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Capacity Management in Airline Industry- A Case StudyAyat A. Saleh
The purpose of this case study is to analyse the capacity management in three airline companies, and to identify a set of critical success factors in this area. The companies are: Royal Jordanian Airline, American Airliners and Easy Jet. The first two companies were selected as examples for 'full-service carrier', while the last one was selected as an example for 'low-cost carrier'. This case study was submitted as a part of the 'Logistics and Operations Management' course in the University of Warwick, United Kingdom, 2016. For more details, you can check this blog post: https://ayatsaleh.com/2017/01/10/how-yield-management-is-implemented-in-airline-industry/
Profitability analysis of indigo airlinesRupesh Yadav
The civil aviation industry in India has emerged as one of the fastest growing industries in the country during the last few 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. Aviation industry is one of the most important industries of any country because of its economic and social viability. The aviation industry not only contributes to Gross Domestic Product (GDP) of the country but it also improves employment statistics of the country. Aviation industry also plays a vital role in execution of domestic and international trade. In India nearly 25 airlines companies operating out of which major portion of market share were captured by InterGlobe Aviation Ltd. i.e Indigo Airlines, approximately 48% of market share hold by Indigo Airlines as of November, 2019. It started its business operations on 4th August, 2006. In the financial year 2018-19, Indigo Airlines has generated revenue of Rs. 298.2 billion and earned profit of Rs.1.6 billion by carrying 64 million passenger. In the present paper at attempt was made to analyse the profitability of Indigo Airlines during the last decade using various profitability ratios and statistical measures at appropriate places.
Capacity Management in Airline Industry- A Case StudyAyat A. Saleh
The purpose of this case study is to analyse the capacity management in three airline companies, and to identify a set of critical success factors in this area. The companies are: Royal Jordanian Airline, American Airliners and Easy Jet. The first two companies were selected as examples for 'full-service carrier', while the last one was selected as an example for 'low-cost carrier'. This case study was submitted as a part of the 'Logistics and Operations Management' course in the University of Warwick, United Kingdom, 2016. For more details, you can check this blog post: https://ayatsaleh.com/2017/01/10/how-yield-management-is-implemented-in-airline-industry/
Profitability analysis of indigo airlinesRupesh Yadav
The civil aviation industry in India has emerged as one of the fastest growing industries in the country during the last few 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. Aviation industry is one of the most important industries of any country because of its economic and social viability. The aviation industry not only contributes to Gross Domestic Product (GDP) of the country but it also improves employment statistics of the country. Aviation industry also plays a vital role in execution of domestic and international trade. In India nearly 25 airlines companies operating out of which major portion of market share were captured by InterGlobe Aviation Ltd. i.e Indigo Airlines, approximately 48% of market share hold by Indigo Airlines as of November, 2019. It started its business operations on 4th August, 2006. In the financial year 2018-19, Indigo Airlines has generated revenue of Rs. 298.2 billion and earned profit of Rs.1.6 billion by carrying 64 million passenger. In the present paper at attempt was made to analyse the profitability of Indigo Airlines during the last decade using various profitability ratios and statistical measures at appropriate places.
Specifically for IBAAS students. Airline Passenger Marketing methods, processes and strategies considered.
Institute of Business Administration & Aviation Sciences
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Prácticas de Analisis Avanzado de AlimentosRica Cane
Practicas de Análisis Avanzado de los Alimentos
1- Practica IV: Extraccion de pigmentos de microalgas por cromatografia en capa fina;
1.1- Explicacion de algunos conceptos importantes;
2- Practica V: Analisis de carotenoides extraidos de microalgas por cromatografia de liquidos (HPLC-DAD);
2.1- Explicacion de algunos conceptos importantes;
2.2 - Simulacion de una separacion cromatografica por HPLC;
2.2.1 - Separacion cromatografica por HPLC usando las condiciones de la simulacion
2.3 - Resultados obtenidos
Autores: Santiago Landin, Réka Maulide Cane
An analysis done on Kingfisher Airlines(India), under the subject International Business. The focus was more on SLEPT analysis. The presentation was made by Final Year Management students at SIESCOMS b-school, Nerul, Navi Mumbai, Maharashtra, India. Source for the presentation : Internet and Kingfisher Airline Website
Strategic Mistakes That Led To The Failure Of Kingfisher AirlinesSourav Giri
Industry Overview
Introduction to UB Group & KFA
Industry Analysis Based on Porters Five Forces
Identification of Crisis & Reasons for Failure
Identification & Analysis of Strategic Risks
Critical Mistakes in Decision Making & Strategy
Conclusion
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
A low-cost carrier or low-cost airline (occasionally referred to as no-frills, budget or discount carrier) is an airline without most of the traditional services provided in the fare, resulting in lower fares and fewer comforts.
A low-cost carrier or low-cost airline is an airline that generally has lower fares and fewer comforts.
To make up for revenue lost in decreased ticket prices, the airline may charge for extras like food, priority boarding, seat allocating, and baggage etc.
The term originated within the airline industry referring to airlines with a lower operating cost structure than their competitors.
CASE STUDY ON THE SUCCESSFUL JOURNEY OF INDIGO AIRLINES VARUN KESAVAN
India is the 9th largest aviation market in the world with a size of around US$ 16 billion and is poised to be the 3rd biggest by 2020. India aviation industry promises huge growth potential due to large and growing middle class population, rapid economic growth, higher disposable incomes, rising aspirations of the middle class and overall low penetration levels.
Product concept is the idea that consumer favors the products that offers the best quality performance and features and that organization should devote their energy in making continuous
Six sigma is a business statistical Strategy.
Is to identifying defects and removing them from the process of products to improve quality. A defect is defined as any process output that does not meet customer specifications.Statistical measure to objectively evaluate processes.
Courses of action adopted by an organization for each of its businesses separately to serve identified CG and provide value to customers by satisfaction of their needs
FRUGAL INNOVATION IS THE PROCESS OF REDUCING THE COMPLEXITY AND COST OF GOODS AND ITS PRODUCTION. FRUGAL INNOVATION IS KNOWN BY THE NAME JUGAAD IN INDIA.
Inflation is defined as a sustained increase in the general level of prices for goods and services. It is measured as an annual percentage increase. As inflation rises, every dollar you own buys a smaller percentage of a good or service.
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2. EVOLUTION OF AVIATION
Source: Airports Authority of India, Planning Commission, Ministry of Statistics
and Programme Implementation, Ministry of Civil Aviation, Aranca Research
3. AIRPORTS
INDIA HAS 449 AIRPORTS AND AIR STRIPS OF WHICH 125 ARE
OWNED BY AAI
Airports Authority of India (AAI) was –
•Established in 1994 under the Airports
Authority Act
•Responsible for developing, financing,
operating, and maintaining all government
airports
•The Aircraft Act (1934) governs remaining
airports
4. AIRLINES
SIX MAJOR AIRLINES OPERATE IN THE COUNTRY
All statistics are for the month of May 2013 as published by Directorate
General of Civil Aviation. www.ibef.org
6. GROWTH
Total passenger traffic stood at a
154.5 million in FY14*
Passenger traffic declined by 1.8
per cent in FY13
Domestic passenger traffic expanded at a CAGR of 12.5 per
cent over FY06–13; by FY17 domestic passenger traffic is
expected to touch 209 million
During April–February 2014, international passenger traffic
increased by 8.9 per cent compared to similar period in the
previous year
7. POTERS 5 FORCES ANALYSIS
Competitive
Rivalry
(High)
Threat of New
Entrants (Low)
Bargaining
Power of
Customers
(Low)
Bargaining
Power of
Suppliers
(High)
Substitute
Products
(Low)
8. Competition among major players is very high,
especially in LCC’s (Low cost carrier) section because the
airlines compete for the middle income group customers
and passengers of air-conditioning segment of railways.
This group has low brand loyalty and is highly price
sensitive
Competitive Rivalry
•Threat remains low in this
sector also as no other
means of transport is as
swift, and convenient as
airlines
•It saves time
Threat remains low
because of the nature
of the industry
(Regulatory hurdles,
Capital-intensive)
Threat of New Entrants
Substitute Products
Bargaining power of suppliers
remain high as there are only
few fuel and aircraft suppliers
•Talent pool of pilots, engineers
and other staff is also limited
Bargaining Power of Suppliers
Bargaining power of customers
remains low as the demand for
low cost air travel is quite high
•The costs of switching airplanes
and services offered hardly
differ with each other
Bargaining Power of Customers
9.
10. INTRODUCTION
Low-cost airline.
Based in Mumbai.
It operates domestic passenger services to
11 cities with 385 weekly flights.
Its main base is Chhatrapati Shivaji
International Airport.
11. HISTORY
Established in June 2004.
Low-cost budget airline, based in Mumbai.
Launch operations in October 2005 with a fleet of 20
leased Airbus A320 aircraft.
An order for 10 aircraft from the Airbus A320 family
was announced in July 2006
Go Air airliners come in green, orange, blue, and pink.
12.
13. SERVICES
Go does not offer a complimentary meal service to its passengers.
However, it does offer a buy-on-board food service where items
such as sandwiches, parathas, cookies, nuts and soft drinks can be
purchased.
Water is provided free of charge.