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Service Sector in India

Service Sector in India today accounts for more than half of

India's GDP. According to data for the financial year 20062007, the share of services, industry, and agriculture in
India's GDP is 55.1 per cent, 26.4 per cent, and 18.5 per
cent respectively. The fact that the service sector now
accounts for more than half the GDP marks a watershed in
the evolution of the Indian economy and takes it closer to the
Services or the "tertiary sector" of the economy covers a
wide gamut of activities like trading, banking & finance,
management & technical consultancy among several others.
The various sectors that combine together to constitute
service industry in India are:
Hotels and Restaurants
Other Transport & Storage
Communication (Post, Telecom)
Dwellings, Real Estate
Business Services
Public Administration; Defence
Personal Services
Community Services
Other Services
There was marked acceleration in services sector growth in
the eighties and nineties, especially in the nineties. While the
share of services in India's GDP increased by 21 per cent
points in the 50 years between 1950 and 2000, nearly 40 per

cent of that increase was concentrated in the nineties. While

almost all service sectors participated in this boom, growth
was fastest in communications, banking, hotels and
restaurants, community services, trade and business
services. One of the reasons for the sudden growth in the
services sector in India in the nineties was the liberalisation
in the regulatory framework that gave rise to innovation and
The boom in the services sector has been relatively
"jobless". The rise in services share in GDP has not
accompanied by proportionate increase in the sector's share
of national employment. Some economists have also
cautioned that service sector growth must be supported by
proportionate growth of the industrial sector, otherwise the
service sector grown will not be sustainable. In the current
economic scenario it looks that the boom in the services
sector is here to stay as India is fast emerging as global
services hub.

Aviation Industry in India

Aviation Industry in India is one of the fastest growing
aviation industries in the world. With the liberalization of the
Indian aviation sector, aviation industry in India has
undergone a rapid transformation. From being primarily a
government-owned industry, the Indian aviation industry is
now dominated by privately owned full service airlines and
low cost carriers. Private airlines account for around 75%
share of the domestic aviation market. Earlier air travel was
a privilege only a few could afford, but today air travel has
become much cheaper and can be afforded by a large
The origin of Indian civil aviation industry can be traced back
to 1912, when the first air flight between Karachi and Delhi
was started by the Indian State Air Services in collaboration
with the UK based Imperial Airways. It was an extension of
London-Karachi flight of the Imperial Airways. In 1932, JRD
Tata founded Tata Airline, the first Indian airline. At the time
of independence, nine air transport companies were carrying
both air cargo and passengers. These were Tata Airlines,
Indian National Airways, Air service of India, Deccan
Airways, Ambica Airways, Bharat Airways, Orient Airways
and Mistry Airways. After partition Orient Airways shifted to
In early 1948, Government of India established a joint sector
company, Air India International Ltd in collaboration with Air
India (earlier Tata Airline) with a capital of Rs 2 crore and a
fleet of three Lockheed constellation aircraft. The inaugural
flight of Air India International Ltd took off on June 8, 1948 on
the Mumbai-London air route. The Government nationalized
nine airline companies vide the Air Corporations Act, 1953.
Accordingly it established the Indian Airlines Corporation

(IAC) to cater to domestic air travel passengers and Air India

International (AI) for international air travel passengers. The
assets of the existing airline companies were transferred to
these two corporations. This Act ensured that IAC and AI had
a monopoly over the Indian skies. A third government-owned
airline, Vayudoot, which provided feeder services between
smaller cities, was merged with IAC in 1994. These
government-owned airlines dominated Indian aviation
In April 1990, the Government adopted open-sky policy and
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. In 1994,
the Indian Government, as part of its open sky policy, ended
the monopoly of IA and AI in the air transport services by
repealing the Air Corporations Act of 1953 and replacing it
with the Air Corporations (Transfer of Undertaking and
Repeal) Act, 1994. Private operators were allowed to provide
air transport services. Foreign direct investment (FDI) of up
to 49 percent equity stake and NRI (Non Resident Indian)
investment of up to 100 percent equity stake were permitted
through the automatic FDI route in the domestic air transport
services sector. However, no foreign airline could directly or
indirectly hold equity in a domestic airline company.
By 1995, several private airlines had ventured into the
aviation business and accounted for more than 10 percent of
the domestic air traffic. These included Jet Airways Sahara,
NEPC Airlines, East West Airlines, ModiLuft Airlines,
Jagsons Airlines, Continental Aviation, and Damania
Airways. But only Jet Airways and Sahara managed to
survive the competition. Meanwhile, Indian Airlines, which
had dominated the Indian air travel industry, began to lose
market share to Jet Airways and Sahara. Today, Indian

aviation industry is dominated by private airlines and these

include low cost carriers such as Deccan Airlines, GoAir,
SpiceJet etc, who have made air travel affordable.
Airline industry in India is plagued with several problems.
These include high aviation turbine fuel (ATF) prices, rising
labor costs and shortage of skilled labor, rapid fleet
expansion, and intense price competition among the players.
But one of the major challenges facing Indian aviation
industry is infrastructure constraint. Airport infrastructure
needs to be upgraded rapidly if Indian aviation industry has
to continue its success story. Some steps have been taken in
this direction. Two of India's largest airports-Mumbai and
New Delhi-were privatized recently. Two greenfield airports
are coming up at Bangalore and Hyderabad in southern
India. Investments are pouring into almost all aspects of the
industry, including aircraft maintenance, pilot training and air
cargo services. The future prospects of Indian aviation sector
look bright.

Kingfisher Airline is a private airline based in Bangalore,

India. The airline is owned by Vijay Mallya of United
Beverages Group. Kingfisher Airlines started its operations
on May 9, 2005 with a fleet of 4 Airbus A320 aircrafts. The
airline currently operates on domestic routes. The
destinations covered by Kingfisher Airlines are Bangalore,
Mumbai, Delhi, Goa, Chennai, Hyderabad, Ahmedabad,
Cochin, Guwahati, Kolkata, Pune, Agartala, Dibrugarh,
Mangalore and Jaipur.
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 extrawide personalised screens in the aircraft, sleeperette seats
with extendable footrests, and three-course gourmet cuisine.
Kingfisher Airlines currently operates with a brand new fleet
of 8 Airbus A320 aircraft, 3 Airbus A319-100 aircraft and 4
ATR-72 aircraft. It was the first airline in India to operate with
all new aircrafts. Kingfisher Airlines is also the first Indian
airline to order the Airbus A380. It placed orders for 5 A380s,
5 A350-800 aircrafts and 5 Airbus A330-200 aircrafts in a
deal valued at over $3 billion on June 15, 2005. Delivery of
the A330s is due to start in late 2007, followed by the A380s
in 2010 and the A350s in 2012.

Kingfisher First puts on quite a show for your in-flight
entertainment. Every seat is equipped with the world's most
advanced personal in-flight entertainment system, which offers
audio and video on demand, via extra-wide 8.4" LCD swivel widescreens and noise-cancelling stereo headphones. Surf your way
through Hollywood and Hindi blockbusters, and pick your
favourite movie or best-loved scene. Tune into Fun TV, Kingfisher
Radio, music videos & concerts, news, business, infotainment,
sporting action, a moving map, and plenty more. Entertain yourself
with our engaging video games. Or pit your skills against fellow
guests in a virtual tournament with the multi-player gaming option.

World class in-flight service

It is always the little things that make a difference. Kingfisher
First offers you a delightful range of thoughtful services on-board
that no Business Class ever will. Exclusive Kingfisher First
stationery in case you need to catch up on your correspondence. A
wealth of national and international news, business & lifestyle
magazines and newspapers, to stay in touch with the world below.
An elegant executive restroom with premium toiletries to pamper
you. For anything else you may require, our warm and thoroughly
professional handpicked cabin crew is on call to anticipate your
every need, and take care of your every whim.

Our Vision
The Kingfisher Airlines family will consistently deliver a
safe, value-based and enjoyable travel experience to all our

Our Values

This is our overriding value. In our line of business, there is

no compromise.

We are all in the hospitality business; we must always seek
to serve our guests and gain their trust, goodwill and loyalty .


We seek to build an organisation with people who choose to

be happy, and will endeavour to influence our guests and coworkers to be happy too.


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.


Each one of us will be held accountable for the successful

execution of our duties, commitments and obligations, and
we will strive to lead by example.


Kingfisher Airlines, India's fastest growing airline and the first
Indian carrier to offer Full Service at True value, including a
personalized in-flight entertainment system on every seat on
domestic routes, today added yet another feather in its cap with the
announcement that it has been bestowed the 2006 Award for
'Service Excellence for a New airline' by Skytrax, a UK based
specialist global air transport advisor.
the most prestigious recognition of outstanding Quality Excellence
for product and customer service delivery across today's global
airline industry. A true mark of airline Quality Achievement, the
SKYTRAX AWARDS are the result of the most comprehensive
analysis of product and service standards.
we quantify that quality of product and service levels are at their
best - and are consistent. These independent Awards honour
outstanding Product and Service Excellence for across the air
travel experience. These awards are based on 'real' Quality
standards - in other words, the actual quality of product and service
being delivered, every hour of every day, to an airline's customers.
It is this level of Quality consistency which is our primary

objective in the Awards programme. Not the glossy photos or

temptations that may be portrayed by an airline marketing
campaign, but the front-line service realities."
"Aside from the fascinating description of their aircraft fleet as
"Funliners", Kingfisher Airlines has developed and implemented a
new and higher level of customer service across much of the
Indian subcontinent",
Skytrax carries out the 'world's largest airline passenger survey'
that covers areas of the airline industry that provide the passenger
with an above average standard for innovation, quality, product
and service achievement. Free of outside or financial influences, it
is the only airline survey that achieves a truly worldwide audience
- comprising more than 94 different respondent nationalities in
2005. Assessment for Awards applies a detailed Product and
Service agenda - covering up to 800 different rating items.
Kingfisher Airlines currently operates 70 flights a day. In keeping
with its growth plans, Kingfisher Airlines recently placed a fresh
order for 15 additional ATR 72-500 aircraft in a deal valued at
US$270 million. Kingfisher Airlines is also the first Indian carrier
to have placed an order for five Airbus super jumbo A380s, five
A350s and five A330s. The deliveries of A330s are expected to
begin in 2007 while the A380s and A350s arrive in 2010 and 2012


Termed as the first full frills - true value carrier,

Kingfisher Airlines was the first carrier to introduce
first-class premium cabins onboard its flights. It
started with just four flights daily and now, it offers
108 flights daily connecting 17 key Indian
destinations and has won several prestigious awards.


'Kingfisher Airlines will fly at janata fares'

The airline will offer one single Kingfisher Class for all.
There'll be no business class. The front and the back rows
will be treated royally, in the same way, but charged janata
All the seats will have individual TV sets. You have noticed
that companies are encouraging their executives to travel in
the economy class. Everybody from Azim Premji downwards

at Wipro travels economy. My fares will be 25 per cent lower

than Jet Airways.


Vijay mallya is the brand ambassador and he has done

many promotional activity like sponsoring tennis
open;formula1; cricket;& his own kingfisher calendar.
Kingfisher Airlines is an official sponsor of the Panasonic
Toyota F1 Team.Kingfisher Airlines has entered a 2 year
agreement to be a sponsor of Toyota F1 beginning in 2007.
The "Fly Kingfisher" logo appears on the sides of the Toyota
F1 Car and on the driver's overalls and helmet

Job Description:
Defining and documenting Service Delivery Processes
Analysis of data, creation of MIS Reports and working on
Process Improvements and driving Corrective Actions
Facilitate Service Excellence by enhancing and streamlining
Service Delivery Processes through initiative such as Process
monitoring of Process Metrics
Conducting Process Audits (ISO internal Audits)and ensuring
that the Quality Management Systems are being
implemented consistently and effectively in a Service
Support business and functional teams to achieve respective
Quality Objectives.

Desired Profile:
Certified ISO 9001 Internal Auditor (essential) / Six Sigma
Green Belt/ COPC Internal Auditor.
MBA desirable with 4-5 Yrs exp in business process
mapping, documentation, process compliance audits
* Exposure to Six Sigma/ ISO Deployment
* Knowledge of quality tools/Minitab etc.
Excellent communication skills.

Good in process documentation & Process improvement

Experience in implementation of Six Sigma projects.
High levels of energy to drive initiatives.
Matured in handling people.
Data Driven

A proper dress code is maintain. people are properly trained
so that they give good hospility to their customers.

Physical evidence:

Kingfisher airlines have high profile standards like

their seats;hospility;Lcd screen to personal seat;
comfort level.

The airline was established in June 2004 . On 9 June 2005 GoAir

announced that it intended to launch operations in October 2005
with a fleet of 20 leased Airbus A320 aircraft. Initial flights would
be in the southern and western areas of India with the first nine
A320s, the remaining 11 aircraft being added in the second year. At
the time the airline was in discussion with both Airbus and Boeing
on the purchase of between 20 and 40 new aircraft, with a contract
to be in place by the end of 2005 and with deliveries to start by
2007 . It started operations on 4 November 2005.[1] An order for
10 aircraft from the Airbus A320 family (with options for 10 more)
was announced in July 2006.[2] GoAir announced in mid-January
2007 that it plans to sell a large minority ownership position to
assist it with funds for continued expansion as well as to improve
chances for the sale and leaseback of additional A320 aircraft.
[citation needed]
Go Air is wholly owned by the Wadia Group[1], Mumbai based
and majority owners of Bombay Dyeing and Britannia Industries.
On 18 January 2007, GoAir Chairman Nusli Wadia was found to
be carrying a revolver and bullets aboard an Air India flight to
Dubai. Though undetected by baggage screeners upon departure,
they were detected and confiscated upon his arrival at Dubai.[3]
GoAir and airline reservations system provider Radixx
International of Orlando, Florida on January 24, 2007, jointly

announced that Radixx had taken over all reservations and

passenger management functions from GoAir's previous vendor. It
is the first time that a non-Indian technology company is providing
a critical operational function as a third-party provider to an Indian

Company Mission and Philosophy

One-Two-Go Airlines Mission
Our mission is to operate an airline business based on the principle
of Service with a Thai heart This means that we always
remember our Thai heritage and will apply it across our business
and services.
One-Two-Go Airlines Philosophy
Our philosophy incorporates the above mission into
these four principles:
- Affordable airfares
- Service with a heart
- Convenience for customers
- Ethical and fair business practices and services

The Service
GoAir - The People's Airline will provide our
passengers experienced service with a smile. Our
management team has been selected from the best
in the industry to ensure that we provide our
passengers with Quality Service. Being a low fare
carrier, we will never compromise on safety or
security. This ensures our passengers that they are in
safe hands and can fly hassle-free. The GoAir team is
not just professionally inclined but has been
personally groomed to provide the best service. Our
Pilots, Cabin Crew, Technical and Maintenance Staff
have been carefully taken on keeping the industry
standards in mind, thereby ensuring superior quality
in all our services


GoAir Airlines Director, is looking at 'commoditising air travel'
by offering airline seats at marginally higher train prices to all
cities in India. The airlines theme line is Experience The
Difference and its objective is to offer its passengers a
quality consistent, quality assured and time efficient product
through affordable fares. GoAir's business model has been
created on the 'punctuality, affordability and convenience'

GoAir's route network spans prominent business and leisure
destinations, across India. Currently it covers 13
destinations. These are Ahmedabad, Bangalore, Chennai,
Cochin, Coimbatore, Delhi, Goa, Hyderabad, Jaipur, Jammu,
Mumbai, Pune, and Srinagar. Go Air operates with state-ofthe-art Airbus A320 aircraft fleet.

GoAir Airlines is a low-cost budget airline based in Mumbai,
India. The airline is promoted by Wadia Group, which has
been synonymous with leading Indian companies, through
its brands Britannia and Bombay Dyeing. Go Air Airlines has
been showcased as The People's Airline and is the

brainchild of Jeh Wadia, who is the Managing Director of

GoAir Airways.

" price"

We take pride in our simple fares that are easy on your

pocket and easy to fly with. One-Two-GO Airlines offers
everyday low, flat fares. So say good bye to fares-hunting
and snatching, and hello to our everyday low fares-without
the hassle.
Management Team
Jeh Wadia, Managing Director - GoAir
Jeh Wadia, MD, GoAir is a multi-faceted individual who dons
varied responsibilities.
an example is GoAir a low fare airline in India, started
operations in October 2005. The strategic investments have
been in the financial services, retail and real estate arena.
His tremendous drive and enthusiasm coupled with an
innovative approach to doing business has resulted in the
creation of successful companies providing considerable
shareholder value.

G.P. Gupta, Chief Financial Officer

G.P. Gupta, a young and energetic Fellow Member of the

Institute of Chartered Accounts of India, brings with him
excellent insights and proven track record in Finance function
across various facets like Accounting, Banking, Leasing,
Treasury and Taxation with large international companies. He
has held responsible and challenging assignments in highly
competitive environments across various industrial sectors
including Aviation
Babu Peter, Executive Vice-President - Engineering
Babu Peter (EVP Engineering), a first class Engineering
Graduate has 35 years of aviation exposure in Air India and
Indian Airlines. Prior to being Functional Director, Indian
Airlines, he was Director, Engineering in Air India. He has
served the National carrier in Various Capacities during his
long and successful tenure with them and was instrumental in
improving punctuality, quality of the fleet and made significant
changes in Jet Engine Overhaul Complex to improve engine
Babu Peter has over the years held many responsible and
prestigious positions in various forums. He represented Air
India in the IATA Engineering and Maintenance committee,
was Theme Leader for European Union India Civil Aviation
Project appointed by Ministry of Civil Aviation, Fellow and
Vice President of Aeronautical Society of India and Council
Member of Society of Aerospace technology and Industry.

Capt. V. K. Sharma, Vice-President - Flight Operations (Chief

of Operations)

He is one of the most experienced and known personality in the

aviation industry. With total flying experience of
approximately 15000 hours and instructional experience on
aircraft and simulator about 4000 hours, he has held various
positions both in public sector and the private airlines.
Fleet Captain - Boeing 737 - Indian Airlines.
Fleet Captain - Boeing 737 - Indian Airlines.
Chief of Operations / Technical Advisor to CEO - Air Sahara.
Chief of Operations / Technical Advisor to CEO - Air Sahara.
Member of Committees:
Licensing committee for Pilots, Flight Engineers, Flight
Navigators and Flight Despatchers. Control Tower committee
of Mumbai, Chennai and Delhi. Committee on Flight
Operations/Standardisation and Training norms.
His Organisational Capabilities:
Organised an international conference of FAI in Delhi.
Delegates from 73 countries attend this aviation conference
including Mr. Neil Armstrong. Organised an Air Race from
Paris to Peking under aegis of Aero Club of India. Total
Aviation Management experience of 27 years.
Raju Srinivasan, Vice-President - Planning
Wing Commander Raju Srinivasan, VM, IAF (Retd.) is the
Vice President (Planning) of GoAir.
Raju has over 25 years of experience in military and civil
aviation. A former military pilot and qualified flying instructor,
he has nearly 5000 hours of flying experience in varied terrain
and operating conditions. He has served as a pilot in the
prestigious VVIP Squadron of the Indian Air Force. He is the
recipient of a Presidential gallantry award on 26th January
1996 for his role in flying operations on the Siachen Glacier.

Raju was a member of the core team that set up Air Deccan in
2003. As its first Chief Business Coordinator, he oversaw the
start-up activities of the airline across all departments and
functions. A post-graduate in Business Administration, Raju is
a M.Sc., M.Phil. from Madras University and a Life Member
of the Aeronautical Society of India and the Rotary Wing
Society of India.
Neeraj Kapoor, Vice President - Marketing
Neeraj Kapoor is a highly vibrant and enthusiastic Marketing
professional with a MBA in Marketing from a premiere Indian
Management institute.
Ashish Kapadia, Vice-President - Business Development
Ashish has been an entrepreneur for most part of his career.,
which are spread across a wide spectrum of industries, will
bring great value to GoAir.

Group Captain AK Sachdev, General Manager Flight Safety

Group Captain AK Sachdev has more than three decades of
aviation and Flight Safety experience with the IAF. He is an
alumnus of the National Defence Academy, the Air Force
Academy, the College of Air Warfare and the Royal Air Force
Staff College (UK).
He has flown fixed wing (including twin jets) and helicopters
and has worked as Chief Operations Officer in two busy nodal
transport bases of the IAF. He has also commanded an Air
Force Station, a combat squadron, and an independent
helicopter detachment as part of the IPKF in Sri Lanka. He
holds an MBA in HRM, an MPhil, an MSc and an MA.

He has published two books and several articles in professional

journals on aviation related subjects.
Lalitha Deshpande , VP- HR & Training
Lalitha has rich and proven track record spanning around 30
years in the field of HR and Training. She has done her
Business Management from IIM Bangalore, besides
graduating in B.Sc and B.Ed.
She has worked in organizations like Thermax, Smithkline,
Reckitt & Coleman, Maruti Udyog, National Thermal Power
Corp, Inter Globe Enterprises among others.
Senthil Kumar, VP - Customer Service
Senthil Kumar has done his Masters in Tourism Management
and Post graduate diploma in Computer applications. He is a
fast track growth professional with an airline industry
experience of over 14 years. He leads the functions such as
Customer service, call center, airport services, and in-flight

THE Service which they provide and the facilities available in
the plane the comfortbality level given to their customer.

Jet Airways was incorporated as an "air taxi" operator on 1

April 1992. It started commercial airline operations on 5 May
1993 with a fleet of 4 Boeing 737-300 aircraft. In January 1994
a change in the law enabled Jet Airways to apply for scheduled
airline status, which was granted on 4 January 1995. It began
international operations to Sri Lanka in March 2004. Plans to
acquire rival Air Sahara, announced in January 2006, after
some rough patches deal got through. The airline is owned by
Tailwinds (owned by Naresh Goyal) (80%) and public shares
(20%) and has 10,017 employees (at March 2007).[1]
Naresh Goyal, who already owned Jetair (Private) Limited
(which provided sales and marketing for foreign airlines in
India) set up Jet Airways as a full-service scheduled airline that
would give competition to state-owned Indian Airlines. Indian
Airlines had enjoyed a monopoly in the domestic market
between 1953, when all major Indian air transport providers
were nationalised under the Air Corporations Act (1953), and
January 1994, when the Air Corporations Act was repealed,
following which Jet Airways received scheduled airline status.
[citation needed]
Jet Airways and Air Sahara were the only private airlines to
survive the Indian business downturn of the early 1990s. In
January 2006, Jet Airways announced that it would buy Air
Sahara making it the biggest takeover in Indian aviation
history. The resulting airline would have been the country's
largest[3] but the deal fell through in June 2006. However, a
modified deal did go through eventually in January 2007.

Lower wages in India compared with the West are not the only
explanation for Jet Airways' relatively low cost base by
international standards. The company has also been able to
lower its costs by "sweating its assets", i.e. getting the
maximum utilisation out of its aircraft fleet by minimising
turnaround times between flights, similar to the leading
European/North American low-cost, "no frills" carriers. This
has partly helped it to offset the high costs of the airport
infrastructure as well as jet fuel in India, which are higher in
India than the international average.

Brand ownership:
Jet Airways does not own its brand. The brand is owned by
Jetair Enterprises Ltd., a separate company substantially
owned by Naresh Goyal, which licenses the brand to the airline
in return for an annual payment. This arrangement is very
similar to the terms governing the use of the "easy" brand by
the easyJet Airline Company Limited (the name under which
easyJet has been incorporated). Under the aforesaid
arrangement, Sir Stelios Haji-Ioannou, the founder and largest
individual shareholder of easyJet Airline Co. Ltd. has sole
ownership of the "easy" brand and licenses it to that airline for
a specified payment. This kind of arrangement is of vital
importance should the concerned airlines become the subject
of a hostile takeover bid because the bidder[s] will not
automatically acquire ownership of their takeover target's
brand and without access to the brand the takeover target will
be less valuable.

The airline operates over 340 flights daily across 44
destinations within India and also operates flights to Nepal, Sri
Lanka, Singapore, Malaysia, United Kingdom, Thailand,
Belgium, United States of America & Canada on one of the
youngest and best maintained fleets. Jet Airways plans to
extend its international operations further in North America,
Europe, Africa & Asia in the coming years with the induction
of wide-body aircraft into its fleet.