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7/27/2019 Jet Airways-Research Methodology
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EXECUTIVE SUMMARYThe aim of the project is to analyze the services being provided by Jet Airways to
its customers with other major airlines of Indian Aviation Industry.
An exploratory research has been done for the purpose of critically evaluating the various
aspects of customer relationships. The required data has been gathered by
a comparative questionnaire based on the services such as reservation on tickets,
Check In of flight and about the meal provided in the aircrafts, it is filled by people
who have their own experience. Besides that various books, magazines and
websites are also consulted. According to the analysis suitable recommendations
are given. Further a case study is made on the project topic.
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CHAPTER 1
INDIAN AVIATION INDUSTRY
1.1CURRENT SCENARIOIt is a very well known fact that aviation sector not only brings immense benefits to
communities and economies around the globe, but also is a key catalyst of
economic growth, social development and tourism. It facilitates connectivity and
access to international markets. Air transport currently supports 56.6 million jobs
and accounts for over US$ 2.2 trillion of the global gross domestic product (GDP).
1.2AIR TRAFFICAir passenger traffic in India is increasing on a tremendous pace. The sub-
continents airport infrastructure is undergoing modernisation with the induction of
most advanced facilities. It includes setting up of new Greenfield airports and
installation of security, surveillance and air traffic navigation systems.
India is currently the 9th largest aviation market handling 121 million domestic
and 41 million international passengers. Today, more than 85 international airlines
operate to India and 5 Indian carriers connect over 40 countries.
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1.3MARKET SIZE Total domestic passengers carried by the scheduled domestic airlines
between January and May 2013 were 25.998 million, as against 25.808
million during the corresponding period of previous year thereby registering
a growth of 0.74 per cent, revealed the statistics from Directorate General of
Civil Aviation (DGCA).
No-frill carrier IndiGo lead in terms of market share with 29.7 per cent ofthe pie, followed by Jet Airways-Jet Lite combine at 25.3 per cent, Air India
Domestic at 19.2 per cent, Spice Jet at 17.5 per cent, and Go Air at 8.3 per
cent for the month of July 2013.
IndiGo
30%
Jet Airways-
Jet Lite25%
Air India
19%
Spice Jet
18%
Go Air
8%
Percent of Market Share
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1.4 GOVERNMENT INITIATIVES
The Indian Government is intensely dedicated for the development of the Indian
aviation industry and has introduced several policies and regulatory reforms to
boost private participation and investments in the same. Recently, the Government
allowed 49 per cent FDI by foreign airlines in the sector.
The Government has finally given its nod to the US$ 900 million-Jet-Etihad
deal, embarking on the biggest FDI in Indian aviation sector. The Foreign
Investment Promotion Board (FIPB) has asked for certain amendments in
the deal though. Once the modified deal is approved by the Cabinet
Committee on Economic Affairs, Etihad would be eligible to become the
owner of 24 per cent stake in Jet for US$ 379 million.
Not only that, Jet Airways has also been allowed to go for code-sharing withfive airlines American Airlines, Malaysian, Garuda of Indonesia,
Vietnam Airlines and Kenya Airways by the aviation ministry. The nod
would enable Jet expand its global footprint and become the biggest Indian
carrier in terms of network. A code-share enables two or more airlines share
the same flight. Passengers will buy ticket from one airline and take a flight
operated by another airline, allowing partners to enhance their reach across
the global sky.
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Furthermore, Mr K.C. Venugopal, Minister of State for Civil Aviation, hasrecently informed Rajya Sabha that 17 new airports have been proposed for
construction during the 12th Five Year Plan.
The air transport (including air freight) in India has attracted foreign directinvestment (FDI) worth US$ 456.84 million from April 2000 to July 2013,
as per the data released by Department of Industrial Policy and Promotion
(DIPP).
1.5 KEY DEVELOPMENTS AND INVESTMENTS
Jet has become the first Indian airline to place an order of fuel-efficient 737Max aircraft with the plane-maker Boeing. Boeing and Jet have recently
inked a purchase agreement wherein Jet has agreed to buy 50 such planes at
a cost of around US$ 5 billion. The agreement is still under negotiation (for
discounts).
The service of 737-Max is expected to commence by 2017.
India's first ever aviation university, the Rajiv Gandhi National AviationUniversity at Rae Bareli in Uttar Pradesh, will start imparting training to
aspiring pilots, aircraft engineers and cabin crew in September 2014. The
educational entity is a Government organisation that has been developed to
acknowledge the industry's chronic talent shortage.
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The university will induct 1, 000 students by 2018 and eventually, all flying
schools in India will get affiliated to this university.
The Government of Haryana plans to establish a cargo airport in the state bytaking up Public Private Partnership (PPP) mode for the green-field project
at Meham in Rohtak. The Haryana State Industrial and Infrastructure
Development Corporation (HSIIDC) will be the equity partner for bearing
the cost of land acquisition for the project.
India's first indigenous aircraft carrier (IAC), being developed at the CochinShipyard, has been launched in August 2013. The 40,000 tonne-warship
machinery is expected to be operational by 2018. It is done with major
fittings and underwater work. Now the superstructure, the upper decks and
out-fittings are to be worked upon.
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CHAPTER 2
RESEARCH METHODOLOGY
2.1 OBJECTIVE
2.1.1 Primary Objective
To study the customersatisfaction level for the various services provided
by Jet Airways.
To find out the effectiveness of the services provided by Jet Airways in respect
of other airlines like Air India, IndiGo, etc.
2.1.2 Secondary Objective
To find the preferences of customers of airlines.
2.2 PROBLEM DEFINITION
Even though being the largest private airline in India, why Jet Airways is still not
considered as the best airline in terms ofcustomer services
2.3 SOURCES OF DATA
2.3.1 Primary Data:
Primary data has been gathered by a comparative questionnaire based on the
services such as reservation on tickets, delay of flight and behaviour of the
staff, baggage and handling and about the meal provided inthe aircrafts.
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2.3.2 Secondary Data:Secondary data has been gathered by the help of various books, magazines
and websites.
2.4 RESEARCH DESIGNThe Research design which is used in this project is ofExploratory or
Formulative nature.The problem with Jet Airways is that even being one of thelargest private airways in India, it is stated as the most customer favourite airline
but not profitable. The problem has been formulated on the basis of various articles
on magazines and websites. After that by means of questionnaire we have
considered different aspects regarding the problem. As of exploratory in nature, the
flexibility of research is of prime importance so for that all aspects of customer
satisfaction in relation to airlines have been evaluated.
2.5 SAMPLE DESIGNA proper questionnaire has been prepared based on various issues related to
customer satisfaction. This questionnaire have been filled by customers, who have
their own experiences with various airlines. The size of sample is taken as 15. On
the basis of these questionnaire, evaluation and further recommendations are given.
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CHAPTER 3
JET AIRWAYS
Jet Airways is the second largest Indian airlinebased in Mumbai, Maharashtra,
both, in terms of market share and passengers carried. 51% of Jetairways owned
by Naresh Goyal, and rest of the ownership is unknown leading to SEBI's recent
concerns of its Merger with Etihad based on corporate laws. It operates over 1000
flights daily to 76 destinations worldwide. Its main hub is Mumbai, with secondary
hubs at Delhi, Kolkata,Chennai, Bengaluru and Pune. It has an international hub
at Brussels Airport, Belgium.
INCEPTION AND GROWTH
1992-2009: Jet Airways was incorporated as an air taxi operator on 1 April 1992. It
started commercial operations on 5 May 1993 with a fleet of four leased 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. 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 to compete against 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
http://en.wikipedia.org/wiki/Airlinehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Netaji_Subhash_Chandra_Bose_International_Airporthttp://en.wikipedia.org/wiki/Chennai_International_Airporthttp://en.wikipedia.org/wiki/Bengaluru_International_Airporthttp://en.wikipedia.org/wiki/Pune_International_Airporthttp://en.wikipedia.org/wiki/Brussels_Airporthttp://en.wikipedia.org/wiki/Belgiumhttp://en.wikipedia.org/wiki/Air_taxihttp://en.wikipedia.org/wiki/Boeing_737_Classichttp://en.wikipedia.org/wiki/Boeing_737_Classichttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Scheduled_airlinehttp://en.wikipedia.org/wiki/Scheduled_airlinehttp://en.wikipedia.org/wiki/Indian_Airlineshttp://en.wikipedia.org/wiki/Indian_Airlineshttp://en.wikipedia.org/wiki/Scheduled_airlinehttp://en.wikipedia.org/wiki/Scheduled_airlinehttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Boeing_737_Classichttp://en.wikipedia.org/wiki/Boeing_737_Classichttp://en.wikipedia.org/wiki/Air_taxihttp://en.wikipedia.org/wiki/Belgiumhttp://en.wikipedia.org/wiki/Brussels_Airporthttp://en.wikipedia.org/wiki/Pune_International_Airporthttp://en.wikipedia.org/wiki/Bengaluru_International_Airporthttp://en.wikipedia.org/wiki/Chennai_International_Airporthttp://en.wikipedia.org/wiki/Netaji_Subhash_Chandra_Bose_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Airline7/27/2019 Jet Airways-Research Methodology
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January 1994, when the Air Corporations Act was repealed, following which Jet
Airways received scheduled airline status.
Jet began international operations from Chennai to Colombo in March 2004. The
company is listed on the Bombay Stock Exchange, but 80% of its stock is
controlled by Naresh Goyal (through his ownership of Jets parent company,
Tailwinds). It has 13,177 employees (as at 31 March 2011). In January 2006 Jet
Airways announced that it would buy Air Sahara forUS$500 million in an all-cash
deal, making it the biggest takeover in Indian aviation history. It would have
resulted in the country's largest airline but the deal fell through in June 2006. On
12 April 2007 Jet Airways agreed to buy out Air Sahara for INR14.5 billion
(US$340 million). Air Sahara was renamed JetLite, and was marketed between a
low-cost carrier and a full service airline. In August 2008 Jet Airways announced
its plans to completely integrate JetLite into Jet Airways. In October 2008, Jet
Airways laid off 1,900 of its employees, resulting in the largest lay-off in the
history of Indian aviation.
However the employees were later asked to return to work; Civil Aviation
MinisterPraful Patel said that the management reviewed its decision after he
analysed the decision with them. Jet Airways and their rival Kingfisher
Airlines announced an alliance which primarily includes an agreement on code-
sharing on both domestic and international flights, joint fuel management to reduce
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expenses, common ground handling, joint utilisation of crew and sharing of similar
frequent flier programmes. On 8 May 2009 Jet Airways launched its low-cost
brand, Jet Konnect. The decision to launch a new brand instead of expanding the
JetLite network was taken after considering the regulatory delays involved in
transferring aircraft from Jet Airways to JetLite, as the two have different operator
codes. The brand was launched on sectors that had 50% or less load factor with the
aim of increasing it to 70% and above. Jet officials said that the brand would cease
to exist once the demand for the regular Jet Airways increases.
RISE TO INDIA'S LARGEST AIRLINE
2010-Present:
A Jet Airways: ATR 72-500
According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite)
had a market share of 22.6% in terms of passengers carried, thus making it a
market leader in India, followed by Kingfisher Airlines with 19.9%. In July 2012,
Jet Airways officially sought government approval to join Star Alliance. In June
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2011, Jet Airways banned carrying fish, crab, meat, poultry products and liquid
items as check-in baggage. Jet is the first domestic airline to impose such a ban. Jet
claimed that passengers complained of their baggage getting soiled by seepage
from bags containing meat products. Early in 2013, Etihad Airways, on of the flag
carriers of the United Arab Emiratesbased out ofAbu Dhabiplanned to buy a
stake in Jet Airways. On 24 April 2013, Jet announced that they were ready to sell
a 24% stake to Etihad at US$379 million. Earlier, in September 2012, the
government of India announced that foreign airlines can take up a stake of up to
49% in Indian airlines, thereby making this deal possible. Etihad, which had
already purchased stakes in 4 other loss making airlines, said, they were
"concentrating on future potential rather than past performance", and were ready to
take up the stake in Jet. Initially, Jet announced that they were likely to sign the
stake sale deal with Etihad between 22 January and 3 February, which they later
confirmed to as 25 January. However, the date passed by and the deal was further
postponed.
Meanwhile, Jet Airways concentrated well on revenues, costs and network side,
which resulted in the airline making profits for the first time since the rupee
depreciation. Nikos Kardassis, the Chief Executive Officer of Jet Airways said
"The combined impact of higher yields and lower costs (ex-fuel) have resulted in
significantly lowering the breakeven seat factor levels in the business." The airline
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announced a sale on its website, which offered 2 million seats for travel within
India, till 31 December 2013. This sale was announced a little over one month after
rival low-cost carrierSpiceJet announced a sale, which was expected to have
triggered a fare-war. High airfares throughout 2012 due to grounding of Kingfisher
Airlines caused passengers to opt out of air travel, leading to negative growth in
traffic for the first time since 2009. Jet Airways planned to attract more passengers
by subsequently lowering the fares, which was followed by SpiceJet again. With
two airlines offering cheaper travel, India's flag carrier started losing passengers
and it too offered cheaper tickets. This was followed by IndiGo and GoAir,
resulting in a full-fledged fare war.
Jet had introduced four different slabs of discounts depending upon the distance to
destination. Under the offer, the fare up to 750 kilometres was priced at
2250 (US$34), while for 750-1000 kilometres it was 2850 (US$44). For air
travel over a distance ranging from 1000 to 1400 kilometres, tickets were sold
for 3300 (US$50) and for travel beyond 1400 kilometres, tickets were sold for a
maximum of 3800 (US$58). Based on a calculation by The Economic Times, on
average, Jet Airways was selling 6400 tickets per day, or 14 tickets per flight at
these discounted rates. According to the news agency, several Indian travel sites
started experiencing several issues following a sudden increase in bookings.
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MakeMyTrip chief operating officerKeyur Joshi said that this move would help
airlines increase aircraft occupancy from 75% to 85%. However, soon after the
sale, the airline's market value started going down. This drop in market value was
considered to have happened because of the indefinitely postponed Etihad deal.
The stock had fallen by 18% in a period of one week. Economic Times reported
that "The froth that developed around Jet stock was largely deal driven and has
now fizzled away."
3.2 CORPORATE AFFAIRS AND IDENTITY
Jet Airways's head office is located in the Siroya Centre in Andheri, Mumbai. Jet
Airways's head office was previously located in the S.M. Centre, a rented,
unmarked six storey building in Andheri. In 2008 Robyn Meredith of
Forbes stated that the complex was "as shabby as (Jet Airways) CEO Naresh
Goyal's home is posh" and that the complex was "In need of a fresh coat of paint".
The complex was 15 minutes driving time from Chhatrapati Shivaji International
Airport. In 2013, it was announced that Etihad Airways would buy a 24% stake in
the airline through preferential allotment of shares.
http://en.wikipedia.org/wiki/Chief_operating_officerhttp://en.wikipedia.org/wiki/Andherihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Forbeshttp://www.jetairways.com/http://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Etihad_Airwayshttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://www.jetairways.com/http://en.wikipedia.org/wiki/Forbeshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Andherihttp://en.wikipedia.org/wiki/Chief_operating_officer7/27/2019 Jet Airways-Research Methodology
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3.3 SUBSIDIARIES
o JetLiteJetLite was a wholly owned subsidiary of Jet Airways. It was established as Sahara
Airlines on 20 September 1991 and began operations on 3 December 1993 with
two Boeing 737-200 aircraft. Initially services were primarily concentrated in the
northern sectors of India, keeping Delhi as its base, and then operations were
extended to cover all the country. Sahara Airlines was rebranded as Air Sahara on
2 October 2000. On 12 April 2007 Jet Airways took over Air Sahara and on 16
April 2007 Air Sahara was renamed as JetLite. JetLite operated a fleet of mixed
ownedleased Boeing 737 Next Generation aircraft and Bombardier CRJ-200ER.
JetLite ceased operations on 25 March 2012 after merger with Jet Konnect. The
Bombardier jets were phased out but the Boeings remained in service and operated
for JetKonnect. JetLite offered a buy on board service called JetCaf,[43] offering
food for purchase.
o JetKonnectJetKonnect, formerly Jet Airways Konnect, is the low-cost brand of Jet Airways. It
was launched on 8 May 2009. It operates a fleet ofBoeing 737 Next
Generation aircraft. The rationale for launching Jet Konnect was to close down
loss-making routes and divert the planes to more profitable routes with
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higherpassenger load factors. Jet already ran a low-cost airline named JetLite.
According to Jet Airways, the decision to launch a low-cost brand instead of
expanding the existing JetLite was taken to avoid the regulatory delays associated
with moving excess aircraft and assets from Jet Airways to JetLite, which have
separate operating codes. Jet Konnect offers a no frills flight where meals and
other refreshments have to be purchased on board. To identify if the flight is a full
service or Konnect the flight numbers for Konnect are in the series 9W 2000-
2999. Jet Airways merged the JetLite brand into Jet Konnect on 25 March
2012. Jet Airways offers eight business class seats in Konnect to cash in on
Kingfisher Airlines' woes. In December 2012, Jet Airways placed an order for 5
ATR 72-600 aircraft to "enhance regional connectivity." The first aircraft was
delivered the same month, leased from GECAS and was operated for JetKonnect.
3.4 FLEET
Jet Airways Boeing 777-300ER Jet Airways Boeing 737-800
As of July 2013, the Jet Airways fleet consists of the following aircraft with an
average age of 5.4 years.
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3.5 DESTINATIONS
Jet Airways serves 52 domestic destinations and 21 international destinations, a
total of 73 in 19 countries across Asia, Europe and North America. Short-haul
destinations are served using Boeing 737 Next Generation. ATR 72-500s are used
only on domestic regional routes, while long-haul routes are served using
its Airbus A330-200 and Boeing 777-300ERaircraft. London, England was the
airline's first long-haul destination and was launched in 2005. Since 2007 Jet
Airways has had a scissors hub at Brussels Airport in Belgium for onward
transatlantic connections to Canada and the United States.
3.6 CODESHARE AGREEMENTS
Jet Airways has codeshare agreements with the following airlines (as of June 13):
o Air Canadao Air Franceo All Nippon Airwayso Alitaliao American Airlineso Brussels Airlineso Etihad Airways
o Kenya Airwayso KLMo Virgin Atlantico Malaysia Airlineso South African Airwayso Qantaso United Airlines
Jet Airways also has a codesharing agreement with Thalys European rail service.
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3.7 SERVICES
The Airbus A330-200 aircraft have two classes: Premire and Economy. The
Boeing 777-300ER aircraft has three classes of service: First, Premire (Business),
and Economy. Being a Full Service Airline, meals are served on all classes of
travel.
First Class on board the Boeing 777-300ER
o First ClassFirst class is available on all Boeing 777-300ER aircraft. All seats convert to a
fully flat bed, similar to Singapore Airlines first class seat but much smaller. It was
the second airline in the world to have private suites. All seats in First have a 23-
inch widescreen LCD monitor with audio-video on-demand systems
(AVOD), BOSE noise cancelling headphones, in seat power supply,
and USBports etc. Jet Airways is the first Indian airline to offer fully enclosed
suites on its aircraft; each suite has a closable door, making for a private
compartment.
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Premire on board the Boeing 777-300ER
o Premire
Premire (Business Class) on the Airbus A330-200 and Boeing 777-300ER
international fleet has a fully flat bed with AVOD entertainment. Seats are
configured in a herringbonepattern (1-2-1 on the Boeing 777-300ER, and 1-1-1 on
the Airbus A330-200), with each seat offering direct access to the aisle. Premire
seats on the A330-200s leased from ILFC are configured differently in a 2-2-2
non-herringbonepattern. Each Premire Seat has a 15.4-inch flat screen LCD TV
with AVOD. USB ports and in-seat laptop power are provided. All seats are
standard recliner business-class seats with a few newer aircraft with electronic
recline and massager.
JetScreen IFE in Economy class on board a Boeing 737-800
http://en.wikipedia.org/wiki/Herringbone_seatinghttp://en.wikipedia.org/wiki/ILFChttp://en.wikipedia.org/wiki/Herringbone_seatinghttp://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/File:Jet_Airways_JetScreen_IFE.jpghttp://en.wikipedia.org/wiki/File:Jet_Airways_777_Premiere_cabin.jpghttp://en.wikipedia.org/wiki/File:Jet_Airways_JetScreen_IFE.jpghttp://en.wikipedia.org/wiki/File:Jet_Airways_777_Premiere_cabin.jpghttp://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/Herringbone_seatinghttp://en.wikipedia.org/wiki/ILFChttp://en.wikipedia.org/wiki/Herringbone_seating7/27/2019 Jet Airways-Research Methodology
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o Economy ClassEconomy class on Jet's A330-200/777-300ER aircraft has 32-inch seat pitch. Seats
on the A330-200/777-300ER have a "hammock-style" net footrest. The cabin is
configured in 2-4-2 abreast on the Airbus A330-200, and was recently changed to
3-4-3 on the Boeing 777-300ER from 3-3-3 to increase revenue. Each Economy
seat on the A330-200/777-300ER has a personal 10.6-inch touch screen LCD TV
with AVOD.
All three classes feature Mood lighting on the Airbus A330-200 and Boeing 777-
300ER, with light schemes corresponding to the time of day and flight position.
o International Short Haul & DomesticBoeing 737 Next Generation aircraft are configured in Premire and Economy
Classes. The ATR 72-500 have Economy class configuration only. The Premire
features 40-inch extra-wide seats with a personal Widescreen LCD attached to
each seat. The Premire cabin is configured in a 2-2 abreast pattern. Jet Airways
Economy class on its Boeing 737 Next Generation features 30-inch seat pitch with
personal Widescreen LCD behind each seat. Jet Airways was the World's first
airline to introduce in-flight entertainment systems on the Boeing 737 aircraft. The
Economy class cabin is configured in a 3-3 abreast pattern on the Boeing 737 Next
Generation and 2-2 abreast pattern on the ATR 72-500.
http://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/ATR_72-500http://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/Boeing_737http://en.wikipedia.org/wiki/Boeing_737http://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/ATR_72-500http://en.wikipedia.org/wiki/Boeing_737_Next_Generation7/27/2019 Jet Airways-Research Methodology
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o In-Flight EntertainmentJet Airways' Panasonic eFX IFE system on board the Boeing 737-700/800 and
Panasonic eX2 IFE system on board the Airbus A330-200/Boeing 777-300ER,
called "JetScreen", offers audio video on-demand programming (passengers can
start, stop, rewind, and fast-forward as desired). It has over 100 movies, 80 TV
programmes, 11 audio channels and a CD library of 125 titles. The system operates
via individual touchscreen monitors at each seat, and is available in all classes. In
late 2012, Jet introduced a feature on their Airbus A330-300, called eXport. eXport
allows passengers to plug-in their personal Apple devices such as iPods, iPads
and iPhones through an eXport socket located immediately below the video screen.
This would allow passengers to access their own media during the flight.
o Airport LoungesJet Airways Lounges are offered to First and Premire Class passengers, along
with JetPrivilege Platinum & Gold card members. The international lounge at
Brussels has showers, business centre, entertainment facilities and children's play
areas.
http://en.wikipedia.org/wiki/Panasonic_Avionics_Corporationhttp://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/Panasonic_Avionics_Corporationhttp://en.wikipedia.org/wiki/Airbus_A330-200http://en.wikipedia.org/wiki/777-300ERhttp://en.wikipedia.org/wiki/Touchscreenhttp://en.wikipedia.org/wiki/Apple,_Inc.http://en.wikipedia.org/wiki/IPodhttp://en.wikipedia.org/wiki/IPadhttp://en.wikipedia.org/wiki/IPhonehttp://en.wikipedia.org/wiki/IPhonehttp://en.wikipedia.org/wiki/IPadhttp://en.wikipedia.org/wiki/IPodhttp://en.wikipedia.org/wiki/Apple,_Inc.http://en.wikipedia.org/wiki/Touchscreenhttp://en.wikipedia.org/wiki/777-300ERhttp://en.wikipedia.org/wiki/Airbus_A330-200http://en.wikipedia.org/wiki/Panasonic_Avionics_Corporationhttp://en.wikipedia.org/wiki/Boeing_737_Next_Generationhttp://en.wikipedia.org/wiki/Panasonic_Avionics_Corporation7/27/2019 Jet Airways-Research Methodology
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3.8 AWARDS AND ACHIEVEMENTS
o Best First-Class Service in the World award at Business Travellers20th annual Best in Business Travel awards
o Best Business Class & Best Economy Class at the Business TravellerAwards
o Best Programme of the Year by Freddie Awards 2007 & 2006o Best Elite Level for the second year in a row, at the 21st Annual presentation
ceremony of the Freddie Awards 2008
o Best Overall in Entertainment at the Avion Awards 2010o India's Popular Domestic Airline at the SATTE 2006 Awardso Indias Airline at the World Travel Awards, 2006o Best Technical Despatch Reliability by Beaver 2002o Best Cargo Airline of North Asia by Cargo Airline of the Year Awardso Best Domestic Airline award for the 1st consecutive year and the 5th time in
the past two years at the 18th Travel Trade Gazette, Travel Awards 2007
o Indias Most Respected Company in the Travel and Food Sector byBusinessworld 2003
o Best Long Haul Carrier ex-Brussels award at the Tm Travel Awards 2009.o Business Travellers Best Indian Airline Award in London.
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CHAPTER 4
SWOT ANALYSIS
Parent Company Tailwinds Limited
Category Indian domestic sector
Sector Airlines
Tagline/ Slogan The Joy of Flying
USP Premium Airline, High Class
Segment Passengers preferring comfort
Target Group Corporate, Upper Middle Class
Positioning Premium
STRENGTH
1. Has created a good image among the Indian fliers
2. Trusted Airline by the Corporates
3. One of the biggest Indian airline companies with
over 13,000 employees
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4. Operations in over 52 Indian cities and over 400
daily flights
5. Top of the mind brand due to excellent operations
and marketing
6. It also has international destinations in nearly 19
countries
WEAKNESS
1. Competition from the LCCs and other competitors
means market share growth is tough
2. Presence of other airlines on international routes
making it difficult to have significant market share
OPPORTUNITY
1. Strongly positioned in the International routes
2. Has presence in every segment
3. Increasing number of people opting travel by airline
THREATS
1. LCCs eating up the market share
2. Rising Fuel Costs and Labour Costs
3. Entrance of New Airlines
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CHAPTER 5
MAJOR PLAYERS OF INDIAN AVIATION INDUSTRY
5.1 INDIGO
IndiGo is India's largest airline with a market share of 29.7 per cent as of July 2013
as well as the country's largest low fare carrier. IndiGo is the fastest growing low
cost carrier in the world. IndiGo has a simple philosophy: offer fares that are
always low, flights that are on time, and a courteous, hassle-free travel experience.
IndiGos On Time Performance is one of the best in India. IndiGos Technical
Dispatch Reliability is 99.91% making it the airline with the least number of
cancellations in India. With its fleet of 70 new Airbus A320 aircraft, the airline
offers 447 daily flights connecting 34 destinations - Agartala, Ahmedabad,
Bangkok, Bengaluru, Bhubaneswar,Coimbatore, Chandigarh, Chennai, Delhi,
Dibrugarh, Dubai, Goa, Guwahati, Hyderabad, Imphal, Indore, Jaipur, Jammu,
Kathmandu, Kochi, Kolkata, Lucknow, Mumbai, Muscat ,Nagpur, Patna, Pune,
Raipur, Ranchi, Singapore, Srinagar, Trivandrum, Vadodara, and Vishakhapatnam.
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5.2 JET AIRWAYS
Jet Airways is the second largest Indian airlinebased in Mumbai, Maharashtra,
both, in terms of market share and passengers carried. 51% of Jetairways owned
by Naresh Goyal, and rest of the ownership is unknown leading to SEBI's recent
concerns of its Merger with Etihad based on corporate laws. Besides its domestic
service, Jet Airways flies to about a dozen cities elsewhere in Asia and in Europe
and North America. It operates over 1000 flights daily to 76 destinations
worldwide. Subsidiary JetLite (formerly Kingfisher) serves about 30 destinations,
mostly in India. Jet Airways was founded in 1993. Its main hub is Mumbai, with
secondary hubs at Delhi, Kolkata, Chennai, Bengaluru and Pune. It has an
international hub at Brussels Airport,Belgium.
5.3 AIR INDIA
Air India is the flag carrierairline ofIndia. It is part of the government owned Air
India Limited (AIL). The airline operates a fleet ofAirbus and Boeing aircraft
serving Asia, the United States, Europe and now Australia. Its corporate office is
located at the Indian Airlines House, in the parliament street ofNew Delhi. Air
India has two major domestic hubs at Indira Gandhi International Airport and
Chhatrapati Shivaji International Airport.
http://en.wikipedia.org/wiki/Airlinehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Netaji_Subhash_Chandra_Bose_International_Airporthttp://en.wikipedia.org/wiki/Chennai_International_Airporthttp://en.wikipedia.org/wiki/Bengaluru_International_Airporthttp://en.wikipedia.org/wiki/Pune_International_Airporthttp://en.wikipedia.org/wiki/Brussels_Airporthttp://en.wikipedia.org/wiki/Belgiumhttp://en.wikipedia.org/wiki/Flag_carrierhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Air_India_Limitedhttp://en.wikipedia.org/wiki/Air_India_Limitedhttp://en.wikipedia.org/wiki/Airbushttp://en.wikipedia.org/wiki/Boeinghttp://en.wikipedia.org/wiki/Asiahttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Asiahttp://en.wikipedia.org/wiki/Boeinghttp://en.wikipedia.org/wiki/Airbushttp://en.wikipedia.org/wiki/Air_India_Limitedhttp://en.wikipedia.org/wiki/Air_India_Limitedhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Flag_carrierhttp://en.wikipedia.org/wiki/Belgiumhttp://en.wikipedia.org/wiki/Brussels_Airporthttp://en.wikipedia.org/wiki/Pune_International_Airporthttp://en.wikipedia.org/wiki/Bengaluru_International_Airporthttp://en.wikipedia.org/wiki/Chennai_International_Airporthttp://en.wikipedia.org/wiki/Netaji_Subhash_Chandra_Bose_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Naresh_Goyalhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Airline7/27/2019 Jet Airways-Research Methodology
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In 2013, Air India has came to third spot. Following its merger with Indian
Airlines, Air India has faced multiple problems, including escalating financial
losses. In October 2011, talks between the airline and Star Alliance have
resumed. In April 2012, the Indian government granted another bailout package to
Air India, including 300 billion (US$4.6 billion) of subsidies. In order to raise
funds for reconstruction,
Air India remains as a state-owned company through Air India Limited. However,
government ownership of the airline has subsequently led to multiple problems,
such as mounting financial losses, shrinking market share, over-staffing, and
escalating labour disputes. Historically, there have been attempts to re-privatize
Air India to turn it around, but in 2001 Singapore Airlinespulled out of the bidding
process. Since then there has been a change in Government, and the new
Government's policy is to not privatize Air India. Furthermore, it is also believed
that mismanagement and corruption have impacted Air India's financial
performance.
5.4 SPICEJET
Royal Airways, which is being billed as the only listed airline company in India, is
the reincarnation of Modiluft. Modiluft was among the first private airlines in the
country before ceasing operations in 1996.
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SpiceJet is an Indian low-cost airline owned by the Sun Group of India. It has
its registered office in Chennai, Tamil Nadu, and a corporate office in Gurgaon,
Haryana. It began service in May 2005, and by 2012, it was India's fourth largest
airline in terms of market share, ahead ofKingfisher Airlines, and GoAir. SpiceJet
operates aircraft configured with a single passenger class. Along with passenger
services, SpiceJet also offers cargo services on the same flights. The service is
available on flights connecting Ahmedabad, Agartala, Amritsar, Bagdogra,
Bengaluru, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Jaipur,
Kochi, Kolkata, Madurai, Mumbai, Pune, Visakhapatnam, Tiruchchirappalli,
Tuticorin and few international cities. Between 2 to 3.5 tons of cargo is ferried on
each flight ensuring maximum utilisation of the aircraft.
5.5 GO AIR
GoAir is an Indian low-cost airlinebased in Mumbai. It commenced operations in
November 2005. It is the aviation foray of the Wadia Group. As of May 2013, it is
the fifth largest (and therefore smallest) airline in India by market share. It operates
domestic passenger services to 21 cities with 102 daily flights and approximately
710 weekly flights. Its hubs are at Chhatrapati Shivaji International Airport,
Mumbai and Indira Gandhi International Airport, New Delhi.
http://en.wikipedia.org/wiki/Low-cost_airlinehttp://en.wikipedia.org/wiki/Sun_Grouphttp://en.wikipedia.org/wiki/Registered_officehttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/GoAirhttp://en.wikipedia.org/wiki/Low-cost_carrierhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Wadia_Grouphttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Indira_Gandhi_International_Airporthttp://en.wikipedia.org/wiki/Chhatrapati_Shivaji_International_Airporthttp://en.wikipedia.org/wiki/Wadia_Grouphttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Low-cost_carrierhttp://en.wikipedia.org/wiki/GoAirhttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Registered_officehttp://en.wikipedia.org/wiki/Sun_Grouphttp://en.wikipedia.org/wiki/Low-cost_airline7/27/2019 Jet Airways-Research Methodology
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CHAPTER 6
DATA ANALYSIS
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CHAPTER 7
FINDINGS AND RECOMMENDATIONS
6.1 FINDINGS
Cus t om er or i en t ed approach i s u s ed Jet airways more customers oriented and it try to satisfy their customer with better
services. So following things considered:(a) For frequent fliers proper data is made and priority is given to
them by providing Jet Privilege.
(b) Online Web, SMS and Kiosk Check-in is Available.
(c) On Ground Services and In Flight Services provide are to global standards.
(d) Jet Airways and other Airlines too, have reservation procedure made it easier
by booking online through their websites.
6.2 RECOMMENDATIONS
o Reduce fuel sales tax. The long-term benefits in terms of higher economicactivity and employment generation would more than compensate for the
notional loss of tax revenue in the short run
o Entertainment facility for domestic airlines should be improved likeproviding Music
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CHAPTER 8
CONCLUSION
Indian aviation market is poised to become the third largest across the globe by
2020, according to industry estimates. The sector is expected to handle 336 million
domestic and 85 million international passengers with projected investment to the
tune of US$ 120 billion. Indian Aviation Industry that currently accounts for 1.5
per cent of the GDP, has been instrumental in the overall economic development of
the country, said Mr Ajit Singh the Minister for Civil Aviation. He further stated
that given the huge gap between potential and current air travel penetration in
India, the prospects and possibilities of growth of Indian aviation market are
enormous. Establish an Air Cargo Promotion Board (ACPB) to address the
significant challenges in the air cargo sector and make India an air cargo hub for
the region. Establish a world-class National Aviation University and promote
private sector investments in training academies to produce highly-skilled human
resources.
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BIBLIOGRAPHY
Newspaper:
Economics Times
Magazine:
BusinessWorld
Websites:
http://www.iata.org http:// www.ibef.org http://timesofindia.indiatimes.com http://www.jetairways.com http://www.airindia.com http://www.spicejet.com http://www.goindigo.in http:// www.goair.in
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