SWOT, Porters five forces and Environmental factor of Indian airline industry 2015-16
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This presentation is aimed at let all others to know about industry outlook of Indian Airline Industry during FY15-16.
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Indian aviation
The document provides an overview of the Indian aviation industry, including its evolution, key players, growth drivers, challenges, and investment opportunities. It discusses how the industry has grown from a dormant sector with low competition in 1997-2008 to seeing intensified competition from new entrants today. While certain carriers like Indigo have seen financial growth, the industry overall is facing challenges like the 5/20 rule and high aviation turbine fuel costs. Looking ahead, continued growth in air passenger traffic and declines in crude oil prices are expected to provide positive signs for the Indian aviation industry.
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The document outlines opportunities for investment in India's infrastructure sector during the country's 11th Five Year Plan period from 2007-2012. It estimates a total investment requirement of $514 billion across various infrastructure industries such as energy, transportation, industrial and commercial development. Specifically, it projects heavy investment needs in power generation, road and highway development, expansion of ports and airports, mass transit systems and oil and gas pipelines. The government aims to increase infrastructure investment as a percentage of GDP from 5% to 9% during this period to sustain high economic growth rates.
ICF Aerospace in Asia Pacific
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Indian aviation
The document provides an overview of the Indian aviation industry, including its evolution, key players, growth drivers, challenges, and investment opportunities. It discusses how the industry has grown from a dormant sector with low competition in 1997-2008 to seeing intensified competition from new entrants today. While certain carriers like Indigo have seen financial growth, the industry overall is facing challenges like the 5/20 rule and high aviation turbine fuel costs. Looking ahead, continued growth in air passenger traffic and declines in crude oil prices are expected to provide positive signs for the Indian aviation industry.
Trends of slot allocation and exorbitant airport charges looming on the india...
This document discusses trends in slot allocation and high airport charges in the Indian aviation industry. It notes that since liberalization in the 1990s, India has seen growth in private airlines but now faces issues of high costs and limited slot availability. Slot allocation at congested airports follows grandfathering rights, which can disadvantage new entrants. Exorbitant airport charges also burden airlines. The document calls for reforms like allowing slot trading, auctioning underutilized slots, increasing regulatory oversight of pricing, and developing regional airports to promote growth and competition in Indian aviation.
Jet sahara merger
Jet Airways acquired Air Sahara in 2007 to strengthen its market position. The acquisition provided strategic and operational benefits - it increased Jet's market share to 45% and gained Air Sahara's airport facilities. Integrating the similar fleets of both airlines also allowed cost savings of $150-200 million. While the acquisition addressed Air Sahara's debt issues, integrating the employees of both carriers faced some challenges and criticism. Overall, the deal proved mutually beneficial by maintaining Jet's leadership while providing Air Sahara an exit from the industry.
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1) The document proposes three interventions to enhance exports and trade in Andhra Pradesh: an export-oriented apparel park in a coastal economic zone, modernizing port facilities and improving hinterland connectivity, and establishing scientific testing and certification facilities for marine product exports.
2) The apparel park and port modernization projects are expected to generate economic activity and exports over a 20-year period under different scenarios, with estimated costs and projected benefits provided.
3) The certification facilities are proposed to be located near Visakhapatnam port to increase seafood exports by providing quality assurance that meets international standards. Costs and 10-year revenue projections are presented.
Jet Airways/Air Sahara merger & Kingfisher Airlines/Air Deccan
Jet Airways acquired Air Sahara in 2007, gaining additional domestic market share and international destinations. Kingfisher Airlines merged with Air Deccan in 2008 to create India's largest private airline by fleet size and market share. Experts argue these mergers could reduce competition by giving the two largest airlines control over major airport slots and routes, potentially leading to higher prices through price parallelism. Challenges for the growth of the Indian aviation industry include limited infrastructure, high fuel costs, lack of maintenance facilities, and the need for further innovation.
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Airindia
- Air India was formed by J.R.D. Tata using his fleet for commercial purposes and granting it to the government, forming what is now known as Air India.
- Air India currently has 62 aircraft with 14 more on order and operates 300 flights per day but has lost market share to other carriers. Its passenger load factor in September 2009 was 67.9% compared to competitors like Jet Airways and IndiGo.
- Air India's revival plan aims to make the airline profitable within 24-36 months by lowering costs on 54 domestic flights by December, separating business units, and restructuring debt.
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The document provides an overview of the airport sector in India. Some key points:
- Passenger traffic at Indian airports is expected to increase from 223.61 million in 2016 to 421 million by 2020, making India the third largest aviation market.
- The travel and tourism industry is forecast to grow at a CAGR of 6.75% from 2016-2026, contributing USD280.51 billion to GDP.
- Six major airlines operate in India, with Indigo having the largest market share of 38.6%. The six biggest airports by passenger traffic are Bengaluru, Mumbai, Chennai, Delhi, Kolkata, and Hyderabad.
- Freight traffic grew at a
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The document analyzes profitability within the air transport industry and supply chain. It finds that while air transport has created tremendous value for customers by connecting more cities and lowering prices, the industry struggles to earn profits and has only been able to generate revenue to pay suppliers and service debt, with little left to pay investors. This is a concern as the industry will need $4-5 trillion in new capital over 20 years to buy aircraft for expansion in Asia and emerging regions. Improving returns on existing capital and attracting new investment will require greater efficiency across the entire value chain through partnerships between airlines, suppliers, and governments.
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Kingfisher acquisition of air deccan
The document summarizes the evolution of India's airline industry from 1953 to 2008. It notes that before 1953 there were 9 airlines, which were then nationalized. In 1994, private airlines were allowed to operate scheduled services. The first low-cost carrier, Air Deccan, launched in 2003. Several other carriers like Kingfisher and SpiceJet launched around 2005. The industry saw consolidation in 2007 as the market share of low-cost carriers grew significantly during this period due to factors like rising incomes and a growing economy.
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A project evaluation of GMRHIA, Hyderabad, for educational purpose.It can be useful for project management student
competition in airline industry
The Indian aviation industry has grown significantly over the past decade, with passenger traffic growing around 15% annually. However, growth slowed to 0.7% in 2009. The vision is for 280 million passengers by 2020. Private carriers were introduced in the 1990s and led to intense price competition through discounted fares like Apex. Low-cost carriers like Air Deccan further drove down prices. Major carriers have consolidated through mergers and acquisitions, like Jet Airways acquiring Air Sahara and Kingfisher Airlines acquiring a stake in Air Deccan. The industry now faces opportunities for further growth but also threats from economic slowdowns and infrastructure limitations.
Indian aviation industry success and failure
The document provides an overview of the Indian aviation industry, including its history, current state, key figures and factors that have contributed to its success and failures. Some of the major points discussed include:
- The industry has experienced rapid growth with an 18% compound annual growth rate, however some carriers have faced challenges.
- IndiGo has been very successful due to its low-cost model and focus on efficiency, growing its market share to 39.7%.
- Carriers like Jet Airways and Kingfisher Airlines failed due to issues like reckless competition, high costs, debt loads, and mismanagement.
- While the future remains positive if challenges around taxes, costs and regional connectivity are addressed,
Aviation Sector Report October 2017
- India's aviation market is set to become the 3rd largest by 2020 with passenger traffic expected to increase to 421 million by 2020 from 264.99 million in 2016-17.
- Travel and tourism is forecast to contribute $423.7 billion to GDP by 2026, growing at a CAGR of 6.66% from $100 billion in 2017.
- Business and leisure travel are expected to drive growth, with spending on business travel projected to rise to $39.88 billion in 2026 from $10.26 billion in 2017.
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Aviation Industry analysis
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
Indian aviation industry (new)
The Indian aviation industry has faced many challenges in recent years including high fuel prices, overcapacity, and periods of subdued demand growth. Most airlines have high debt burdens and liquidity constraints. The government has taken steps to allow foreign investment in airlines and direct fuel imports, but these may not fully address the industry's fundamental problems. Over the long term, airlines need to improve their cost structures and the industry needs better alignment of capacity and demand to restore pricing power. Traffic growth has been steady, but intense competition has reduced yields and profits in the face of high costs exacerbated by high fuel prices and a weak rupee.
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Airindia
- Air India was formed by J.R.D. Tata using his fleet for commercial purposes and granting it to the government, forming what is now known as Air India.
- Air India currently has 62 aircraft with 14 more on order and operates 300 flights per day but has lost market share to other carriers. Its passenger load factor in September 2009 was 67.9% compared to competitors like Jet Airways and IndiGo.
- Air India's revival plan aims to make the airline profitable within 24-36 months by lowering costs on 54 domestic flights by December, separating business units, and restructuring debt.
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1) The document discusses opportunities for growth in India's aviation industry, with the country expected to become the third largest aviation market by 2020 as domestic air travel grows at an annual rate of 13.1%.
2) Private airport developers are expected to play a key role in bringing investment and new models to develop 200 new low-cost airports in small cities and connect more of the country.
3) GMR Airports is well positioned to capitalize on these opportunities due to its experience developing airport cities in Delhi and Hyderabad, with plans for commercial and hospitality developments on large land banks near existing airports.Christian Albrecht Etihad RNP Abu Dhabi
This document summarizes Christian Albrecht's presentation on Etihad Airways' implementation of RNP-AR approaches in Abu Dhabi, the first RNP-AR project in the Middle East. It discusses how RNP-AR approaches have provided benefits like lower fuel burn, improved safety, and more access to the airport, but also presents ongoing challenges like full integration between air traffic control and pilots, continuous improvement of procedures, standardization of training, and handling aircraft not capable of RNP-AR approaches. The increasing air traffic demands were also noted as providing the initial requirement for more efficient airspace in Abu Dhabi.
Airports Sector Report April 2017
The document provides an overview of the airport sector in India. Some key points:
- Passenger traffic at Indian airports is expected to increase from 223.61 million in 2016 to 421 million by 2020, making India the third largest aviation market.
- The travel and tourism industry is forecast to grow at a CAGR of 6.75% from 2016-2026, contributing USD280.51 billion to GDP.
- Six major airlines operate in India, with Indigo having the largest market share of 38.6%. The six biggest airports by passenger traffic are Bengaluru, Mumbai, Chennai, Delhi, Kolkata, and Hyderabad.
- Freight traffic grew at a
Iata report
The document analyzes profitability within the air transport industry and supply chain. It finds that while air transport has created tremendous value for customers by connecting more cities and lowering prices, the industry struggles to earn profits and has only been able to generate revenue to pay suppliers and service debt, with little left to pay investors. This is a concern as the industry will need $4-5 trillion in new capital over 20 years to buy aircraft for expansion in Asia and emerging regions. Improving returns on existing capital and attracting new investment will require greater efficiency across the entire value chain through partnerships between airlines, suppliers, and governments.
Why Airlines fail in India??
The document provides statistics on market share and operations for major Indian airlines such as IndiGo, Jet Airways, Air India, and SpiceJet for 2017. It also lists reasons why airlines in India often fail, including low asset monetization, mismanagement, high taxes on jet fuel, too much competition, blocked foreign investment, poor infrastructure, and political interference. Finally, it suggests ways for airlines to become profitable, such as improving infrastructure, better operations management, expanding routes and airports, reducing fuel taxes, and pursuing mergers and acquisitions.
Atlas Air
The document summarizes the freighter airline industry and strategies for growth and financial viability. It discusses company overview, industry structure, supply and demand outlook, and strategies. Key points are that air freight demand is growing faster than passenger traffic, Asia will be the major source of growth, and diversification across multiple business lines allows for flexibility and reduced risk compared to a single strategy approach.
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The document discusses plans for developing Kannur International Airport in Kerala, India. Phase 1 of the airport's development from 2015-2025 has a total projected cost of $300 million. It will have a 3,050 meter runway capable of handling large aircraft. The airport is expected to handle over 1 million international passengers and over 400,000 domestic passengers by 2025-2026, growing significantly by 2045-2046. The airport aims to serve the large non-resident Keralite population in Middle East as well as promote regional connectivity and tourism.
Kingfisher acquisition of air deccan
The document summarizes the evolution of India's airline industry from 1953 to 2008. It notes that before 1953 there were 9 airlines, which were then nationalized. In 1994, private airlines were allowed to operate scheduled services. The first low-cost carrier, Air Deccan, launched in 2003. Several other carriers like Kingfisher and SpiceJet launched around 2005. The industry saw consolidation in 2007 as the market share of low-cost carriers grew significantly during this period due to factors like rising incomes and a growing economy.
Aerospace Slides
The Canadian aerospace industry is the 5th largest in the world and employs approximately 80,000 people. Two of its largest companies, Bombardier and Pratt & Whitney Canada, have significant global market shares in regional aircraft and small gas turbines. While the industry faces challenges such as currency fluctuations and skills shortages, it also benefits from strong government support for research and development.
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Kingfisher Airdeccan Merger
This document summarizes the merger between Kingfisher Airlines and Air Deccan in India. It discusses the key factors that led to the merger, including increasing costs, competition, and the need for consolidation in the Indian aviation industry. The merger combined Kingfisher's luxury model with Air Deccan's low-cost approach, and was aimed at achieving synergies through cost reductions, increased market share, and an expanded route network. However, integrating the two different airline cultures also posed challenges around job cuts, leadership styles, and impact on fares and employees. The aftermath section evaluates issues around market share, stake divestment, and the companies' current financial situations.
Service Blueprint Go Air 111009082743-phpapp02
Go Air is a low-cost airline based in Mumbai that operates domestic flights to 11 Indian cities. It was established in 2004 and launched operations in 2005 with a fleet of 20 Airbus A320 aircraft. Go Air aims to provide affordable air travel and does not offer free meals, but allows passengers to purchase food and drinks on board. It has expanded its fleet and route network over the years and primarily uses Chhatrapati Shivaji International Airport as its main base of operations.
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GMR Hyderabad International Airport
A project evaluation of GMRHIA, Hyderabad, for educational purpose.It can be useful for project management student
competition in airline industry
The Indian aviation industry has grown significantly over the past decade, with passenger traffic growing around 15% annually. However, growth slowed to 0.7% in 2009. The vision is for 280 million passengers by 2020. Private carriers were introduced in the 1990s and led to intense price competition through discounted fares like Apex. Low-cost carriers like Air Deccan further drove down prices. Major carriers have consolidated through mergers and acquisitions, like Jet Airways acquiring Air Sahara and Kingfisher Airlines acquiring a stake in Air Deccan. The industry now faces opportunities for further growth but also threats from economic slowdowns and infrastructure limitations.
Indian aviation industry success and failure
The document provides an overview of the Indian aviation industry, including its history, current state, key figures and factors that have contributed to its success and failures. Some of the major points discussed include:
- The industry has experienced rapid growth with an 18% compound annual growth rate, however some carriers have faced challenges.
- IndiGo has been very successful due to its low-cost model and focus on efficiency, growing its market share to 39.7%.
- Carriers like Jet Airways and Kingfisher Airlines failed due to issues like reckless competition, high costs, debt loads, and mismanagement.
- While the future remains positive if challenges around taxes, costs and regional connectivity are addressed,
Aviation Sector Report October 2017
- India's aviation market is set to become the 3rd largest by 2020 with passenger traffic expected to increase to 421 million by 2020 from 264.99 million in 2016-17.
- Travel and tourism is forecast to contribute $423.7 billion to GDP by 2026, growing at a CAGR of 6.66% from $100 billion in 2017.
- Business and leisure travel are expected to drive growth, with spending on business travel projected to rise to $39.88 billion in 2026 from $10.26 billion in 2017.
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Similar to SWOT, Porters five forces and Environmental factor of Indian airline industry 2015-16
Aviation Industry analysis
A
Project Report
On
Aviation Industry
Submitted By
Name Roll Number
Miss. KiranBendre 05
Mr. KalidasBhandwalkar 06
Mr. SanketBharte 07
Miss. SangitaBhilare 08
Class: - MBA I, VIIT,Baramati
Under The Guidance Of
Dr. RupendraGaikwad
Subject:- Industry Analysis- Desk Research (215)
Index
Chapter No Contents Page No
1 Industry Analysis
Nature of the Industry,
Market share of the company 3
2 Promoters & Management Ethos
Background of promoters
CSR policies
3 External environment
Controlling ministry
4 Financials
Ratio analysis of financial data
5 Recent development
Margers & Acquisition
Indian Aviation Industry
Chapter 1 : Industry Analysis – the Basics
History of the Industry
The first commercial flight in India was made on February 18, 1911, when a French pilot MonsignorPiquet flew airmails from Allahabad to Nain, covering a distance of about 10 km in as many minutes.
Tata Services became Tata Airlines and then Air-India and spread its wings as Air-India International. The domestic aviation scene, however, was chaotic. When the American Tenth Air Force in India disposed of its planes at throwaway prices, 11 domestic airlines sprang up, scrambling for traffic that could sustain only two or three. In 1953, the government nationalized the airlines, merged them, and created Indian Airlines. For the next 25 years JRD Tata remained the chairman of Air-India and a director on the board of Indian Airlines. After JRD left, voracious unions mushroomed, spawned on the pork barrel jobs created by politicians. In 1999, A-I had 700 employees per plane; today it has 474 whereas other airlines have 350.
For many years in India air travel was perceived to be an elitist activity. This view arose from the “Maharajah” syndrome where, due to the prohibitive cost of air travel, the only people who could afford it were the rich and powerful.
In recent years, however, this image of Civil Aviation has undergone a change and aviation is now viewed in a different light - as an essential link not only for international travel and trade but also for providing connectivity to different parts of the country. Aviation is, by its very nature, a critical part of the infrastructure of the country and has important ramifications for the development of tourism and trade, the opening up of inaccessible areas of the country and for providing stimulus to business activity and economic growth.
Until less than a decade ago, all aspects of aviation were firmly controlled by the Government. In the early fifties, all airlines operating in the country were merged into either Indian Airlines or Air India and, by virtue of the Air Corporations Act, 1953; this monopoly was perpetuated for the next forty years. The Directorate General of Civil Aviation controlled every aspect of flying including granting flying licenses, pilots, certifying aircrafts for flight and issui
Indian aviation industry (new)
The Indian aviation industry has faced many challenges in recent years including high fuel prices, overcapacity, and periods of subdued demand growth. Most airlines have high debt burdens and liquidity constraints. The government has taken steps to allow foreign investment in airlines and direct fuel imports, but these may not fully address the industry's fundamental problems. Over the long term, airlines need to improve their cost structures and the industry needs better alignment of capacity and demand to restore pricing power. Traffic growth has been steady, but intense competition has reduced yields and profits in the face of high costs exacerbated by high fuel prices and a weak rupee.
Indian aviation industry
The Indian aviation industry has experienced rapid growth and transformation over the past two decades, moving from a government-owned sector to one dominated by private airlines. While domestic passenger traffic has grown at over 18% annually, infrastructure constraints and high costs continue to challenge airline profitability in the competitive Indian market. Further reforms and investments are needed to develop infrastructure and support continued growth in the aviation industry.
Indian aviation
The document provides an overview of the Indian aviation industry, including its evolution, key players, growth drivers, challenges, and investment opportunities. It discusses how the industry has grown from a dormant sector with low competition in 1997-2008 to becoming the 9th largest civil aviation market by 2013-2014 with 163 million passengers. Competition has intensified with the emergence of low-cost carriers like Indigo, which has a 38.9% domestic market share as of June 2015. While factors like infrastructure growth and a decline in crude oil prices support further expansion, issues like the 5/20 rule and high aviation turbine fuel costs still hinder the industry's potential. Overall, the aviation industry is spreading its wings but still faces challenges in
Indian Aviation Industry analysis
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
ppt on indian aviation
- 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.
Open sky & emerging airlines
This document provides an overview of the aviation sector in India. It discusses the impact of liberalization policies in the 1990s in opening the sector to private players. Key developments include the growth of low-cost carriers, new joint ventures between foreign and domestic airlines like Jet-Etihad and Tata-AirAsia, and plans to improve regional connectivity through new regional airports and regional airlines. The aviation industry is projected to continue strong growth in the coming years driven by rising passenger and cargo traffic.
Indian-Civil-Aviation-Sector279226
The document discusses the Indian civil aviation industry and recent foreign direct investment reforms. It provides an overview of the industry, outlines recent reforms, discusses foreign investments since the liberalization of FDI rules, and presents the outlook for the industry. Key points include India liberalizing FDI rules to allow 49% foreign airline equity, Etihad acquiring a 24% stake in Jet Airways, and Air Asia and Singapore Airlines announcing joint venture plans with Indian partners. The reforms have opened new opportunities for domestic airlines to raise capital and strategic partnerships.
Indian civil aviation industry
The Indian civil aviation industry is the 9th largest in the world and is growing rapidly. It is expected to require over 1300 new aircraft worth $150 billion in the next 20 years. While passenger traffic has quadrupled over the last decade and is projected to reach 180 million by 2020, most airlines are struggling financially. Factors such as high fuel costs, taxes, and interest rates have led to losses for all major airlines except Indigo in 2010-11. Reforms around foreign investment, tax structure, and regional connectivity are needed to improve the sustainability and growth of the industry.
Presentation On Aviation
The document summarizes the domestic aviation industry in India. It discusses the history and key players in the industry. Some of the major players mentioned are Air India, Jet Airways, IndiGo, SpiceJet and Go Air. It also analyzes the macro environment factors like growing economy, middle class and potential for future growth. Low cost carriers have been gaining popularity in India and the business models of these carriers are also summarized. The document concludes with future trends of increasing passenger traffic and challenges around infrastructure constraints.
Taxation under avA DETAILED ANALYSIS ON TAX IMPLICATION IN INDIAN AVIATION IN...
The lecture basically highlights the present scenario of the Indian Aviation Industry & its future Prospects
Jet Airways - Strategy
The document discusses the Indian aviation industry, including its rapid growth, key players, factors influencing costs, and regulatory environment. It notes that the industry has grown significantly since liberalization began in the 1990s, with passenger traffic growing at 16% annually, and various events like the entry of low-cost carriers in 2003 further fueling expansion. However, challenges remain like high taxes on jet fuel, inadequate infrastructure, and financial difficulties faced by many airlines.
Airport Operation Market In Opportunity Nitin
The Indian airport operation market presents opportunities for private investment and growth. Factors fueling growth include rising domestic and international passenger traffic, expansion of medical tourism, and growth of low-cost airlines. The government is encouraging private investment in airlines and infrastructure through policies allowing 100% FDI and tax exemptions. While funding and land availability pose challenges, growth potential exists in expanding airports across smaller Indian cities to support projected passenger traffic of 280 million by 2020. Private operators are playing an increasing role in developing and managing airports through public-private partnerships.
Strategic Analysis of Indian Aviation Industry and IndiGo Airlines
The document provides information on the global and Indian aviation industry. It discusses key statistics like the number of airlines, aircrafts, passengers carried globally and in India in recent years. It highlights factors driving growth in emerging markets like Asia and the Middle East. For the Indian aviation industry, it mentions growth in passenger traffic and plans for airport expansion and investments. It also discusses opportunities and challenges for the industry through tools like PESTEL, Porter's 5 forces, SWOT and TOWS analyses and provides an overview of IndiGo, the largest airline in India.
Economic reforms aviation industry
The document discusses economic reforms in India's aviation sector since 1991. Key points:
- Before 1991, India's economy was influenced by protectionism and public ownership. The aviation industry was government-owned.
- Economic liberalization in 1991 privatized the aviation sector and opened it to foreign investment and private carriers. This led to rapid growth and transformation of the industry.
- Reforms included allowing foreign airlines and carriers, privatizing airports, reducing taxes, and increasing international routes. As a result, passenger traffic quadrupled and the sector is projected to contribute significantly to GDP.
- Going forward, the sector is expected to continue strong growth through airport development, regional connectivity, and city-side
Business plan presentation
AirAhead Airlines is proposing a new low-cost airline to operate in the Vancouver, Canada market. The business plan outlines AirAhead's service offering of short-haul regional flights using Bombardier Q400 aircraft. It discusses marketing strategies, competitors, risks, operating objectives to establish itself in the short-haul market, and financial needs including an initial capital requirement of $50 million. Implementation will focus on centralized operations and marketing primarily to the leisure market to achieve market presence in the niche regional travel segment.
Civil aviation
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.
Cochin-12122015.pdf
The document discusses regulatory authorities in the Indian infrastructure sector. It provides an overview of the need for regulation in infrastructure due to increased private sector investment. It outlines the various regulatory bodies in India for different infrastructure sectors such as airports, ports, power, telecom etc. It specifically focuses on the airport sector regulator, the Airports Economic Regulatory Authority (AERA). It describes AERA's functions in determining tariffs, development fees and performance standards for major airports in India handling over 1.5 million passengers per year.
Kingfisher Airlines
1) The document discusses the Indian aviation industry and analyzes Kingfisher Airlines using various frameworks like SLEPT analysis, Porter's 5 forces model, and SWOT analysis.
2) It notes that Kingfisher Airlines has faced financial difficulties due to factors like high operational costs, interest costs from aircraft purchases, and declining passenger traffic in the slowing economy.
3) Suggestions to improve Kingfisher's financial position include reducing costs through measures like removing uneconomical routes, focusing on smaller fuel-efficient aircraft, and avoiding aggressive fleet expansion.
Privatization and Concessions (PPP) In Airports
There is a huge need for infrastructure developments and service quality improvement at many airports markets, but public budgets are limited. PPPs can provide a solution when the resources of private and public partners are bundled where conventional privatizations are not possible. The uniqueness of each airport development requires always a tailored approach structuring a PPP.
PPPs with a fair allocation of risks and rewards provide a means to raise necessary funds and know-how on the basis of a realistic business case. Risk mitigation strategies have to be developed to protect the public and private partners, including e.g. re-definition of the airport value chain, tax advantages, direct subsidies, etc.
Similar to SWOT, Porters five forces and Environmental factor of Indian airline industry 2015-16 (20)
Taxation under avA DETAILED ANALYSIS ON TAX IMPLICATION IN INDIAN AVIATION IN...
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Strategic Analysis of Indian Aviation Industry and IndiGo Airlines
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SWOT, Porters five forces and Environmental factor of Indian airline industry 2015-16
- 1. Presented by Rudra Shares and Stock Brokers ltd
- 3. No perfect substitute of overseas journey Strength Weakness •GST will not be including ATF as a part of tax burden •High cost of buying and leasing aircraft, safety & security measures •High State Tax levied on fuel SWOT Analysi s
- 4. •Incentivize the travel •Rural and urban connectivity •New opportunity to cargo sector •Increasing train fare in First Class and AC Opportunity • FAA Rating • 5/20 Rule • Uncertainty in Fuel Prices SWOT Analysi s Threat
- 6. Action- Implementation of FDI Outcome - New entrants(JV) Merger with International Players Increase operational Efficiency Impact - Increase competition in LCC segment Increasing fare in first class and AC. Middle class segment will prefer airlines as it takes less time. Revenue passenger per miles improve that will lead to profit. Action - Fleet expansion Outcome - Flights availability & new destination , will be introduced. Impact - Passenger carrying capacity will Enhance .
- 7. Action - MRO facility Outcome - Service facility will be affordable which is presently cost Rs.100mn a year. (outsourcing cost) Impact - Indigo will be more benefited as it has 86 aircraft from Airbus. Action - Regional connectivity Outcome - Passenger And Cargo Traffic will move Upside. Impact - Airlines will be able to generate more revenue. Action - Viability gap funding for Airports Outcome - Act as boosters to has the infrastructure of Aviation Industry Impact - Traffic at existing airport can be shifted easily, delay can be preventable ,will improve services part
- 8. Fy15 highlights The rest of the industry is estimated to have lost around a combined USD1.35 billion, of which USD900-920 million was accounted for by Air India. Go Air is the only other carrier that is understood to have been in the black with an estimated profit of USD14-15 million IndiGo posted its highest-ever profits in FY201, while Go Air also achieved a close to record result.
- 9. Outlook FY2016-17 Fleets: Induction plans and expected new orders. Start-ups: New entrants in the regional sector as Govt. insist upon regional connectivity. Privatization: latest status of PPP and Greenfield airport projects. Policy & regulation: Expected reforms under the new government. Ancillary sectors: Proposal of centre of excellence & manufacturing facility in India is being initiated.
- 10. Porters Five forces Industry Analysis
- 11. BARRIERS TO ENTRY •LARGE CAPITAL •HIGH CONGESTION OF MAJOR AIRPORTS •TIGHTLY REGULATED INDUSTRY •BRAND LOYALTY Porters Five forces High
- 12. Substitutes •ROAD •RAIL •MARINE Porters Five forces Threat of Substitute Moderate
- 13. Buyers •Deregulation •Technology •Customer loyalty Porters Five forces HIGH
- 14. Suppliers •Degree Differentiation •Airline Manufacturer •Jet fuel •Labor •Substitute •Switching cost Porters Five forces HIGH
- 15. Competitive Rivalry.. •Degree Differentiation •Airline Manufacturer •Jet fuel •Labor •Substitute •Switching cost Porters Five forces High
- 16. Competitive Rivalry •High exit barrier •Low product (in this case service) differentiation •frequent flyer programs Porters Five forces High
- 17. Abbreviation used in report LCC: Location Charge Code FAA: Federal Aviation Association DGCA: Directorate General of Civil Aviation AAI: Aviation Auth. Of India ICAN: International civil Aviation Negotiation Sources Directorate General of Civil Aviation (DGCA) External Affair of Ministry CAPAINDIA.com IEBF
Editor's Notes
- study by KPMG
- Forecasts: for traffic, capacity and yields; airline profit and loss projections for FY2016;