KINGFISHER AIRLINES - BUSINESS STRATEGY AND MARKET ANALYSIS FOR INDIAN BUSINESS Aviation Sector in India – an Overview History of Civil Aviation in India. 1. The history of civil aviation in India began in December 1912. This was with the opening of the first domestic air route between Karachi and Delhi by the Indian state Air services in collaboration with the Imperial Airways‚ UK‚ though it was a mere extension of London-Karachi flight of the latter airline. Three years later‚ the first Indian
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Etihad Airways Facts and figures Issue seven September 2009 1 Contents Etihad Airways Etihad Airways has in the last quarter seen a number of significant developments in product‚ sponsorship and network development. While these are challenging times for the aviation industry‚ the Middle East continues to defy the trend by reporting growth in traffic. Etihad views this as a time of opportunity and has sustained a strategy of measured and controlled growth. Through continued investment in
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2013. Airbus shows an OPM of 4.4% in 2013 which is above 2012 which was 3.7%. This is due to the increase in the revenues by 4.9% in 2013. Boeing shows a better low cost operating system than Airbus with an OPM of 7.6% against 4.4%. This has happened
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Facilities Facility | 1st &2nd Phase | 3rd Phase | Aggregate | Final Phase | Site Area | 21‚292‚000㎡ | 1‚105‚000㎡ | 22‚397‚000㎡ | 47‚428‚000㎡ | Runways | 3 | - | 3 | 5 | Passenger Terminal | 496‚000㎡ | 350‚000㎡ | 846‚000㎡ | 1‚146‚000㎡ | Concourse | 166‚000㎡ | - | 166‚000㎡ | 166‚000㎡ | Aprons-Passengers | 2‚437‚000㎡ | 648‚000㎡ | 3‚085‚000㎡ | 4‚398‚000㎡ | Cargo | 418‚000㎡ | 1‚155‚000㎡ | 22‚397‚000㎡ | 1‚940‚000㎡ | Capacity Facility | 1st &2nd Phase | 3rd Phase | Aggregate |
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RECOMMENDATIONS: Airbus has become a leader in commercial aircraft manufacturing relying heavily on an integrated position of low-cost leadership and technology-focused differentiation. Boeing‚ their major competitor‚ has a position in the market that has consistently eroded while maintaining an integrated position of brand value differentiation and long term cost reduction through acquisition and economies of scale. In this section‚ we will discuss two main ideas: first‚ the new challenges facing Airbus as an
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Executive Summary Throughout the years there has been an increase in strategic alliance formation in order to combat a number of factors creating uncertainty in the market and to share knowledge and know-how. The formation of alliances has also occurred in the Airline industry; this report discussed how these alliances gain economies of scales and synergies. The deregulation of the airline industry has open doors to more competition sand to further agreements such as the “open skies”‚ these agreements
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Now‚ Boeing is facing a very strong competition with Airbus due to increase of market share of Airbus in the market. In order to gain back its brand loyalty and market share‚ Boeing must react and respond to the competition. Although no one can prove that Airbus is doing the business in an unethical ways‚ but we must admit that competition between Boeing and Airbus is getting strong. Of cause we cannot said that Boeing will act unethically to compete‚ but most probably‚ Boeing will rearrange their
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1. Executive Summary Qantas is one of the most recognised and longest running Australian companies. It is the world’s second oldest airline‚ and has a successful history to uphold (Qantas Web Site‚ 2008). Identification of target markets is imperative to Qantas’s success. Mortished (2003) explains that Qantas uses Behavioural segmentation to select its target market. This allows for the market to be divided and products and advertising to be specifically aimed at the most responsive customers.
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Objective : To analyse the Anglo French Concorde project to design and build a supersonic airliner including detailed stakeholder analysis and the reasons behind the slippage and budget escalation Introduction : The Aérospatiale-BAC Concorde was a supersonic passenger airliner or supersonic transport (SST). It was a product of an Anglo-French government treaty‚ combining the manufacturing efforts of Aérospatiale and British Aircraft Corporation.Concorde’s maiden flight in March 1969 carried the
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New Support Strategy Values Customer Service Airbus is building a new support strategy where customers pay for a significant portion of purchased services with data collected during operations. In a press briefing last December at the aircraft manufacturer’s headquarters in Toulouse‚ France‚ executives from Airbus’s customer services team explained that rather than becoming a standalone business unit‚ integrated customer support can help make Airbus airplanes more attractive. In addition‚ they outlined
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