, Jet Airways, Kingfisher Airlines, Indigo Airlines, and others. For each airline, it provides information on their founding year, headquarters, leadership, and brief history. It also discusses the competition in the industry and how deregulation has led to more players entering the market.
The document provides an overview of the strategic management decisions of airlines in the Indian aviation industry. It begins with introducing the industry and its key domestic players such as Air India, Jet Airways, Indigo Airlines, and SpiceJet. It then analyzes the marketing mix (4Ps) of product, price, place, and promotion strategies employed by airlines. Under product, it discusses the core airline service and supplementary services. It also covers the pricing, distribution, and promotional strategies of airlines. In conclusion, the document performs an analysis of the industry including a PEST analysis, SWOT analysis, and TOWS analysis.
This document discusses marketing and sales management. It defines marketing as managing exchange relationships and customer satisfaction. There are three types of marketing: marketplace, marketspace, and meta market. Sales management aims to achieve sales targets through developing sales forces and techniques. It is an important continuous function that generates revenue, jobs, and customer feedback.
Intellectual property right abhishek shrama@! 108ABHISHEK SHARMA
this PPT comprises an introduction, definition, and various types of intellectual property rights & advantages of intellectual property rights surely will help learner to understand the subject effectively.
Worker’s Participation in Management Decision making – with special reference...ABHISHEK SHARMA
In recent years research and discussions on workers' participation in decision-making have dominated much of management literature. In its broadest possible sense, workers' participation means wider involvement and participation by a company's employee in the decision making process of that organization. With the outbreak of the First World War, an acute industrial unrest was experienced in those countries where its impact was intense. In countries like England, West Germany, France and the USA.
This presentation provide a complete overview about the integrated marketing communication consist various avenue of marketing communication & also contain marketing and Branding.
It is about start- up campaign launched by PM Modi for encouraging the new creative entrepreneur. It consist introduction, and description about various aspect about this scheme.
Event marketing involves designing live events like concerts, fairs, or exhibitions to promote products, organizations, or causes. It provides an interactive experience for a targeted audience to influence them and meet marketing objectives. Some key types of events include trade shows, field marketing events, and user conferences. Event marketing is important for brand building, highlighting new features, rejuvenating brands, and creating brand identity. While it can be large and expensive with short term benefits, event marketing also helps communicate messages and obtain feedback when done effectively.
The document discusses out of the box thinking. It begins by defining out of the box thinking as thinking differently, unconventionally, or from a new perspective. It then lists 11 ways to think out of the box, including studying another industry, learning about another religion, taking a class, reading unfamiliar genres, writing a poem, drawing a picture, turning problems upside down, working backwards, asking a child for advice, embracing randomness, and taking a shower to spark new ideas.
This document contains student exam results including their roll numbers, names, scores on different subjects and components, total marks, percentage, and grade. It lists the results of 8 students initially, then provides additional details for 3 of those students. It also contains a bar graph comparing the total marks of the 8 students and a table with their roll numbers and total marks.
Management by Objectives (MBO) is a performance management approach where employees and organizations jointly set goals and objectives. It is based on the principle that goal alignment between employees and the organization will lead to more successful work performance. MBO involves managers and subordinates together defining common goals, individual responsibilities, expected results, and using these measures to guide work and assess contributions. Key aspects of MBO include cascading goals through the organization, setting specific objectives for each member, participative decision making, explicit time periods, and providing performance feedback.
This document discusses business process re-engineering and is presented by Sapna Devi, an MBA student with a specialization in Total Quality Management. The presentation provides an overview of business process re-engineering and concludes by thanking the audience and wishing them a nice day.
Human resources management (HRM) involves managing an organization's workforce and is becoming increasingly important. HRM deals with policies and systems related to recruiting, performance evaluation, compensation, and employee discipline. It also helps organizations comply with employment laws and maintain consistency in areas like compensation and promotions. As the workforce becomes more complex due to factors like new technologies and foreign competition, HRM plays a central role in strategic business decisions and matching employee skills to organizational goals. Maintaining engaged employees also gives organizations a competitive advantage in today's market.
TOTAL QUALITY MANAGEMENT ( Integration of juran, deming & crosby tqm prog...ABHISHEK SHARMA
The document discusses the integration of quality programs as presented by Deming, Juran, and Crosby. Some of the key points emphasized across all three approaches include: requiring top management support and commitment; providing continuous education and training; ensuring measurement is critical; giving workers the means to do a good job; viewing improvements not just in terms of the final product; attributing most quality problems to management policies or actions; applying the approaches in every organization; minimizing post-production inspection; requiring effective communication and teamwork at all levels; having no shortcuts to quality; involving suppliers in quality practices; pursuing quality as a continuous effort; and achieving quality through reducing variance.
This document provides an overview of various statistical concepts including measures of central tendency (mean, median, mode), measures of dispersion (range, quartile deviation, standard deviation), correlation, regression, and time series analysis. It defines formulas and methods for calculating common statistical measures such as the arithmetic mean, weighted mean, median, mode, range, quartile deviation, standard deviation, correlation coefficients, regression coefficients, and time series trend line. Examples are given for calculating these measures using both individual/discrete and continuous data series.
This document provides an overview of various statistical concepts including measures of central tendency (mean, median, mode), measures of dispersion (range, quartile deviation, standard deviation), correlation, regression, and time series analysis. It defines formulas and methods for calculating common statistical metrics like the arithmetic mean, weighted mean, median, mode, range, quartile deviation, standard deviation, correlation coefficients, regression coefficients, and time series forecasting using least squares. Examples of calculating these statistics are given for individual, discrete, and continuous data series.
This document provides an overview of various statistical concepts including measures of central tendency (mean, median, mode), measures of dispersion (range, quartile deviation, mean deviation, standard deviation), correlation, regression, and time series analysis. Key topics covered include calculating and applying arithmetic mean, weighted mean, combined mean, median, mode, range, quartile deviation, mean deviation, standard deviation, correlation coefficients, regression coefficients, and least squares regression for time series forecasting. Formulas and methods for computing each concept are presented.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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2. GO AIR
● Project work :- Study the Vision and Mission of GO AIR & describe the
strategies it has adopted to success.
Presented By:-
Group - B
MBA FINAL
3. GO AIR
● For the Hawaiian airline, see Go! (airline).
● GoAir is a low-cost international carrier based in Mumbai, India. It is owned by the Indian business
conglomerate Wadia Group. In October 2017 it was the fifth largest airline in India with an 8.4%
passenger market share. It commenced operations in November 2005 and operates a fleet of Airbus
A320 aircraft in all economy configuration. As of January 2019, the airline operates over 230 daily
flights across 28 destinations-24 domestic 4 international, from its hubs
at Mumbai, Delhi, Bangalore and Kolkata