Pakistan International Airlines' (PIA) key financial ratios show deteriorating trends from 2004 to 2005 compared to Finnair. PIA's current, quick, and interest coverage ratios declined over this period indicating worsening short-term financial health and ability to meet debt obligations. In contrast, Finnair's ratios improved, with higher current, quick, and interest coverage ratios, demonstrating stronger short-term financial position. While some of PIA's ratios like debt-to-equity improved slightly, overall the comparison reveals PIA was in a weaker financial position than its competitor Finnair from 2004 to 2005.
This document provides information about an assignment submitted by Group #6 to Sir Usama Najam regarding their interview with HR managers at PIA Multan. The group thanks the HR managers, Mr. Shiekh Bilal Rasool and Mr. Muhammad Fakhur, for their time. The document then provides an overview of PIA's organizational structure, history, mission, vision, values, achievements, SWOT analysis, revenue management system, and human resource management processes including job analysis, recruitment, and downsizing.
This document provides an overview of Pakistan International Airlines (PIA), including its vision, mission, history since inception, organizational structure, routes, fleet, financial performance, and a proposed new investment project. It traces PIA's origins to Orient Airways, established in 1947, and discusses key milestones. PIA currently serves 30 domestic and 36 international destinations with a fleet of 34 planes, though only 24 are operational. The proposed new project involves wet leasing planes for non-stop routes from Lahore to Dubai and Toronto, which could generate over $3.9 billion in annual revenue.
This document provides an overview of Pakistan International Airlines (PIA), including its objectives, importance, code sharing agreements, privatization plans, financial performance, problems and crises, solutions, and policy measures. PIA is the national airline of Pakistan, operating domestic and international flights. However, it has been facing financial losses for years due to issues like rising oil prices, currency devaluation, aging aircraft, overstaffing, and lack of maintenance. Solutions proposed include replacing old aircraft, improving management practices, and reducing political interference.
This document discusses the history, management issues, and downfall of Pakistan International Airlines (PIA). It provides details on PIA's origins in 1946, its growth through the 20th century, and its decline starting in the 1990s due to issues like nepotism, corruption, poor maintenance, and rising costs. The document examines PIA's financial losses from 2005-2014. It analyzes problems like overstaffing, outdated aircraft, and safety incidents. Suggestions for PIA include improving aircraft maintenance, upgrading facilities, focusing on freight services, and implementing merit-based management reforms.
This document outlines the presentation of Abdullah Mansoor on the downfall of Pakistan International Airlines (PIA). It provides background on PIA's founding and services. The main reasons for PIA's downfall included incompetent management, corruption, poor maintenance leading to accidents, high wages despite low productivity, lack of marketing, use of old planes, and poor customer service. Scandals and accidents further eroded public trust. Recommendations to remedy PIA's issues focused on appointing competent management, maintaining planes properly, and purchasing new fuel-efficient aircraft.
Pakistan International Airlines (PIA) is the national flag carrier of Pakistan. It operates domestic flights within Pakistan and international flights to 30 countries. PIA has a history of aviation milestones and was the first Asian airline to operate jet aircraft. It is majority owned by the Government of Pakistan and aims to be a world-class airline exceeding customer expectations. PIA provides medical coverage to its employees and their families and has over 18,000 current employees, making human resource management a major task.
This document provides a strategic analysis of Pakistan International Airlines (PIA). It includes PIA's vision to be a world-class airline, as well as analyses of PIA using PEST (Political, Economic, Social, Technological factors), Porter's Five Forces model, SWOT (Strengths, Weaknesses, Opportunities, Threats) and BCG matrix. Key points analyzed include PIA's monopoly in Pakistan, high costs, debt burden, opportunities in potential markets, and threats from rising fuel prices and strong competition from airlines like Airblue. The document is presented by Farah, Nargis, Imran and Izhar.
PIA has a hierarchical organizational structure with departments like human resources, corporate planning, flight operations, and engineering. It uses technology like the internet, intranet, and fiber optic cables to transfer data within the organization and connect departments. PIA aims to improve customer service systems through new technologies like customer management systems, reservation systems, and e-ticketing to build their brand image and customer satisfaction. The organization structure, management, and technologies help PIA enhance performance and efficiency.
This document provides information about an assignment submitted by Group #6 to Sir Usama Najam regarding their interview with HR managers at PIA Multan. The group thanks the HR managers, Mr. Shiekh Bilal Rasool and Mr. Muhammad Fakhur, for their time. The document then provides an overview of PIA's organizational structure, history, mission, vision, values, achievements, SWOT analysis, revenue management system, and human resource management processes including job analysis, recruitment, and downsizing.
This document provides an overview of Pakistan International Airlines (PIA), including its vision, mission, history since inception, organizational structure, routes, fleet, financial performance, and a proposed new investment project. It traces PIA's origins to Orient Airways, established in 1947, and discusses key milestones. PIA currently serves 30 domestic and 36 international destinations with a fleet of 34 planes, though only 24 are operational. The proposed new project involves wet leasing planes for non-stop routes from Lahore to Dubai and Toronto, which could generate over $3.9 billion in annual revenue.
This document provides an overview of Pakistan International Airlines (PIA), including its objectives, importance, code sharing agreements, privatization plans, financial performance, problems and crises, solutions, and policy measures. PIA is the national airline of Pakistan, operating domestic and international flights. However, it has been facing financial losses for years due to issues like rising oil prices, currency devaluation, aging aircraft, overstaffing, and lack of maintenance. Solutions proposed include replacing old aircraft, improving management practices, and reducing political interference.
This document discusses the history, management issues, and downfall of Pakistan International Airlines (PIA). It provides details on PIA's origins in 1946, its growth through the 20th century, and its decline starting in the 1990s due to issues like nepotism, corruption, poor maintenance, and rising costs. The document examines PIA's financial losses from 2005-2014. It analyzes problems like overstaffing, outdated aircraft, and safety incidents. Suggestions for PIA include improving aircraft maintenance, upgrading facilities, focusing on freight services, and implementing merit-based management reforms.
This document outlines the presentation of Abdullah Mansoor on the downfall of Pakistan International Airlines (PIA). It provides background on PIA's founding and services. The main reasons for PIA's downfall included incompetent management, corruption, poor maintenance leading to accidents, high wages despite low productivity, lack of marketing, use of old planes, and poor customer service. Scandals and accidents further eroded public trust. Recommendations to remedy PIA's issues focused on appointing competent management, maintaining planes properly, and purchasing new fuel-efficient aircraft.
Pakistan International Airlines (PIA) is the national flag carrier of Pakistan. It operates domestic flights within Pakistan and international flights to 30 countries. PIA has a history of aviation milestones and was the first Asian airline to operate jet aircraft. It is majority owned by the Government of Pakistan and aims to be a world-class airline exceeding customer expectations. PIA provides medical coverage to its employees and their families and has over 18,000 current employees, making human resource management a major task.
This document provides a strategic analysis of Pakistan International Airlines (PIA). It includes PIA's vision to be a world-class airline, as well as analyses of PIA using PEST (Political, Economic, Social, Technological factors), Porter's Five Forces model, SWOT (Strengths, Weaknesses, Opportunities, Threats) and BCG matrix. Key points analyzed include PIA's monopoly in Pakistan, high costs, debt burden, opportunities in potential markets, and threats from rising fuel prices and strong competition from airlines like Airblue. The document is presented by Farah, Nargis, Imran and Izhar.
PIA has a hierarchical organizational structure with departments like human resources, corporate planning, flight operations, and engineering. It uses technology like the internet, intranet, and fiber optic cables to transfer data within the organization and connect departments. PIA aims to improve customer service systems through new technologies like customer management systems, reservation systems, and e-ticketing to build their brand image and customer satisfaction. The organization structure, management, and technologies help PIA enhance performance and efficiency.
Pakistan International Airlines (PIA) was founded in 1955 and aims to be a world-class airline exceeding customer expectations. PIA has various departments like human resources, marketing, and engineering that report to the CEO and board of directors. The document discusses PIA's assets like hotels in New York and Paris. It also outlines problems facing PIA like financial losses, management issues, and high costs. A recent turnaround plan proposed cuts and new fuel-efficient planes, but the government may not approve due to PIA's large debts. PIA has also fired 200 employees for submitting fake degrees.
This document provides an internship report summarizing work completed at the Pakistan International Airlines Corporation (PIAC) HR department. It includes an overview of PIAC, describing its mission, vision, history and achievements. It then focuses on the tasks performed in the HR Admin and Coordination department, including employee leave policies, passage benefits, and other responsibilities like managing employee cases, appeals and disciplinary issues. The report aims to reflect on the experiences gained during the 6-week internship period at PIAC HR.
Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
This document provides an outline for a presentation on Product & Brand Management of Pakistan International Airlines (PIA). It introduces the group members giving the presentation and provides an overview of PIA, the Pakistan aviation industry, current airlines in Pakistan, PIA's network and cargo airlines. It discusses PIA's brand, problems facing the organization, and proposes using a six building blocks approach to address issues related to brand awareness, recognition, image, knowledge, elements/differentiation, and equity. It provides recommendations to improve PIA's operations, marketing, and address financial losses through modernizing fleets and reducing overhead costs.
Case study of pakistan international airline(pia) downfallsTauseef Gillani
PIA was founded in 1955 through the merger of Orient Airways and the government of Pakistan. It grew to become Asia's best airline but has struggled financially in recent decades due to aging aircraft, high fuel costs, unnecessary political recruitment, and liberal traffic rights given to foreign competitors without reciprocity. A recent committee review found PIA losses had reached $142 billion with too many employees, general managers, and flights on unprofitable routes due to political pressure. The management lacks a clear business plan and vision for turning PIA around.
PIA is facing a crisis due to financial losses, outdated aircraft, and a poor reputation. It has over 18,000 employees serving 39 aircraft, far exceeding the industry standard ratio. This overstaffing is a major cause of PIA's financial problems. Additionally, delayed and canceled flights along with unclean planes have damaged customer satisfaction. PIA was once a top airline but it has lost its way due to corruption and mismanagement. To recover, PIA must reduce staffing, improve customer service and safety, and invest in maintaining its aircraft.
1. The document analyzes the strengths, weaknesses, opportunities, and threats (SWOT) of Pakistan International Airlines (PIA).
2. PIA's strengths include its status as Pakistan's flag carrier, market share in domestic routes, and multilingual staff. However, weaknesses include an aging fleet causing high operating costs and a large number of employees.
3. Opportunities for PIA include potential growth in Middle Eastern markets and revenue from web/mobile reservations. Threats include rising fuel prices, growing competition, and negative perceptions of Pakistan.
This document outlines a marketing course on product and brand management, listing the course title, code, students submitting the course, and program coordinator.
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.
PIA - Pakistan International Airlines Strategic Reportmegasheeki
Presentation contains the strategic report for PIA including the growth rate and SWOT.
Best for Business Management and Strategic Management's Students.
PIA has been struggling financially and losing market share over decades due to mismanagement and political interference. It has accumulated debts of Rs300 billion and annual losses of Rs20-30 billion. Six major factors contributing to its decline are an aging fleet, inefficient routes, high costs, poor management, unqualified hiring, and overstaffing. As a change management consultant, resistance from unions with political ties and overstaffing would be challenges to address. Solutions include reducing political influence over unions, rightsizing staff based on aircraft needs, and appointing experienced aviation professionals through independent audits and international HR firms.
Hello Guys, The report that i have submitted was prepared by me along with my group members during my 6 weeks Intership @ PIA in 2010. we were given a project of conduting a surey at Jinnah Terminal's international departure lounge from passengers to know the reasons behind PIA's downfall.
The document discusses Pakistan International Airlines (PIA) and provides details about its history, vision, mission, organizational structure, departments, current issues, and recommendations. It summarizes that PIA has faced significant losses in recent years, declining market shares, an aging fleet, and issues related to leadership, recruitment practices, and rising costs. Recommendations include decentralizing PIA's structure, adopting merit-based promotions, empowering employees, purchasing new aircraft, reducing overhead costs, and implementing a participative leadership style.
PIA was founded in 1946 as Orient Airways in British India and was later nationalized to form the Pakistan International Airlines Corporation. PIA's vision is to be a world class profitable airline meeting customer expectations through excellent service, safety, and innovation. PIA aims to offer quality service and products, use advanced technology, ensure cost-effective operations, and develop a strong safety culture. In 2020, PIA reported a profit of Rs. 2.4 billion with operational losses reduced to Rs. 6.8 billion, showing a 33.7% drop in overall deficit. A voluntary separation scheme reduced PIA staff by 2,000 at a cost of Rs. 5 billion but will save Rs. 2.5 billion annually.
The document provides a strategic analysis of Pakistan International Airlines (PIA). It discusses PIA's company snapshot, fleet, vision, mission, services offered, and strategic analysis using tools like SWOT, PESTEL, Porter's Five Forces, and financial analysis. The document then proposes a strategy and organizational structure to improve PIA's performance.
This document provides a summary of an internship report submitted by Shahrukh Naweed Soomro at the PIA Engineering department in August 2015. The report contains a comprehensive overview of PIA's engineering complex, including its various departments like powerplant and overhaul, base maintenance, and line maintenance. It also describes the key parts of an aircraft like the fuselage, wings, empennage, and control surfaces. The report aims to provide first-hand knowledge about PIA's engineering operations to interns and new employees.
The document is a summer internship report submitted by three students detailing their 2-week internship at Pakistan International Airline's (PIA) engineering and maintenance facilities in Karachi. It provides an overview of PIA, including its mission, vision, history and current fleet. It then describes the students' experiences in various maintenance shops including engine overhaul shops for the PW-127 and G-90 engines, a landing gear overhaul shop, and others. The students learned about aircraft components, maintenance processes and interacted with engineering staff.
This document provides information on the airline industry in India. It begins by listing the major players in the industry, including IndiGo, Jet Airways, Air India, SpiceJet, GoAir and others. It then discusses the competitive environment, noting factors like market size, rivalry between companies, barriers to entry. It provides market share information for January 2017, with IndiGo maintaining the largest share at 39.8%. Key performance indicators for different airlines are presented like cancellation rates. Promoters and leaders of major airlines like IndiGo, Jet Airways and SpiceJet are outlined. Strategies of top player IndiGo are summarized.
Hindustan Aeronautics Limited (HAL) is an Indian state-owned aerospace and defence company established in 1940 in Bangalore, Karnataka. It was initially established as Hindustan Aircraft by Walchand Hirachand with an aim to manufacture aircraft in India. Over the years, HAL has expanded its capabilities to include the design, development, manufacture, repair, and overhaul of aircraft, helicopters, engines, avionics, and accessories. It is involved in various strategic partnerships and joint ventures with domestic and international partners. HAL has various production and manufacturing facilities across India and supplies to both domestic and international customers, including the Indian Armed Forces.
Saudi Arabian Airlines Internship ReportAamir Waqas
This is an internship report written on Saudi Arabian Airlines. For complete report contact at:
E: aamirwaqas1991@yahoo.com
f: www.facebook.com/aamer.waqas.39
This document provides an analysis of the strategy of Pakistan International Airlines (PIA). It begins with an introduction to PIA's history and operations, including its mission/vision, subsidiaries, fleet, and competitors. It then analyzes PIA's strategy and corporate social responsibility efforts. A strategic analysis of PIA is conducted using PESTLE, Porter's generic strategies, and SWOT frameworks. Political instability, economic challenges, and competitive pressures are identified as weaknesses and threats facing PIA. Opportunities for differentiation and leveraging geographic importance are noted as potential strengths.
Pakistan International Airlines (PIA) was founded in 1955 and aims to be a world-class airline exceeding customer expectations. PIA has various departments like human resources, marketing, and engineering that report to the CEO and board of directors. The document discusses PIA's assets like hotels in New York and Paris. It also outlines problems facing PIA like financial losses, management issues, and high costs. A recent turnaround plan proposed cuts and new fuel-efficient planes, but the government may not approve due to PIA's large debts. PIA has also fired 200 employees for submitting fake degrees.
This document provides an internship report summarizing work completed at the Pakistan International Airlines Corporation (PIAC) HR department. It includes an overview of PIAC, describing its mission, vision, history and achievements. It then focuses on the tasks performed in the HR Admin and Coordination department, including employee leave policies, passage benefits, and other responsibilities like managing employee cases, appeals and disciplinary issues. The report aims to reflect on the experiences gained during the 6-week internship period at PIAC HR.
Company Profile:
Pakistan International Airlines Corporation, more commonly known as Pakistan International Airlines or PIA is the flag carrier airline of Pakistan
Pakistan-based company -------- engaged in the provision of air transport services.
Other activities -------- provision of engineering and other allied services.
The Company operates in two business segments------- airlines operation and hotel operation.
History (Emphasis on Resources and Achievement):
On 23rd October 1946, a new airline was born Orient Airways Ltd. had at its helm Mr. M.A. Ispahani as Chairman.
Operating license was obtained in May 1947.
Orient Airways was a privately owned company, with limited capital and resources. It could not be expected to grow and expand independently. It was then that the Government of Pakistan decided to form a state-owned airline and invited Orient Airways to merge with it.
The outcome of the merger was the birth of a new airline, through PIAC Ordinance 1955 on January 10, 1955.
On 07 June 1954 PIA’s first flit linking b/w Karachi - - - - Dacca (Dhaka).
01 Feb 1955; PIA’s first International flit linking b/w Karachi - - - - London via Cairo.
Titled First Asian Airline with Pure-jet aircraft, by acquiescent Boeing 707-321 machine form PAN American World Airways in 07 March 1960. & extended London to New York
Meanwhile First time Helicopter services ran with Sikorsky S-61N.
This document provides an outline for a presentation on Product & Brand Management of Pakistan International Airlines (PIA). It introduces the group members giving the presentation and provides an overview of PIA, the Pakistan aviation industry, current airlines in Pakistan, PIA's network and cargo airlines. It discusses PIA's brand, problems facing the organization, and proposes using a six building blocks approach to address issues related to brand awareness, recognition, image, knowledge, elements/differentiation, and equity. It provides recommendations to improve PIA's operations, marketing, and address financial losses through modernizing fleets and reducing overhead costs.
Case study of pakistan international airline(pia) downfallsTauseef Gillani
PIA was founded in 1955 through the merger of Orient Airways and the government of Pakistan. It grew to become Asia's best airline but has struggled financially in recent decades due to aging aircraft, high fuel costs, unnecessary political recruitment, and liberal traffic rights given to foreign competitors without reciprocity. A recent committee review found PIA losses had reached $142 billion with too many employees, general managers, and flights on unprofitable routes due to political pressure. The management lacks a clear business plan and vision for turning PIA around.
PIA is facing a crisis due to financial losses, outdated aircraft, and a poor reputation. It has over 18,000 employees serving 39 aircraft, far exceeding the industry standard ratio. This overstaffing is a major cause of PIA's financial problems. Additionally, delayed and canceled flights along with unclean planes have damaged customer satisfaction. PIA was once a top airline but it has lost its way due to corruption and mismanagement. To recover, PIA must reduce staffing, improve customer service and safety, and invest in maintaining its aircraft.
1. The document analyzes the strengths, weaknesses, opportunities, and threats (SWOT) of Pakistan International Airlines (PIA).
2. PIA's strengths include its status as Pakistan's flag carrier, market share in domestic routes, and multilingual staff. However, weaknesses include an aging fleet causing high operating costs and a large number of employees.
3. Opportunities for PIA include potential growth in Middle Eastern markets and revenue from web/mobile reservations. Threats include rising fuel prices, growing competition, and negative perceptions of Pakistan.
This document outlines a marketing course on product and brand management, listing the course title, code, students submitting the course, and program coordinator.
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.
PIA - Pakistan International Airlines Strategic Reportmegasheeki
Presentation contains the strategic report for PIA including the growth rate and SWOT.
Best for Business Management and Strategic Management's Students.
PIA has been struggling financially and losing market share over decades due to mismanagement and political interference. It has accumulated debts of Rs300 billion and annual losses of Rs20-30 billion. Six major factors contributing to its decline are an aging fleet, inefficient routes, high costs, poor management, unqualified hiring, and overstaffing. As a change management consultant, resistance from unions with political ties and overstaffing would be challenges to address. Solutions include reducing political influence over unions, rightsizing staff based on aircraft needs, and appointing experienced aviation professionals through independent audits and international HR firms.
Hello Guys, The report that i have submitted was prepared by me along with my group members during my 6 weeks Intership @ PIA in 2010. we were given a project of conduting a surey at Jinnah Terminal's international departure lounge from passengers to know the reasons behind PIA's downfall.
The document discusses Pakistan International Airlines (PIA) and provides details about its history, vision, mission, organizational structure, departments, current issues, and recommendations. It summarizes that PIA has faced significant losses in recent years, declining market shares, an aging fleet, and issues related to leadership, recruitment practices, and rising costs. Recommendations include decentralizing PIA's structure, adopting merit-based promotions, empowering employees, purchasing new aircraft, reducing overhead costs, and implementing a participative leadership style.
PIA was founded in 1946 as Orient Airways in British India and was later nationalized to form the Pakistan International Airlines Corporation. PIA's vision is to be a world class profitable airline meeting customer expectations through excellent service, safety, and innovation. PIA aims to offer quality service and products, use advanced technology, ensure cost-effective operations, and develop a strong safety culture. In 2020, PIA reported a profit of Rs. 2.4 billion with operational losses reduced to Rs. 6.8 billion, showing a 33.7% drop in overall deficit. A voluntary separation scheme reduced PIA staff by 2,000 at a cost of Rs. 5 billion but will save Rs. 2.5 billion annually.
The document provides a strategic analysis of Pakistan International Airlines (PIA). It discusses PIA's company snapshot, fleet, vision, mission, services offered, and strategic analysis using tools like SWOT, PESTEL, Porter's Five Forces, and financial analysis. The document then proposes a strategy and organizational structure to improve PIA's performance.
This document provides a summary of an internship report submitted by Shahrukh Naweed Soomro at the PIA Engineering department in August 2015. The report contains a comprehensive overview of PIA's engineering complex, including its various departments like powerplant and overhaul, base maintenance, and line maintenance. It also describes the key parts of an aircraft like the fuselage, wings, empennage, and control surfaces. The report aims to provide first-hand knowledge about PIA's engineering operations to interns and new employees.
The document is a summer internship report submitted by three students detailing their 2-week internship at Pakistan International Airline's (PIA) engineering and maintenance facilities in Karachi. It provides an overview of PIA, including its mission, vision, history and current fleet. It then describes the students' experiences in various maintenance shops including engine overhaul shops for the PW-127 and G-90 engines, a landing gear overhaul shop, and others. The students learned about aircraft components, maintenance processes and interacted with engineering staff.
This document provides information on the airline industry in India. It begins by listing the major players in the industry, including IndiGo, Jet Airways, Air India, SpiceJet, GoAir and others. It then discusses the competitive environment, noting factors like market size, rivalry between companies, barriers to entry. It provides market share information for January 2017, with IndiGo maintaining the largest share at 39.8%. Key performance indicators for different airlines are presented like cancellation rates. Promoters and leaders of major airlines like IndiGo, Jet Airways and SpiceJet are outlined. Strategies of top player IndiGo are summarized.
Hindustan Aeronautics Limited (HAL) is an Indian state-owned aerospace and defence company established in 1940 in Bangalore, Karnataka. It was initially established as Hindustan Aircraft by Walchand Hirachand with an aim to manufacture aircraft in India. Over the years, HAL has expanded its capabilities to include the design, development, manufacture, repair, and overhaul of aircraft, helicopters, engines, avionics, and accessories. It is involved in various strategic partnerships and joint ventures with domestic and international partners. HAL has various production and manufacturing facilities across India and supplies to both domestic and international customers, including the Indian Armed Forces.
Saudi Arabian Airlines Internship ReportAamir Waqas
This is an internship report written on Saudi Arabian Airlines. For complete report contact at:
E: aamirwaqas1991@yahoo.com
f: www.facebook.com/aamer.waqas.39
This document provides an analysis of the strategy of Pakistan International Airlines (PIA). It begins with an introduction to PIA's history and operations, including its mission/vision, subsidiaries, fleet, and competitors. It then analyzes PIA's strategy and corporate social responsibility efforts. A strategic analysis of PIA is conducted using PESTLE, Porter's generic strategies, and SWOT frameworks. Political instability, economic challenges, and competitive pressures are identified as weaknesses and threats facing PIA. Opportunities for differentiation and leveraging geographic importance are noted as potential strengths.
This document provides information about Pakistan International Airlines (PIA). It includes PIA's mission statement, vision, slogan, and background information. It performs a SWOT analysis of PIA's internal and external factors. It also analyzes PIA using PESTEL factors and discusses some of PIA's achievements. The document discusses facts, assumptions, problems and alternatives regarding an incident involving PIA Flight 8303 and Honeywell's contract to upgrade PIA's fleet. It provides details of the flight incident such as the time, effects, stakeholders and investigation. Finally, it discusses issues facing PIA and provides recommendations.
Strategic Mistakes That Led To The Failure Of Kingfisher AirlinesSourav Giri
Kingfisher Airlines made several strategic mistakes that led to its failure, including unrealistic market analysis, unrelated diversification into the airline industry, an ill-advised merger with Air Deccan, and maintaining a diversified fleet of aircraft with varying capacities. These strategic decisions demonstrated a lack of understanding of the market and industry. Additionally, high operating costs, delays in salary payments, and growing debt from unpaid fuel, airport, and service taxes exacerbated the company's financial troubles and ultimately caused its operations to be shut down in 2012.
Analysis of Financial Statements of KingfisherDivya Tibrewal
This document provides a timeline of key events in the history of Kingfisher Airlines from its founding in 2003 until it ceased operations in 2012. It outlines the airline's expansion efforts, financial struggles as it reported continuous losses, debt issues, grounding of flights due to non-payment of dues to airports and other authorities, and eventual shutdown as its license was revoked in 2013 after suspending all operations the previous year. The timeline highlights the airline's challenges in maintaining profitability and payments to employees and creditors in a highly competitive industry environment.
1) The aviation industry in Pakistan has historically been dominated by the state-owned PIA, but faced increasing competition from private airlines starting in the 1990s.
2) However, most new private airlines failed, leaving PIA, Shaheen Air, and Air Blue as the major carriers currently.
3) PIA has faced significant losses despite government support, demonstrating the need to privatize the airline to increase efficiency and fair competition.
The Pakistan aviation industry began in 1946 with the founding of Orient Airways, which later merged with Pakistan International Airlines (PIA) in 1955 to become the national flag carrier. PIA operates domestic and international flights to over 70 destinations across Asia, the Middle East, Europe and North America. There are 36 operational airports in Pakistan, with Karachi, Lahore, and Islamabad serving as the major hubs. The aviation industry contributes approximately 1% to Pakistan's GDP, compared to a global average of 3.4%. Major players in the industry include PIA, Airblue, and Shaheen Airlines. The government is taking steps to improve infrastructure and regulate competition between airlines to support growth in the sector.
Pakistan International Airlines (PIA) was founded in 1955 and aims to be a world-class airline exceeding customer expectations. PIA has various departments like human resources, marketing, and engineering that report to the CEO and board of directors. The document discusses PIA's assets like hotels in New York and Paris. It also outlines problems facing PIA like financial losses, management issues, and high costs. A recent turnaround plan proposed cuts and new fuel-efficient planes, but the government may not approve due to PIA's large debts. PIA has also fired 200 employees for submitting fake degrees.
This document provides an executive summary and analysis of Spirit Airlines. It discusses the company's history and transformation into an ultra-low cost carrier under new ownership in 2005. The report evaluates Spirit qualitatively, examining its management, competitive environment, and challenges. It also analyzes quantitative financial data compared to Southwest Airlines. The summary aims to give a multi-faceted perspective on Spirit Airlines and provide valuable information for potential investors.
UKEssays. (November 2018). Plan For Burger King In Pakistan Marketing Essay. Retrieved from https://www.ukessays.com/essays/marketing/plan-for-burger-king-in-pakistan-marketing-essay.php?vref=1
UKEssays. (November 2018). Plan For Burger King In Pakistan Marketing Essay. Retrieved from https://www.ukessays.com/essays/marketing/plan-for-burger-king-in-pakistan-marketing-essay.php?vref=1
PIA is Pakistan's national airline that has faced financial struggles in recent years due to high costs and management issues. It has an aging fleet that is expensive to operate, too many employees relative to the number of aircraft, and has struggled with privatization efforts. Suggestions to improve PIA's financial performance include upgrading the fleet, reducing excess staff, improving customer service and marketing, and addressing centralized decision-making and lack of merit-based promotions. Addressing high costs and improving revenue opportunities could help PIA return to profitability.
Analysis of public organizations in pakistanZahid Anjum
Public sector organizations in Pakistan include public utilities and nationalized industries owned by the government. PIA, the Pakistan International Airline, was established in 1955 as the national flag carrier but has struggled financially in recent decades due to issues like an aging fleet, high operating costs, overstaffing, maintenance problems, delays, and corruption. While once a leading airline, PIA is now considered a national liability, accumulating billions in losses. Experts recommend removing PIA from government ministry control and privatizing the airline to address its financial crisis through improved commercial management and decision making.
This document provides an overview and comparison of the aviation industries in the UK and Pakistan. It discusses the success story of UK airline EasyJet through its growth over 20 years using a low-cost carrier model. It then examines Pakistan's national aviation policy and commercial airlines landscape. The document analyzes how Pakistani airline Airblue was able to successfully implement risk management strategies like EasyJet to recover from a 2010 crash through cost cuts and new routes. Overall, it concludes that properly managing risks at the right time can help aviation companies overcome challenges and achieve success.
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
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2. “One machine can do the work of fifty ordinary men. No machine can do
the work of one extraordinary man”.
2
3. Pakistan International Airlines is Pakistan’s national and international AIRLINE
. Eventually, on March 11 of 1955, Orient Airways merged with the
Government's proposed airline, becoming Pakistan International Airways. In
March of 1960, PIA became the first Asian airline to enter the jet age when
Boeing 707 service was introduced. In 1978, the airline bought their first 747
aircraft, which have since become a staple of the airline's fleet. In 1996, the
3
airline leased Tupolev Tu-154 planes, and re-opened services to Beirut
International Airport in Beirut, Lebanon.
4. Pakistan International Airlines (also known as PIA), is Pakistan’s
national and international AIRLINE . Its IATA call code is PK. In Pakistan its
initials are sometimes jocularly said to stand for "prayers in air".
History:
PIA
can trace its beginnings to the days when Pakistan still wasn't a nation. In
1946, Muhammed Ali Jinnah, also known as founder of Pakistan, realized the
need of an airline network for the forming country. He called upon the help of
an experienced industrialist, Mr. M.A. Ispahani.
On October 23 of 1946, Orient Airways was set up, registered in Calcutta. In
February of 1947, three DC-3 airplanes were bought from a company in Texas,
and in May of that year, the airline was granted a license to fly. Services were
started in June, from Calcutta to Akyab and Rangoon. This was the first post
war airline flight by an Indian registered airline company.
Two months after this service began, Pakistan as a nation was formed. Orient
Airways began relief flights to the new nation, and soon after, it moved
operations to Karachi, where it began the important route from Karachi to
Dacca. In addition, their initial domestic route in Pakistan was established, from
Karachi to Lahore to Peshawar, and from Karachi to Quetta to Lahore.
Due to increasing passenger demand, the airline increased its fleet before the
end of the 1940s, and this caused financial trouble to the airline. The
government of Pakistan, realizing the operation was failing economically, asked
4
5. the airline to merge into a new, national airline that the government was
planning on creating. Eventually, on March 11 of 1955, Orient Airways merged
with the Government's proposed airline, becoming Pakistan International
Airways.
History Overview:
• The first airline from an Asian land country and the first airline from a
Muslim country to fly the Super Constellation
• The first Asian airline to operate a jet aircraft.
• The first Asian airline to be granted maintenance approval by the US
Federal Aviation Administration (FAA) and the Air Registration Board,
predecessor of the British Civil Aviation Authority (CAA).
• The first non-communist airline to fly to the People's Republic of China,
and to operate a service between Asia and Europe via Moscow
• The first airline in Asia to induct the new technology Boeing 737-300
aircraft.
• An IBM 1401, the first computer in Pakistan, was installed in PIA.
• The first airline to introduce a second route to People's Republic of China
over the mighty Karakoram mountains.
• The first airline in the world to operate scheduled helicopter services
• The first airline to show in-flight movies on international routes.
• PIA set up Pakistan's first planetarium at Karachi.
• The first airline in South Asia to introduce auto-ticketing facility.
• First Asian airline to start flights to Oslo, the beautiful capital city of
Norway.
5
6. Boeing 747-300 6
Boeing 747-200 4
Boeing 777-24ER 3
Airbus A-300-B4 6
Airbus A-310 12
Boeing 737-300 7
Fokker F-27-200/400 8
Twin Otter 2
Total Aircrafts PK Airways Contains = 48
6
7. MISSION
Considering its mission statement to be a world class airline with a
distinctive Pakistani character, that is customer driven and caring
employer, Pakistan International Airlines is committed to providing top
quality service and endeavors to achieve total customer satisfaction.
Therefore we, at Customer Relations Division,look forward to receiving
from our customers their comments and suggestions regarding any
aspect of Pakistan International Airline Services.
It is our belief that comments and suggestions made by our valued
customers are of a vital information source, which enable us to
evaluate the services and to take appropriate measures for
improvement. Ultimately, this will lead us to achieve our mission.
We hope that Pakistan International Airlines will always acquire your
confidence every now and then.
7
9. “. . . Man is still the most extraordinary computer of all.”
9
10. Various ratios are used by managers and
investors to analyze and forecast the
profitability and efficiency of a company.
Listed in this section are the ratios used for
the financial analysis of Pakistan
10
International Airlines.
11. Ratio Analysis
Financial Statement Analysis uses a primary tool a ratio which relates two figures applicable to
different categories.
Without ratios, financial statements would be largely uninformative to all but the very skilled. With
ratios, financial statements can be interpreted and usefully applied to satisfy the needs of the reader.
In order to assess the performance of a business, it is necessary to analyse and interptret the business
final accounts. Analysis involves a detailed review of the information provided in the final accounts.
The results of this analysis are interpreted to assess the performance of the business. This may
include a comparison with previous years, a comparison with targets or budgets, or even a
comparison with other similar businesses.
For comparison to be meaningful, it is used to express results in terms of accounting ratios. The
wording accounting ratios is used to describe all the calculations involved in interpreting accounts,
even though some of the calculations are expressed in terms of percentages & time periods
Users of Ratios: There are vast numbers of parties who are interesting in analyzing financial
statements, including share holders, lenders, customers, suppliers, employees, government agencies
and competitors.
Ratio Analysis is a first step in assessing an entity. It removes some of the mystique surrounding
the financial statements and makes it easier to pinpoint items which it would be interesting to
investigate further.
11
12. Short Term Liquidity Ratios for Pakistan International Airlines.
Objective
To measure the solvency, or the ability, of Pakistan International Airlines to
meet its short-term financial obligations and to assess the liquidity, or the
ability, of PIA to convert current assets to cash to reduce current liabilities.
The Ratios
The most widely used financial ratios for establishing the short-term liquidity of
a company are highlighted in the below chart.
The short-term liquidity ratios are used in the evaluation of short-term liquidity
to convert current assets into cash in order to reduce the financial obligations of
the company as they become due. These ratios are particularly significant to
12
13. the creditors and potential lenders of a company because they determine the
ability of that company to meet current payments of a debt.
Quick Comparison
Financial Ratio 2005 2004
Current Ratio 2.657 2.038
Quick Ratio 1.415 1.781
Financial Ratio 2005 2004
Current Ratio 1.932 1.817
Quick Ratio 0.893 0.865
Analysis
As shown in the above comparative table, Pakistan International Airlines short-
term liquidity has various over the past decades and has consistently remained
below a 2:1 ratio, which could be perceived as less than optimal. The quick
ratio also has remained under 1:1, which is considered to be the benchmark
value for this ratio. However, relative to the Finn air airlines, Finn air airlines
has maintained a higher current ratio and PIA’s quick ratio has remained Lower
13
14. than its competitors. These trends indicate PIA has been in a poor position than
its competition to meet its short-term financial obligations.
Financial Leverage Ratios for Pakistan International Airlines.
Objective
To apply ratio analysis to assess the debt levels of Pakistan International
Airlines.
The Ratios
The most commonly used ratios by financial analysts for determining the long-
term solvency of an entity are shown in the following table:
Financial Ratio Numerator Denominator
Debt-to-Equity Total Debts Equity
Debt-to-Total Assets Total Debt Total Assets
These ratios are used for solvency evaluation. The main focus of these ratios is
the entity’s ability to repay long-term creditors. Both creditors and shareholders
are equally interested in these ratios. Typically, these ratios should be as low as
possible. These ratios indicate the entity’s ability to withstand relatively sour
business conditions without suffering net losses or insolvency. Although, these
ratios should not be taken at face value since they are dependent on many
factors, these ratios are most useful for making apple-to-apple comparisons in
the industry.
Quick Comparison
2005 2004
14
15. Financial Ratio
Debt to Equity 1.992 1.792
Debt to total Assets 0.435 0.308
Financial Ratio 2005 2004
Debt to Equity 1.205 1.556
Debt to total Assets 0.515 0.608
Analysis
As evident from the above table there is a decreasing trend in all of the above
ratios from December 2004 to September 2005. This shows the Decreasing
Trend of PIA and this shows the poor ability of the entity to meet its long-term
obligations unsuccessfully with being in danger of encountering net losses or
insolvency. In short this above table shows that the PIA is totally dependent on
the debts.
Profitability Ratios for Pakistan International Airlines.
Objective
To determine the profitability of Southwest Airlines using various financial
ratios.
The Ratios
15
16. Profitability ratios are used in an effort to evaluate management’s ability to
monitor and control expenses and to earn a profit on resources committed to
the business. The ratios assess Southwest Airlines’ strengths and weaknesses,
operating results and growth potential. These ratios are used to measure how
efficiently the assets are being used to generate net income and sales. The
higher the ratio, the more effectively a company is using their assets. The
ratios also allow comparison of the profitability of Southwest Airlines to that of
similar airlines within the industry.
Listed in the table below are the primary ratios used to determine profitability
Ratio.
Financial Ratio Numerator Denominator
Gross Profit Gross Profit Net sales
Net Profit Ratio Net profit Net sales
Operating Profit Ratio EBIT Net sales
Quick Comparison
Financial Ratio Sep.2005 Dec.2004
Gross Profit 64.92 % 62.53 %
Net Profit Ratio 43.67 41.45%
Operating Profit Ratio 49.86 % 47.55 %
16
17. Financial Ratio Sep.2005 Dec.2004
Gross Profit 99.2 % 56.%
Net Profit Ratio 2.558 % 0.290 %
Operating Profit Ratio 3.87 % 0.65 %
Analysis
Gross profit and gross profit percentage are used to assess whether the profits
will cover operating expenses. The gross profit rate has remained unstable in
the periods. Pakistan International Airlines has a relatively Low gross profit rate
this year, primarily because of High operating costs. High operating costs is one
of the main threats for this firm, “By keeping costs High, we can’t keep our
fares low. This, in turn, gives customers to fly with other Airlines.”
Activity Ratios for Pakistan International Airlines.
Objective
Activity ratio are used to determine how quickly various accounts are converted
into sales or cash.
The Ratios
Financial Ratio Numerator Denominator
Receivable turnover Credit sales Receivables
Payable turnover Credit Purchases Payables
Inventory Turnover Cost of Goods Sold Average Inventory
Over all the Liquidity ratios generally do not give an adequate picture of a
company’s real liquidity, due to differences in the kinds of current assets and
17
18. liabilities the company holds. Thus, it is necessary to evaluate the activity or
liquidity of specific current accounts.
Quick Comparison
Financial Ratio 2005 2004
Receivable turnover 10.27 times 9.88 times
Payable turnover 3.53 2.08
Inventory Turnover 58.93 56.54
Financial Ratio 2005 2004
Receivable turnover 6.29 times 7.64 times
Payable Turnover 0.225 0.278
Inventory Turnover 43.28 46.95
Analysis
Pakistan International Airlines contains a nominal Debtors turnover change
from previous year. PIA can turn its accounts into sales 9.88 times but if we
compare it with Finn Air then we will find that Finn Air can turn its debtors into
sales faster than PIA.
The total asset turnover of PIA increases and it is a positive response as assets
are utilizing more significantly by the organization. If we compare with the Finn
18
19. Air then they are also utilizing their assets. Both company’s use to assets are
comparatively good.
Interest Coverage Ratios for Pakistan International Airlines
Objective
The interest coverage ratio reflects the number of times interest expense is
covered by earnings or cash flows.
The Ratios
Listed in the table below are the primary ratio used to determine Interest
Coverage Ratio.
Financial Ratio Numerator Denominator
Interest coverage Ratio EBIT Interest charges
The ratio reveals the magnitude of the decline in Income that a firm can
tolerate and still be able to meet its interest payments.
Quick Comparison
Financial Ratio Sep.2005 Dec.2004
Interest coverage Ratio 0.617 1.051
19
20. Financial Ratio Sep.2005 Dec.2004
Interest coverage Ratio 24.85 5.4
Analysis
The decline in interest coverage from 2004 to 2005 is a negative indicator for
Pakistan International Airlines. This drop in the ratio in the second year would
be of concern to creditors, but if we compare it with Finn Air then we will find
that Finn Air has increase in Interest Coverage Ratio from 2004 to 2005 is a
positive indicate.
20
21. Summary of Financial Ratio
Ratio Formula
Dec. 2004 Sep.2005 Evaluation Trend Dec. 2004 Sep.2005 Evaluation Trend
NWC Current assets – Current Liabilities 0.0092 (0.093) Deteriorated 0.006 0.012 Improved
Current Current Assets / Current Liabilities 1.038 0.657 Deteriorated 1.017 1.032 Improved
Quick Cash + Cash Equivalent 0.415 0.781 Improved 0.465 0.493 Improved
+Receivables / Current Liabilities
Debt equity Total Liabilities / Shareholder Equity 3.946 3.792 Improved 1.556 1.605
Debt T.A. Total Debt / Total Assets 3.308 4.817 Deteriorated 0.608 0.615
Total Total Debt / Total Capitalization 1.039 1.054 Deteriorated 0.437 0.445
Capitalization
Debt Ratio Total Liabilities / Total Assets 0.789 0.773 Improved 0.609 0.616
Gross Profit Gross Profit / Net Sales 15% 08% Deteriorated 100.096 % 99.2 %
Net Profit Net Profit / Net Sales 02 % (6.7 %) Deteriorated 0.290 % 2.558 %
O. Expense Operating Expense / Net Sales 102.6 % 97.9 % 102.6 % 97.9 %
O. Profit EBIT / Net Sales 04 % 03 % 0.65 % 3.87 %
Debtors T.O. Credit Sales / Receivables 10.27Time 9.88 Time 2.01 Time 1.80 Time
T. Asset T.O Net Sales / Total Assets 2.08 3.53 0.278 0.285
NWC T.O. Sales / Net Working Capital 56.54 6.80 8.80 19.30
Interest Operating Income / Interest Charges 1.051 0.617 5.40 24.85
Coverage
21
27. There are five stages for group development
• Forming stage
• Storming stage
• Norming stage
• Performing stage
• Adjourning stage
.
Stages of Group Development
27
29. “The scientific theory I like best is that the rings
of Saturn are composed entirely of lost airline
luggage”.
29
30. External conditions are imposed on a work group.
There are external conditions which influence the
performance of the groups in Pakistan International
Airlines.
30