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JET Airways

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JET Airways   Second largest Indian airline based in Mumbai, Maharashtra, both, in terms of 



market share and passengers carried.   Founded on May 5, 1993 by Naresh Goyal. 51% 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.

  TIMELINE:



  1 April 1992: Incorporated as an air taxi operator.

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  5 May 1993: Started commercial operations with a fleet of 4

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leased Boeing aircraft. ndian air    January 1994: Air Corporations Act (1953), when all major IIndian

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transport providers were nationalized was repealed. A change in the law enabled Jet Airways to apply for scheduled airline status, which was granted on 4 January 1995 set up Jet Airways as a full-service scheduled airline to compete against state-owned Indian Airlines. o

buy Air Sahara  Sahara for  US$ US$500 500   January 2006: announced that it would buy 

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 throu gh in June 2006

  12 April 2007 Jet Airways agreed to buy out Air Sahara for US$340

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million. Air Sahara was renamed Jet Lite, and was marketed between a low-cost carrier and a full service airline.

  August 2008: Jet Airways announced its plans to completely integrate

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JetLite into Jet Airways.

  October 2008: Jet Airways lay off 1,900 of its employees, resulting in

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the largest lay-off in the history of Indian aviation. o

  8 May 2009: launched low-cost brand, Jet Konnect.

   Naresh Goyal’s vision: o  “to Be amongst the top 5 preferred airlines in the world in the next few



years, by offering a new way of air travel.”   

 

Mission, Vision of company:

  Jet Airways will be the most preferred domestic airline in India. It will

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 be the automatic first choice cho ice carrier for the travelling travelli ng public and set standards, which other competing airlines will seek to match. o  Jet Airways will achieve this pre-eminent position by offering a high quality of service and reliable, comfortable and efficient operations. o  Jet Airways will be an airline, which is going to upgrade the concept of  domestic airline travel - be a world-class domestic airline. o  Jet Airways will achieve these objectives whilst simultaneously ensuring consistent profitability, achieving healthy, long-term returns

 

for the investors and providing its employees with an environment for  excellence and growth.

   Annual Revenues



Rs 9481.5 crores (2009-10) Rs 7401.3 crores (2010-11)   Profit After Tax (PAT)  (PAT)  - Rs 253 crores (2009-10) Rs 27 crores (2010-11)    Average Passenger Load  Load  69.1% (2009-10) •



84.3%

(2010-11)

 

 

  Jet Airways Konnect is a no frills product in full Economy cabin



offered on certain Jet Airways routes at low fare carrier levels.   We learned that more corporate and leisure travelers are seeking reliable quality no frills service at low fares   Dedicated aircraft from the Jet Airways fleet, all aircraft are all economy seating (no Première Class)   Flown by Jet Airways pilots and served by Jet Airways cabin crew   Buy on board meals and drinks   Earn and burn Jet Privilege miles, but no access to the lounges   The flight numbers will be demarcated by the flight  number range 9W 2000 to 9W 2999







  

 

 

  New superior product offering available only on Jet Airways



Konnect operated aircraft    A second cabin on Jet Airways Konnect aircraft    8 seats in the cabin (2 X 2 per row) 



  Increased seat pitch (40 inches)   Dedicated cabin   Comes with more convenience, comforts and benefits: check-in, etc…)    On-ground (Lounge, Dedicated check-in, etc…)    In-flight (Reading material, welcome drink, Hot meals,

  





etc…)  etc…)    Caters to a segment of guests that prefer to fly in a separate Cabin with more benefits compared to no frills economy 

2010 to present: rise to india’s largest arline  arline  According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a market [16] share of 22.6%  in terms of passengers carried, thus making it a market leader in India, followed by  by Kingfisher Airlines  Airlines with 19.9%. In July 2012, Jet Airways officially sought [17] government approval to join  join Star Alliance. Alliance.  In June 2011, Jet Airways banned carrying fish, [18] crab, meat, poultry products and liquid items as check-in baggage. 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,  2013,  Etihad Airways, Airways,  on of the  the flag carriers carriers  of the  the United Arab Emirates Emirates  based out of  of Abu Dhabi Dhabi  planned to buy a stake in Jet Airways. On 24 April 2013, Jet announced that they were ready to sell a 24% [19] stake to Etihad at US$379 million m illion..  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[20] on future potential rather than past performance", and were ready to take up the stake in Jet. Jet.  Initially, Jet announced that they were likely to sign [21] the stake sale deal with Etihad between 22 January and 3 February, February,  which they later [22] confirmed to as 25 January. January.  However, the date passed by and the deal was further [23] postponed..   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  the  rupee depreciation. 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 [24] factor levels in the business." business."  The airline 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 carrier  carrier  SpiceJet SpiceJet  announced a sale, which was expected to [25] have triggered a fare-war. 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 [26] was followed by IndiGo and GoAir, resulting in a full-fledged  full-fledged fare war. 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 2,250 (US$38), while for 750-1000 kilometres it was 2,850 (US$48). For air travel over a distance ranging from 1000 to 1400 kilometres, tickets were sold for 3,300 (US$56) and for travel beyond [27] 1400 kilometres, tickets w were ere sold for a maximum of 3,800 (US$64) (US$64)..  Based on a ickets per calculation by  by The Economic Times, Times, on average, Jet Airways was selling 6400 ttickets day, or 14 tickets per flight at these discounted rates. According to the news agency, several Indian travel sites started experiencing sever issues following a sudden increase in bookings. MakeMyTrip  chief operating officer  MakeMyTrip officer Keyur Joshi said that this m move ove would help airlines [28] increase aircraft occupancy from 75% to 85%. 85%.  However, soon after the sale, the airline's [29] market value started going down. 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 [30] stock was largely deal driven and has now fizzled away." away."  

source | editbeta]  Corporate affairs and Identity[edit source  Andheri,, Mumbai Mumbai..[38] Jet Airways's Jet Airways's head office is located in the Siroya Centre in  in  Andheri head office was previously located in the S.M. Centre, a rented, unmarked six storey building [39][40] in Andheri. Andheri.  In 2008 Robyn Meredith of  of  Forbes stated that the complex was "as shabby as (Jet Airways) 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  from  Chhatrapati Shivaji [40] Airport.  In 2013, it was announced that  International Airport. that  Etihad Airways Airwayswould would buy a 24% stake [41] in the airline through preferential allotment of shares. shares .  

source | editbeta]  Subsidiaries[edit source  J e t L i t e   

 JetLite 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  two  Boeing 737200  aircraft. Initially services were primarily concentrated in the northern sectors of India, 200 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 owned –leased leased  Boeing 737 Next Generation Generation  aircraft and  and Bombardier CRJ[42] 200 200ER. ER. JetLite ceased operations on 25 March 2012 after merger with Jet Konnect. Konnect .  The Bombardier jets were phased out but the Boeings remained in service and operated for [43] board  service called JetCafé,  offering food for JetKonnect. JetLite offered a  a buy on board purchase.

J e t K o n n e c t   

 JetKonnect ,

formerly Jet Airways Konnect, is the low-cost brand of Jet Airways. It was [44] launched on 8 May 2009. 2009.  It operates a fleet of  of  Boeing 737 Next Generation Generation  aircraft. The rationale for launching Jet Konnect was to close down loss-making routes and divert the

 

planes to more profitable routes with higher  higher  passenger load factors factors.. Jet already ran a lowcost airline named  named JetLite JetLite.. According to Jet Airways, the decision to launch a low-cost brand instead of expanding the existing  existing JetLite 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 [45] numbers for Konnect are in the series 9W 2000-2999. 2000-2999 .  Jet Airways merged the JetLite [42]

brand into Jet Konnect on 25 March 2012. 2012.  Jet[46]Airways offers eight business class seats in Konnect to cash in on Kingfisher Airlines' woes. woes.  In December 2012, Jet Airways placed an order for 5 ATR 72-600 aircraft to "enhance regional connectivity." The first aircraft was [47] delivered the same month, leased from GECAS and was operated for JetKonnect. JetKonnect .   Interline eTicketing is the most recent, up-to-date ticketing method that allows two carriers to electronically electronical ly sell tickets on each other on a single document. Interline eTicketing is the most updated ticketing method that allows two carriers to electronically electronically sell their tickets on o n each other’s website on a single document. With more than 140 interline partners, you can now explore the world with them  

Mission Community Services

Jet Airways Bags 'The Oscar of Branding' and becomes a SUPERBRAND  SUPERBRAND   The prestigious Superbrand status has been conferred on Jet Airways, recognizing it as one of  the leading Superbrands in India.

This 'Oscar of Branding' has been awarded by the world's leading authority on branding, an independent Superbrands Council comprising of the most mo st eminent professionals in marketing and advertising.

This is the first time that the 'Superbrand' concept has been brought to India for endorsing leading consumer brands.

Jet Airways will be featured as one of the strongest Indian brands in the Superbrands volume to be printed in Italy, which will be released at the special Superbrands Gala Event in December this year.

With this latest honour, Jet Airways joins an exclusive club of this year's winners from India. The airline was selected out of a list of 711 leading Indian I ndian brands across 98 categories. The selection criteria define a Superbrand as one, "that has established the finest reputation in its field, which offers consumers significant emotional and or physical advantages over its competitors which (consciously or sub-consciously) consumers want, recognize, and are willing to pay a premium for."

The selection process avoids any ranking by market share and instead focuses on the brand image and perception of the product. The brands' dominance, goodwill, consumer loyalty, trust and emotional bonding influence the selection.

Superbrands is a concept that started ten years ago in the United Kingdom to chronicle case studies of exceptional brands; to pay tribute to them and their brand guardians. Since then, it has been replicated in 25 countries except India. Some of the leading countries that have adopted the Superbrand concept are Australia, A ustralia, France, Germany, Holland, Hong Kong, Italy,

 

Malaysia, Philippines, USA, Singapore, Spain, United Arab Emirates, Indonesia, Ireland, Egypt, and Denmark.

The airline has won several coveted national and international awards. These include the Boeing Company's honour for consistently maintaining the highest technical dispatch reliability in excess of 99 per cent for 2002, the leading business weekly, Business World's 'India's Most Respected Company in the Travel and Hospitality Sector' for 2003, Travel Trade Gazette's (TTG) 'Best Domestic Airline Award' for 2002 among 14 countries in the Asia-Pacific region, Air Transport World (ATW) 'Market Development Award' for 2001 for the best domestic airline, the Qimpro award Gold Standard for 2001 and the Hospitality & Food Service (H&FS) 'Best Domestic Airline' four times. Jet Airways’ effort to provide its customers with a one-of-its-kind on e-of-its-kind travelling experience extends to the partners we align ourselves with. To offer the finest quality of service, we have alliances a lliances with some of the best airlines, hotels, cellular service providers and car rental services.

JetPrivilege Partners  Partners 

Through Check-in Partners  Partners 

Codeshare Partners  Partners 

 

  Interline Partners  Partners 

  8 May 2009: launched low-cost brand, Jet Konnect.

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  The decision to launch a new brand instead of expanding the JetLite

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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

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