EISSN 2277-4955 THE KING WITHOUT FISHES...!!! [CASE ON CRISIS OF KINGFISHER AIRLINES] Prof. Bhavik M. Panchasara Marwadi Education Foundation’s Group of Institutions‚ RajKot‚ bhavikpanchasara@gmail.com ABSTRACT Indian Aviation Industry is one of the fastest growing markets in the world. But nowadays it is in the news due to different reason. And that is the failure of one of the leading aviation player - Kingfisher Airlines. The airline has been facing financial issues for many years. Till
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British Airways plc‚ widely recognised as the largest airline of the United Kingdom‚ has very recently signed an agreement with the Spanish airline‚ Iberia‚ for the merger of the two organisations. The merger agreement‚ when complete‚ will result in the formation of the world’s sixth largest airline‚ in terms of revenues. In Europe the merged airline will rank third in the pecking order‚ behind Air France-KLM and Lufthansa. The new company‚ valued at USD 7.5 billion‚ will be known as the International
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JetBlue Airways IPO Valuation Summary In July 1999‚ David Neeleman announced his plan to launch a new airline that would bring “humanity back to air travel.” Despite the fact the airline industry had 87 new-airline failures in U.S. over the past 20 years. Neeleman’s plan convinced a group of investors and quickly raised $130 million from venture-capital community. This is the way JetBlue Airways established. With its strong capital base‚ JetBlue acquired a fleet of new Airbus A320 aircraft and focused
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Introduction JetBlue Airways Corporation‚ or JetBlue‚ is New York’s Hometown Airline. The airline was‚ incorporated in‚ 1998‚ is a passenger carrier company. The Company operates various kinds of aircrafts‚ including Airbus A321‚ Airbus A320 and Embraer E190‚ providing air transportation services across the United States‚ the Caribbean and Latin America. JetBlue is the sixth largest passenger carrier in the U.S. (ref). The airline’s business model places emphasis on product and culture differentiation
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yINDIGO AIRLINE How India ’s youngest airline became the largest . Reticent and low-profile are not the usual personality traits of a CEO in a high-profile business like aviation. Image: Aditya Ghosh But Aditya Ghosh‚ 37‚ has defied convention in many ways. His regular office wear is T-shirt with jeans‚ he doesn ’t have a B-school degree and before joining IndiGo‚ he was a lawyer at J Sagar. Ghosh has justified his aversion for the spotlight by saying that people don ’t fly IndiGo because
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Ratio Analysis Activity Ratios This ratios show how efficient Kenya Airways has been in managing its working capital. Being a service industry this ratio is a key indicator possible area to reduce inefficiency in future. KQ Activity Ratios Years | 2012 | 2011 | 2010 | 2009 | 2008 | Average Collection Period (Debtors ratio) | 48.6 | 58.8 | 46.7 | 51.0 | 43.6 | Inventory Day (Inventory Conversion Period) | 9.19 | 8.70 | 8.17 | 7.94 | 8.52 | Creditor’s Period | 50.93 | 65.31 | 75.27 | 67
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it recovers is done by the first aided The concept of ABC A = Airway: Turn the victim on to their back and then open the
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References: 1. Wikipedia‚ Tiger Airways – http:// en.wikipedia.org/wiki/Tiger_Airways 2. Tiger Airways Annual report 2011 - www.tigerairways.com/news/Annual_Report_2011.pdf 3. AirAsia Analysis - http://kulothunkan.blogspot.com/2008/07/swot-analysis-for-airasia.html 4. Finnair Angry Birds - http://techielobang.com/
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analysis‚ part 1 Abstract This paper is the first part in preparing a comprehensive case analysis for U.S. Airways. How this particular company could possibly take advantage of some external opportunities‚ along with a strategy that could address some possible threats will be discussed. A competitive Profile Matrix will be constructed and will include some major competitors of U.S. Airways along with a few success factors that may be critical for this company to succeed. Finally‚ an External Factor
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BRITISH AIRWAYS CASE STUDY BUS661: LEADING ORGANIZATIONAL CHANGE KIMBERLY JOHNSON DR. JIM JEREMIAH JUNE 23‚ 2013 The British Airways (BA) Debacle occurred because the management team introduced a swipe card system which would allow management to use staff more efficiently and to record employees start and end time for each work day. This was a unilateral decision by BA to introduce the swipe card because the staff was not adequately consulted. (Palmer‚ Dunford‚ & Akin‚ Managing Organizational
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