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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“CONCEPTO DE CONTABILIDAD DE ACUERDO A LAS NORMAS DE INFORMACIÓN FINANCIERA” INTRODUCCIÓN La profesión de Contador Público es indispensable en el mundo actual de los negocios‚ puede ser practicada desde diferentes puntos de los sectores de la economía y en distintas funciones dentro de las organizaciones‚ tanto públicas como privadas. Su indispensabilidad surge a partir de las necesidades de obtener información precisa de las operaciones financieras de un ente; del impacto de la globalización
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NOW YOU SEE IT‚ NOW YOU DON’T The case of Jet Airways and its Accounting Policies Presentation Outline 1. Jet Airways - Company Background 2. Airline Industry Background 3. Main Issues a. Highlights of First Quarter 2008 Results b. 1st New Policy: Adoption of New Depreciation Method c. 2nd New Policy: Foreign Currency Exchange Differences d. 3rd New Policy: Revaluation of Fixed Assets 4. Summary 2 Company Background India’s largest private domestic and international airline Promoted by Naresh
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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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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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the world and had a 35% year-on-year growth rate. With the government’s support of the carrier and aviation infrastructure investment‚ Qatar’s air transportation development has been stimulated. The government is commited to the success of Qatar Airways which is exemplified by the fact that in 2002 they decided to withdraw their 25% share in Bahrain-based carrier Gulf Air in order to develop their own national airline. The government also invested into the development of a new Doha International
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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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JetBlue: Delighting Customers Through Happy Jetting JetBlue is relentlessly focused on making sure that every customer experience lives up to the company slogan‚ “Happy Jetting.” At JetBlue‚ customer well-being is ingrained in the culture. The discount airline has focused on providing niceties that are simply not the norm when it comes to commercial air travel. Things like more legroom‚ comfortable leather seats‚ gourmet snacks‚ LCD entertainment at every seat‚ and free e-mail onboard. These things
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INTRODUCTION British Airways is one of the fastest growing airlines in the world. It has grown by its own leadership qualities and unique culture. Bob Ayling‚ Chief Executive implemented changes in the organization without getting support from its employees. He thought a change is necessary‚ even when BA was making record profit‚ because in the long run some decision has to be made. On one side he tried to raise staff morale by reinventing training programmes and by building a hotel at Heathrow
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JetBlue Airways: Starting from Scratch Summary Introduction (Exhibit 1) • JetBlue’s service had grown from 9 departures per day at launch in February 2000 to more than 50 per day in the past 11 months. The fleet had grown from 2 planes to 10 with the arrival of one new Airbus A320 every five weeks. The business plan called for adding 10 new planes every year through the end of 2003‚ bringing the fleet to 40. • Ann Rhoades‚ Executive Vice President for People‚ had been extremely busy – growing
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