...Indian Aviation Industry Name: .................. Guide: Prof. ......... Roll Number: ..... Session: .............. Dept.: B.Com PREFACE This training manual introduces Aviation Industry.The module is meant to give all its users a firm grounding on Aviation Industry. The manual starts with the key concepts of basic Information of Aviation Industry.A major portion of this material revolves around goals & objectives of Aviation Industry. The next part of this manual covers Air facts. Final part of this book deals with benefits of Aviation Industry. The material also offers in-depth coverage of the issues related to uniqueness of aviation industry. It contains related examples and real life scenarios. Target Audience * Enrolment Operators * Enrolment Agency Supervisors * Registrar’s Supervisors * Introducers * Technical Support Staff Dependent or Related Modules To read this manual, no prior knowledge about Aviation is required. This is the first Module of the training program on Aviation and is common for all participants. All the following modules presumes that this module has been completed by the participant. ACKNOWLEDGEMENT At the successful completion of this project, I would like to express my sincere gratitude to all the people without whose support this project would not be completed. At the onset, I would like to thank my institute “St. Xavier’s College, Kolkata, the Principal Rev. Fr. Dr. J. Felix Raj S. J. and...
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...international) due to this growth, India emerging as a major origin and destination for international travel have all had a significant impact on commercial aviation in India. According to the airports authority of India (AAI), the passenger traffic is expected to grow at over 20% in the next five years. On the supply side, since 2003, when low fare travel in India was ushered in, a number of low cost carriers (LCC) have entered this fast growing market. However, all of the LCC carriers and - with rare exceptions – even the full service carriers (FSC) charging higher fares have been making losses. By and large, operating a commercial airline in India so far has not been a profitable business. In 2007, the industry witnessed a wave of consolidations primarily to stem the tide of red ink. Boom and bust in Indian aviation industry Air India and Indian Airlines retained a monopoly over civil aviation in India till 1992. The deregulation of the Indian economy that started in the mid-1980s, and proceeded more aggressively after the New Economic Policy in 1991, led to calls for opening up of the airline sector. Over the following years, several new airlines including Damania, EastWest, Jet, Sahara, Modiluft and NEPC started operations. However, high fuel costs, poor infrastructure, and a regulation that required them to fly on routes to distant parts of the country as well as on non-trunk routes threatened their financial viability. The steady growth of the Indian economy after...
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...Current Market Outlook 2013 –2032 Current Market Outlook 2013 –2032 Outlook on a Page World regions Market growth rates 2012 to 2032 World economy (GDP) World regions Market value: $4,840 billion Share of fleet Delivery units 9% 13% 2% 6% 3.2% 100% 75% Number of airline passengers 4.1% 50% 25% Airline traffic (RPK) 5.0% 70% 0% 2012 Airplanes 20,310 2032 Airplanes 41,240 2013 to 2032 New airplanes 35,280 Cargo traffic (RTK) 5.0% • Regional jets • Single aisle • Small widebody • Medium widebody • Large widebody World regions Key indicators and new airplane markets Growth measures Regions World economy (GDP) % Airline traffic (RPK) % Cargo traffic (RTK) % Airplane fleet % Market size Deliveries Market value ($B) Average value ($M) Unit share % Value share % New airplane deliveries Large widebody Medium widebody Small widebody Single aisle Regional jets Total Market value (2012 $B, catalog prices) Large widebody Medium widebody Small widebody Single aisle Regional jets Total 2012 fleet Large widebody Medium widebody Small widebody Single aisle Regional jets Total 2032 fleet Large widebody Medium widebody Small widebody Single aisle Regional jets Total Asia Pacific 4.5 6.3 5.8 5.5 12,820 1,890 150 36 39 260 1,470 1,860 8,810 420 12,820 90 490 460 840 10 1,890 330 500 660 3,470 130 5,090 350 1,550 2,080 10,350 420 14,750 North America 2.5 2.7 3.8 1.5 7,250 810 110 21 17 30 390 760 5,000 1,070 7,250 10 130 170 460...
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...Tutor Date Executive Summary These have been unstable times for the Australian airline industry. It has been faced with a marked decline in global tourism after the September 2001 terrorist attacks in the United States. Recently, there has been traffic loss which is attributed to the war in Iraq and severs acute respiratory syndrome (SARS) occurrences in parts of Canada and Asia. In addition, to this mayhem the industry has gone through main structural changes since 1990s. There were four airlines on the essential routes but currently they are two. In 2000, the local trunk routes were controlled by Ansett Australia and Qantas Airways with new competitors Impulse Airlines and Virgin Blue rising in niche market. Currently the industry has irregular two airline structures, with Qantas leading since its occupation of Impulse Airlines in 2001 and the Ansett group’s following collapse in September 2001. On the contrary, Virgin Blue is not a member of an association, its service frequencies are reserved in comparison with those of Qantas, and its local network is not as extensive as that of Qantas is dynamic. In reaction to Virgin blue success, Qantas is taking steps to expand its allocation of the budget travel market, while Virgin is now in quest of expansion past its vacation traveller position by developing its business travel market. The government is showing a liking for administrative way outs such as a certain number of local airline slots at climax times, a restriction...
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...Accepted: 30 October 2012; K ey w or d s Strategic analysis, Region, Low cost, Extensive. ABSTRACT This study examines the extensive strategic analysis of AirAsia Berhad that has enabled it to sustain its competitive advantage as Asia’s leading low cost carrier (LCC). The study demonstrates the diverse business-level, corporate level and competitive strategies of AirAsia Berhad, played crucial roles in the LCC to successfully penetrate the under-served market segment of the airline industry within the ASEAN region. An in-depth analysis using a wide array of academic resources, relevant financial, legal and management resources and authorized websites, including face-to-face interviews were used to provide a more consequential comprehension on the varied business and international strategies that were implemented by AirAsia Berhad. This research exhibits critical analysis pertaining to the current macro environment of the aviation industry which includes the PESTEL framework and Porter’s Industry Analysis. The competitive environment analysis for AirAsia Berhad is thoroughly scrutinised to examine the driving determinants that attributed to the organisation’s competitive advantage in the industry. Further analysis using the Ansoff Matrix, lends evidence to the successful growth of the organization. Additionally, the international strategies...
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...Practices to Lower Overall Costs 2.3 Development of Budget Airline in America, Europe and Asia 3. Hong Kong Market Analysis 3.1 Competitive Landscape 3.2 Major Budget Airlines in Hong Kong 3.3 Market Analysis 3.4 Target Customer Analysis 4. SWOT Analysis of Budget Airlines 4.1 Strengths 4.2 Weaknesses 4. 3 Opportunities 4.4 Threats 5. Analysis of Success Factors in Budget Airline Industry 5.1 AirAsia’s Success in Asia 5.2 Oasis’s Failure in Hong Kong 6. Conclusion 1. Introduction In September 2013, Hong Kong Express Airways announced its plan to transform itself into a budget airline. Meanwhile, Jetstar, an Australian budget airline, has applied for an operating license in Hong Kong under the belief that there are abundant opportunities for growth in the budget airline industry. However, Hong Kong-based airlines Cathay Pacific and Dragonair strongly insist that the market is saturated, and that new entrants into the market will harm the airline industry as a whole. The purpose of this report is to analyze the prospect of budget airline industry in Hong Kong and to determine if it will be a worthy investment for potential investors. Our information sources include news, journals, dissertations and statistics from Center for Asia Pacific Aviation, which is the world's largest publisher of aviation information and analysis. In preparing this report, we collected massive information to analyze...
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...improve the content of this study. Deep appreciation and thanks are also extended to Mr. Luong Hoai Nam, Mr. Trinh Ngoc Thanh, Mr. Duong Tri Thanh, Mr. Mai Quoc Tuan, Mr. Nguyen Thuong Hai, Mrs. Nguyen Thi Minh Yen and Mr. Le Dinh Tuan of Vietnam Airlines Corporation for providing me the desired information and data for this research study. I fall short of words to express my thanks to my family and my friend Ngo Thi Hong Thu for their constant love, moral support and encouragement. Last but not least, I would like to thank the government of Switzerland for providing me a full scholarship to study at SAV in HCMC, Vietnam and at School of Management in Bangkok, Thailand. Abstract There is a strong link between the growth of market...
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...17 2.3 SWOT 21 2.4 Options 24 2.5 Vietnam Airlines's doing 25 III. Recommendation 28 IV. Conclusion 30 V. Reference 30 Group members: * * 1. Đào Thị Mỹ Hạnh BABAIU13076 2. Park Do Hyun BABAUN13080 * 3. Nguyễn Thị Hoài BABAIU13090 * 4. Nguyễn Lê Phương Khanh BABAIU13107 * 5. Đỗ Thị Thanh Hoa BABAIU13089 I. Introduction. Nowadays, airlines industry is one of profitable businesses in the world. Both government and private enterprise are dominant in the industry. In Vietnam, aviation market is forecasted to be the world's 7th fastest-growing in 2013-2017 period. The Vietnam airlines industry stands a high chance of developing strongly, but there must be an investment in technology, infrastructure in order to reduce the cost as well. And Vietnam Airlines is a largest aviation brand name in Vietnam which has been wholly owned by government. In this report, we make some analyses to appreciate Vietnam Airlines exactly and realize suitable and unsuitable aspects. Company background Vietnamese name . . . . . . . . . . . . . . . Tong Cong ty Hang khong Vietnam English name . . . . . . . . . . . . . . . . . . . Vietnam Airlines Company Limited Transaction name . . . . . . . . . . . . . . . . Vietnam Airlines. Abbreviated name . . . . . . . . . . . . . . . . VIETNAM AIRLINES Head Office . . . . . . . . . . . . . . . . . . . . . No. 200, Nguyen Son Street, Bo...
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...HKIA’s Third Runway —The Key for Enhancing Hong Kong’s Aviation Position (28/11/2007) by Dr. Cheung Kwok Law Professor Michael Fung Professor Japhet Law Dicky Tse Ka Yan Chan Aviation Policy and Research Center, Department of Decision Sciences and Managerial Economics The Chinese University of Hong Kong © Content Chapter 1 1.1 1.2 1.3 Objectives of the Study Background Objectives Research Framework 1 1 2 4 5 5 6 10 10 11 16 18 18 21 22 27 27 29 30 32 32 34 35 35 40 44 46 48 48 49 50 51 54 56 62 Chapter 2 Regional Airports’ Development and Expansion 2.1 Asian Aviation Hubs 2.2 Mainland Major Airports Chapter 3 3.1 3.2 3.3 Regional Demand Forecast for Aviation Services Rapid Growth in Asia-Pacific’s Air Transport The Increasing Importance of China’s Aviation Market Hong Kong’s Aviation Development under Mainland’s Rapid Growth Chapter 4 Capacity Issues and Enhancement Measures for HKIA 4.1 The Capacity of the Hong Kong International Airport 4.2 Runway Capacity Enhancement Measures 4.2.1 Aircraft Types Trends and its effects to Runway Capacity 4.3 Possible Measures 4.3.1 Air Transport Management Approach 4.3.2 Enhanced ATC & Aircraft Equipment, Technology, Procedures and Manpower 4.3.3 Expansion of Auxiliary Airside Facilities 4.3.4 Peak Spreading 4.3.5 Aircraft Size Restrictions 4.4 Conclusions Chapter 5 5.1 5.2 5.3 5.4 Selected Case Studies for Building New Runways London Heathrow Airport third Runway Manchester International Airport Second Runway Tokyo Narita...
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... 2.2.1. The Market 5 2.3. Industry Analysis 5 3. SWOT Analysis 9 3.1. Implication of Analysis 10 4. Competitor Analysis 10 4.1. Brand Competitors 10 4.2. Strategic Group Matrix 10 5. Objectives 10 5.1. Short-Term 10 6. Growth Strategy 11 6.1. Ansoff’s Product/Market Matrix 11 7. Competitive Strategy 12 7.1. Branding Strategies 12 8. Implementation 12 8.1. Schedule – Time Line for Strategic Planning 12 9. Evaluation & Control 13 9.1. Balanced Scorecard Analysis 13 10. Bibliography 14 11. Appendix 14 1. Executive Summary Tiger Airway, a carrier offering budget air travels in aviation industry within Asia, faces imminent threat of maintaining sustainability with increasing competition from emergence of various budget carriers within the region and escalating fuel cost. The report will highlight the challenges affecting Tiger Airway by assessing Tiger Airways performance and analyzingthe external and internal factors influencing the performance of Tiger Airways. From the analysis, the report willrecommend on developing strategies and alternative strategies for Tiger Airway to adopt to address to the key challenges facedcurrently and to strategized for future growth and maintain sustainability. The report will then discuss on the implementation plans for the strategies recommended and suggest on evaluation parameters to gauge the effectiveness of the strategies and control mechanisms for ensure the efficiencies...
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...THE RESILIENCY CHALLENGE: CONSTRUCTING THE AGILE SUPPLY CHAIN FOR HEAVY INDUSTRY June 2014 By Lisa Harrington, President, lharrington group LLC and Associate Director, Supply Chain Management Center, Robert H. Smith School of Business, University of Maryland 2 The resiliency challenge The engineering and manufacturing sector (E&M) is the definition of diversity. The companies that make up the sector manufacture everything from jet engines and drilling rigs to simple fasteners and filters. Broadly speaking, though, E&M firms fall into a number of sub-sectors including Aerospace and Aviation and Industrial and Construction Equipment. The overall sector, like all industries, faces a myriad of issues around volatility, including dealing with natural disasters and supplier disruptions. But these issues aren’t the only ones that keep sector executives up at night. E&M CEOs also worry about how to transform their frequently large and conservative companies into agile enterprises capable of meeting new competition and opportunity head on with faster, leaner and more resilient operations. Global market dynamics are driving the need for transformation. As emerging markets grow and new markets emerge, demand is dispersing geographically. Demand is also fragmenting as a result of increasingly complex requirements from customers both for new product customization and post-sale support and service. Customers want – and expect – more choice on configuration...
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...STRATEGIC ANALYSIS OF AIRASIA THE BEST LOW-COST CARRIER AIRLINES IN THE WORLD ASSIGNMENT FOR MICROECONOMICS FACULTY OF ECONOMICS AND BUSINESS NATIONAL UNIVERSITY OF MALAYSIA BY: IWAN BUDHIARTA P-46048 MALAYSIA – 2009 I. INTRODUCTION A low-cost carrier (also known as a no-frills or discount carrier) is an airline that offers low fares but eliminates all “non-essential” services. The typical low-cost carrier business model is based on: * a single passenger class * a single type of airplane (reducing training and servicing costs) * a simple fare scheme (typically fares increase as the plane fills up, which rewards early reservations) * free seating (which encourages passengers to board early) * direct, point to point flights with no transfers * flying to cheaper, less congested secondary airports * short flights and fast turnaround times (allowing maximum utilization of planes) * "Free" in-flight catering and other "complimentary" services are eliminated, and replaced by optional paid-for in-flight food and drink. Simple Product A typical low cost airline product is extremely basic. It focuses on getting passengers from point A to B, cutting out all the “extras”. This means there are no meals, drinks or snacks served free on board. In certain airlines, these may be purchased on request. The aircraft have Narrow seating to permit greater capacity. Low cost airlines offer all-economy flights, with no additional space requirements...
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...1.0 Introduction Singapore Airlines (SIA) flew its first flight way back in the year 1947. It was then known as Malaysian Airlines, which became two separate entities – SIA and Malaysian Airline System (MAS) in 1972. In between that period from 1947 till 1972, the airline was named MAS when the Federation of Malaysia was born after gaining independence from the British government in 16 September 1963 and later renamed as Malaysia-Singapore Airlines in May 1966. The airline’s key advertising strategy was the “Singapore Girl”, a personification of charm and friendliness where stewardesses dressed in a designed “sarong kebaya” uniform by Pierre Balmain, a French couturier. Stewardesses also wore a standard make-up and hairdo. With its stringent training and modern facility, the airline had since gained great reputation for its service and became the top 10 biggest international airline in the world and one of the most profitable airlines. 2.0 Situational Analysis SIA established in the year 1972, has grown and consolidated its position to become one of the world’s largest and most successful airlines. It is the national carrier of Singapore, which has an international presence, but a focus on the Asian and Australasian markets. It owns an expansive and relatively young fleet of planes (Singapore Airlines, 2014). It’s published mission statement, "Singapore Airlines is a global company dedicated to providing air transportation services of the highest quality...
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...1 1.0 Introduction and Company Profile Singapore airline (SIA) was incorporated as a wholly owned subsidiary of the Singapore government on 28 January 1972 as a public company with limited liability. It is one of the most successful airlines today having the most recent and youngest fleets in the world. It has evolved from being a regional airline to one of the top ranked airlines in the world at present. As on March 1999, it carried 525 passenger flights a week out of Singapore. It operates in four segments namely airlines operations (which includes passenger and cargo air transportation), engineering services (airframe maintenance, line maintenance, fleet management programs etc.), training of pilots and tour wholesaling, Cargo operations (includes cargo transportation and related activities). It has a worldwide coverage including 110 cities in over 42 countries. It is dedicated to providing air travel services of the highest quality to its customers and also providing maximum benefits to its employees and shareholders. It has a first mover advantage in providing various additional services which are as follows: - Free headsets, choice of meals and drinks during 1970’s. - Introduction of satellite-based telephones - Involving one of the best panel of chefs for in-flight meals - First to operate world longest flight (Singapore to Los Angeles) - On demand inflight audio and video services In this report, four significant operations aspects of Singapore Airlines...
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...South Asian Journal of Business and Management Cases http://bmc.sagepub.com/ Business Turnaround Plan: The Experience of Malaysia Airlines Herwina Rosnan and Razmah Mahmod South Asian Journal of Business and Management Cases 2012 1: 211 DOI: 10.1177/2277977912459444 The online version of this article can be found at: http://bmc.sagepub.com/content/1/2/211 Published by: http://www.sagepublications.com On behalf of: Birla Institute of Management Technology Additional services and information for South Asian Journal of Business and Management Cases can be found at: Email Alerts: http://bmc.sagepub.com/cgi/alerts Subscriptions: http://bmc.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://bmc.sagepub.com/content/1/2/211.refs.html Downloaded from bmc.sagepub.com at Fachhochschule Kufstein on December 3, 2013 >> Version of Record - Jan 8, 2013 What is This? Downloaded from bmc.sagepub.com at Fachhochschule Kufstein on December 3, 2013 Case Business Turnaround Plan: The Experience of Malaysia Airlines Herwina Rosnan Razmah Mahmod South Asian Journal of Business and Management Cases 1(2) 211–221 © 2012 Birla Institute of Management Technology SAGE Publications Los Angeles, London, New Delhi, Singapore, Washington DC DOI: 10.1177/2277977912459444 http://bmc.sagepub.com Abstract Malaysia Airlines (MAS) is the Malaysian national air carrier. It...
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