Jet Airways-RM

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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/Airline


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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
http://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Colombohttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Air_Saharahttp://en.wikipedia.org/wiki/US$http://en.wikipedia.org/wiki/Praful_Patelhttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/Kingfisher_Airlineshttp://en.wikipedia.org/wiki/Praful_Patelhttp://en.wikipedia.org/wiki/US$http://en.wikipedia.org/wiki/Air_Saharahttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Colombohttp://en.wikipedia.org/wiki/Chennai


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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_officer


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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.
http://en.wikipedia.org/wiki/BOSEhttp://en.wikipedia.org/wiki/USBhttp://en.wikipedia.org/wiki/File:Jet_Airways_777_First_Class_cabin.jpghttp://en.wikipedia.org/wiki/USBhttp://en.wikipedia.org/wiki/BOSE


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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_seating


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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_Generation


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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_Corporation


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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/Airline


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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.
http://en.wikipedia.org/wiki/Indian_(airline)http://en.wikipedia.org/wiki/Indian_(airline)http://en.wikipedia.org/wiki/Singapore_Airlineshttp://en.wikipedia.org/wiki/Indian_rupeehttp://en.wikipedia.org/wiki/Singapore_Airlineshttp://en.wikipedia.org/wiki/Indian_(airline)http://en.wikipedia.org/wiki/Indian_(airline)


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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_airline


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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

Documents

Jet Airways-RM