Professional Documents
Culture Documents
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same sets of variables were measured among the customers of the two airlines
under study. Fliers who had flown any of the two airlines could answer the
questions pertaining to those airlines. The objective of this study was to
understand the satisfaction levels of the airline customers.
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procedures governing Indian airports and airspace. Finally, the Airports
Authority of India was entrusted with the responsibility of managing all
national and international airports and administering every aspect of air
transport operation through the Air traffic Control.
With the opening up of the Indian economy in the early Nineties, aviation saw
some important changes. Most importantly, the Air Corporation Act was
repealed to end the monopoly of the public sector and private airlines were
reintroduced. Domestic liberalization took off in 1986, with the launch of
scheduled services by new start-up carriers from 1992. A number of foreign
investors took an interest. Modiluft closed after failing to meet financial
obligations to lessors and its technical partner, Lufthansa. In 1996-1998, Tata
and SIA tried to launch a domestic carrier, but the civil aviation minister had
publicly stated his opposition on numerous occasions (Airline Business 1998).
The Indian government introduced the open sky policy for domestic players in
1991 and partial open sky policy for international players only in November
2004. Increasing liberalisation and deregulation has led to an increase in the
number of players. The industry comprises three types of players full cost
carriers, low cost carriers (LCC) and many start-up airlines that are
making/planning an entry.
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pressures (a key cost element, ATF price, went up approximately 35% in
recent months, while staff costs are also rising on the back of shortage of
trained personnel), is exerting bottom-line pressure.
The growth in supply is overshadowed by the extremely strong demand
growth, led primarily by the conversion of train/bus passengers to air travel, as
well as by the fact that low fares have allowed passengers to fly more
frequently. There has, therefore, been an increase in both the width and depth
of consumption. However, the regulatory environment, infrastructure and tax
policy have not kept pace with the industry’s growth.
Enactment of the open sky policy between India and Saarc countries, increase
in bilateral entitlements with the EU and the US, and aggressive promotion of
India as an attractive tourism spot helped India attract 3.2 million tourists in
2004-05. This market is growing at 15% per annum and India is expected to
attract 6 million tourists by 2010. Also, increasing per capita income has led to
an increase in disposable incomes, leading to greater spend on leisure and
holidays and business travel has risen sharply with increasing MNC presence.
Smaller cities are also well connected now. Passenger traffic has increased and
over 21 million seats have been sold, resulting in a growth of over 50%. The
Indian travel market is expected to triple to $51 billion by 2011 from $16.3
billion in 2005-06.
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Key Players in Indian Industry
Air India is the national flag carrier airline of India with a network of
passenger and cargo services worldwide. It is one of the two state-owned
airlines in the country, the other being Indian Airlines. Air India has 44 world-
wide destinations. The airline has been profitable in most years since its
inception. In the financial year ending March 31, 2006, Air India has made a
net profit of Rs.97 million; earned a revenue of Rs.87,480 million -
representing a growth of almost 15 per cent over the previous year.
Air Deccan is an airline based in Bangalore, India. It was India's first low-
cost carrier, and as of May 2006, connects 55 cities within India. Air Deccan
has grown rapidly since it first started air operations in 2003, and despite its
almost disastrous maiden inaugural flight (which caught fire), it continued to
grow. The growing Indian economy and the increasing number of middle-
class people in India has greatly helped its growth.
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GoAir The People’s Airline, a low cost carrier promoted by The Wadia Group
is a domestic budget airline based in Mumbai, India established in June 2004.
It’s a relatively small player as compared to other low cost airlines.
IndiGo Airlines is a new and a private domestic airline based in India. IndiGo
placed an order for 100 Airbus A320 aircraft during the 2005 Paris Air Show.
The total order was worth US $6 billion; one of the highest by any domestic
carrier during the show. The new low-fare carrier has started operations from
August 4, 2006.
Indian is India's state owned primarily domestic airline, under the federal
Union Ministry of Civil Aviation The Company was formerly known as Indian
Airlines. Indian Civil Aviation Minister, Praful Patel, announced Government
of India's plan to merge Air India and Indian into one giant airline consisting
of 130-140 aircraft.
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Jet Airways a “regular” airline which offers normal economy and business
class seats. Jet Airways, along with Air Sahara, is the only airline which
survived the dismal period of 1990s when many private airlines in India were
forced to close down. Jet Airways is an airline based in India serving domestic
and international routes. The airline operates over 300 flights to 43
destinations across the. It currently controls about 32% of India's aviation
market
GLOBAL SCENARIO
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2%, still the best performance in the world. Most are below the 7 to 8%
needed to cover the cost of capital and give investors an acceptable return.
The high price of fuel is killing the profitability. In two years the industry fuel
bill more than doubled to nearly US$100 billion—23% of operating costs.
And there is no relief in sight. So what are airlines to do? Improve efficiency
is the answer. Progress to date has been dramatic. The break-even price of fuel
rose from US$22 per barrel in 2003 to nearly US$50 in 2005. Unfortunately,
fuel prices are above that. Airlines will not return to profitability until 2007
when we expect a break-even fuel price of US$55. Even then the projected
profit is only US$6 billion. Asia will remain profitable in 2006 posting US$2
billion in profit. But do not start opening the Champagne. That is still less than
a 2% net margin.
Low cost carrier competition is new to this region. Asian network carriers are
better prepared than many of their US or European counterparts. Their
operating costs are 6 US cents per ATK on route lengths of 1500km. But the
competition will also be tough. Air Asia's costs are the lowest in the world—
2.5 US cents per ATK. Labour costs in Asia are the lowest in world—19% of
operating cost. This is a significant advantage against US and European
carriers with an average cost of above 30%. If we compare Asian network
carriers to their low cost rivals, the story changes. Average labour costs can be
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up to 7 times lower at low-cost startups. There is no finish line in the race to
reduce costs and improve efficiency. Some analysts are of the view that
Countries in the Asia-Pacific region, which entered the industry much later,
have emerged as important players in the past decade. In comparison, the
Indian civil aviation industry which is much older still operates from a small
base even though its domestic market potential and skilled man power should
have given it intrinsic advantages to emerge as a globally important player in
the civil aviation industry by now.
The escalating fuel bill would eventually translate into costlier air tickets for
the Indian travellers, who have for the first time sampled air travel at fares that
match first-class railway tickets. Even as some airlines hiked fares by ten per
cent and others toyed with the idea to offset their ballooning fuel bill, the
government dealt them another blow by withdrawing the withholding tax
exemption on aircraft lease agreements. In the absence of this tax exemption,
aircraft leasing cost is expected to shoot up between 20 to 67 per cent - a
move that could deter new entrants and existing players from leasing more
aircraft. Although poor airport infrastructure remains a concern, we need to
maintain a positive outlook on the sector as the government allows private
participation and FDIs in construction and maintenance of air-traffic
infrastructure. This also hints at the huge opportunity in terms of infrastructure
development and maintenance in the aviation sector for foreign construction
and engineering companies. For now, as more and more Indians take to the
skies, the country is set to emerge as the fastest growing aviation market.
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Overview
The history of civil aviation in India began in December 1912. This was with
the opening of the first domestic air route between Karachi and Delhi by the
Indian state Air services in collaboration with the imperial Airways, UK,
though it was a mere extension of London-Karachi flight of the latter airline.
Three years later, the first Indian airline, Tata Sons Ltd., started a regular
airmail service between Karachi and Madras without any patronage from the
government.
In early 1948, a joint sector company, Air India International Ltd., was
established by the Government of India and Air India (earlier Tata Airline)
with a capital of Rs 2 crore and a fleet of three Lockheed constellation
aircraft. Its first flight took off on June 8, 1948 on the Mumbai (Bombay)-
London air route. At the time of its nationalization in 1953, it was operating
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four weekly services between Mumbai-London and two weekly services
between Mumbai and Nairobi. The joint venture was headed by J.R.D. Tata, a
visionary who had founded the first India airline in 1932 and had himself pilot
edits inaugural flight.
Air transport is the most modern, the quickest and the latest addition to the
modes of transport. Because of speed with which aero planes can fly, travel by
air is becoming increasingly popular. As far as the world trade is concerned it
is still dominated by sea transport because air transport is very expensive and
is also unsuitable for carrying heavy, bulky goods. However, transportation of
high value light goods and perishable goods is increasingly being done by air
transport.
Foreign Airlines
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gradually increased and rose to 75.93 per cent. In 1996, the share was nearly
72 per cent.
Open-Sky Policy
The Open-sky policy came in April 1990. The policy allowed air taxi-
operators to operate flights from any airport, both on a charter and a non
charter basis and to decide their own flight schedules, cargo and passenger
fares. The operators were, however, required to use aircraft with a minimum
of 15 seats and conform to the prescribed rules. In 1990, the private air taxi-
operators carried 15,000 passengers. This number increased to 4.1 lakh in
1992, 29.2 lakh in 1993, 36 lakh in 1994 and 48.9 lakh in 1995.
The 1996, private air taxi operators carried 49.08 lakh passengers which
amounted to a 41.14 per cent share in the domestic air passenger traffic. Seven
operators viz NEPC Airlines, Skyline NEPC, Jet Air, Archana Airways,
Sahara India Airlines, Modiluft and East West Airlines have since acquired the
status of scheduled airlines. Besides this there were 22 nonscheduled private
operators and 34 private operators holding no-objection certificate in 1996.
The number of plus 120 category aircraft in the private sector was 34 and the
total fleet strength was 75 in June, 1996. Two out of seven scheduled air taxi
operators suspended their operations in 1996 because of the non-availability
of aircraft.
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Infrastructure and Related Facilities
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training. Five gliding clubs, seven gliding wings of flying clubs and a
government Gliding Centre, Pune, were imparting training in gliding.
The repeal of the Air Corporation Act from 1 March 1994 enabled private
operators to provide air transport services. Six operators were given the status
of schedule doperators on 1February1995.
Currently there are five international airports and 87 domestic airport in the
country with 28 civilian enclaves for defence purposes.
The Airport Authority of India plans to invest Rs 35,000 million for the
construction and upgradation of airports.
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The Indian Air Cargo Market
The growth of air cargo in India has also been manifold though it might not
have kept pace with the progress made all over the world. Table 1 shows how
both international and domestic air cargo traffic has increased, reflecting an
overall year on year growth.
Table 1: Trends in cargo traffic at five international airports in India.
(Figures in '000 tonnes)
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Future Outlook Of The Industry
Future projections reflect that the air cargo industry both in the domestic
sector and the international sector will continue in its upward trend of growth.
Fig.1 reflects that the domestic air cargo will continue at a somewhat steady
rate of growth whereas the international air cargo movement as illustrated in
Fig.2 shows a steeper rate of growth indicating that international air cargo
trade will flourish at a higher rate of growth. Both Domestic cargo and
International cargo are poised to grow according to the projections.
Airlines vary from those with a single airplane carrying mail or cargo,
through full-service international airlines operating many hundreds of
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airplanes. Airline services can be categorized as being intercontinental,
intracontinental, or domestic and may be operated as scheduled services or
chartered planes.
Ticket Revenue
Operating Cost
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Full-service airlines have a high level of fixed and operating costs in order to
establish and maintain air services: labor, fuel, airplanes, engines, spares and
parts, IT services and networks, airport equipment, airport handling services,
sales distribution, catering, training, aviation insurance and other costs. Thus
all but a small percentage of the income from ticket sales is paid out to a wide
variety of external providers or internal cost centers.
Moreover, the industry is structured so that airlines often act as tax collectors.
Airline fuel is untaxed, however, due to a series of treaties existing between
countries. Ticket prices include a number of fees, taxes, and surcharges they
have little or no control over, and these are passed through to various
providers. Airlines are also responsible for enforcing government regulations.
If airlines carry passengers without proper documentation on an international
flight, they are responsible for returning them back to the originating country.
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Introduction to UB group
The logo
The Pegasus, which is the symbol of the United Breweries, first found its
place as the Group logo in 1940. The UB Group’s Brewing Entity - called
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United Breweries Limited (UBL) - has also assumed undisputed market
leadership with a national market share in excess of 50%. Through a process
of aggressive acquisition and market penetration, The UB Group today
controls 60% of the total manufacturing capacity for Beer in India.
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An Introduction to Kingfisher Airlines
In a short span of time Kingfisher Airline has carved a niche for itself. The
airline offers several unique services to its customers. These include: personal
valet at the airport to assist in baggage handling and boarding, exclusive
lounges with private space, accompanied with refreshments and music at the
airport, audio and video on-demand, with extra-wide personalized screens in
the aircraft, sleeperette seats with extendable footrests, and three-course
gourmet cuisine.
Vision:
Safety:
This is an overriding value. In this line of business, there is no compromise.
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Service:
In hospitality business customer satisfaction is very important and building
trust, goodwill and loyalty of customers is at prime focus.
Happiness:
Kingfisher seeks to build an organization with people who choose to be happy,
and will endeavor to influence their guests and co-workers to be happy too.
Teamwork:
Kingfisher believes We will succeed or fail as a team. Each one of us must
respect our colleagues regardless of their rank, and we must work together to
ensure our mutual success.
Accountability:
Every employee in kingfisher will be held accountable for the successful
execution of their duties, commitments and obligations, and they will strive to
lead by an example.
1. Sleeperette seats with extendable footrests. 48" seat pitch and a 125°
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3. Comfortable pillows and snug blankets.
Price:
Promomtion:
corporate traveler
o Passengers are offered in flight entertainment options and
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o Offer in-flight silent auctions for lifestyle products and in-
flying experience”.
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Kingfisher is one of only 6 airlines in the world to have a 5 star rating from
Skytrax, along with Asian Airlines, Malaysia Airlines, Qatar Airways,
Singapore Airlines and Cathay Pacific Airways.Kingfisher Airlines, through
one of its holding companies UB holdings Ltd, has acquired 26% stake in the
budget airline Air Deccan and has option to buy further of 20% stake from the
secondary market.
Jet Airways is India’s premier private airlines. Naresh Goyal is currently the
chairman of Jet Airways. Jet Airways operates over 320 flights daily to 43
destinations in India and currently controls about 40% of India's aviation
market. Jet Airways was the first private airline of India to fly to international
destinations. It operates daily international flights to Colombo, Kathmandu,
Singapore, Kuala Lumpur and London (Heathrow). Jet Airways has won a
number of awards in recognition of standards of its service and has also
received the ISO 9001:2000 certification for its In-flight Services.
Jet Airways was established on 3 May 1991 with a fleet of 4 Boeing 737-300
aircraft, with 24 daily flights serving 12 destinations. Jet Airways presently
operates 55 aircrafts and is now a public limited company.
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Shivaji International Airport, Mumbai, with hubs at Indira Gandhi
International Airport, Delhi, Anna International Airport, Chennai, Netaji
Subhash Chandra Bose International Airport, Kolkata, Bangalore International
Airport, Bangalore and Brussels Airport, Brussels.
According to the latest available figures, its share of India's domestic aviation
market has increased to over 43% (up from less than 27% a few months ago),
and this is still greater than any other Indian domestic operator's market share.
On April 12, 2007 Jet Airways agreed to buy out its smaller rival Air Sahara
for 14.5 billion rupees ($340m).Air Sahara would be renamed as Jet Lite
hereafter and it has been placed between a low cost carrier and full fledged
airliner. It may be noted that Jet Airways with the acquisition of Air Sahara is
all set to refurbish the fleet and crew with new livery and uniform and plans
are in pipeline to start a freighter by the year end. The deal will give the
airline a combined domestic market share of about 32%. Jet Airways serves
52 destinations, including 6 cities outside India.
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Jet Airways sought to take maximum advantage of this ruling by adding new
international scheduled routes to destinations within the commercially viable
flying range of its growing fleet of "Next Generation" Boeing 737-700/800
series narrow bodied jets, such as Singapore and Kuala Lumpur. This first led
to a decision to lease three Airbus A340-300E wide-bodied from South
African Airways to enable it to commence non-stop flights to London
Heathrow in the UK and to subsequently place a large order for a fleet of
brand-new Airbus A330-200 and Boeing 777-300ER wide-bodied airliners to
permit further expansion, especially to additional destinations in Europe and
North America. In 2006 Jet Airways has international services to Kathmandu,
Colombo, Singapore, Kuala Lumpur, London Heathrow, operating from
Mumbai, Delhi, Chennai and Amritsar.
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Generation" Boeing 737-800s equipped with winglets are used on all Bangkok
sectors.
It also claimed that its international operations were profitable, with the sole
exception of its long-haul flights between India and London-Heathrow.
Airline Agreements
• Air France
• American Airlines
• Austrian
• British Airways
• Brussels Airlines
• Gulf Air
• KLM
• Lufthansa
• Northwest Airlines
• Qantas
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• South African Airways
• Swiss International Airlines
• Thai Airways International
Jet Airways is proud that we are one of the few airlines in the world to receive
the ISO 9001 certification for our in-flight services.
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Political Factors
In India, one can never over-look the political factors which influence each
and every industry existing in the country. Like it or not, the political
interference has to be present everywhere. Given below are a few of the
political factors with respect to the airline industry:
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constant liasoning with the minister & other government official is
necessary.
The state owned airlines suffer the maximum from this problem. These
airlines have to make several special considerations with respect to selection
of routes, free seats to ministers, etc which a privately owned airline need not
do. The state owned airlines also suffers from archaic laws applying only to
them such as the retirement age of the pursers & hostesses, the labour
regulations which make the management less flexible in taking decision due
to the presence of a strong union, & the heavy control &interference of the
government. This affects the quality of the service delivery & therefore these
airlines shave to think of innovative service marketing ideas to circumvent
their problems & compete with the private operators.
Economic Factors
Business cycles have a wide reaching impact on the airline industry. During
recession, airline is considered a luxury & therefore spending on air travel is
cut which leads to reduce prices. During prosperity phase people indulge
themselves in travel & prices increase.
After the September 11 incidents, the world economy plunged into global
recession due to the depressed sentiment of consumers..
The loss of income for airlines led to higher operational costs not only due to
low demand but also due to higher insurance costs, which increased after the
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WTC bombing. This prompted the industry to lay off employees, which
further fuelled the recession as spending decreased due to the rise in
unemployment.
Even the Indian carriers like Air India was deeply affected as many flights
were cancelled due to internal (employee relations) as well as external
problems, which has been discussed later.
Social Factors
The changing travel habits of people have very wide implications for the
airline industry. In a country like India, there are people from varied income
groups. The airlines have to recognize these individuals and should serve them
accordingly. Air India needs to focus on their clientele which are mostly low
income clients & their habits in order to keep them satisfied. The destination,
kind of food etc all has to be chosen carefully in accordance with the tastes of
their major clientele.
Especially, since India is a land of extremes there are people from various
religions and castes and every individual travelling by the airline would
expect customization to the greatest possible extent. For e.g. A Jain would be
satisfied with the service only if he is served jain food and it should be kept in
mind that the customers next to him are also jain or at least vegetarian.
Technological Factors
The increasing use of the Internet has provided many opportunities to airlines.
For e.g. Air Sahara has introduced a service through the internet, wherein the
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unoccupied seats are auctioned one week prior to the departure. Air India also
provides many internet based services to its customer such as online ticket
booking, updated flight information & handling of customer complaints.
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Segmentation: The Airline Industry
Business passengers
They are crucial for airlines' profitability. With less spare time and more cash
in their pockets, they agree to pay a premium price for a premium service.
Today business passengers account for approximately 48% of passengers, and
these 48% contribute 66% of airlines' revenue. The premium prices they pay
provide wider and more comfortable seats, better choice of meals and seats,
luxurious lounges.
Airlines can choose from a multitude of premium services to offer to business
travelers. Some of these extras range from seats equipped with faxes and
telephones, to gambling machines, showers, massage services and suit ironing
services in the recently introduced arrival lounges.
Business passengers believe it is worth extra money if they can save time and
arrive looking fresh for an important meeting. Business passengers will avoid
transit flights even if a longer flight could save them money. But amongst
other perks, flexible reservation services are probably the most important to
them. Reservations for business trips are often made just a couple of days in
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advance. A no penalty cancellation policy is also very important to business
passengers.
The best way to reach business travelers is through printed advertising Many
airlines design special promotional programs that target corporate bookers and
meeting planners, who are responsible for business trips reservations.
Frequent flyer programs are an added bonus for business passengers.
Leisure Travelers
They represent a totally different market. The most important consideration
for most of them is the price. The lower the airfare, the more people will fly
the respective airline.
By and large, with the exception of wealthy travelers, this segment will not
pay extra for premium services and will agree to change several planes during
their trip if this option costs less than a direct flight.
Despite lower margins provided by this segment, leisure travelers are very
important to an airline's bottom line. Part of the reason is that technological
progress in the area of tele-conferencing and increased use of the internet for
business communications is expected to reduce the number of business
travelers. Thus, airlines are counting on the leisure segment to provide further
growth.
How can airlines benefit from the growth opportunities in the leisure segment
without losing immediate profit opportunities in the business segment? This is
a tough issue in airline marketing management. By improving services and
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reducing prices for economy class passengers, airlines risk that some business
passengers will switch to economy class.
Since business class passengers are not many, a company relying mostly on
business travelers will often end up flying half-empty planes, losing the
potential revenue generated by lower priced economy seats.
On the other hand, few airlines catering solely to economy class passengers
can be successful because a low fare carrier must fill the entire plane if it is to
generate revenue from its low-margin operations.
Thus he/she tries to sell early, the economy seats at a cheaper price, while
keeping enough seats reserved for business travelers, who usually book at the
last minute. Keeping just the right amount of business seats reserved is
important: selling too few economy seats in advance may result in a less-than-
full plane while selling too many economy seats may result in a full plane, but
with insufficient revenue to gain a profit.
Price
• Price Mix, Discount as per frequent flyer program
Place
• It is connected to maximum cities
Promotion
• TV ads, Hoardings, Internet, Calendars
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People
• Well trained crew members
Process
• On Ground, simpler process for Boarding the Flight
Physical Evidence
• Good seats, Dinning facilities, Entertainment facilities
RESEARCH OBJECTIVES
1. To study the customer preference of service quality of each of the two
airlines under study.
2. To compare the service quality of the airlines under study.
3. To find out the dissatisfaction among the passengers if any.
RESEARCH METHODOLOGY
Questionnaire Design
The respondents were asked to evaluate the service quality of the service
provided
by the airline, which they have travelled.
For example, the on-time services of the airline was measured through the
question.
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Similarly, other good ground service – in-flight service and post-flight service
were measured. The questionnaire also had a question to check the response to
the loyalty programs provided by the airlines to frequent fliers. Other
questions relating to the Ticket Counter, Security Check, Express Baggage,
Delay of thee Flights etc were asked. Also the frequency and purpose of the
flights was asked. Also the reason for travelling by that flight were asked.
A sample size of 150 respondents was taken who have travelled by both, Jet
Airways and Kingfisher Airlines. Further 75 questionnaires were filled by
people on behalf of Jet Airways whereas 75 questionnaires were filled by
people on behalf of Kingfisher Airlines.
After the survey, a thorough analysis was done. Respective tables and pie
charts were formed accordingly. Various percentage were also found out.
Analysis of each question was done. After that findings, and limitations were
given. Also the suggestions were given.
FINDINGS/ANALYSIS
1) FREQUENCY OF FLIGHTS
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And out of 75 responses for Jet, 25 replied for every week which was highest
in it and 23 in fortnightly
3) TIME CONVENIENCE
Not at all Somewhat Very Total
Imp Imp Important
Kingfisher 43 12 20 75
Jet Airways 10 16 49 75
Total 53 28 69 150
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FREQUENT FLYER PROGRAM
Not at all Somewhat Very Total
Imp Imp Important
Kingfisher 54 19 2 75
Jet Airways 48 21 6 75
Total 102 40 8 150
Out of 75 responses, almost 72%, i.e. 54 people chose Kingfisher irrespective
of frequent flyer program. Also, Jet responses show that frequent flyer
program is not much an important factor in choosing this airline.
This throws light on the factor that both the airlines do not have the customers
because of frequent flyer program.
INFLIGHT SERVICES
Not Somewhat Very Total
important important important
Kingfisher 10 16 49 75
Jet Airways 14 23 38 75
Total 24 39 87 150
Out of the 75 people surveyed for Kingfisher, majority of them i.e.49 people
rated the In-flight services as very important.
Whereas out of the 75 people surveyed for Jet,38 people rated the In-flight
services as very important. Thus In-flight Services is also a major factor for
selecting the Airlines.
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Jet Airways 15 20 40 75
Total 35 41 74 150
Out of the 75 people surveyed for Kingfisher, majority i.e.34 flew with it as
their travel agent/Company had made reservations for it.
Whereas out of the 75 people surveyed for Jet, majority i.e.40 flew with it as
their Travel agent/Company had made reservations for it.
Out of the 150 people surveyed, price was not a major concern for most of the
people. That is 133 people had gone for the airline irrespective of the prices.
Thus price was not a major factor.
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The reasons for travelling by Jet and Kingfisher were for business as well as
personal and pleasure reasons. There was not much difference between the 2
reasons.
6) Please indicate the amount of time you waited for the following services?
Aircraft Boarding
Kingfisher Jet Total
5 minutes 30 24
10 minutes 36 40
11-20 minutes 09 11
Total 75 75 150
Out of the 75 people surveyed for Kingfisher, almost the same amount of
people waited for a period of 5 minutes and 10 minutes.
Whereas for Jet, majority of the people i.e. 40 people had to wait for 10
minutes.
But in both the cases, very few people had to wait for 11-20 minutes.
Boarding
Kingfisher Jet Total
5 minutes 10 11
10 minutes 38 35
11-20 minutes 27 29
Total 75 75 150
For Boarding in Kingfisher, majority of the people had to wait for 10 minutes
and 11-20 minutes.
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Same was the case with Jet.
Whereas only 21 people had to wait for 5 minutes.
Security Check
Kingfisher Jet Total
5 minutes 39 36 75
10 minutes 28 29 57
11-20 minutes 08 10 18
Total 75 75 150
For Security Check, both in Jet and Kingfisher, majority of the people had to
wait for a period of only 5 minutes and 10 minutes.
Whereas only 18 people had to wait for a period of 11-20 minutes.
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For Kingfisher, out of the 75 people surveyed, maximum people i.e. 48 people
rated the courtesy of the staff as very good, whereas only 2 people rated it as
bad.
For
Jet, out the 75 people surveyed, maximum people i.e.44 people rated the
courtesy of the staff as very good. Whereas only 6 people rated it as bad.
SELF ARRANGEMENT OF TICKETS
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Here we see that out of 75 people, only 48 people had made self arrangements
to fly whereas remaining 102 people had done their reservations either
through an agent or the company they were working for.
In Kingfisher, out of the 75 people only 38 people had done self arrangements
whereas 112 people had done their reservations through agents or the
company they were working for.
DISATISFACTION LEVEL
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Out of the 75 people surveyed for Jet, maximum people i.e. 93 people had
complaints at the Security Check, 22 people had complaints at the Ticket
Counter, 20 people had complaints at the Express Baggage.15 people had no
complaints at all.
Out of the 75 people surveyed for Kingfisher, maximum people i.e. 75 people
had complaints at the Security Check, whereas 36 people had complaints at
the Express Baggage, 16 people had complaints at the Ticket Counter.23
people had no complaints at all.
PERSONNEL COMPLAINTS
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Regarding Personnel complaints, out of the 75 people surveyed for Jet,
maximum people i.e. 54 people had complaints at the Security Check
personnel, whereas 48 people had personnel complaints at the Ticket Counter,
27 people had complaints at the Express Baggage whereas 21 people had no
complaints at all.
For Kingfisher, out of the 75 people surveyed, maximum people i.e.45 and 43
had complaints at the Security Check and Ticket Counter. Whereas 38 people
had no complaints at all.
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PERSONAL DETAILS
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For Jet, out of 75 people, maximum people i.e. 60 people fell in the age group
of 36-45, whereas 51 people fell in the age group of 26-35. Only 17 people
were in the age group of 18-25.
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FINDINGS
1) More of fortnight flights were taken in Kingfisher and almost equal in every
week and fortnight in Jet. The maximum number of people who flew every
week or fortnightly were Businessmen, Executives, Professional.
Whereas people who flew monthly flew for rare business trips or for pleasure
purpose.
2) The dissatisfaction with the reservation agent was mostly due to the failure in
informing about the delay of flights.
4) Both the airlines do not have the customers because of frequent flyer program.
5) In-flight Services is a major factor for selecting the Airlines. Almost all the
respondents were highly satisfied with the in-flight services of the airlines.
6) Price was not a major factor for selecting the airline as both the airlines are at
par and are both highly priced.
7) Waiting time was not a major issue by almost all the respondents. The average
waiting time did not exceeded 10 minutes in both of the airlines.
8) Very few of the respondents were discontent with the courtesy of the flight
attendants.
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SUGGESTIONS
1. Kingfisher should increase the frequency of flights to the most
commonly preferred destinations from Ahmedabad.
3. Since Jet has its competitor as Kingfisher, Jet should also focus more on
providing a personalized touch to the services.
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LIMITATIONS
1. The findings of this study are limited to the domestic airline industry in
India.
quality.
4. The survey could be done by taking the sample size of just 150 people.
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FURTHER SCOPE OF STUDY
1) This project can also be used by Jet Airways and Kingfisher Airlines for
further improvement.
2) Travel Agencies can also use this project to know the existing scenario
among frequent fliers.
5) This study can be further extended to other airlines like Air Deccan,
Spice Jet, Indian Airlines, etc.
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BIBLIOGRAPHY
REFERENCE BOOKS
NEWSPAPERS
2) Gujarat Samachar.(15/03/5008)
3) Divya Bhaskar.(16/03/2008)
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WEBSITES
1. http://www.jetairways.com/Cultures/en-US/India/
2. http://en.wikipedia.org/wiki/Airline#Airline_personnel
3. http://www.indianchild.com/india_civil_aviation.html
4. http://kingfisherblog.wordpress.com/2008/03/17/fly-kingfisher-indias-
only-5-star-airline/
5. http://en.wikipedia.org/wiki/Kingfisher_%28beer%29
6. http://www.iloveindia.com/economy-of-india/aviation-industry.html
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THANK YOU
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