This document discusses Air Deccan, India's first low-cost airline. It acknowledges those who helped with the report and thanks the college for providing a diverse learning environment. The abstract notes that Air Deccan adopted a no-frills, low-cost business model and was able to grow rapidly but also faced operational issues as it expanded. Section 1 provides background on the growth of the Indian aviation industry and low-cost carriers in India, noting Air Deccan was the first such airline and aimed to offer low fares to stimulate demand.
Vistara is an Indian domestic airline based in Gurgaon with its hub at Delhi-Indira Gandhi International Airport
Content
About
History
Corporate Affairs
Objective
Designation
Services
Business Class
Premium Economy
IN Flight Entertainment
Catering
Lounge
Vision and Mission
Some Images
Vistara, a new airline joint venture between Tata Sons and Singapore Airlines, aims to launch scheduled domestic air transport services in India. The submission document provides details on Vistara's vision, mission, competitive analysis of the Indian aviation industry, proposed marketing strategy and brand, financial projections, fleet and route details, management structure, and timeline. Vistara plans to differentiate itself through high quality customer service while operating as a hybrid carrier between full service and low cost models. Key goals include revolutionizing India's corporate travel market and setting new standards of service excellence in domestic aviation.
Vistara is a joint venture between Tata Sons and Singapore Airlines that began operations in 2015. It operates Airbus A320 aircraft on 311 weekly scheduled domestic routes between 12 destinations within India. The document discusses Vistara's business model, costs, funding, and provides a breakdown of estimated per seat fuel and operating costs for a flight from Delhi to Mumbai on an Airbus A320.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
Vistara Airlines is marketing its premium services to business travelers and high-end customers while keeping prices competitive. It aims to create brand awareness and increase its customer base through innovative advertising campaigns. Vistara offers various seating classes with inflight entertainment and catering options. Its marketing strategies focus on visibility through events and partnerships, highlighting its premium product offerings, and building strong customer relationships.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
The Civil Aviation Industry in India has decided to introduce easy entry and exit rules for regional airlines to encourage greater participation. Airlines operating on regional routes will be allowed to cease operations if they deem operations unprofitable after a set period. This is expected to lead to a surge in the number of new airlines with small fleets and aircraft. The goal is to enhance ease of doing business while respecting market forces with minimal government interference.
Vistara is an Indian domestic airline based in Gurgaon with its hub at Delhi-Indira Gandhi International Airport
Content
About
History
Corporate Affairs
Objective
Designation
Services
Business Class
Premium Economy
IN Flight Entertainment
Catering
Lounge
Vision and Mission
Some Images
Vistara, a new airline joint venture between Tata Sons and Singapore Airlines, aims to launch scheduled domestic air transport services in India. The submission document provides details on Vistara's vision, mission, competitive analysis of the Indian aviation industry, proposed marketing strategy and brand, financial projections, fleet and route details, management structure, and timeline. Vistara plans to differentiate itself through high quality customer service while operating as a hybrid carrier between full service and low cost models. Key goals include revolutionizing India's corporate travel market and setting new standards of service excellence in domestic aviation.
Vistara is a joint venture between Tata Sons and Singapore Airlines that began operations in 2015. It operates Airbus A320 aircraft on 311 weekly scheduled domestic routes between 12 destinations within India. The document discusses Vistara's business model, costs, funding, and provides a breakdown of estimated per seat fuel and operating costs for a flight from Delhi to Mumbai on an Airbus A320.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
Vistara Airlines is marketing its premium services to business travelers and high-end customers while keeping prices competitive. It aims to create brand awareness and increase its customer base through innovative advertising campaigns. Vistara offers various seating classes with inflight entertainment and catering options. Its marketing strategies focus on visibility through events and partnerships, highlighting its premium product offerings, and building strong customer relationships.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
The Civil Aviation Industry in India has decided to introduce easy entry and exit rules for regional airlines to encourage greater participation. Airlines operating on regional routes will be allowed to cease operations if they deem operations unprofitable after a set period. This is expected to lead to a surge in the number of new airlines with small fleets and aircraft. The goal is to enhance ease of doing business while respecting market forces with minimal government interference.
This document provides an overview of Emirates Airline. It discusses Emirates' goals of reaching the top by excelling and delivering the world's best in-flight experience. The document outlines Emirates' history, fleet, destinations, awards, employment structure, management team, in-flight services for different classes, cargo services, and ground services. It also includes a SWOT analysis, PESTLE analysis, and brief discussion of Emirates' product.
Airline industry of india air india case studyDhruva Methi
The document summarizes the airline industry in India. It states that India has the 9th largest aviation market in the world and is poised to become the 3rd largest by 2020 due to growth in the economy and middle class. It provides an overview of passenger and cargo traffic growth trends. It also briefly outlines the history of aviation in India and mentions some of the major carriers like Air India, Jet Airways, and IndiGo. It notes that the industry faces challenges like overstaffing and rising fuel costs but also opportunities for investment and growth.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
Star Alliance is the world's largest airline alliance, with 28 member airlines. It was launched on May 14, 1997. Star Alliance provides over 10,000 daily flights to more than 1,172 airports in 181 countries. The alliance offers cost savings through shared facilities and staff among members. It provides benefits to travelers like lower prices, more destinations, and optimized connections between member airlines.
Vistara is an Indian airline jointly owned by Tata Sons and Singapore Airlines. It commenced operations in 2015 with 5 Airbus A320 aircraft and currently operates 164 flights per week to destinations across India. Vistara offers premium economy seats in addition to regular economy and business class. The presentation discusses Vistara's target customer segments, marketing strategies, and service offerings which include on-time performance, premium in-flight services and well-trained staff. It also outlines Vistara's marketing mix, competition in the Indian aviation industry, and strategies to promote customer loyalty.
1. Started in 1985 by the Dubai Government, Emirates Airlines has grown to become the 4th largest airline in the world through expanding its destinations from 60 to 142 in less than 30 years and emphasizing excellent product, equipment and service.
2. The Emirates Group has diversified beyond aviation into other travel and tourism businesses, employing over 65,000 people across more than 50 brands.
3. Seen as a global company based in the Middle East rather than an Arab airline, Emirates' corporate positioning and cost advantages through subsidies have allowed it to remain profitable while competing airlines struggle.
Air Arabia Case Study- Presentation- Marketing Management- MBAVineethJose5
Air Arabia is an Emirati low-cost airline based in Sharjah, UAE. It was established in 2003 as the first low-cost carrier in the Middle East. Air Arabia operates flights to over 170 destinations across the Middle East, North Africa, Asia, and Europe from its bases in Sharjah, Abu Dhabi, Egypt, Jordan, and Morocco. The airline maintains low costs through practices like operating a single aircraft type, online booking, and fuel hedging. Air Arabia's focus on affordable fares and customer satisfaction has contributed to its success as the largest low-cost carrier in the Middle East and North Africa region.
Transformed Airports: From Physical Touchpoints to Digital ServicesElif Tas
This dissertation presentation summarizes research on transforming airports through digital services. It discusses trends toward digitization and growth in air travel. Issues like delays, stress and security concerns for passengers are identified. Digital technologies are presented as a solution, with examples like self-check-in and security screening. The research aims to develop an innovation framework for digital products and services at airports. Secondary research examines case studies of airports. Primary research includes interviews and observations. Findings identify types of airports, the customer journey, and future technologies. A stakeholder analysis identifies goals. The framework proposes stages from strategy to testing. Design is discussed as a way to satisfy stakeholders and manage the user experience process.
SpiceJet is a low-cost airline based in India that began operations in 2005. It has grown to become India's second largest low-cost carrier through strategic fleet and capacity expansion funded by equity investments. SpiceJet utilizes yield management and ancillary revenue streams to maximize profits from its fixed aircraft resources. It focuses on high aircraft utilization through efficient operations and direct online and call center ticket distribution to keep costs low. Performance metrics like on-time performance, customer satisfaction ratings, and growing market share indicate the success of SpiceJet's low-cost business model and operations management strategies.
- The document discusses the current state and future vision for the Indian aviation industry. It outlines key issues like inadequate infrastructure, the need for long-term planning and funding. It also discusses the growth of the industry in recent years with more private players and low cost carriers, leading to increased traffic. However, high costs, taxes and regulatory challenges remain issues affecting the industry's profitability and consolidation is expected to continue. Foreign investors are seen as important to providing needed funding but regulations limiting their stake need to be relaxed.
Vistara Airlines SWOT Analysis
Vistara Airlines is a joint venture between Tata Sons and Singapore Airlines Limited.The document contains in depth analysis of strengths,weaknesses and opportunities for the airlines in Indian and International Markets.
This document discusses airport operations and functions. It describes the key aspects of airport operations which include landside operations (terminal and concourses), airside operations (airfield and runways), billing and invoicing, and information management. It then provides more details on landside operations which focuses on customer service, and airside operations which oversees safety and security on the airfield. The document also outlines several roles at the airport including security, passenger service, fire service, air traffic control, airside operations, cleaning services, aviation development, and other support functions like engineering and finance.
The document instructs the reader to review questions at the end of Chapter 10, provides an email for any clarification questions, and asks that any submissions be sent by the following week.
Vistara is a joint venture between Tata Sons and Singapore Airlines that was established in 2013. It will operate as a full-service airline based in New Delhi, initially investing $100 million. Vistara aims to deliver exceptional service and push the boundaries of air travel in India. It will focus on trunk routes in northern India, linking Delhi to cities like Mumbai, Bangalore, and Srinagar.
This virtual simulation program was developed to help airline management teams understand competitive market dynamics and improve problem solving and decision-making skills.
Find out more at: http://www.iata.org/airline-business-simulation
Airline Revenue - Case Study and Industry AnalysisFrank A.
Airlines are facing increased pressure to cut costs and optimize revenue. Technology and other innovative ideas will be presented to harness all the resources necessary to be as efficient and cost effective as possible. The advent of Big Data for the Airline industry is coming at exactly the right time. Just over 100 years in the making, the industry is poised to flourish. New entrants and globalization of the world economy through communication mediums are giving rise to demanding business models that strive to get and keep market share. It will be imperative for all industry players to use data and integrate into all cost saving and profit based business initiatives. This paper illustrates and investigates many spheres of the airline industry including all the facets where airlines may increase revenue, streamline processes, cut costs, and become as cost efficient as possible.
SpiceJet aims to compete with Indian Railways by offering low fares and good service to price-conscious travelers. It has increased its domestic market share and number of passengers by 31% and 27% respectively through expanding its fleet and adding new routes. SpiceJet uses a mix of marketing strategies including competitive pricing, promotions through various media, and enhancing the customer experience through well-trained staff and comfortable aircraft.
This document provides information about Emirates Airlines and Lufthansa Airlines. It discusses their key details like founding year, headquarters, CEOs, websites, fleet sizes, and top destinations. It also analyzes their strengths, weaknesses, opportunities and threats. Both airlines offer various services to customers at different stages of travel like consultation through websites and apps, order taking through multiple channels, hospitality inflight, and secure billing and payment options.
Development of Loyalty Program for Indigo - A Low Cost Indian Airline: Consum...Vishrut Shukla
This document provides a summary of the Indian aviation industry and an analysis of loyalty programs and branding strategies of major airlines in India.
It begins with an overview of the challenges facing the Indian aviation industry, including high costs, debt, and losses incurred by many airlines. It then profiles the major airlines in India and analyzes their branding, including elements, positioning, target audiences, and media communications. Finally, it summarizes the loyalty programs of several airlines, noting that such programs are still nascent in India compared to other countries. In particular, it provides details on the tiered programs of Air India and Jet Airways.
This document provides an overview and analysis of Emirates Airlines' business strategies and marketing plan. Some key points:
- Emirates was established in 1985 in Dubai and has expanded significantly to over 80 aircraft flying to over 70 destinations globally.
- It faces competition from other UAE-based airlines like Air Arabia, Etihad, and RAK Airways. Emirates differentiates itself through advanced onboard services.
- Emirates' strategic focus includes its mission to offer high quality service, goals of market expansion, and leveraging Dubai's location and brand reputation.
- Its marketing plan targets UAE tourism/business travelers, expatriates in the UAE, and transit passengers,
This document provides an overview of Emirates Airline. It discusses Emirates' goals of reaching the top by excelling and delivering the world's best in-flight experience. The document outlines Emirates' history, fleet, destinations, awards, employment structure, management team, in-flight services for different classes, cargo services, and ground services. It also includes a SWOT analysis, PESTLE analysis, and brief discussion of Emirates' product.
Airline industry of india air india case studyDhruva Methi
The document summarizes the airline industry in India. It states that India has the 9th largest aviation market in the world and is poised to become the 3rd largest by 2020 due to growth in the economy and middle class. It provides an overview of passenger and cargo traffic growth trends. It also briefly outlines the history of aviation in India and mentions some of the major carriers like Air India, Jet Airways, and IndiGo. It notes that the industry faces challenges like overstaffing and rising fuel costs but also opportunities for investment and growth.
1. The document discusses through-life costs, which are the total costs of owning an aircraft over its lifetime, including acquisition, maintenance, fuel and personnel costs. It notes that customers are increasingly asking manufacturers like Airbus to consider through-life costs in aircraft design.
2. Airbus is taking several initiatives to address through-life costs, such as collaborating on integrated wing and life cycle cost modeling projects. These aim to better evaluate how new technologies impact overall costs.
3. Balancing performance improvements with implementation costs will be important for future designs to meet environmental and resource constraints while remaining affordable over the long run.
Star Alliance is the world's largest airline alliance, with 28 member airlines. It was launched on May 14, 1997. Star Alliance provides over 10,000 daily flights to more than 1,172 airports in 181 countries. The alliance offers cost savings through shared facilities and staff among members. It provides benefits to travelers like lower prices, more destinations, and optimized connections between member airlines.
Vistara is an Indian airline jointly owned by Tata Sons and Singapore Airlines. It commenced operations in 2015 with 5 Airbus A320 aircraft and currently operates 164 flights per week to destinations across India. Vistara offers premium economy seats in addition to regular economy and business class. The presentation discusses Vistara's target customer segments, marketing strategies, and service offerings which include on-time performance, premium in-flight services and well-trained staff. It also outlines Vistara's marketing mix, competition in the Indian aviation industry, and strategies to promote customer loyalty.
1. Started in 1985 by the Dubai Government, Emirates Airlines has grown to become the 4th largest airline in the world through expanding its destinations from 60 to 142 in less than 30 years and emphasizing excellent product, equipment and service.
2. The Emirates Group has diversified beyond aviation into other travel and tourism businesses, employing over 65,000 people across more than 50 brands.
3. Seen as a global company based in the Middle East rather than an Arab airline, Emirates' corporate positioning and cost advantages through subsidies have allowed it to remain profitable while competing airlines struggle.
Air Arabia Case Study- Presentation- Marketing Management- MBAVineethJose5
Air Arabia is an Emirati low-cost airline based in Sharjah, UAE. It was established in 2003 as the first low-cost carrier in the Middle East. Air Arabia operates flights to over 170 destinations across the Middle East, North Africa, Asia, and Europe from its bases in Sharjah, Abu Dhabi, Egypt, Jordan, and Morocco. The airline maintains low costs through practices like operating a single aircraft type, online booking, and fuel hedging. Air Arabia's focus on affordable fares and customer satisfaction has contributed to its success as the largest low-cost carrier in the Middle East and North Africa region.
Transformed Airports: From Physical Touchpoints to Digital ServicesElif Tas
This dissertation presentation summarizes research on transforming airports through digital services. It discusses trends toward digitization and growth in air travel. Issues like delays, stress and security concerns for passengers are identified. Digital technologies are presented as a solution, with examples like self-check-in and security screening. The research aims to develop an innovation framework for digital products and services at airports. Secondary research examines case studies of airports. Primary research includes interviews and observations. Findings identify types of airports, the customer journey, and future technologies. A stakeholder analysis identifies goals. The framework proposes stages from strategy to testing. Design is discussed as a way to satisfy stakeholders and manage the user experience process.
SpiceJet is a low-cost airline based in India that began operations in 2005. It has grown to become India's second largest low-cost carrier through strategic fleet and capacity expansion funded by equity investments. SpiceJet utilizes yield management and ancillary revenue streams to maximize profits from its fixed aircraft resources. It focuses on high aircraft utilization through efficient operations and direct online and call center ticket distribution to keep costs low. Performance metrics like on-time performance, customer satisfaction ratings, and growing market share indicate the success of SpiceJet's low-cost business model and operations management strategies.
- The document discusses the current state and future vision for the Indian aviation industry. It outlines key issues like inadequate infrastructure, the need for long-term planning and funding. It also discusses the growth of the industry in recent years with more private players and low cost carriers, leading to increased traffic. However, high costs, taxes and regulatory challenges remain issues affecting the industry's profitability and consolidation is expected to continue. Foreign investors are seen as important to providing needed funding but regulations limiting their stake need to be relaxed.
Vistara Airlines SWOT Analysis
Vistara Airlines is a joint venture between Tata Sons and Singapore Airlines Limited.The document contains in depth analysis of strengths,weaknesses and opportunities for the airlines in Indian and International Markets.
This document discusses airport operations and functions. It describes the key aspects of airport operations which include landside operations (terminal and concourses), airside operations (airfield and runways), billing and invoicing, and information management. It then provides more details on landside operations which focuses on customer service, and airside operations which oversees safety and security on the airfield. The document also outlines several roles at the airport including security, passenger service, fire service, air traffic control, airside operations, cleaning services, aviation development, and other support functions like engineering and finance.
The document instructs the reader to review questions at the end of Chapter 10, provides an email for any clarification questions, and asks that any submissions be sent by the following week.
Vistara is a joint venture between Tata Sons and Singapore Airlines that was established in 2013. It will operate as a full-service airline based in New Delhi, initially investing $100 million. Vistara aims to deliver exceptional service and push the boundaries of air travel in India. It will focus on trunk routes in northern India, linking Delhi to cities like Mumbai, Bangalore, and Srinagar.
This virtual simulation program was developed to help airline management teams understand competitive market dynamics and improve problem solving and decision-making skills.
Find out more at: http://www.iata.org/airline-business-simulation
Airline Revenue - Case Study and Industry AnalysisFrank A.
Airlines are facing increased pressure to cut costs and optimize revenue. Technology and other innovative ideas will be presented to harness all the resources necessary to be as efficient and cost effective as possible. The advent of Big Data for the Airline industry is coming at exactly the right time. Just over 100 years in the making, the industry is poised to flourish. New entrants and globalization of the world economy through communication mediums are giving rise to demanding business models that strive to get and keep market share. It will be imperative for all industry players to use data and integrate into all cost saving and profit based business initiatives. This paper illustrates and investigates many spheres of the airline industry including all the facets where airlines may increase revenue, streamline processes, cut costs, and become as cost efficient as possible.
SpiceJet aims to compete with Indian Railways by offering low fares and good service to price-conscious travelers. It has increased its domestic market share and number of passengers by 31% and 27% respectively through expanding its fleet and adding new routes. SpiceJet uses a mix of marketing strategies including competitive pricing, promotions through various media, and enhancing the customer experience through well-trained staff and comfortable aircraft.
This document provides information about Emirates Airlines and Lufthansa Airlines. It discusses their key details like founding year, headquarters, CEOs, websites, fleet sizes, and top destinations. It also analyzes their strengths, weaknesses, opportunities and threats. Both airlines offer various services to customers at different stages of travel like consultation through websites and apps, order taking through multiple channels, hospitality inflight, and secure billing and payment options.
Development of Loyalty Program for Indigo - A Low Cost Indian Airline: Consum...Vishrut Shukla
This document provides a summary of the Indian aviation industry and an analysis of loyalty programs and branding strategies of major airlines in India.
It begins with an overview of the challenges facing the Indian aviation industry, including high costs, debt, and losses incurred by many airlines. It then profiles the major airlines in India and analyzes their branding, including elements, positioning, target audiences, and media communications. Finally, it summarizes the loyalty programs of several airlines, noting that such programs are still nascent in India compared to other countries. In particular, it provides details on the tiered programs of Air India and Jet Airways.
This document provides an overview and analysis of Emirates Airlines' business strategies and marketing plan. Some key points:
- Emirates was established in 1985 in Dubai and has expanded significantly to over 80 aircraft flying to over 70 destinations globally.
- It faces competition from other UAE-based airlines like Air Arabia, Etihad, and RAK Airways. Emirates differentiates itself through advanced onboard services.
- Emirates' strategic focus includes its mission to offer high quality service, goals of market expansion, and leveraging Dubai's location and brand reputation.
- Its marketing plan targets UAE tourism/business travelers, expatriates in the UAE, and transit passengers,
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
This document summarizes a study on customer satisfaction with air travel services in Lucknow, India. It provides background on the Indian air travel industry and discusses key factors that influence customer satisfaction, such as service quality, expectations, and value. The study used surveys to measure customer satisfaction levels with domestic airline and airport services in Lucknow across several service quality dimensions. The results showed generally low levels of customer satisfaction, especially with international air services due to limited options. Improving service quality was identified as important to better meeting customer expectations and increasing satisfaction.
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.
IndiGo has established itself as the market leader in the Indian airline industry over the past 10 years through unique strategic practices. It currently has a 36.5% market share and lacks close competitors. The document provides background information on IndiGo's history, operations, and the Indian airline industry. It covers topics such as market size, growth factors, threats, and Porter's five forces analysis of the competitive environment.
The airline industry began in the 17th century and has since grown significantly. It now facilitates economic growth and globalization. Major Indian airlines include Indian Airlines, Kingfisher Airlines, Jet Airways, and Air India, which together hold over 75% of the domestic market share. Airlines use service marketing techniques to attract and retain customers. Their marketing mix includes product offerings, pricing strategies, placement of services, and promotional activities. Core aspects of airline services involve ground services, in-flight services, and reliability, care, and facilities provided to customers.
The document discusses services in the airline industry. It provides details about major Indian airlines such as Jet Airways and Kingfisher Airlines. It summarizes that air travel remains a large and growing industry that facilitates economic growth. It also discusses various aspects of service marketing used in the airline industry such as product mix, price mix, promotion mix, and physical evidence.
- The chairman's letter discusses the challenges facing the global and Indian aviation industries in the past year due to economic slowdown.
- Jet Airways consolidated its low fare services under the JetKonnect brand and redeployed aircraft to more profitable routes to achieve a 29.3% domestic market share.
- International revenues accounted for 58% of the company's total revenues, with expanded connectivity in key markets like the Middle East.
- However, the company reported losses for the year due to factors like high aviation fuel costs, taxes, and currency depreciation impacting operating costs. The chairman calls for cooperation between industry and government to address high input costs and taxes affecting the sector.
- The chairman's letter discusses the challenges facing the global and Indian aviation industries in the past year due to economic slowdown.
- Jet Airways consolidated its low fare services under the JetKonnect brand and redeployed aircraft to more profitable routes to achieve a 29.3% domestic market share.
- International revenues accounted for 58% of the company's total revenues, with expanded connectivity in key markets like the Middle East.
- However, the company reported losses for the year due to factors like high aviation fuel costs, taxes, and currency depreciation impacting operating costs. The chairman calls for cooperation between industry and government to address high input costs and taxes affecting the sector.
The Indian aviation industry is one of the fastest growing, at 18% annually. It has evolved from early commercial flights in 1911 to major international alliances today that account for over 60% of global traffic. The industry is an oligopoly dominated by a small number of large firms like IndiGo and Jet Airways. IndiGo has emerged as the largest carrier by market share through efficient, low-cost operations and low fares. Kingfisher Airlines was an early entrant in 2005 but struggled with high ticket prices and other issues. Revenue management and price discrimination are important strategies used by carriers.
The document discusses the aviation industry and compares old (A300) and new (A380) aircraft technologies. It acknowledges those who helped with the assignment. It then analyzes the advantages and disadvantages of the aviation industry, including job opportunities, tourism, low cost airlines, and modernized airports. It provides details on the advantages of tourism and low cost airlines. Finally, it compares features of the A300 and A380 aircraft.
The document provides an overview of the Indian aviation industry. It begins with an introduction to the industry, highlighting its growth and key characteristics. It then discusses the history of aviation in India and provides statistics on the current market size. The top players in the industry such as Indigo, Jet Airways, and SpiceJet are introduced along with details on their profiles, management, finances and operations. Challenges facing the industry and future projections for growth are also summarized. The presentation concludes with a discussion of various initiatives by the government to support development of the aviation sector in India.
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.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
• Analyzing every customer’s aims, objectives and purpose of research
• Using advanced and latest tools and technique of research and analysis
• Coordinating and including their own ideas and knowledge
• Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world
Subjects/Areas We Cover
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Similar to Report on Air deccan culture status (20)
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
2. ACKNOWLEDGEMENT
We would like to thank Mr. Birat Singh Khadka who encourage us to complete this report and
enhanced our knowledge about organizational behavior in corporate level on Airline’s sector. We
would like to thank Himalayan College of Management (HCM) for providing a heterogeneity
environment among our group members.
Similarly, we would also like to thank each of our heterogeneity friends who are from different
background remaining in a common platform MBA.
3. CONTENTS
ABSTRACT.................................................................................................................................................4
1.0 INTRODUCTION.............................................................................................................. 5
1.1 LOW-COST AIRLINES MODEL IN INDIA .................................................................. 6
1.2 AIR DECCAN – THE FIRST LOW-COST AIRLINES (LCC) IN INDIA .................. 7
2 FINDING AND ANALYSIS ABOUT AIR DECCAN............................................................ 8
2.1 ORGANIZATIONAL CULTURE PROFILE.................................................................. 8
2.2 LEVELS OF OC (VISUAL ELEMENTS OF ORGANIZATIONAL CULTURE)...... 9
2.2.1 ARTIFACTS AND BEHAVIOUR ................................................................................ 9
2.2.2 NORMS AND VALUES.............................................................................................. 10
2.2.3 UNDERLYING ASSUMPTIONS ............................................................................... 10
2.3 HOW IT STARTED/SUSTAINED.................................................................................. 11
2.4 TYPES OF ORGANIZATION CULTURE IN AIR DECCAN.................................... 11
2.5 SWOT ANALYSIS/PEST ANALYSIS ........................................................................... 12
2.6 IMPACT OF CULTURE IN ORGANIZATION........................................................... 13
2.6.1 POSITIVE IMPACT OF CULTURE IN ORGANIZATION ...................................... 14
2.6.2 NEGATIVE IMPACT OF CULTURE IN ORGANIZATION.................................... 14
3.0 CONCLUSION ..................................................................................................................... 15
3.1 CHALLENGES AHEAD.................................................................................................. 15
4.0 BIBLIOGRAPHY................................................................................................................. 16
4. ABSTRACT
Air Deccan is the India’s first low-cost airline. It has become one of the nation’s largest airlines in
less than four years. They have done this through a combination of innovation and outsourcing.
More importantly, from a strategic perspective, it gives powerful evidence to how technology can
be a key factor in changing industry dynamics, even in what were once considered stable or
conservative industry. While Air Deccan was able to capture the imagination of the public and
demand grew rapidly for its services thanks to its throwaway fares, the airline itself was plagued
by operational problems as it sought to aggressively expand its network and fleet size. In the
process, it developed a reputation for delays, poor service, and lack of reliability. The Air deccan
make a business model with “no-frills, low-cost” air carrier business model including Offering low
fares to stimulate demand.
5. 1.0 INTRODUCTION
In the modern era, the airline industry is contributing a lot to the growth and development of the
global economy and over the past few years, the travel and tourism industry has witnessed
significant growth and airlines can be termed as the most prominent supporter of the entire industry
(Ulak, 2020). In monetary terms, it can be expressed that the aviation industry contributes 3.5% to
the total gross domestic product of the world and the contribution of the airlines industry can be
also understood by the fact that every year more than three billion people make use of the services
provided by the industry (Shaw, 2016). Apart from this, the industry also contributes to economic
growth indirectly by creating potential employment opportunities. However, it can be critically
argued that irrespective of the fact that the industry is contributing significantly to economic
growth; these days, there are several challenges that the industry is facing. The problems have
started creating several obstacles in terms of achieving higher growth and objectives. For example,
the companies operating in the airline industry are facing issues linked with management of human
resources and has further resulted in affecting the way in which services are delivered to customers
where the rate of employee turnover is increasing, and this can be considered a major threat in
long term growth and sustainability of the airline companies (OECD, 2020). In the present
scenario, human resources are considered as the vital asset for any business enterprise. Effective
management of staff members, changing technology at frequent intervals, Frequent training
programs, marketing, and promotion activities, offer high quality services at low cost etc are some
challenges in current airlines industry (Ulak, 2020).
Asia-Pacific had considerable growth in the global aviation industry. The growth of the aviation
industry is mainly attributed to the growing aerospace industry of the region. Further, the
increasingly crowded airports and busy flight routes in major economies of the region including
China, India, and ASEAN countries had also contributed significantly to the aviation industry
growth (OMR, 2020). According to the International Air Transport Association (IATA), it is
estimated that for air travel, approximately 817 million new passengers will be added to account
for a total of 1.3 billion by 2035 in China (OMR, 2020). The civil aviation industry in India has
emerged as one of the fastest growing industries during the last three years. India has become the
third largest domestic aviation market in the world and is expected to overtake UK to become the
third largest air passenger market by 2024 (IBEF, 2020).The Indian Government is planning to
6. invest US$ 1.83 billion for development of airport infrastructure along with aviation navigation
services by 2026 (OMR, 2020). On December 21, 2020, IndiGo announced that it has collaborated
with Urban Drive car rental company to offer self-driven and chauffeur driver services across 60
Indian cities (OMR, 2020).
In 1995, Gopinath started Deccan Aviation Private Limited (DAPL), a private helicopter
charter company, providing helicopter services for company charters, tourism, medical evacuation,
offshore logistics and a host of other services (ICMR, 2020). DAPL soon emerged as a pioneer in
helicopter tourism in India. While serving tourists, the company encountered demands for flights
to many smaller tourist places (ICMR, 2020). Air Deccan's business model was inspired by the
globally successful low-cost model pioneered by the US-based Southwest Airlines in the 1970s.
In the fiscal year 2003-04, the Low-cost airlines commanded a global market share of 25% and
their revenues had grown by 40% (IBEF, 2020). Air Deccan did not provide any food on board.
However, it sold snacks and water bottles on its flights for a price. Serving and consumption of
alcohol were not permitted.
1.1 LOW-COST AIRLINES MODEL IN INDIA
low-cost airline, based on the model popular in the US, Europe and other parts of Asia started in
India in late 2003. The value proposition of low-cost airlines had been faster connectivity due to
direct flights from one point to another at a cheaper rate. A low-cost airline did not issue a printed
ticket. Instead, the passengers booked their journey on the Internet. A number was generated, and
the passengers used this at the check-in-counter along with his/her identification document to get
a boarding pass. This procedure reduced 80% of ticketing costs that would otherwise have been
spent on printing and processing the paper ticket and a commission for the travel agents (Adhikari,
2018). Low-cost airline did not issue common tickets for connecting sectors. Passengers purchased
separate tickets for each destination. To remain cost effective, no food items or beverages were
served on the flight, and magazines were not provided. This enabled the airline to reduce the space
for food and offered an increased seating capacity. The seat pitched in the aircrafts of low-cost
airlines was brought down, to accommodate more passengers. There was no separate executive
class, and the flight did not have any lounge. Benefits were not offered to frequent fliers. Low-cost
airlines used secondary airport to reduce landing, parking and maintenance cost. The airline also
charged the advertisers for the advertisements they carried on the headrest covers. Though these
7. were the basic features of a low-cost airline; it was the choice of the airline company whether to
remove all of these in the flight or keep some of them for better service to their passengers
(Adhikari, 2018).
1.2 AIR DECCAN – THE FIRST LOW-COST AIRLINES (LCC) IN INDIA
Air Deccan was a unit of Deccan Aviation Private Limited (DAPL) which was
India’s largest chartered helicopter Service Company. DAPL was formed by Captain Gopinath in
1995 and targeted a niche in Indian aviation. The helicopter service launched by DAPL targeted
company charters, tourism, offshore logistics and other such services. The managing director of
the company, Captain Gopinath, was an ex-army man with experience in a variety of areas
including multi-crop farming, sericulture, and agri-consultancy (Adhikari, 2018). Air Deccan
started its operation as the first low-cost airline on 24th September, 2003. In the beginning, it used
seven ATR aircraft and operated largely along routes that connected tier-II cities with metros in
the southern part of India. Soon, however, they increased their fleet, expanding to include 70 seat
airplanes as well as airbus. While Air Deccan began its operation in South India, it soon spread its
operation across other regions, with plans to fly to about 60 destinations in the future. They began
with low fares and consciously lowered them continuously. Air Deccan flights did not provide
frills like on-board catering, business lounge, upper class seats, promotional points etc. In fact, the
Air Deccan brand image made it clear that this airline was meant to make air travel accessible and
affordable for the common man. The company adopted a 'lean-and-mean' approach to staffing and
aimed to maintain a low aircraft-to-employee ratio. Air Deccan attempted to do everything in-
house, including operating their own reservation system. This ticketing system helped the
company save $3 - $4 per passenger (Adhikari, 2018). In a press meet, Gopinath stated: With the
common man in mind, we aim to provide an easy gateway to our ticketing procedures. We are the
first airline in the country to provide e-ticketing facility to our customers. An Air Deccan ticket on
any route is just a phone call or click away. Easy payment procedures further 'simplify our process.
We intend to connect smaller towns with the metros. For starters, we are touching important
destinations in South India.” Air Deccan started with the low-cost model in mind, and analysts
believe that the company had 3 types of aircraft: it started with 40 seaters, moved on to aircrafts
that seated 70 and finally went on to using an airbus. They also flew to about 60 destinations which
was an unexpectedly large number for low-cost carriers.
8. 2 FINDING AND ANALYSIS ABOUT AIR DECCAN
2.1 ORGANIZATIONAL CULTURE PROFILE
We have found that the Air Deccan A Simplifying Air Travel in India has successfully
attained the right balance between the mean and goal orientation, as it emphasizes over the
importance of accomplishing the goals, and meanwhile encourage employees to take risks only if
they are worthwhile. The company shares strong commitment to embedding ethics and integrity
into its business operations. The internally driven organizational culture has enabled the
organization to use its ethical brand image as a tool to get a strong competitive edge over rival
firms. The creative and innovative work behaviors are promoted by rewarding the employees with
various monetary and non-monetary rewards, but the empowerment and autonomy is limited due
to organizations’ inclination towards the strict work discipline. the diversity is promoted, and
differences are appreciated.
Organizational culture dimension Characteristics
Innovative Culture ➢ Only Economy Division
➢ NPR 1.6 Rupees ticket scheme
➢ Commitment to the Common Man, Innovations
in operations and marketing, innovations in
distribution management and staff flexibility
Aggressive Culture ➢ No free food cultures
➢ low-cost air travel and created the first low-cost
carrier subcategory in Indian aviation
Outcome-Oriented Culture ➢ Lower employees per aircraft
➢ Non-refundable ticket
➢ Creative and innovative work behaviors are
promoted by rewarding the employees with
various monetary and non-monetary rewards.
9. Organizational culture dimension Characteristics
Stable Culture ➢ Power was gradual shift from the centralized to
decentralized organizational structure, the top
management openly communicates the
importance of adopting an ethical attitude while
responding to the market needs.
People-Oriented Culture ➢ Paid initial training to staff
➢ Providing employees with necessary coaching,
mentoring and guidance to accomplish the
assigned goals.
➢ Discouraging the employees from making
overtime a common norm in the workplace,
Motivating, and training the employees to
manage the stress and time
Team-Oriented Culture ➢ Diversity is promoted and differences are
appreciated, company promotes a professional
attitude among its employees
Detail-Oriented Culture ➢ The internally driven organizational culture has
enabled the organization to use its ethical brand
image as a tool to get a strong competitive edge
over rival firms, Employees are not punished for
sharing new ideas and taking risks.
2.2 LEVELS OF OC (VISUAL ELEMENTS OF ORGANIZATIONAL
CULTURE)
2.2.1 ARTIFACTS AND BEHAVIOUR
According to (Tandfone, 2020), defines an artifact as a “man-made object”, which wide sense of
anything we can create, including “symbols, machines, industrial processes, social organizations,
social movements”. In this sense, an artifact is anything that we can design in the very large sense
10. of the word design, defined as devising courses of action aimed at changing existing situations into
preferred ones (Tandfone, 2020). The artifacts of Air deccan as been shown in figure 1.
Fig 1: Artifacts of Air deccan airlines
2.2.2 NORMS AND VALUES
Air deccan airlines provide a value of faster connectivity direct flights from one point to another
at a cheaper rate.
2.2.3 UNDERLYING ASSUMPTIONS
➢ Air Deccan nurtured a social aspiration of serving the flying needs of the common man
➢ HR create a initiative to reward meritorious employees through promotions to supervisory
and base management positions or as trainers.
11. 2.3 HOW IT STARTED/SUSTAINED
Air deccan lunched its Low-cost airlines (LCA) in India on Sep 2003. Captain Gopinath captured,
developed and leveraged this potential and launched India’s first low-cost airlines. Air Deccan was
incorporated as a unit of Deccan Aviation Private Limited. In August 2003, Air Deccan began its
operations with a single ATR18 aircraft, on the route between Bangalore and Hubli.It targeted the
people who are Frequent business travelers and train traveler (those who travel in A/C coaches).
It offers no-frills services and for ticket booking customers can call the 24 hour call center or e-
ticketing. It tie-up with retail outlet where the customers easily book their tickets. It launches a
Dynafares (First come first basis) services. Air deccan promoters promoted its services through
print and outdoor media. It’s Tagline was simplify. Though it’s competitors were “UB group”,
Wadia groups “GO”, “Visa Airlines”, “Air-India Express”, “Royal Airlines” etc but the airline
strives to be commercially successful by reducing operating costs, improving aircraft utilization
and increasing load factor (the percentage of filled seats) and yield (revenue earned per ticket).
2.4 TYPES OF ORGANIZATION CULTURE IN AIR DECCAN
As indicated by (Harry, 2020), The organizational culture represents the specific pre-defined
policies that provide guidance to the employees and give a sense of direction. It is a complex
system that comprises the shared beliefs, values, and assumptions, and governs the employees’
behavior within the organization. These underlying assumptions, beliefs and values contribute to
the unique and distinct psychological and social environment. Type of organization culture of air
deccan is Clan culture and Market culture:
In case of Air Deccan, A Simplifying Air Travel in India, the company promotes a professional
attitude among its employees. The diversity is promoted, and differences are appreciated. The Air
Deccan shows the importance of cultivating a professional organizational culture to remain
successful in a highly diversified environment. In Air Deccan there are open communication lines
and the organizational culture is flexible and well-diversified. The competitive advantage of the
Air Deccan A Simplifying Air Travel in India also lies in its ability to manage a highly diversified
workforce. The open cultural system has enabled the Air Deccan A Simplifying Air Travel in India
to ensure a high information flow and leverage the knowledge, skills and competencies of
employees from diversified backgrounds. The analysis of the Air Deccan A Simplifying Air Travel
12. in India’s organizational culture reveals that the company is more closely related to the disciplined
work culture with vertical hierarchy and tall structure. It means the management withholds the
decision-making authority, and directly controls the employees’ work behavior. The creative and
innovative work behaviors are promoted by rewarding the employees with various monetary and
non-monetary rewards, but the empowerment and autonomy is limited due to organizations’
inclination towards the strict work discipline. The Air Deccan truly understands the value of its
human capital, and hence prioritizes the employee satisfaction and motivation.
2.5 SWOT ANALYSIS/PEST ANALYSIS
According to (Mindtool, 2020), SWOT stands for Strengths, Weaknesses, Opportunities, and
Threats, and so a SWOT Analysis is a technique for assessing these four aspects of a business.We
can use SWOT Analysis to make the most of what we have got, to our organization's best
advantage. And we can reduce the chances of failure, by understanding what we are lacking, and
eliminating hazards that would otherwise catch you unawares. Better still, we can start to craft a
strategy that distinguishes we from our competitors, and ,so compete successfully in market
(Mindtool, 2020).
PEST Analysis (political, economic, social, and technological) is a management method whereby
an organization can assess major external factors that influence its operation in order to become
more competitive in the market (kenton, 2020). As described by the acronym, those four areas are
central to this model. It is believed that PEST Analysis was first introduced under the name ETPS
by Harvard professor Francis J. Aguilar. In the 1967 publication "Scanning the Business
Environment," Aguilar presented the economic, technical, political, and social factors as being
major influences on the business environment (kenton, 2020).
The SWOT Analysis and PEST Analysis figure has been shown in figure 2 and figure 3
respectively.
13. Fig 2: PEST analysis of Air deccan airlines
Fig 3: SWOT Analysis of Air deccan airlines
14. 2.6 IMPACT OF CULTURE IN ORGANIZATION
2.6.1 POSITIVE IMPACT OF CULTURE IN ORGANIZATION
The positive impact of Air Deccan culture can include:
➢ Increased efficiency of business processes.
Air Deccan’s HR division focuses on recruiting young professionals with little work experience
straight from their university campuses. They screen all prospective employees’ resumes
thoroughly, conducting in-depth interviews to ensure that candidates’ academic qualifications and
personal strengths and skills are a good fit with their job profiles.
➢ Reward system
Air Deccan HR initiative was to reward meritorious employees through promotions to supervisory
and base management positions or as trainers.
Air Deccan also values and fosters an intrapreneurial spirit among its employees.
➢ Build an employee strength
There are performance incentives for employees, which motivate them to perform well. For the
convenience of employees, a helpdesk has been set up that takes care of activities such as payment
of utility bills, buying movie tickets, etc. There are monthly birthday parties for employees, which
inculcates a sense of belonging among them.
2.6.2 NEGATIVE IMPACT OF CULTURE IN ORGANIZATION
The negative impact of Air Deccan culture change can include:
➢ Less experienced professional
While the innovative HR provided opportunities to freshers and relatively less experienced
professionals to work for an airline, with the success of the concept, their aspirations for higher
pay and better job conditions increased. The low cost positioning and the demanding working
conditions came in the way of realizing their aspirations. Hence they left to join other airlines or
pursue other careers. Air Deccan faced severe problems of attrition. This put Air Deccan on a
15. continuous congregation path. It couldn’t cultivate its own base of competencies and sustain the
enterprise.
➢ Air deccan Food buy policy
The company appeared to have missed the opportunity to innovate around processes that would
make the ‘common man’s first-time flying experience’ cherish able. It was observed that the
customers did not buy the expensive food items on sale in the flight. Or they economized by buying
less. Despite not allowing outside food, the passengers were seen opening their tiffin boxes and
consuming the contents. As a result, the company could not exploit the potential for additional
revenue fully.
3.0 CONCLUSION
After doing the study of whole culture of Air deccan. we see the organizational culture
shows that the successful business organizations do not adopt an extreme cultural orientation but
try to find the right equilibrium to develop the effective culture. Air Deccan a Simplifying Air
Travel in India has successfully created a strong organizational culture that is deeply embedded
and widely accepted by its highly diversified workforce. We found Air deccan always creates
something new with more creative and innovative ideas for low cost, cheap travel, Ticketing, seats
in aircraft, no meal service, Advance ticketing before 90days etc.to bound the customer.
3.1 CHALLENGES AHEAD
Indian Airline Industry was one of the fastest growing Airline Industry across the world during the
last decade. However, skyrocketing fuel prices, economic slowdown, slashed corporate travel
budgets over the last 3 years has forced all Indian Airlines to rethink their business model so from
our perception Air deccan must change its business model. Excess capacity build-up and poor
infrastructure continue to plague the industry which is also experiencing a decline in passenger
traffic at the same time. Improving energy efficiency of engines, developing infrastructure,
increasing regional connectivity will have a positive impact on the industry to revive the Air
deccan on Indian sky.
16. 4.0BIBLIOGRAPHY
Adhikari, A. (2018). Air Deccan started its operation as the first low cost airline. Mumbai.
Harry. (2020, 08 31). https://www.essay48.com/case/6439-Air-Deccan-A-Simplifying-Air-Travel-
in-India-Organizational-Culture.
IBEF. (2020, 08 22). https://www.ibef.org/industry/indian-aviation.aspx.
ICMR. (2020, 08 22).
https://www.icmrindia.org/casestudies/catalogue/business%20strategy2/Business%20Str
ategy%20Air%20Deccan%20The%20First%20Low%20Cost%20Airline%20in%20India.
htm.
kenton, w. (2020, 09 02). https://www.investopedia.com/terms/p/pest-analysis.asp.
Mindtool. (2020, 09 01). https://www.mindtools.com/pages/article/newTMC_05.htm.
OECD. (2020, 08 22). https://www.oecd.org/coronavirus/policy-responses/covid-19-and-the-
aviation-industry-impact-and-policy-responses-26d521c1/.
OMR. (2020, 08 22). https://www.omrglobal.com/industry-reports/asia-pacific-aviation-
market#:~:text=The%20Asia-
Pacific%20aviation%20industry%20is%20segmented%20into%20passenger,highly%20a
ffected%20along%20with%20catering%20%26%20other%20services.
Shaw, S. (2016). Airline marketing and management. . Routledge.
Tandfone. (2020, 09 01). https://www.tandfonline.com/doi/full/10.1080/17493460600610764.
Ulak, N. (2020). COVID-19 Pandemic and its Impact on Tourism Industry in Nepal. Journal of
Tourism & Adventure.