This ppt has been made about the impact of covid-19 on top 3 sectors of india i.e., on aviation, hotels, construction. The context in this presentation have been taken from online sources and newspapers.
This document summarizes key information about Indian aviation and SpiceJet airline:
1) It provides an overview of the growth and development of the Indian aviation industry, including targets for increasing the number of operational airports and plans to connect more cities through the UDAN regional connectivity scheme.
2) It then focuses on SpiceJet, outlining its history starting in 1984, current fleet size and routes, strong financial performance in recent quarters, and goals to expand further internationally through new partnerships.
3) Key details about SpiceJet's operations, market share, and management are highlighted, demonstrating its position as one of the largest domestic airlines in India.
The document provides an overview of the airport sector in India. Some key points:
- Passenger traffic at Indian airports is expected to increase from 223.61 million in 2016 to 421 million by 2020, making India the third largest aviation market.
- The travel and tourism industry is forecast to grow at a CAGR of 6.75% from 2016-2026, contributing USD280.51 billion to GDP.
- Six major airlines operate in India, with Indigo having the largest market share of 38.6%. The six biggest airports by passenger traffic are Bengaluru, Mumbai, Chennai, Delhi, Kolkata, and Hyderabad.
- Freight traffic grew at a
India’s civil aviation industry is on a high-growth trajectory. India aims to become the third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in domestic airlines, advanced information technology (IT) interventions and growing emphasis on regional connectivity. India is the ninth-largest civil aviation market in the world, with a market size of around US$ 16 billion. India is expected to become the third largest aviation market by 2020#.
“The world is focused on Indian aviation – from manufacturers, tourism boards, airlines and global businesses to individual travellers, shippers and businessmen. If we can find common purpose among all stakeholders in Indian aviation, a bright future is at hand” said Mr. Tony Tyler, Director General and CEO, International Air Transport Association (IATA).
financial analysis of spicejet airlines from 2008-09 to 2012-13sachin150892
This document provides information about SpiceJet, an Indian low-cost airline. It discusses SpiceJet's revenues and expenses from 2008-2009 to 2012-2013. Over these years, SpiceJet's total revenues consistently increased by 24-44% each year. However, its total operating expenses increased at a higher rate than revenues in some years. The document also provides SpiceJet's registered office, bankers, and contact information.
The aviation sector in India has grown significantly since economic reforms began in 1991. Liberalization policies allowed private players to enter the industry, adopted an open skies policy, increased foreign investment, and privatized airport management. This has led to a rapid transformation with growth in both domestic air traffic and low cost carriers. However, high aviation fuel costs, airport congestion, and pilot shortages continue to challenge profitability. The government is taking measures like allowing foreign investment in airlines and developing secondary airports to support further growth in the industry.
This document provides information about Jet Airways, an Indian airline, including:
- Jet Airways was incorporated in 1992 and began flight operations in 1993, initially as an air taxi operator. It became a major domestic and international carrier over time.
- Jet Airways' vision is to be an innovative and admired brand renowned for service excellence. Its mission includes delighting customers with quality service and innovation.
- Ethical values at Jet Airways include punctuality, professionalism, self-discipline, avoiding procrastination, and balancing work and life. Maintaining good work ethics is important for a company's success.
- The document discusses Jet Airways' history, operations, and initiatives by the
The document discusses the proposal for a new Greenfield airport in Greater Noida, India. Under aviation policy, a new airport can be permitted over 150km from an existing one if there is insufficient capacity or a new traffic focal point. The proposal will be reviewed by a committee considering contractual obligations and approvals. There is a large gap between traffic projections by the Uttar Pradesh government and the operator of Delhi airport, with the need for a second airport in the region debated. An accurate traffic assessment will be key to deciding whether to build a new airport in Greater Noida.
Jet Airways was founded in 1992 and by 2010 became the largest airline in India, operating a fleet of 124 aircraft and employing 16,000 people. However, the airline faced financial difficulties beginning in 2018 due to rising costs, the rise of low-cost carriers, and failure to find new investors. After suspending international flights in April 2019, Jet Airways ceased all operations on April 17, 2019.
This document summarizes key information about Indian aviation and SpiceJet airline:
1) It provides an overview of the growth and development of the Indian aviation industry, including targets for increasing the number of operational airports and plans to connect more cities through the UDAN regional connectivity scheme.
2) It then focuses on SpiceJet, outlining its history starting in 1984, current fleet size and routes, strong financial performance in recent quarters, and goals to expand further internationally through new partnerships.
3) Key details about SpiceJet's operations, market share, and management are highlighted, demonstrating its position as one of the largest domestic airlines in India.
The document provides an overview of the airport sector in India. Some key points:
- Passenger traffic at Indian airports is expected to increase from 223.61 million in 2016 to 421 million by 2020, making India the third largest aviation market.
- The travel and tourism industry is forecast to grow at a CAGR of 6.75% from 2016-2026, contributing USD280.51 billion to GDP.
- Six major airlines operate in India, with Indigo having the largest market share of 38.6%. The six biggest airports by passenger traffic are Bengaluru, Mumbai, Chennai, Delhi, Kolkata, and Hyderabad.
- Freight traffic grew at a
India’s civil aviation industry is on a high-growth trajectory. India aims to become the third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in domestic airlines, advanced information technology (IT) interventions and growing emphasis on regional connectivity. India is the ninth-largest civil aviation market in the world, with a market size of around US$ 16 billion. India is expected to become the third largest aviation market by 2020#.
“The world is focused on Indian aviation – from manufacturers, tourism boards, airlines and global businesses to individual travellers, shippers and businessmen. If we can find common purpose among all stakeholders in Indian aviation, a bright future is at hand” said Mr. Tony Tyler, Director General and CEO, International Air Transport Association (IATA).
financial analysis of spicejet airlines from 2008-09 to 2012-13sachin150892
This document provides information about SpiceJet, an Indian low-cost airline. It discusses SpiceJet's revenues and expenses from 2008-2009 to 2012-2013. Over these years, SpiceJet's total revenues consistently increased by 24-44% each year. However, its total operating expenses increased at a higher rate than revenues in some years. The document also provides SpiceJet's registered office, bankers, and contact information.
The aviation sector in India has grown significantly since economic reforms began in 1991. Liberalization policies allowed private players to enter the industry, adopted an open skies policy, increased foreign investment, and privatized airport management. This has led to a rapid transformation with growth in both domestic air traffic and low cost carriers. However, high aviation fuel costs, airport congestion, and pilot shortages continue to challenge profitability. The government is taking measures like allowing foreign investment in airlines and developing secondary airports to support further growth in the industry.
This document provides information about Jet Airways, an Indian airline, including:
- Jet Airways was incorporated in 1992 and began flight operations in 1993, initially as an air taxi operator. It became a major domestic and international carrier over time.
- Jet Airways' vision is to be an innovative and admired brand renowned for service excellence. Its mission includes delighting customers with quality service and innovation.
- Ethical values at Jet Airways include punctuality, professionalism, self-discipline, avoiding procrastination, and balancing work and life. Maintaining good work ethics is important for a company's success.
- The document discusses Jet Airways' history, operations, and initiatives by the
The document discusses the proposal for a new Greenfield airport in Greater Noida, India. Under aviation policy, a new airport can be permitted over 150km from an existing one if there is insufficient capacity or a new traffic focal point. The proposal will be reviewed by a committee considering contractual obligations and approvals. There is a large gap between traffic projections by the Uttar Pradesh government and the operator of Delhi airport, with the need for a second airport in the region debated. An accurate traffic assessment will be key to deciding whether to build a new airport in Greater Noida.
Jet Airways was founded in 1992 and by 2010 became the largest airline in India, operating a fleet of 124 aircraft and employing 16,000 people. However, the airline faced financial difficulties beginning in 2018 due to rising costs, the rise of low-cost carriers, and failure to find new investors. After suspending international flights in April 2019, Jet Airways ceased all operations on April 17, 2019.
Jet Airways, once India's second largest airline, suspended all flight operations in April 2019 due to financial problems. It had been struggling for years due to factors such as costly acquisitions, failure to adapt to budget carriers, poor management, fluctuating oil prices, and inability to attract new investors. Jet's losses increased as it took on more debt and failed to address its deteriorating financial situation. After three consecutive quarterly losses, Jet was unable to pay staff salaries and lessors began repossessing aircraft, leaving the airline no choice but to suspend operations.
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
Indian Airlines (Air India) was India's national carrier from 1953-2007. It faced continual losses, frequent human resource problems, and mismanagement over the years. Its eight unions were notorious for defiant strikes and demanding higher pay, which increased costs and losses. Attempts to appease unions through pay hikes and incentive schemes backfired and further increased costs. Poor management and inability to control unions and costs led to declining market share and eventual disinvestment and privatization of the airline.
Air India Downfall-A case study of a drowning ship.
Diksha Singh , LL.M (Investment and Securities Law)
National Institute of Securities Market, Maharashtra
email- dikshasingh1860@gmail.com
- India's aviation market is set to become the 3rd largest by 2020 and is expected to be the largest by 2030. Passenger traffic at Indian airports is expected to increase to 421 million by 2020 from 264.99 million in 2016-17.
- Travel and tourism industry is forecast to grow at a CAGR of 6.66% to $423.7 billion by 2026 from $100 billion in 2017. Business and leisure travel are expected to drive growth.
- Freight traffic in India grew at a CAGR of 6.8% during 2006-2016 and is poised for further growth. Total freight traffic is expected to touch 4.14 million tonnes by 2023 exhibiting a C
Aerospace and Defence Sector Diversification | ACMAIndia ACMA
Over the years the years, Indian auto component players have strongly integrated themselves into the global automotive supply chain primarily through their established manufacturing processes and world-class quality. They have been the torchbearers of Indian auto industry’s success story and a case study for our frugal manufacturing skills. The auto component sector has been the face of “Make in India” drive for more than a decade.
Indian defence and aerospace sector is fast emerging as the sunrise sector and will take the centre stage in government’s “Make in India” drive. The government’s push for indigenization in defence and growing interest from global commercial aerospace players to source from Indian suppliers, have opened up multiple supply chain opportunities for Indian private players.
We strongly feel, ACMA members are best positioned to grab these opportunities in the sector due to their proven manufacturing capabilities. The Indian auto component players have all the right ingredients in place to repeat the success story of automotive in aerospace & defence sector. This is the right time for the ACMA member companies to devise a clear strategy and come out with an action plan for the sector.
In this context, KPMG had been appointed by ACMA to assist them in their endeavour towards diversification into aerospace & defence. Our efforts have received overwhelming support from the global aerospace & defence companies and have been
successful in positioning ACMA as the right partner for the global OEMs and Tier1s who are looking at sourcing from India.
We are glad to jointly release the Aerospace & Defence sector diversification report with KPMG. The report captures the sector’s landscape, opportunities, challenges and outlines the road map for the ACMA members who are aspiring to be a part of the sector. We hope you will find this document useful and informative in planning your next steps.
This document discusses the financial crisis facing Air India airlines. It describes how Air India began incurring major losses starting in 2006-2007, with losses rocketing to Rs. 7200 crore between 2007 and 2009 during a merger with Indian Airlines. The losses were largely self-inflicted due to poor leasing policies, unused aircraft, withdrawing from profitable routes, and lack of pilot training. Restructuring efforts began in 2009, including a merger reversal and government bailouts, but major changes are still needed to management and accountability in order to turn Air India around.
The document discusses India's aviation ground handling crisis. It describes the current system where private airlines handle ground services themselves or through contractors to keep costs low. A new government policy will limit ground handling to only 3 companies, including airport operators. Airlines oppose this as the proposed rates from these companies would double their current costs. The aviation ministry will have to decide between the airlines, who want to keep costs low, and airport operators, who need to boost revenues. This dispute could be the next major crisis in India's aviation industry.
Corporate governance reference to case of Air India and Indian AirlinesAvinash Sinha
This document provides an overview of corporate governance at Air India. It begins with definitions of corporate governance and discusses the various legal frameworks that govern corporate governance in India, including the Companies Act of 1956. It then provides a brief introduction to Indian Airlines, which merged with Air India in 2011. The document outlines Air India's organizational structure and subsidiaries. It also discusses some key policies under the aviation minister Praful Patel in 2005 that negatively impacted Air India's finances, such as an order of 68 new planes and transferring international routes to private airlines. The document concludes with a discussion of Air India's financial aspects and future policies to improve its financial situation.
Sectoral analysis of aviation industry of indiaRavi Dhiman
- The Indian aviation sector is growing rapidly and is projected to become the third largest by 2020. Total passenger traffic in 2016 was 224 million.
- The government aims to increase the number of operational airports to 250 by 2020 and make air travel more affordable through regional connectivity schemes.
- Private sector investment of $10 billion is expected between 2016-2020 to fund increased fleet sizes and new airports through public-private partnerships.
The document discusses key enablers to develop India's air transport sector. It outlines factors that can facilitate business, trade and tourism through air transport. These include increasing air travel affordability, adopting no-frills airports, regulatory reforms, and tax incentives. Developing India's cargo industry potential through automation, making it a trans-shipment hub, and reducing dwell times are also outlined. The document also discusses how India can become a leader in aircraft maintenance through supportive policies, joint ventures, and abolishing import duties on spare parts.
This presentation details the overview of the aerospace & defense sector. It highlights the current scenario of the sector in India as well Gujarat and also features details about government policies and Make in India initiative to develop industries & promote investment in the sector.
AIR INDIA LIMITED AND INDIAN AIRLINE LIMITED MERGERSajjad Sayed
A Case Presentation on Failure of AIR INDIA LIMITED AND INDIAN AIRLINE LIMITED MERGER.
Variety of reasons have been discussed along with recommendations and evidences.
This document discusses the financial difficulties faced by Jet Airways, one of the major airlines in India. It provides an overview of the industry trends, Jet Airways' financial performance over the years, and the key factors that affected the company like high fuel costs, increased competition from Indigo, and Etihad's withdrawal of financial support. It also summarizes the proposed restructuring plan where SBI and other PSU banks will acquire a majority stake in Jet Airways along with investment from NIIF to rescue the company from bankruptcy.
ZF Hero Chassis Systems, a joint venture between Hero Motors and ZF, is in talks with Suzuki and Honda to supply auto parts in India. The company currently supplies axle assembly to General Motors India and will invest Rs 100 crore to set up a new plant. Several Indian companies like ITC Hotels, Oberoi Group, Sahara Group and GMR are assisting with logistics and hospitality at the Commonwealth Games village and venues. Mahindra Satyam will delist from the NYSE after missing the deadline for financial statements under US accounting standards, causing its ADRs to fall 26%.
This word file contains the detailed analysis of Pakistan's Airline Industry with perspective to Marketing Concepts such as SWOT Analysis, BCG Matrix, Porter's Generic Strategies and Pest Analysis. The report also contains the Marketing plan for Serene Air International.
Indian Airlines was established in 1953 as India's national carrier and was initially comprised of two entities - Air India which focused on international routes and Indian Airlines which focused on domestic routes. It grew to become one of the largest airlines in Asia. However, it faced major challenges like high fuel costs, labor issues, and losses. In 2007, the government merged Air India and Indian Airlines but the merged entity continued to struggle. The government has provided equity funding and reforms are needed around infrastructure development, planning and control systems, and addressing economic issues like fuel costs and fares.
The document discusses conducting research on Jet Airways airline to analyze its service quality, customer satisfaction, and customer loyalty. It outlines a plan to:
1) Analyze Jet Airways' service quality, customer satisfaction, and how they influence loyalty.
2) Map competitors on various service dimensions and test the influence of quality and satisfaction on loyalty.
3) Use a descriptive and explanatory survey with convenience sampling and SEM analysis.
The results would show service quality, satisfaction, and loyalty rankings for Jet Airways compared to competitors to identify best practices and areas for improvement.
Aircraft Maintenance Repair & Overhaul Market StudyLynn Aziz
- 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.
SpiceJet Airlines is an Indian low-cost carrier that has struggled financially in recent years, accumulating losses of over $500 million against shareholder funds of $300 million. It faces several strategic issues that threaten its ability to continue as a going concern, including high costs from its mixed fleet of aircraft types, lack of capital, and inefficient operations. Its key strategic challenge is achieving sustainable growth through addressing these underlying financial and operational weaknesses in order to become a strong competitor in the growing Indian market.
The document summarizes the 2022 financial performance of the global aviation value chain. It finds that while all subsectors improved over 2021, the overall value chain still recorded significant losses of $69 billion. Airlines remained the biggest drag, with losses of $45 billion. Airports and air navigation service providers also saw large losses due to high fixed costs and low traffic volumes. In contrast, freight forwarders and jet fuel producers were the only profitable segments, helped by increased cargo rates and higher fuel prices. Most subsectors have yet to fully recover to pre-pandemic profitability levels.
Jet Airways, once India's second largest airline, suspended all flight operations in April 2019 due to financial problems. It had been struggling for years due to factors such as costly acquisitions, failure to adapt to budget carriers, poor management, fluctuating oil prices, and inability to attract new investors. Jet's losses increased as it took on more debt and failed to address its deteriorating financial situation. After three consecutive quarterly losses, Jet was unable to pay staff salaries and lessors began repossessing aircraft, leaving the airline no choice but to suspend operations.
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
Indian Airlines (Air India) was India's national carrier from 1953-2007. It faced continual losses, frequent human resource problems, and mismanagement over the years. Its eight unions were notorious for defiant strikes and demanding higher pay, which increased costs and losses. Attempts to appease unions through pay hikes and incentive schemes backfired and further increased costs. Poor management and inability to control unions and costs led to declining market share and eventual disinvestment and privatization of the airline.
Air India Downfall-A case study of a drowning ship.
Diksha Singh , LL.M (Investment and Securities Law)
National Institute of Securities Market, Maharashtra
email- dikshasingh1860@gmail.com
- India's aviation market is set to become the 3rd largest by 2020 and is expected to be the largest by 2030. Passenger traffic at Indian airports is expected to increase to 421 million by 2020 from 264.99 million in 2016-17.
- Travel and tourism industry is forecast to grow at a CAGR of 6.66% to $423.7 billion by 2026 from $100 billion in 2017. Business and leisure travel are expected to drive growth.
- Freight traffic in India grew at a CAGR of 6.8% during 2006-2016 and is poised for further growth. Total freight traffic is expected to touch 4.14 million tonnes by 2023 exhibiting a C
Aerospace and Defence Sector Diversification | ACMAIndia ACMA
Over the years the years, Indian auto component players have strongly integrated themselves into the global automotive supply chain primarily through their established manufacturing processes and world-class quality. They have been the torchbearers of Indian auto industry’s success story and a case study for our frugal manufacturing skills. The auto component sector has been the face of “Make in India” drive for more than a decade.
Indian defence and aerospace sector is fast emerging as the sunrise sector and will take the centre stage in government’s “Make in India” drive. The government’s push for indigenization in defence and growing interest from global commercial aerospace players to source from Indian suppliers, have opened up multiple supply chain opportunities for Indian private players.
We strongly feel, ACMA members are best positioned to grab these opportunities in the sector due to their proven manufacturing capabilities. The Indian auto component players have all the right ingredients in place to repeat the success story of automotive in aerospace & defence sector. This is the right time for the ACMA member companies to devise a clear strategy and come out with an action plan for the sector.
In this context, KPMG had been appointed by ACMA to assist them in their endeavour towards diversification into aerospace & defence. Our efforts have received overwhelming support from the global aerospace & defence companies and have been
successful in positioning ACMA as the right partner for the global OEMs and Tier1s who are looking at sourcing from India.
We are glad to jointly release the Aerospace & Defence sector diversification report with KPMG. The report captures the sector’s landscape, opportunities, challenges and outlines the road map for the ACMA members who are aspiring to be a part of the sector. We hope you will find this document useful and informative in planning your next steps.
This document discusses the financial crisis facing Air India airlines. It describes how Air India began incurring major losses starting in 2006-2007, with losses rocketing to Rs. 7200 crore between 2007 and 2009 during a merger with Indian Airlines. The losses were largely self-inflicted due to poor leasing policies, unused aircraft, withdrawing from profitable routes, and lack of pilot training. Restructuring efforts began in 2009, including a merger reversal and government bailouts, but major changes are still needed to management and accountability in order to turn Air India around.
The document discusses India's aviation ground handling crisis. It describes the current system where private airlines handle ground services themselves or through contractors to keep costs low. A new government policy will limit ground handling to only 3 companies, including airport operators. Airlines oppose this as the proposed rates from these companies would double their current costs. The aviation ministry will have to decide between the airlines, who want to keep costs low, and airport operators, who need to boost revenues. This dispute could be the next major crisis in India's aviation industry.
Corporate governance reference to case of Air India and Indian AirlinesAvinash Sinha
This document provides an overview of corporate governance at Air India. It begins with definitions of corporate governance and discusses the various legal frameworks that govern corporate governance in India, including the Companies Act of 1956. It then provides a brief introduction to Indian Airlines, which merged with Air India in 2011. The document outlines Air India's organizational structure and subsidiaries. It also discusses some key policies under the aviation minister Praful Patel in 2005 that negatively impacted Air India's finances, such as an order of 68 new planes and transferring international routes to private airlines. The document concludes with a discussion of Air India's financial aspects and future policies to improve its financial situation.
Sectoral analysis of aviation industry of indiaRavi Dhiman
- The Indian aviation sector is growing rapidly and is projected to become the third largest by 2020. Total passenger traffic in 2016 was 224 million.
- The government aims to increase the number of operational airports to 250 by 2020 and make air travel more affordable through regional connectivity schemes.
- Private sector investment of $10 billion is expected between 2016-2020 to fund increased fleet sizes and new airports through public-private partnerships.
The document discusses key enablers to develop India's air transport sector. It outlines factors that can facilitate business, trade and tourism through air transport. These include increasing air travel affordability, adopting no-frills airports, regulatory reforms, and tax incentives. Developing India's cargo industry potential through automation, making it a trans-shipment hub, and reducing dwell times are also outlined. The document also discusses how India can become a leader in aircraft maintenance through supportive policies, joint ventures, and abolishing import duties on spare parts.
This presentation details the overview of the aerospace & defense sector. It highlights the current scenario of the sector in India as well Gujarat and also features details about government policies and Make in India initiative to develop industries & promote investment in the sector.
AIR INDIA LIMITED AND INDIAN AIRLINE LIMITED MERGERSajjad Sayed
A Case Presentation on Failure of AIR INDIA LIMITED AND INDIAN AIRLINE LIMITED MERGER.
Variety of reasons have been discussed along with recommendations and evidences.
This document discusses the financial difficulties faced by Jet Airways, one of the major airlines in India. It provides an overview of the industry trends, Jet Airways' financial performance over the years, and the key factors that affected the company like high fuel costs, increased competition from Indigo, and Etihad's withdrawal of financial support. It also summarizes the proposed restructuring plan where SBI and other PSU banks will acquire a majority stake in Jet Airways along with investment from NIIF to rescue the company from bankruptcy.
ZF Hero Chassis Systems, a joint venture between Hero Motors and ZF, is in talks with Suzuki and Honda to supply auto parts in India. The company currently supplies axle assembly to General Motors India and will invest Rs 100 crore to set up a new plant. Several Indian companies like ITC Hotels, Oberoi Group, Sahara Group and GMR are assisting with logistics and hospitality at the Commonwealth Games village and venues. Mahindra Satyam will delist from the NYSE after missing the deadline for financial statements under US accounting standards, causing its ADRs to fall 26%.
This word file contains the detailed analysis of Pakistan's Airline Industry with perspective to Marketing Concepts such as SWOT Analysis, BCG Matrix, Porter's Generic Strategies and Pest Analysis. The report also contains the Marketing plan for Serene Air International.
Indian Airlines was established in 1953 as India's national carrier and was initially comprised of two entities - Air India which focused on international routes and Indian Airlines which focused on domestic routes. It grew to become one of the largest airlines in Asia. However, it faced major challenges like high fuel costs, labor issues, and losses. In 2007, the government merged Air India and Indian Airlines but the merged entity continued to struggle. The government has provided equity funding and reforms are needed around infrastructure development, planning and control systems, and addressing economic issues like fuel costs and fares.
The document discusses conducting research on Jet Airways airline to analyze its service quality, customer satisfaction, and customer loyalty. It outlines a plan to:
1) Analyze Jet Airways' service quality, customer satisfaction, and how they influence loyalty.
2) Map competitors on various service dimensions and test the influence of quality and satisfaction on loyalty.
3) Use a descriptive and explanatory survey with convenience sampling and SEM analysis.
The results would show service quality, satisfaction, and loyalty rankings for Jet Airways compared to competitors to identify best practices and areas for improvement.
Aircraft Maintenance Repair & Overhaul Market StudyLynn Aziz
- 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.
SpiceJet Airlines is an Indian low-cost carrier that has struggled financially in recent years, accumulating losses of over $500 million against shareholder funds of $300 million. It faces several strategic issues that threaten its ability to continue as a going concern, including high costs from its mixed fleet of aircraft types, lack of capital, and inefficient operations. Its key strategic challenge is achieving sustainable growth through addressing these underlying financial and operational weaknesses in order to become a strong competitor in the growing Indian market.
The document summarizes the 2022 financial performance of the global aviation value chain. It finds that while all subsectors improved over 2021, the overall value chain still recorded significant losses of $69 billion. Airlines remained the biggest drag, with losses of $45 billion. Airports and air navigation service providers also saw large losses due to high fixed costs and low traffic volumes. In contrast, freight forwarders and jet fuel producers were the only profitable segments, helped by increased cargo rates and higher fuel prices. Most subsectors have yet to fully recover to pre-pandemic profitability levels.
Low-cost airline IndiGo's parent InterGlobe Aviation has fixed the price band for its initial share sale at Rs 700-765, through which it could raise up to Rs 3,268 crore.
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.
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.
Air India Presentation Indian Institute of Delhi Department of Managemnet Stu...GURUDEVENGINEERS
The document provides an overview of Air India, including its history, financial difficulties, restructuring efforts, and bidding process for privatization. Some key points:
- Air India was founded in 1932 and nationalized in 1953. It has faced significant financial crises in recent decades due to increasing competition and debt.
- Restructuring measures have focused on reducing costs, retiring old aircraft, adding new routes and fleets, and improving customer service. However, continued losses led to privatization efforts.
- In 2021, after an auction process, Tata Group's bid of INR 180 billion was selected over a consortium led by Ajay Singh. The deal aims to address Air India's debt challenges and modernize its
Singapore Airlines is the flag carrier airline of Singapore. It has faced significant financial difficulties during the COVID-19 pandemic due to a 98% reduction in passenger traffic with international travel restrictions. While it reported a record net loss of $4.27 billion in 2021, it was able to raise capital through various means to maintain a strong financial position compared to other airlines in the region. To survive, the company will need to better promote travel to more destinations globally to expand its customer base beyond popular short-haul routes. This includes promoting less traveled destinations to attract adventurous travelers and reduce overtourism.
- The document discusses the current state and future vision for the Indian aviation industry. It outlines key issues like inadequate infrastructure, the need for long-term planning and funding. It also discusses the growth of the industry in recent years with more private players and low cost carriers, leading to increased traffic. However, high costs, taxes and regulatory challenges remain issues affecting the industry's profitability and consolidation is expected to continue. Foreign investors are seen as important to providing needed funding but regulations limiting their stake need to be relaxed.
The document analyzes the impact of COVID-19 on various sectors of the Indian stock market. It discusses how industries like aviation, textiles, and hotels were severely impacted and saw stock prices decline by over 50% in some cases. However, pharmaceutical companies saw their stock prices rise by 20-30% as their products were in higher demand. Specific companies like IndiGo, Raymond, and Glenmark are analyzed in detail to show how their quarterly earnings and stock prices changed during the pandemic.
This document analyzes the reasons for the failure of Kingfisher Airlines in 2012. It finds that high costs, especially fuel costs, interest expenses, and operating losses were the main factors. Kingfisher had a much higher debt-to-equity ratio than competitors like Jet Airways and SpiceJet. It also had negative working capital and was unable to turn a profit even during periods of high demand. Revenue and passenger numbers declined significantly. The management failed to control costs and navigate the company during difficult market conditions, leading to its eventual downfall.
This document analyzes the reasons for the failure of Kingfisher Airlines in 2012. It finds that high costs, especially fuel costs, interest expenses, and operating losses were the main factors. Kingfisher had a much higher debt-to-equity ratio than competitors like Jet Airways and SpiceJet. It also had weak revenue growth, falling passenger numbers, and losses even during periods that were profitable for competitors. The key reasons identified for the aviation industry's struggles are high fuel prices, economic recession, and a price war caused by excessive fleet expansion on major routes.
The Indian aviation industry is one of the fastest growing in the world. It has undergone rapid transformation from being primarily government-owned to now being dominated by privately owned airlines. The domestic aviation market is growing at around 25-30% annually. There are currently over 450 airports and airstrips in India. The government has introduced policies to boost aviation infrastructure development and attract private investment. The aviation sector is expected to continue booming, with passenger traffic projected to grow over 15% in the next 5 years, representing huge investment opportunities.
Strategic growth analysis indi go airlinesJatinder Singh
Indigo Airlines is the largest domestic low-cost airline in India with a 38.9% market share. The document analyzes Indigo's growth strategy, noting it has primarily followed an organic "growth by scaling" approach by steadily increasing operations and profitability since 2011 while maintaining margins. The analysis also considers scenarios involving changes in aviation fuel prices and competition. It concludes Indigo is well positioned for continued growth given positive demand forecasts and its fuel efficient upcoming aircraft orders that competitors may find difficult to match.
India's aviation industry is growing rapidly. Passenger traffic in India grew at a CAGR of 12.72% from FY06-FY18 to reach 308.75 million passengers in FY18. Domestic passenger traffic grew at a CAGR of 13.91% over the same period. By 2020, passenger traffic is expected to reach 421 million. India is set to become the third largest aviation market globally by 2024 in terms of passengers. Factors such as rising incomes, expanding middle class and low cost carriers are driving growth in the Indian aviation sector.
- The chairman's letter discusses the challenges facing the global and Indian aviation industries in the past year due to economic slowdown.
- Jet Airways consolidated its low fare services under the JetKonnect brand and redeployed aircraft to more profitable routes to achieve a 29.3% domestic market share.
- International revenues accounted for 58% of the company's total revenues, with expanded connectivity in key markets like the Middle East.
- However, the company reported losses for the year due to factors like high aviation fuel costs, taxes, and currency depreciation impacting operating costs. The chairman calls for cooperation between industry and government to address high input costs and taxes affecting the sector.
- The chairman's letter discusses the challenges facing the global and Indian aviation industries in the past year due to economic slowdown.
- Jet Airways consolidated its low fare services under the JetKonnect brand and redeployed aircraft to more profitable routes to achieve a 29.3% domestic market share.
- International revenues accounted for 58% of the company's total revenues, with expanded connectivity in key markets like the Middle East.
- However, the company reported losses for the year due to factors like high aviation fuel costs, taxes, and currency depreciation impacting operating costs. The chairman calls for cooperation between industry and government to address high input costs and taxes affecting the sector.
This document discusses the Indian aviation industry. It notes that the industry accounts for 0.5% of India's GDP and supports 1.7 million jobs. Key points mentioned include that passenger traffic has grown to 159 million and the fleet size is projected to double to 1000 aircraft by 2020. It also summarizes the market structure, major players like IndiGo, Jet Airways, and SpiceJet, and developments in the industry.
The document discusses the Indian civil aviation industry and recent foreign direct investment reforms. It provides an overview of the industry, outlines recent reforms, discusses foreign investments since the liberalization of FDI rules, and presents the outlook for the industry. Key points include India liberalizing FDI rules to allow 49% foreign airline equity, Etihad acquiring a 24% stake in Jet Airways, and Air Asia and Singapore Airlines announcing joint venture plans with Indian partners. The reforms have opened new opportunities for domestic airlines to raise capital and strategic partnerships.
Similar to Impact of covid-19 on aviation, hotels, construction in india (20)
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Community pharmacy- Social and preventive pharmacy UNIT 5
Impact of covid-19 on aviation, hotels, construction in india
1. Impactof Covidon selectedsectors of Indianstockmarket
Made by: Purusharth Kumar
Enroll no: A70006418054
Sem:5th
Course: BBA- General
Subject: Financial Derivative
Faculty In-charge: Mr. Abhijeet V Deshmukh
Sectors: Aviation ( Spice jet, Indigo)
Hotels ( Lemon Tree, Apollo Sindoori)
Construction ( L&T, Reliance Infra)
2. Spice Jet
Executive Summary : SpiceJet Limited provides air transportation services
in India. The company offers passengers and cargo air transportation services
under the SpiceJet brand. As of July 31, 2019, it operated 111 fleets covering 62
destinations, which include 53 domestic and 9 international destinations.
SpiceJet Limited was incorporated in 1984 and is headquartered in Gurugram,
India.
MARKET CAP - ₹31.2b
REWARDS:
Trading at 71.5% below our estimate of its fair value
Earnings are forecast to grow 85.64% per year
4. Share Price & News
SpiceJet revealed their Q1FY20 profit this Friday. A benefit was normal however the
quantum of the benefit astonished a few experts. The aircraft revealed a net benefit of
INR 261.7 crore and all out pay of INR 3,145.3 crore for the quarter finishing June 2019
as against lost INR 38.1 crore and INR 2,253.3 crore for the comparing quarter a year
ago. Spicejet had announced a Net loss of INR 316.1 crore in FY19 because of an INR
427.5 crore shortfall in the initial two quarters.
As per information gave by the Directorate General of Civil Aviation (DGCA), the LCC
is currently the second biggest aircraft in India, by piece of the overall industry. Its
piece of the overall industry developed from 13.6 percent to 14.5 percent between
quarter finishing March, 2019 and quarter finishing June, 2019. In the initial a half year
of 2019, the carrier has a piece of the pie of 14 percent, coming next to IndiGo.
5. Q1 results 2020
Key Numbers:
Incomes: INR 3,002.1 crores
Costs: INR 2883.6 crores
Limit: up by 31% contrasted with a similar period a year ago
EBITDAR: 812 crores
EBITDAR edge: 26%
RASK: 4.63
Container: 4.24
Burden factor: 93.8%
The numbers feature solid execution – both budgetary and operational.
Burden factors in the high nineties proceed and the RASK was particularly
solid. RASK was affected by a solid evaluating climate and furthermore
worldwide portions that have a lot more significant returns. All things
considered, the expenses developed by 29% contrasted with a similar period a
year ago contrasted with a limit development of 31%. The cost development
should be contained as a straight development of limit and expenses isn't
manageable. EBITDAR edges were sound demonstrating solid operational
execution.
6. Q2 results 2020
SpiceJet, the nation's second biggest aircraft, announced extending of total deficit to
Rs 462.6 crore for the subsequent quarter finished September 30, 2019, because of
greater expenses concerning establishing of Boeing 737 MAX planes and changes in
bookkeeping standards. The ease transporter had posted its most elevated actually
net benefit at Rs 261.7 crore in the June quarter of this financial.
"The Gurgaon-settled carrier had detailed overal deficit of Rs 389.4 crore in the
September quarter of FY19 (Q2FY19)," SpiceJet said in a documenting to the
Bombay Stock Exchange.
Income from tasks, in any case, flooded 51.76 percent to Rs 2,845.3 crore in
Q2FY20 from Rs 1,874.8 crore in Q2FY19, as it added more objections and
extended its armada of traveler and tanker airplane.
The organization said in the trade recording that the misfortune during the
September quarter was mostly because of swelled expenses regarding MAX
establishing and an occasionally powerless quarter. The figure incorporates a "loss
of Rs 180.3 crore by virtue of bookkeeping standard Ind AS 116", which come into
power from April 1, 2019.
7. Q3 results 2020
Spending transporter SpiceJet posted a net benefit of ₹73.2 crore for the three months
finished December.
"Independent benefit from Air Transport Services (carrier) was ₹115 crore. Further, this
benefit is after a non-money forex charge because of Ind AS 116 of ₹75.9 crore
without which the benefit would have been ₹190.9 crore," the aircraft said in a
delivery.
In the 2018 December quarter, the transporter recorded a benefit of ₹55.1 crore.
Operational income in the most recent December quarter climbed 47% to ₹3,647.1
crore. In the year-back period, the equivalent remained at ₹2,486.8 crore.
SpiceJet executive and overseeing chief Ajay Singh said the carrier has done strikingly
well in the most recent quarter, notwithstanding a significant benefit hit from the
establishing of MAX airplane.
A year ago, Boeing 737 MAX planes were grounded worldwide in the wake of two
lethal accidents including the airplane.
SpiceJet is the main homegrown transporter having MAX airplane in its armada. The
spending aircraft grounded 13 such planes in March a year ago.
Singh said the aircraft hopes to develop productively, while keeping up a tight
command over expenses.
8. Q4 results 2020
SpiceJet announced a total deficit of Rs 807.1 crore in the final quarter of FY20,
notwithstanding indicating Rs 134.50 crore as remuneration against grounded
Boeing 737 MAX as different income, as against a benefit of Rs 56.3 crore in a
similar quarter of the earlier year as business was antagonistically affected because
of the COVID-19 pandemic and the cross country lockdown that brought about
suspension of flight activities.
The carrier said that misfortunes incorporate a non-money loss of Rs 473.4 crore due to
forex misfortune on rehashing of rent risk because of Ind-AS 116.
For the full 2020 monetary, the carrier has detailed a total deficit of Rs 934.8 crore that
incorporates a non-money loss of Rs 697.0 crore due to forex misfortune on
repetition of rent obligation because of Ind-AS 116.
The aircraft said that working incomes were at Rs 2,863.9 crore for the announced
quarter and Rs 12,358.6 crore for the monetary 2020.
FY2020 represented numerous exceptional difficulties, for example, the COVID-19
pandemic and the overall establishing of the Boeing 737 MAX which prompted the
overnight establishing of SpiceJet's MAX armada.
9. Contd……..
On the grounded Boeing 737 MAX airplane, the Company keeps on acquiring different
expenses as for these airplane and during this quarter finished March 30, 2020 by
virtue of its powerlessness to embrace income activities, the Company has perceived
Rs 134.5 crore towards airplane and supplemental rent rentals and other
distinguished costs, as other pay for the announced quarter, the aircraft said.
This is a section acknowledgment of the absolute repayments, on which the Company
is working with the airplane producer, towards different determined expenses and
misfortunes brought about by the Company on this airplane.
SpiceJet has ascribed misfortunes to two variables – the effect of COVID19 and the
groundings of Boeing 737 MAX.
"Two key factors that unfavorably affected our presentation and main concern was the
COVID-19 pandemic that began influencing request antagonistically from mid-
February and establishing of the 737 MAX, which has been out of administration for
longer than a year at this point. Notwithstanding the year-long establishing of the
MAX airplane, SpiceJet ran a beneficial activity till COVID hit interest from mid-
February.
The carrier said that it remain warily idealistic about what's to come.
The carrier additionally reported that its CFO Kiran Koteshwar has left the organization
and will be with the organization till August 31, 2020.
10.
11. INDIGO
Airline reports net loss of Rs 2,844 crore; revenue plunges 92%
The ease transporter said it had an absolute money parity of Rs 18,449.8 crore
containing Rs 7,527.6 crore of free money and Rs 10,922.2 crore of limited money.
The board of money is of imperative significance for the organization as industry
bodies have said ordinary traveler levels may come as late as 2024.
The promoted working lease risk was Rs 21,177.9 crore while the complete obligation
(counting the promoted working lease obligation) was Rs 23,551.6 crore.
As of June 30, the organization has an armada of 274 airplanes, a net increment of 12
airplanes during the quarter. It worked a pinnacle of 418 every day flights including
sanction trips during the quarter. It has continued administrations to 56 homegrown
objections and served 20 global objections by means of contract tasks.
12. Net loss of the operator of India’s largest airline widened to Rs 1,062 crore from Rs 652 crore a
year ago, according to its exchange filing. Analyst estimates compiled by BloombergQuint had
pegged the loss at Rs 42 crore. Its revenue, however, rose 31 percent over the last year to Rs
8,105.2 crore, as IndiGo flew more passengers. The carrier’s operational performance missed
estimates despite a rise in yields, fall in oil prices and strong domestic passenger growth.
Yields—a measure of average fare per passenger per kilometre—rose to Rs 3.52 per kilometer
from Rs 3.21 a year ago.
The company’s earnings before interest, taxes, depreciation, amortisation and rentals, stood at Rs
97 crore against an operational loss of Rs 116 crore a year ago. That compares with the Rs
1,397-crore Ebitdar forecast. Operating margin stood at 1.19 percent compared with -1.87
percent.
IndiGo also reported mark-to-market losses worth Rs 428.2 crore as the Indian rupee depreciated
to 70.33 against the dollar from 69.56 in the preceding three months. But that’s in line with the
company’s expectation. It also recognised an additional expense of Rs 319 crore for
maintenance.
13. Recorded flying players, InterGlobe Aviation (IndiGo) and SpiceJet, are relied upon to
limit their misfortunes consecutively in the September quarter of FY21 (Q2FY21),
as India progressively opened up its skies and opened the economy. Plus, gentle
valuation for rupee during the quarter would help non-fuel costs, state investigators.
As indicated by industry reports, the early piece of Q2 saw confined lockdowns, space
limitations at significant air terminals, and low customer certainty because of rising
occurrence of Covid-19 cases. Nonetheless, during the last half, industry worked at
43-45 percent of pre-Covid limit in the period of September, which is double the
limit found in June.
In this background, investigators at Prabhudas Lilladher trust IndiGo and SpiceJet
might have worked at 34 percent and 36.4 percent of Q2FY20 limit, individually.
"Normal number of homegrown travelers per flight excessively improved from 90% in
June to 98 percent in September. With loads on sanctions and Vande Bharat flights
genuinely solid, we anticipate that IndiGo and SpiceJet should report successive
improvement of around 700bps in traveler load factors (PLFs) to 68.4 percent and
76.1 percent, separately," they noted in an area see report.
14. Given this, Prabhudas Lilladher anticipates yields – or normal admission per traveler per mile - to
stay solid at 10% and 7 percent year-on-year (YoY) increment for IndiGo and SpiceJet,
separately.
Those at Elara Capital, then again, see the yield improving 20% YoY for the previous and 25
percent for the last "on progress in airfares as the base airfares covered by the legislature is
higher than the airfares a year ago, alongside increment in homegrown limit from 30% of pre-
Covid in Q1FY21 to 45 percent in July and August, and 60% in September".
Supported by lower non-fuel costs, piece of the overall industry gain, and improved size of tasks,
IndiGo may report lower total deficit of Rs 1,610 crore in Q2FY21 contrasted and overal
deficit of Rs 2,850 crore brought about in Q1FY21, noted Centrum Broking. Consistently, the
misfortune may in any case be higher from Rs 1,062 crore announced in Q2FY20.
"We expect normal seat kilometers (ASKM) and income per kilometers (RPKM) to decrease by
66.6 percent and 73.8 percent YoY, separately with load factor of 65.4 percent, down from 83.5
percent in Q2FY20. We expect 7 percent YoY decrease in income per accessible seat kilometer
(RASK) because of lower load factor and decay of 33.5 percent YoY in unit fuel cost to Rs 0.9
because of 32 percent YoY fall in aeronautics turbine fuel (ATF) costs," the financier noted.
On the higher side, notwithstanding, investigators at Kotak Institutional Equities anticipate that
the misfortunes should come in at Rs 1,981.3 crore for the quarter under audit, while Elara
Capital has an idealistic gauge of Rs 690 crore.
15.
16. Lemon Tree Hotel
Portions of Lemon Tree Hotels Ltd have fallen 37% from their highs. In the wake of
scaling a high of ₹89 on 11 March 2019, the stock has tumbled back to its first sale
of stock cost of ₹56.
The inn's technique to put development on the road to success negatively affected
benefit because of an abrupt flood in overheads. In addition, financial specialist
stresses on the effect of homegrown and worldwide stoppage on the travel industry
and the inn area hurt the stock too.
Despite this, the organization's December quarter results show it is procuring the
products of solidification. Net income at ₹199.6 crore was almost 40% higher year-
on-year.
"Income was driven by a 45% expansion in the quantity of claimed/rented rooms
and a 58% ascent in oversaw room portfolio," said a note by ICICI Direct Research.
Lemon Tree had gained the Keys Hotel brand, which was combined in the
December quarter.
In addition, business in the mid-section and the upper-mid-fragment, where
Lemon Tree is a pioneer, has been less affected by the monetary stoppage than
premium and lavish lodging networks. Subsequently, inhabitance rates increased
by around 100-150 premise focuses to around 72%. A premise point is 100th of
a rate point.
17. Experts state inhabitance rates might have been higher, yet were grounded
somewhat by an abrupt spray in limit. However, the 7.5% year-on-year development
in Lemon Tree's income per normal room is excellent.
In fact, the organization's resource light technique is starting to pay off. An IDBI
Capital Markets and Securities Ltd report dated 3 December had expressed that
Lemon Tree's attention on stock expansion through the oversaw course (gaining the
executives contracts for existing lodgings) would drive edge extension proceeding.
All things considered, the lodging's extension would prompt higher deterioration and
intrigue costs (additionally due to bookkeeping change sway for rented resources) in
the close to term. This will hurt net benefit development. In fact, net benefit shrunk
by about 10% year-on-year.
The Lemon Tree stock has been pounded due to approach term outer afflictions, for
example, effect of the Covid on worldwide travel and that of the homegrown lull on
business travel.
Further, an unexpected flood in overheads after development and expansion paying
off debtors may burden benefits for a couple of quarters.
18. "Commonly, an in property takes 12-year and a half to equal the initial investment and an additional two
years to equal the initial investment at the working level, after which, the income per room improves," said
the IDBI Capital report on the lodging area.
Lemon Tree Hotels' solidified total deficit remained at Rs 19.02 crore in Q4 March 2020 contrasted
and net benefit of Rs 33.67 crore in Q4 March 2019.
Solidified net deals bounced 17% to Rs 176.13 crore in Q4 March 2020 as against Rs 150.53 crore in Q4
March 2019. Merged pre-charge misfortune remained at Rs 13.46 crore in Q4 March 2020 contrasted
and pre-charge benefit of Rs 14.25 crore in Q4 March 2019. The outcome was delivered secondary
selling hours on Friday, 29 May 2020.
EBITDA became 30.7% to Rs 64 crore in Q4 March 2020 from Rs 49 crore in Q4 March 2019. EBITDA
edge improved to 36.3% in Q4 FY20 as against 32.5% in Q4 FY19.
Starting at 15 May 2020, operational portfolio contained 80 lodgings and 8,006 rooms: 4,214 claimed,
978 rented and 2,814 oversaw rooms. Pipeline portfolio incorporates of 748 claimed/rented and 1,949
oversaw rooms. Lemon Tree Hotels intends to work 108 inns with 10,703 rooms across 66 urban
communities by CY22.
Remarking on the Q4 FY20 execution, Patanjali Keswani, the administrator and overseeing head of
Lemon Tree Hotels, has said that: "We started Q4 FY20 on a hearty note, seeing solid inhabitance and
expansion in ADRs over all fragments in the long stretches of January and February. Nonetheless, the
developing worries around the spread of COVID-19 followed by the cross country lockdown declared
by the focal government affected the working climate for lodgings essentially. Regardless of these
difficulties, on a solidified premise we have revealed in a way that is better than anticipated outcomes,
with our Q4FY20 income from activities expanding by 17% y-o-y drove by a 2.8% expansion in the
ADR and 45.5% increment in the operational stock. Our EBITDA in Q4 FY20 expanded by 12.4% y-o-y
on old bookkeeping premise."
19. "In the current climate, our significant need is safeguarding liquidity. In like manner, we
will find a way to reinforce our asset report, subtleties of which are given ahead in this
introduction. These, we accept, will sufficiently fortify our accounting report and will
give us comfort in proceeding with our resource light development. We are taking a
gander at the future in an idealistic and positive way. While we are right now working at
problematic levels, in the close term there ought to be a steady bob back as movement
limitations and customer estimations are reestablished. We are certain that our
essentially solid plan of action, critical liquidity, our resource light methodology, and our
set up brand in the accommodation business will help us effectively climate these
difficult occasions," he added.
Lemon Tree Hotels (LTH) is the biggest mid-valued inn area chain, and the third biggest
by and large, based on controlling enthusiasm for possessed and rented rooms, starting
at 30 June 2017, as indicated by the Horwath Report.
Portions of Lemon Tree Hotels progressed 4.74% to Rs 18.80 on BSE. The stock drifted in
the scope of Rs 18.75 to Rs 18.80 up until this point.
Portions of Lemon Tree Hotels Ltd that works principally in the mid-valued section,
exchanged at another 52-week low on Thursday on the National Stock Exchange.
Continuously end, the stock fell by 7% to ₹52.90, lower than its issue cost of ₹56 at the
hour of the underlying offer deal in March 2018.
20. Obviously, speculators aren't happy with the organization's June quarter results. Incomes expanded
by 11% over a similar period a year ago to ₹141 crore. Expansion of rooms helped get more incomes.
Lemon Tree saw 19% expansion in the quantity of rooms to 5,828 during the June quarter. Then again,
development in normal day by day room rate stayed repressed at 2.6% year-on-year.
When all is said in done, a mix of the utilization lull, the overall political race, conclusion of Jet
Airways (India) Ltd and the liquidity crunch inferable from the NBFC (non-banking monetary
organization) emergency have burdened Lemon Tree's every day rate development. Indeed, even as
its inhabitance rate increased from 76.8% in the June quarter a year ago to 77.5%, the measure is
flattish on a consecutive premise. 1) The lodging cutting tool 19% expansion in the quantity of rooms
to 5,828 during the June quarter
2) In spite of the income development, the organization couldn't squeeze out a net benefit for the
quarter
Lemon Tree Hotels loss widens to ~Rs61cr in Q1FY21
Lemon Tree Hotels Limited reported its Q1FY21 results on Aug 6, 2020. United net income of Lemon
Tree Hotels Limited in Q1FY21 remained at Rs40.67cr, which declined by 71.15% yoy from Rs140.93cr
in Q1FY20.
EBITDA remained at Rs7.47cr in Q1FY21 which diminished by 83.77% yoy. For Q1FY20, it had posted
EBITDA of Rs46.02cr. EBITDA edge as of Q1FY21 was at 18.37% which declined by 14.29% yoy against a
similar quarter, the earlier year.
The united overal deficit in Q1FY21 came in at Rs60.55cr which rose by 2783.33%, when contrasted
with Q1FY20, when it had detailed loss of Rs2.1cr. The net overall revenue in Q1FY21 came in at
negative148.9% which declined by 147.41% yoy. The net overall revenue for Q1FY20 was at negative
1.49%.
Lemon Tree's Q4 cash profit crashes by 80% due to Covid-19 lockdown
Lemon Tree Hotels, the country's largest mid-priced hotel chain, reported an 80 per cent drop in its
cash profit to Rs 9.5 crore in the January to March quarter as compared to Rs 48 crore in Q4 FY19.
21. Revenue from operations went up 17 per cent to Rs 176 crore in Q4 FY20 from Rs 150 crore in the same
quarter of previous fiscal, but total expenses too, increased by over 10 per cent to Rs 112 crore from Rs
102 crore.
Earnings before interest, taxes, depreciation and amortisation (EBITDA) increased by 31 per cent to
Rs 64 crore in Q4 FY20 from Rs 49 crore in Q4 FY19.
The company said almost 66 per cent of its owned and leased rooms were operational in April
following the directives regarding the Covid-led lockdown released by various state governments.
Nearly 33.4 per cent occupancy in the operational owned and leased hotels was mostly from
quarantine guests, doctors, nurses, healthcare workers and corporate guests for business continuity
planning.
In May, due to partial lifting of lockdown in some states, 78 per cent of its rooms were operational.
The occupancy in hotels was close to 40 per cent.
While all food and beverage outlets along with banquets remained shut, in-room dining was
operational. Hotel operations were impacted due to restrictions on movement of employees and
supply of raw material and room amenities.
"While we are currently operating at sub-optimal levels, in the near-term there should be a gradual
bounce back as travel restrictions and consumer sentiments are restored," said Chairman and
Managing Director Patanjali Keswani.
"We are confident that our fundamentally strong business model, significant liquidity, our asset-light
approach, and our established brand in the hospitality industry will help us successfully weather
these challenging times," he said in a statement.
Lemon Tree operates 8,000 rooms in 80 hotels across 48 cities under various brands like Aurika
Hotels and Resorts, Lemon Tree Premier, Lemon Tree Hotels, Red Fox Hotels, Keys Prima, Keys Select
and Keys Lite.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33. Apollo Sindoori
Apollo Sindoori Hotels Ltd., incorporated in the year 1998, is a Small Cap company
(having a market cap of Rs 158.88 Crore) operating in Tourism & Hospitality sector.
Apollo Sindoori Hotels Ltd. key Products/Revenue Segments include Beverages &
Food which contributed Rs 100.55 Crore to Sales Value (60.77 % of Total Sales),
Income From Management Services which contributed Rs 64.37 Crore to Sales
Value (38.90 % of Total Sales) and Income (Room Rent) which contributed Rs .51
Crore to Sales Value (0.31 % of Total Sales)for the year ending 31-Mar-2019.
For the quarter ended 31-03-2020, the company has reported a Consolidated sales of
Rs 51.16 Crore, up 3.08 % from last quarter Sales of Rs 49.63 Crore and up 12.67 %
from last year same quarter Sales of Rs 45.40 Crore Company has reported net profit
after tax of Rs .28 Crore in latest quarter.
The company’s top management includes Mr.G Venkatraman, Mr.George Eapen,
Mr.P Vijayakumar Reddy, Mr.Suresh R Madhok, Mrs.Sindoori Reddy,
Mrs.Sucharitha Reddy, Mrs.Suneeta Reddy. Company has P Chandrasekar LLP as
its auditors. As on 30-09-2020, the company has a total of 2,600,400 shares
outstanding.
34. (ASHL) educated the trades that there will be an effect on productivity of the
organization. The assets will get extended because of expanded necessity of working
capital. The organization has enough liquidity to deal with the current circumstance
right now. It's an obligation free organization.
ASHL's larger part business ie 90% is rely upon medical services industry, where the
main business is worked during lockdown, with no closure (with insignificant
business or more). So organization stays extremely sure about testing the current
circumstances.
The organization shut the industrial facilities during lockdown in consistence with
different government mandates and resulting to receipt of authorizations from the
specialists, the organization continued tasks in a staged way by zeroing in on the
wellbeing and prosperity, all things considered. Numerous specialists are as yet
telecommuting. It will require some investment for the business to come to the
relock down level.
35.
36.
37. Larsen and Toubro
The December quarter consequences of framework organization Larsen and Toubro Ltd
(L&T) were a mishmash, with the two hits and misses.
In reality, the outcomes discredited speculators' essential worries on request streams,
which at ₹41,579 crore were a touch higher year-on-year (yoy) and better than
business assessments of about ₹36,000 crore.
However, it is not necessarily the case that everything is great at the organization. The
quarter's presentation depicts the moderate movement of capital consumption both
by the administration and private area. The effect of lower charge assortments,
monetary slippages and delayed liquidity crunch is clear from the 20% yoy drop in
new homegrown requests. Luckily, global requests rose forcefully and more than
made up.
Further, regardless of its humongous ₹3.1 trillion request build-up, L&T's 6% yoy
income development during the quarter was route beneath the road's figure of a 15%
development. This gives off an impression of being in-accordance with the
organization's way of thinking of zeroing in on income efficiencies as opposed to
squeezing the pedal on execution just to drive incomes.
38. Other foundation firms also have repeated the log jam in client installments that is
prompting a more slow movement of execution. The 5% decrease in L&T's
framework fragment income thusly reflects these burdens in the homegrown
economy. "The liquidity crunch is hampering execution in L&T's center foundation
section, which may not ease in the close to term," says Umesh Raut, expert
industrials, Yes Securities Ltd. A few investigators figure that even the current
development has been helped by L&T's asset report quality. The organization, they
feel, has upheld a few clients with gentler credit terms, so as to push requests to
fulfillment. It isn't astonishing that the working capital in the nine months finished
31 December has hopped to 23.5% from 19.6% in the year-back period - plainly a
compromise to push execution.
Then, the force and hefty designing portions keep on being a delay working execution
of the organization, while safeguard and hydrocarbons fared better. The strain in its
center framework section streamed down to working benefit, which at ₹4,118 crore
rose 10% yoy however was about 7% beneath Bloomberg's agreement. The silver
coating is the 50 premise focuses increment in working edge from the year-prior
period. One premise point is 100th of a rate point.
39. Undoubtedly, the general macroeconomic unhappiness has burdened the L&T stock. At
the current market cost of ₹1,294, it exchanges at one-year forward cost to-profit
various of multiple times. This is underneath its decadal normal of 20 and
components in the delayed stoppage in homegrown economy, which financial
specialists predict would exacerbate in the quarters ahead. All things considered, the
way that L&T's administration has not cut its FY20 direction for either request
streams or income could lift the dismal mind-set in the city, in any event for the
close to term.
In front of its June quarter income on Wednesday, the Larsen and Toubo (L&T) stock
was exchanging the red. Apprehension of speculators was a given thinking about
that Bloomberg's survey assessed an overal deficit of ₹467.8 crore. In opposition to
desires, the designing and foundation major announced a 68.73% year-on-year (y-o-
y) fall in net benefit at ₹536.88 crore. The exhibition of the organization's center
E&C business astounded decidedly.
Responding to which, portions of the organization rose almost 2% to ₹935.60 on the
NSE in opening exchange on Thursday.
In spite of the fact that its united pay and gross incomes declined, the request book
position was not as awful. L&T packed away requests worth ₹23,574 crore at the
gathering level during the June quarter enrolling decay of 39%.
40. In a media instructions post the profit, the organization's administration said that the
enthusiasm of private area customers was low towards making new speculations and
a significant number of these requests were from the public area. Global requests
during the quarter at ₹8,872 crore comprised 38% of the complete request inflow.
The combined request book of the organization remained at ₹3.05 trillion starting at 30
June 2020, with the global request book establishing 24% of the complete request
book.
Be that as it may, challenge on the request execution front stays, given the work
deficiencies. As indicated by investigators, the organization has figured out how to
post a good presentation in an extreme climate. In any case, the market will be
intently watching the movement at which requests are executed. The administration
is cheerful of routineness continuing, regarding the labor force joining back, in the
following 45-60 days.
With respect to the stock's presentation, the stock is down almost 30% in this schedule
year up until now. In spite of the fact that the stock has recouped from its the current
year's low of ₹661, it actually is a long way from its 2020 high of ₹1,383 found in
February. On the valuation front, the stock is exchanging at a cost to-profit different
of multiple times, lower than peers.
41.
42. Reliance Infrastructure
Reported a consolidated net loss of Rs 288.41 crore for the quarter ended June 30.
The company had clocked a consolidated net profit of Rs 299 crore in the
corresponding quarter of the previous fiscal, the company said in a statement.
Its total consolidated income during the quarter under review declined to Rs 4,453
crore as against Rs 6,080 crore in the corresponding quarter a year ago.
The company said it has assets of over Rs 66,800 crore and net worth of Rs 9,500
crore.
"The company has Rs 60,000 crore of receivables pending for as many as 5-10 years
before various forums including regulatory and arbitrary tribunal," it said, adding it
continues to provide essential services and diligently work towards achieving
milestone even in current Covid-19 scenario.
43. Contd…..
RInfra said it has a strong order book of Rs 27,400 crore as on June 30, 2020 and
Delhi Agra (DA) toll road sale for Enterprise Value of Rs 3,600 crore to Cube
Highways and Infrastructure III Pte Ltd is on track for closure.
RInfra is engaged in developing projects through various special purpose vehicles
(SPVs) in several high growth sectors such as power, roads and metro rail in the
Infrastructure space and Defence sector.
The firm through its SPVs has executed a portfolio of infrastructure projects such as
a metro rail project in Mumbai on build, own, operate and transfer (BOOT) basis;
ten road projects on build, operate and transfer (BOT) basis.
It is also a leading utility company having presence across the value chain of power
businesses -- generation, transmission and distribution.