SlideShare a Scribd company logo
1 of 11
By,
Sarasvathi T A
Divya Uthup
Agenda
   Introduction: Why NACIL?
   Company History: How NACIL Came To
    Be?
   Industry Overview
   Pre-Merger Details
   Post Merger Effects
   Issues Dealt in the Case
   Objectives of the Case
Why NACIL?
   Live Example in Business Strategy
   Complexities involved in the Integration
   What Not to Do in a Merger!!
   Branding India!
How NACIL Came To Be
                   TATA Airlines



                    Air India




     Air India          1953       Indian Airlines
   International




                     NACIL
Industry Overview
   Volatile nature of the Industry
   Capital Intensive Nature
   Highly Competitive
   Global recession
   Declining passenger revenue
   ATF prices – All time high
Pre-Merger Details
   Massive fleet expansion planthe
              On May 2007,
   Air India Looking for Bailoutthe
               GOI finalized
   Suggestion plan of Indian’s
               for Merger by GOI
            merger with Air
 Accenture Recommendation
                 India.
   Employee Strikes
Expectations
   Financial Turnaround of Air India
   Economies of Scale
     Integration of network
     Integration of IT systems
     Leveraging scale for joint procurement

   Customer Service
     Star Alliance

   Reincarnation of the brand
Post Merger Effects
   Deeper Debts
     5000 Crore
   Poor customer
    service
     Loss of Market Share
     Lowest Passenger
      Load


   Decline in morale
Issues
   (Mis)Management
   Execution of the turnaround plan
   ERP implementation
   Marketing
   Lack of Vision
bjectives
   Implication of bad execution of strategy

   Effect of neglecting employee concern
    before merging two entities

   Right time to go for ERP as a part of
    Turnaround strategy

   Management instability
Any Questions??

More Related Content

Similar to Sustainability of NACIL (Airtel) ppt

KPIT Cummins Investor Presentation - March 2011
KPIT Cummins Investor Presentation - March 2011KPIT Cummins Investor Presentation - March 2011
KPIT Cummins Investor Presentation - March 2011KPIT
 
Risk management competency dictionary0
Risk management competency dictionary0Risk management competency dictionary0
Risk management competency dictionary0Confidential
 
Kpo Market Analysis In India
Kpo Market Analysis In IndiaKpo Market Analysis In India
Kpo Market Analysis In IndiaPreeti Anand
 
Connecting dev blocs jnc
Connecting dev blocs jncConnecting dev blocs jnc
Connecting dev blocs jncNikita Singh
 
Aiesec india national focus areas
Aiesec india national focus areasAiesec india national focus areas
Aiesec india national focus areasNikita Singh
 
AIESEC India National Focus Areas 2013
AIESEC India National Focus Areas 2013AIESEC India National Focus Areas 2013
AIESEC India National Focus Areas 2013Ramita Vig
 
Industrial Clusters in India (Auto Sector)
Industrial Clusters in India (Auto Sector)Industrial Clusters in India (Auto Sector)
Industrial Clusters in India (Auto Sector)Kshitij Varma
 
Focus Areas | AIESEC India | 2013
Focus Areas | AIESEC India | 2013Focus Areas | AIESEC India | 2013
Focus Areas | AIESEC India | 2013Ramita Vig
 
CII Institute of Logistics
CII Institute of LogisticsCII Institute of Logistics
CII Institute of LogisticsMadhu Vasudevan
 
Financial statements analysis of Infosys annual report 2007-08
Financial statements analysis of Infosys annual report 2007-08Financial statements analysis of Infosys annual report 2007-08
Financial statements analysis of Infosys annual report 2007-08Rahul Kejriwal
 
Acma annual report_2011-2012
Acma annual report_2011-2012Acma annual report_2011-2012
Acma annual report_2011-2012Arnab Tanvir
 
Proforma tech sfo march 2013
Proforma tech sfo march 2013Proforma tech sfo march 2013
Proforma tech sfo march 2013Shyam Desigan
 

Similar to Sustainability of NACIL (Airtel) ppt (20)

ARPIT_AIRINDIA_PPT.pptx
ARPIT_AIRINDIA_PPT.pptxARPIT_AIRINDIA_PPT.pptx
ARPIT_AIRINDIA_PPT.pptx
 
KPIT Cummins Investor Presentation - March 2011
KPIT Cummins Investor Presentation - March 2011KPIT Cummins Investor Presentation - March 2011
KPIT Cummins Investor Presentation - March 2011
 
GXS Strategy
GXS StrategyGXS Strategy
GXS Strategy
 
Risk management competency dictionary0
Risk management competency dictionary0Risk management competency dictionary0
Risk management competency dictionary0
 
Vodafone idea limited
Vodafone idea limitedVodafone idea limited
Vodafone idea limited
 
Kpo Market Analysis In India
Kpo Market Analysis In IndiaKpo Market Analysis In India
Kpo Market Analysis In India
 
Connecting dev blocs jnc
Connecting dev blocs jncConnecting dev blocs jnc
Connecting dev blocs jnc
 
Aiesec india national focus areas
Aiesec india national focus areasAiesec india national focus areas
Aiesec india national focus areas
 
AIESEC India National Focus Areas 2013
AIESEC India National Focus Areas 2013AIESEC India National Focus Areas 2013
AIESEC India National Focus Areas 2013
 
Industrial Clusters in India (Auto Sector)
Industrial Clusters in India (Auto Sector)Industrial Clusters in India (Auto Sector)
Industrial Clusters in India (Auto Sector)
 
Focus Areas | AIESEC India | 2013
Focus Areas | AIESEC India | 2013Focus Areas | AIESEC India | 2013
Focus Areas | AIESEC India | 2013
 
Organizational Change
Organizational ChangeOrganizational Change
Organizational Change
 
CII Institute of Logistics
CII Institute of LogisticsCII Institute of Logistics
CII Institute of Logistics
 
FICCI Business Digest - January 2013
FICCI Business Digest - January 2013 FICCI Business Digest - January 2013
FICCI Business Digest - January 2013
 
Investment banking
Investment banking Investment banking
Investment banking
 
REPORT ON IOCL
REPORT ON IOCLREPORT ON IOCL
REPORT ON IOCL
 
Economics behind IT
Economics behind ITEconomics behind IT
Economics behind IT
 
Financial statements analysis of Infosys annual report 2007-08
Financial statements analysis of Infosys annual report 2007-08Financial statements analysis of Infosys annual report 2007-08
Financial statements analysis of Infosys annual report 2007-08
 
Acma annual report_2011-2012
Acma annual report_2011-2012Acma annual report_2011-2012
Acma annual report_2011-2012
 
Proforma tech sfo march 2013
Proforma tech sfo march 2013Proforma tech sfo march 2013
Proforma tech sfo march 2013
 

Sustainability of NACIL (Airtel) ppt

  • 2. Agenda  Introduction: Why NACIL?  Company History: How NACIL Came To Be?  Industry Overview  Pre-Merger Details  Post Merger Effects  Issues Dealt in the Case  Objectives of the Case
  • 3. Why NACIL?  Live Example in Business Strategy  Complexities involved in the Integration  What Not to Do in a Merger!!  Branding India!
  • 4. How NACIL Came To Be TATA Airlines Air India Air India 1953 Indian Airlines International NACIL
  • 5. Industry Overview  Volatile nature of the Industry  Capital Intensive Nature  Highly Competitive  Global recession  Declining passenger revenue  ATF prices – All time high
  • 6. Pre-Merger Details  Massive fleet expansion planthe On May 2007,  Air India Looking for Bailoutthe GOI finalized  Suggestion plan of Indian’s for Merger by GOI merger with Air  Accenture Recommendation India.  Employee Strikes
  • 7. Expectations  Financial Turnaround of Air India  Economies of Scale  Integration of network  Integration of IT systems  Leveraging scale for joint procurement  Customer Service  Star Alliance  Reincarnation of the brand
  • 8. Post Merger Effects  Deeper Debts  5000 Crore  Poor customer service  Loss of Market Share  Lowest Passenger Load  Decline in morale
  • 9. Issues  (Mis)Management  Execution of the turnaround plan  ERP implementation  Marketing  Lack of Vision
  • 10. bjectives  Implication of bad execution of strategy  Effect of neglecting employee concern before merging two entities  Right time to go for ERP as a part of Turnaround strategy  Management instability

Editor's Notes

  1. Customer ServiceBetter connectivityImproved frequent flier program