Indian airlines
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Air India was once India's largest airline with over 60% market share but is now fourth largest with 17% share. It has a debt of Rs. 40,000 crore and losses of Rs. 5,551 crore in 2009-2010, the worst in its 79-year history. Two key reasons for its financial troubles were an ill-considered merger with Indian Airlines and an order to purchase 50 long-range planes despite lacking budget.
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Reason for air-india crisis
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
Task 6 Aviation Assignment
The Indian aviation industry has grown rapidly in recent years at over 25% annually, driven by economic growth, rising incomes, and low-cost carriers. However, the sector now faces challenges due to high fuel prices and the global economic slowdown. Domestic air traffic in India fell 19% in September and major airlines like Kingfisher are struggling with debt. The government may provide a bailout package but airlines are cutting costs through capacity reductions in the short-term. Long-term forecasts still predict strong growth in Indian aviation, fueled by a growing middle class and expanding international trade and tourism.
Air India - SWOT Anaysis
A well-curated SWOT analysis of Air India toppled up with some interesting facts to make the viewers engaged throughout the presentation.
Air India's details
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
Air india
This document summarizes the history and financial troubles of Air India, India's national airline. It traces Air India from its origins in 1932 as Tata Airlines to its nationalization in 1953. In recent decades, Air India has faced significant losses, declining market share, and high debt levels due to factors such as unrealistic aircraft purchases, failed mergers, and leasing losses. The government is now seeking to privatize Air India to stem further losses and allow the airline to be turned around under private management as the aviation sector grows in India.
Privatization of Air India
The document discusses whether privatization of Air India is a good idea. It provides background on Air India's history since its founding in 1932 and reasons for its downfall, including poor management, political interference, unplanned merger, and accumulating $7.8 billion in debt by 2016-2017. The document argues that privatization could improve operational efficiency, send a message about unprofitable public sector units, and increase competition in the aviation industry. Potential bidders for Air India like Indigo and Tata Group are mentioned. In conclusion, the document states that privatization is necessary to clear Air India's debt burden and allow it to function properly, even if it may be a bitter solution.
STRATEGIC FAILURES-kingfisher airlines
This PPT explains about the OPERATIONAL REASONS FOR FAILURE,MAIN FINANCIAL CHALLENGES,STRATEGIC FAILURES of king fisher airlines
Aviation Industry analysis
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
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Reason for air-india crisis
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
Task 6 Aviation Assignment
The Indian aviation industry has grown rapidly in recent years at over 25% annually, driven by economic growth, rising incomes, and low-cost carriers. However, the sector now faces challenges due to high fuel prices and the global economic slowdown. Domestic air traffic in India fell 19% in September and major airlines like Kingfisher are struggling with debt. The government may provide a bailout package but airlines are cutting costs through capacity reductions in the short-term. Long-term forecasts still predict strong growth in Indian aviation, fueled by a growing middle class and expanding international trade and tourism.
Air India - SWOT Anaysis
A well-curated SWOT analysis of Air India toppled up with some interesting facts to make the viewers engaged throughout the presentation.
Air India's details
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
Air india
This document summarizes the history and financial troubles of Air India, India's national airline. It traces Air India from its origins in 1932 as Tata Airlines to its nationalization in 1953. In recent decades, Air India has faced significant losses, declining market share, and high debt levels due to factors such as unrealistic aircraft purchases, failed mergers, and leasing losses. The government is now seeking to privatize Air India to stem further losses and allow the airline to be turned around under private management as the aviation sector grows in India.
Privatization of Air India
The document discusses whether privatization of Air India is a good idea. It provides background on Air India's history since its founding in 1932 and reasons for its downfall, including poor management, political interference, unplanned merger, and accumulating $7.8 billion in debt by 2016-2017. The document argues that privatization could improve operational efficiency, send a message about unprofitable public sector units, and increase competition in the aviation industry. Potential bidders for Air India like Indigo and Tata Group are mentioned. In conclusion, the document states that privatization is necessary to clear Air India's debt burden and allow it to function properly, even if it may be a bitter solution.
STRATEGIC FAILURES-kingfisher airlines
This PPT explains about the OPERATIONAL REASONS FOR FAILURE,MAIN FINANCIAL CHALLENGES,STRATEGIC FAILURES of king fisher airlines
Aviation Industry analysis
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
Airline industry in india,nikhil
The aviation industry in India has grown rapidly since liberalization in the 1990s. It has transformed from a government-owned industry to one dominated by private airlines. Low-cost carriers now account for 75% of the domestic market. While traffic growth has exceeded countries like China and Brazil, the industry now faces challenges like rising oil prices, losses for some airlines, and infrastructure constraints at airports.
Decline of Kingfisher Airline
This document summarizes the decline of Kingfisher Airlines through a SWOT analysis and comparison with competitors. It outlines Kingfisher's awards in its early years of operation from 2005-2008. However, high operating costs, losses since inception totaling over Rs. 2628 crores by 2012, and debt of Rs. 5900 crores by 2012 led to its financial troubles. A financial analysis shows operating expenditures exceeded 90% of revenues by 2012. Despite good branding, Kingfisher's diverse aircraft fleet, unprofitable routes, and high costs compared to competitors like Indigo contributed to its failure.
Air India
Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
Aviation sector
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.
Civil aviation industry
This document summarizes the civil aviation industry in India. It introduces that India has the fastest growing aviation market according to IATA. The first commercial flight was in 1911 and now the industry contributes $72 billion to GDP. It connects over 80 cities. Some key factors affecting the industry are fuel prices, GDP, inflation, unemployment, and exchange rates. Challenges include fluctuating oil prices, high operating costs, and it being a labor intensive industry. COVID-19 has led to additional challenges like changes in traditional approaches, increased health costs, reduced commercial activities, and declines in tourism. Recommendations to address this include ensuring hygienic travel, addressing customer complaints efficiently, cooperation between airlines, using aircraft for cargo
Aviation Industry
The document discusses METRIC Global, an investment advisory firm focused on the aviation and tourism sectors. It provides details on METRIC Global's deals, management team, and outlook on the aviation industry globally. The aviation industry is expected to see sustained growth driven by emerging markets like China and India. However, increasing costs and overcapacity remain challenges. Consolidation and improving efficiency will be important for the industry going forward. METRIC Global sees opportunities for deals involving companies like Alitalia and XL Leisure Group.
Kingfisher Airdeccan Merger
This document summarizes the merger between Kingfisher Airlines and Air Deccan in India. It discusses the key factors that led to the merger, including increasing costs, competition, and the need for consolidation in the Indian aviation industry. The merger combined Kingfisher's luxury model with Air Deccan's low-cost approach, and was aimed at achieving synergies through cost reductions, increased market share, and an expanded route network. However, integrating the two different airline cultures also posed challenges around job cuts, leadership styles, and impact on fares and employees. The aftermath section evaluates issues around market share, stake divestment, and the companies' current financial situations.
Low cost airlines in INdia
The document summarizes the growth of the Indian commercial aviation industry since liberalization in the 1990s. It describes the emergence of low-cost carriers like Air Deccan in 2003 that drove fares lower and increased passenger traffic. This led other carriers to also lower fares. As costs rose and competition increased, airlines began consolidating through acquisitions, like Jet Airways acquiring Sahara and Kingfisher acquiring Air Deccan, to improve efficiency. The competitive landscape and strategies used by different carriers in India are also examined.
Indian airlines- Human resource case study
Indian Airlines faced significant human resource issues that negatively impacted its performance, including frequent strikes by its eight unions who demanded all their requests be met, as well as issues with overemployment and restrictions from the government. These human resource problems contributed to Indian Airlines losing market share to competitors like Jet Airways as the aviation industry was liberalized in the 1990s. To address its human resource problems, Indian Airlines needs to improve its human resource management policies and practices.
Strategic Mistakes That Led To The Failure Of Kingfisher Airlines
Kingfisher Airlines made several strategic mistakes that led to its failure, including unrealistic market analysis, unrelated diversification into the airline industry, an ill-advised merger with Air Deccan, and maintaining a diversified fleet of aircraft with varying capacities. These strategic decisions demonstrated a lack of understanding of the market and industry. Additionally, high operating costs, delays in salary payments, and growing debt from unpaid fuel, airport, and service taxes exacerbated the company's financial troubles and ultimately caused its operations to be shut down in 2012.
AVIATION SECTOR IN INDIA
The aviation industry in India has grown rapidly in recent years. It has transitioned from being dominated by two state-owned airlines to having over 12 domestic airlines and 60 international carriers operating in the country. Private airlines now hold around 75% of the domestic market share. Traffic growth in the Indian aviation sector has been around four times the international average. The industry is projected to continue growing quickly due to factors like rising incomes, tourism, and business travel. The government aims to expand airport infrastructure to support handling over 280 million passengers annually by 2020.
Aviation sector analysis in INDIA
Its all about aviation sector in india, how its performing and budget given to it in 11th and 12th commission plan.
Kingfisher's marketing plan
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Research methodology aviation industry
This document summarizes a study on the aviation industry in India. It outlines the market share of major airlines, presents SWOT and PEST analyses, discusses industry trends like business diversification, mergers and acquisitions, and new technologies. While the industry has grown significantly, challenges remain such as high fuel costs, shortage of skilled labor, and intense competition. The conclusion notes that growth is strong but problems like increasing fuel prices and unpaid bills threaten industry stability.
Indian Aviation Industry
The Indian aviation industry has experienced strong growth in recent years but is now facing challenges due to the global economic crisis and rising fuel prices. Airlines have cut costs by reducing salaries, flights, and excess capacity, but higher operating costs are still threatening industry losses of Rs. 4000 crore. The government is being asked to provide tax reductions, interest-free loans, and infrastructure development to help the industry through the economic downturn and realize its potential to absorb $120 billion in investment by 2020.
Indian aviation Industry 2014
This is a project report of Indian aviation industry which has all information of different industries like MRO, Traffic management,etc.
Aviation industry overview
The aviation industry in India is the 9th largest market globally and is poised to become the 3rd largest by 2020. It carried over 162 million domestic and international passengers in 2017 through over 85 international airlines and 5 Indian carriers connecting over 40 countries. The industry faces challenges like rising fuel costs and congestion but prospects are strong with the emergence of low-cost carriers, modernization of airports, and encouraging private investment in infrastructure.
Economic reforms post 1991 aviation
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.
Kingfisher acquisition of air deccan
The document summarizes the evolution of India's airline industry from 1953 to 2008. It notes that before 1953 there were 9 airlines, which were then nationalized. In 1994, private airlines were allowed to operate scheduled services. The first low-cost carrier, Air Deccan, launched in 2003. Several other carriers like Kingfisher and SpiceJet launched around 2005. The industry saw consolidation in 2007 as the market share of low-cost carriers grew significantly during this period due to factors like rising incomes and a growing economy.
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The document summarizes the domestic aviation industry in India. It discusses the history and key players in the industry. Some of the major players mentioned are Air India, Jet Airways, IndiGo, SpiceJet and Go Air. It also analyzes the macro environment factors like growing economy, middle class and potential for future growth. Low cost carriers have been gaining popularity in India and the business models of these carriers are also summarized. The document concludes with future trends of increasing passenger traffic and challenges around infrastructure constraints.
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This document provides an overview of Air India, including its history, financial performance, unique features, and problems faced. It discusses that Air India is India's largest international carrier and flag carrier, but has faced significant financial losses in recent years. Some key issues include the failed merger with Indian Airlines, inability to offer direct flights from major cities, lack of change management, and lack of professional leadership. The merger exacerbated cultural differences between the airlines and left Air India with large debts from aircraft purchases. These factors contributed to Air India being unprepared for industry liberalization and unable to adapt effectively to new competition.
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Airline industry in india,nikhil
The aviation industry in India has grown rapidly since liberalization in the 1990s. It has transformed from a government-owned industry to one dominated by private airlines. Low-cost carriers now account for 75% of the domestic market. While traffic growth has exceeded countries like China and Brazil, the industry now faces challenges like rising oil prices, losses for some airlines, and infrastructure constraints at airports.
Decline of Kingfisher Airline
This document summarizes the decline of Kingfisher Airlines through a SWOT analysis and comparison with competitors. It outlines Kingfisher's awards in its early years of operation from 2005-2008. However, high operating costs, losses since inception totaling over Rs. 2628 crores by 2012, and debt of Rs. 5900 crores by 2012 led to its financial troubles. A financial analysis shows operating expenditures exceeded 90% of revenues by 2012. Despite good branding, Kingfisher's diverse aircraft fleet, unprofitable routes, and high costs compared to competitors like Indigo contributed to its failure.
Air India
Air India has been struggling financially and facing losses. Privatizing Air India could help address its inefficiencies and improve its competitiveness compared to private airlines. However, privatization alone may not be a complete solution and the government would also need other reforms. While privatization may improve services and facilities for customers, it could also result in job losses for employees. The path forward requires addressing challenges like high costs and infrastructure issues, as well as allowing for private participation and competition in the aviation industry.
Aviation sector
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.
Civil aviation industry
This document summarizes the civil aviation industry in India. It introduces that India has the fastest growing aviation market according to IATA. The first commercial flight was in 1911 and now the industry contributes $72 billion to GDP. It connects over 80 cities. Some key factors affecting the industry are fuel prices, GDP, inflation, unemployment, and exchange rates. Challenges include fluctuating oil prices, high operating costs, and it being a labor intensive industry. COVID-19 has led to additional challenges like changes in traditional approaches, increased health costs, reduced commercial activities, and declines in tourism. Recommendations to address this include ensuring hygienic travel, addressing customer complaints efficiently, cooperation between airlines, using aircraft for cargo
Aviation Industry
The document discusses METRIC Global, an investment advisory firm focused on the aviation and tourism sectors. It provides details on METRIC Global's deals, management team, and outlook on the aviation industry globally. The aviation industry is expected to see sustained growth driven by emerging markets like China and India. However, increasing costs and overcapacity remain challenges. Consolidation and improving efficiency will be important for the industry going forward. METRIC Global sees opportunities for deals involving companies like Alitalia and XL Leisure Group.
Kingfisher Airdeccan Merger
This document summarizes the merger between Kingfisher Airlines and Air Deccan in India. It discusses the key factors that led to the merger, including increasing costs, competition, and the need for consolidation in the Indian aviation industry. The merger combined Kingfisher's luxury model with Air Deccan's low-cost approach, and was aimed at achieving synergies through cost reductions, increased market share, and an expanded route network. However, integrating the two different airline cultures also posed challenges around job cuts, leadership styles, and impact on fares and employees. The aftermath section evaluates issues around market share, stake divestment, and the companies' current financial situations.
Low cost airlines in INdia
The document summarizes the growth of the Indian commercial aviation industry since liberalization in the 1990s. It describes the emergence of low-cost carriers like Air Deccan in 2003 that drove fares lower and increased passenger traffic. This led other carriers to also lower fares. As costs rose and competition increased, airlines began consolidating through acquisitions, like Jet Airways acquiring Sahara and Kingfisher acquiring Air Deccan, to improve efficiency. The competitive landscape and strategies used by different carriers in India are also examined.
Indian airlines- Human resource case study
Indian Airlines faced significant human resource issues that negatively impacted its performance, including frequent strikes by its eight unions who demanded all their requests be met, as well as issues with overemployment and restrictions from the government. These human resource problems contributed to Indian Airlines losing market share to competitors like Jet Airways as the aviation industry was liberalized in the 1990s. To address its human resource problems, Indian Airlines needs to improve its human resource management policies and practices.
Strategic Mistakes That Led To The Failure Of Kingfisher Airlines
Kingfisher Airlines made several strategic mistakes that led to its failure, including unrealistic market analysis, unrelated diversification into the airline industry, an ill-advised merger with Air Deccan, and maintaining a diversified fleet of aircraft with varying capacities. These strategic decisions demonstrated a lack of understanding of the market and industry. Additionally, high operating costs, delays in salary payments, and growing debt from unpaid fuel, airport, and service taxes exacerbated the company's financial troubles and ultimately caused its operations to be shut down in 2012.
AVIATION SECTOR IN INDIA
The aviation industry in India has grown rapidly in recent years. It has transitioned from being dominated by two state-owned airlines to having over 12 domestic airlines and 60 international carriers operating in the country. Private airlines now hold around 75% of the domestic market share. Traffic growth in the Indian aviation sector has been around four times the international average. The industry is projected to continue growing quickly due to factors like rising incomes, tourism, and business travel. The government aims to expand airport infrastructure to support handling over 280 million passengers annually by 2020.
Aviation sector analysis in INDIA
Its all about aviation sector in india, how its performing and budget given to it in 11th and 12th commission plan.
Kingfisher's marketing plan
Kingfisher Airlines aims to capture market share in India's fast-growing aviation industry by targeting middle and upper-middle income passengers. It positions itself as a lifestyle brand offering a fun travel experience with amenities like in-flight entertainment. While it has strengths like new aircraft and hospitality services, it faces challenges from low-cost carriers and high operating costs. Its marketing mix includes competitive fares, online and airport ticket sales, and promotions through celebrity endorsements.
Research methodology aviation industry
This document summarizes a study on the aviation industry in India. It outlines the market share of major airlines, presents SWOT and PEST analyses, discusses industry trends like business diversification, mergers and acquisitions, and new technologies. While the industry has grown significantly, challenges remain such as high fuel costs, shortage of skilled labor, and intense competition. The conclusion notes that growth is strong but problems like increasing fuel prices and unpaid bills threaten industry stability.
Indian Aviation Industry
The Indian aviation industry has experienced strong growth in recent years but is now facing challenges due to the global economic crisis and rising fuel prices. Airlines have cut costs by reducing salaries, flights, and excess capacity, but higher operating costs are still threatening industry losses of Rs. 4000 crore. The government is being asked to provide tax reductions, interest-free loans, and infrastructure development to help the industry through the economic downturn and realize its potential to absorb $120 billion in investment by 2020.
Indian aviation Industry 2014
This is a project report of Indian aviation industry which has all information of different industries like MRO, Traffic management,etc.
Aviation industry overview
The aviation industry in India is the 9th largest market globally and is poised to become the 3rd largest by 2020. It carried over 162 million domestic and international passengers in 2017 through over 85 international airlines and 5 Indian carriers connecting over 40 countries. The industry faces challenges like rising fuel costs and congestion but prospects are strong with the emergence of low-cost carriers, modernization of airports, and encouraging private investment in infrastructure.
Economic reforms post 1991 aviation
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.
Kingfisher acquisition of air deccan
The document summarizes the evolution of India's airline industry from 1953 to 2008. It notes that before 1953 there were 9 airlines, which were then nationalized. In 1994, private airlines were allowed to operate scheduled services. The first low-cost carrier, Air Deccan, launched in 2003. Several other carriers like Kingfisher and SpiceJet launched around 2005. The industry saw consolidation in 2007 as the market share of low-cost carriers grew significantly during this period due to factors like rising incomes and a growing economy.
Presentation On Aviation
The document summarizes the domestic aviation industry in India. It discusses the history and key players in the industry. Some of the major players mentioned are Air India, Jet Airways, IndiGo, SpiceJet and Go Air. It also analyzes the macro environment factors like growing economy, middle class and potential for future growth. Low cost carriers have been gaining popularity in India and the business models of these carriers are also summarized. The document concludes with future trends of increasing passenger traffic and challenges around infrastructure constraints.
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This document provides an overview of Air India, including its history, financial performance, unique features, and problems faced. It discusses that Air India is India's largest international carrier and flag carrier, but has faced significant financial losses in recent years. Some key issues include the failed merger with Indian Airlines, inability to offer direct flights from major cities, lack of change management, and lack of professional leadership. The merger exacerbated cultural differences between the airlines and left Air India with large debts from aircraft purchases. These factors contributed to Air India being unprepared for industry liberalization and unable to adapt effectively to new competition.
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Air India, India's national carrier airline, is facing a severe financial crisis. It has a bloated workforce, outdated aircraft, poor marketing, and has not turned a profit since merging with Indian Airlines in 2007. As a result of all these problems, Air India has accumulated billions in debt and is heavily reliant on government handouts. Recent proposals to restructure Air India involve converting debt to equity, cutting unprofitable routes, focusing on a hub-and-spoke model, reducing costs through staff redeployment, and leasing unused real estate to generate funds. However, Air India's long term viability remains in question unless more drastic changes are made to address the root causes of its financial troubles.
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1. An acknowledgement and index listing the topics covered in the project such as the current aviation scenario, aircraft comparisons, emergency procedures, and case studies.
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The Indian aviation industry has seen significant growth over the past decades and is one of the fastest growing in the world. It began in 1912 with the first domestic air route between Karachi and Delhi. Major changes occurred in the 1990s with deregulation and the introduction of private airlines. Currently, private carriers account for around 75% of the domestic market. Key trends include industry consolidation through mergers and the rise of low-cost carriers. The future outlook is positive with domestic passenger traffic expected to reach 400 million by 2020. Infrastructure constraints remain a challenge for further growth.
Tarushi Rana Air India – road ahead.pptx
Air India has struggled financially in recent years, accumulating over Rs. 7,000 crore in losses. It requires an annual Rs. 5,000 crore infusion to cover operating costs like fuel and wages. Reasons for its decline include faulty strategic decisions, lack of competent leadership, inability to adapt to industry changes, regular strikes, and intense competition. Challenges facing Air India include the COVID-19 pandemic, rising fuel costs, competition from IndiGo, aircraft parts shortages, and high debt levels. To succeed, Air India must focus on customer relationship management, leverage its competitive advantages like non-stop international routes, improve workforce development, and enhance employee relations.
Air India Presentation Indian Institute of Delhi Department of Managemnet Stu...
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
Indian Aviation Industry
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.
Failure of Jet Airways
This document provides an overview of the rise and fall of Jet Airways, one of India's largest airlines. It discusses how Jet Airways was founded in 1991 and grew to become the largest airline in India by 2010, capturing a 22.6% market share. However, Jet Airways then began facing financial troubles as newer budget carriers like IndiGo captured market share. Jet Airways took on significant debt to try and compete but ultimately filed for bankruptcy in 2019 after years of losses. The document examines some of the key reasons for Jet Airways' failure, including high costs from purchasing Air Sahara, underestimating budget carriers, fluctuating fuel prices, and failure to attract new investors or reduce costs under the leadership
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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.
Air India ppt
Tata Sons, an Indian conglomerate, acquired Air India from the Government of India for Rs 18,000 crore. As part of the acquisition, Tata Sons will take over Air India's entire debt of Rs 61,562 crore, of which Rs 15,300 crore will be transferred to Tata Sons, while the remaining Rs 46,262 crore will be transferred to the Government. The acquisition will allow Tata Sons to gain control of Air India and its subsidiaries, providing an opportunity to revitalize the struggling national carrier.
Summer internship programme air india
Air India is the flag carrier airline of India, owned by Air India Limited which is a government-owned enterprise. It operates a fleet of Airbus and Boeing aircraft serving 90 domestic and international destinations. Air India has its hub at Indira Gandhi International Airport in New Delhi and is the largest international carrier out of India with an 18.6% market share. It serves over 60 international destinations across four continents and has a 13% share of the domestic Indian market.
Airline
The document discusses the history and development of the aviation industry in India. It notes that the industry was nationalized in 1953 with Air India taking over international routes and Indian Airlines Corporation taking over domestic routes. It merged several pre-independence domestic airlines. The industry saw growth with the introduction of new aircraft types from the 1950s. By the 1990s, economic liberalization led to increased competition from private airlines. The current scenario outlines that India now has the 9th largest civil aviation market in the world with over 450 airports and growing passenger traffic. Major players in the charter flight industry are also introduced.
Human Resource crisis in Air India
The document discusses the human resource crisis at Air India Limited. It provides background on Air India's history and financial troubles. It summarizes findings from a survey conducted by the Dharmadhikari Committee to understand employee situations. Key issues identified include unpaid salaries, integration problems from the merger of Air India and Indian Airlines, and a bloated cost structure. Recommendations include privatizing Air India, cutting unprofitable routes, downsizing while protecting union jobs, and appointing a visionary leader to drive the company forward.
Airindia
- Air India was formed by J.R.D. Tata using his fleet for commercial purposes and granting it to the government, forming what is now known as Air India.
- Air India currently has 62 aircraft with 14 more on order and operates 300 flights per day but has lost market share to other carriers. Its passenger load factor in September 2009 was 67.9% compared to competitors like Jet Airways and IndiGo.
- Air India's revival plan aims to make the airline profitable within 24-36 months by lowering costs on 54 domestic flights by December, separating business units, and restructuring debt.
Airindia
- Air India was formed by J.R.D. Tata using his fleet for commercial purposes and granting it to the government, forming what is now known as Air India.
- Air India currently has 62 aircraft with 14 more on order and operates 300 flights per day but has lost market share to other carriers. Its passenger load factor in September 2009 was 67.9% compared to competitors like Jet Airways and IndiGo.
- Air India's revival plan aims to make the airline profitable within 24-36 months by lowering costs on 54 domestic flights by December, separating business units, and restructuring debt.
Introduction Kingfisher Airlines Ltd- was owned by biggest liquor tyco.pdf
Introduction Kingfisher Airlines Ltd. was owned by biggest liquor tycoon of India with an
ambition to become an industry leader. Growing share in aviation market, wide number of
destinations and numerous awards, depicted a very attractive and innovative picture for the
company. Kingfisher airlines achieved success in gaining customer satisfaction by offering great
and comfortable flying experience to its passengers. However, in the Indian aviation sector,
Kingfisher Airlines had a short but lasting impression. By the end of 2011, Kingfisher Airlines
suffered a huge financial erisis. Kingfisher Airlines, UB Holdings Lid. was provided loan by
many private and public sector banks in India, considering the reputation of its CMD. He was
unable to repay loans to many public sector banks, however private banks recovered all loans.
Background of the Company Kingfisher Airlines was established in the year 2003 and owned by
the United Breweries Group which is based in Bengaluru. It came into the aviation market at a
time when the low cost airlines had galvanized the market and made air-travel available to every
Indian. On 9th May 2005 Kingfisher airlines started commercial operations with four brand new
Airbus A320-200s, which operated between Delhi and Mumbai on a daily basis. The company
aimed to provide world class facilities and lead the competition in products well as service
offerings, with brand new planes and excellent facilities like: hot meals, comfortable seats,
personalized entertainment and treating passengers as "guests". With this kind of an approach,
the company started with 4 flights in a day between Delhi and Bangalore, and further inereased it
to 104 flights per day by introducing 17 airerafts and connecting 16 cities in one year and setting
record in 2005-2007, of fastest airplane induction. By the year 2006, the Airlines achieved a five-
star status and were popular among the business class travellers. It also offered personalized live
in-flight entertainment by collaborating with Dish TV India Limited. By connecting Bengaluru
with London, the airline commenced its intemational operations on 3rdSeptember 2008. During
the year 2008, the company attained the reputation for being the only five star air travels in India
and came to be known for rendering excellent flight services to its travellers and maintained its
position for the next three years.In 2009, Kingfisher won numerous accolades across the globe
and it was one of the only seven airlines which got 5 -star rating by Skytrax. Eventually it
became thelargest airline of the second most populated country in the world with 26.7% share in
aviation market. Kingfisher Airlines operated around 250 daily flights. In May 2009, Kingfisher
Airlines got the highest share in aviation market among all the airlines in India by carrying more
than I million passengers. There was a time when Kingfisher airlines was one of the best rated
airline in India and got success in gaining customer satis.
Indian Aviation Industry
This slide gives you the information about the top 3 players in aviation and also how Customer Relationship Management works in this industry...
air india.pptx
Indian civil aviation began in 1912 with the first domestic route between Karachi and Delhi. In the following decades, private companies and later the government developed the aviation sector through companies like Tata Sons and Air India. Air India and Indian Airlines merged in 2007 but continued incurring large financial losses, reaching $5.3 billion in debt by 2011 due to factors like poor fleet management, excess staff, and international losses. In 2022, Air India was privatized and acquired by Tata Sons, marking a transition from government to private ownership.
Jet Airways valuation
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.
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Air India Presentation Indian Institute of Delhi Department of Managemnet Stu...
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Introduction Kingfisher Airlines Ltd- was owned by biggest liquor tyco.pdf
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一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可
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三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
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一比一原版(Coventry毕业证书)考文垂大学毕业证如何办理
毕业原版【微信:41543339】【(Coventry毕业证书)考文垂大学毕业证】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
一比一原版(UCSB文凭证书)圣芭芭拉分校毕业证如何办理
毕业原版【微信:176555708】【(UCSB毕业证书)圣芭芭拉分校毕业证】【微信:176555708】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
一比一原版(UO毕业证)渥太华大学毕业证如何办理
UO毕业证录取书【微信95270640】购买（渥太华大学毕业证成绩单硕士学历）Q微信95270640代办UO学历认证留信网伪造渥太华大学学位证书精仿渥太华大学本科/硕士文凭证书补办渥太华大学 diplomaoffer,Transcript购买渥太华大学毕业证成绩单购买UO假毕业证学位证书购买伪造渥太华大学文凭证书学位证书,专业办理雅思、托福成绩单，学生ID卡，在读证明，海外各大学offer录取通知书，毕业证书，成绩单，文凭等材料:1:1完美还原毕业证、offer录取通知书、学生卡等各种在读或毕业材料的防伪工艺（包括 烫金、烫银、钢印、底纹、凹凸版、水印、防伪光标、热敏防伪、文字图案浮雕，激光镭射，紫外荧光，温感光标）学校原版上有的工艺我们一样不会少，不论是老版本还是最新版本，都能保证最高程度还原，力争完美以求让所有同学都能享受到完美的品质服务。
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：渥太华大学渥太华大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。只硕大的蛇皮袋手里拎着长铁钩正站在门口朝黑色的屋内张望不好坏人小偷山娃一怔却也灵机一动立马仰起头双手拢在嘴边朝楼上大喊：“爸爸爸——有人找——那人一听朝山娃尴尬地笑笑悻悻地走了山娃立马“嘭的一声将铁门锁死心却咚咚地乱跳当山娃跟父亲说起这事时父亲很吃惊抚摸着山娃的头说还好醒得及时要不家早被人掏空了到时连电视也没得看啰不过父亲还是夸山娃能临危不乱随机应变有胆有谋山娃笑笑说那都是书上学的看童话和小说时多
My burning issue is homelessness K.C.M.O.
My burning issue is homelessness in Kansas City, MO
To: Tom Tresser
From: Roger Warren
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Indian airlines
- 2. INTRODUCTION: Today, together with its fully owned subsidiary Alliance Air, it is one of the largest regional airline systems in Asia with a fleet of 62 aircraft (4 wide bodied Airbus A300s, 41 fly-by-wire Airbus A320s, 11 Boeing 737s, 2 Dornier D-228 aircraft and 4 ATR-42). Till 1991, IA was monopoly in Indian airways . FOUNDER: JRD TATA Under the air corporation Act of 1953, the government Nationalised the air transportation industry and AIR INDIA INTERNATIONAL LIMITED was born.
- 3. MARKET SHARE : Air India was once the largest operator in the Indian subcontinent with a market share of over 60%. Between September 2007 and May 2011, Air India's domestic market share declined from 19.2% to 14%, primarily because of stiff competition from private Indian carriers.
- 5. 2007-2011
- 6. From a monopoly position in the 1990s, Air India is today fourth by way of market share (17 percent), has a debt burden of a whopping Rs. 40,000 crore and financial losses amounting to Rs. 5,551 crore in 2009-10. This is the worst it has ever been in its 79- year history.
- 7. Around 2006-2007,the airlines began showing signs of financial distress. The combined losses for Air India and Indian Airlines in 2006-07 were 770 crore. After merger the loss went upto 7200 crore. AIR INDIA is facing a tight financial situation with a debt of over 40k crore.
- 8. REASONS: A Comptroller and Auditor General (CAG) report from 2011 cited two important reasons for the financial woes of Air India: An ill-considered merger with Indian Airlines (February 2011) An order to purchase 50 medium and long-range planes at a cost of about USD 7.2 billion, and 18 other planes for Air India charters (despite the lack of budget).
- 9. Bad management and unreliably policies has bought Air India crisis level. Complete lack of ownership Lack of responsiblility for results and failures . Deeply ingrained corruption in all levels. Strikes by pilots.
- 10. SWOT ANALYSIS: