1
CHAPTER - I INTRODUCTION 1.1 The Airline Industry- Overview
An airline airline provides provides air transport services for traveling passengers passengers and freight. freight. Airlines lease or own their aircraft with which to supply these services and may form partnerships partnerships or alliances with with othe otherr airli airline ness for mu mutu tual al benef benefit it.. Gener General ally ly,, airl airline ine compan companie iess are are recog recogniz nized ed with with an air operati operating ng certific certificate ate or lice licens nsee issu issued ed by a governmental aviation body. Airlines vary from those with a single aircraft carrying mail or cargo, or cargo, through fullservice service interna internation tional al airline airliness operat operating ing hundred hundredss of aircraf aircraft. t. Airlin Airlinee service servicess can be categorized as being intercontinental, intra-continental, domestic, regional, or international, and may be operated as scheduled services or charters. Few inventions have changed how people live and experience the world as deeply as the invention of the airplane. World War II, like World War I, brought new life to the airline industry. industry. During the both World Wars, government government subsidies subsidies and demands for new airplan airplanes es vastly vastly improv improved ed techniq techniques ues for designi designing ng and buildin building g them. them. World World War II brought tremendous long run run gains for the development development of the air transportatio transportation n industry industry including, including, a large body of experienced pilots, a large collection collection of aircrafts aircrafts used in the war field and above all the increased public interest to fly due to the motivation given by the experienced military personnel. Following the Second World War, the first commercial airplane routes were set up in Europe. The next dramatic step in commercial aviation was the adopti adoption on of jet jet liner linerss during during the the 1950’ 1950’s. s. Th This is provid provided ed incre increas ased ed trav travel el speed speeds, s, smoother flights and enlarged passenger-seating capacity. The airline industry again leaped forward in the 1970’s with the introduction of wide-bodied aircrafts like Douglas DC-10, Boeing 747s. The advantage was the increase in passenger passenger comfort comfort and seating and freight freight capacity. capacity. The 1980’s witnessed witnessed still further further improvements in aircraft technology.
2 The industry has progressed to the point now where it would be hard to think of life without air travel. It has shortened shortened travel time and altered our concept of distance, distance, making it possible for us to visit and conduct business in places once considered remote. Many airlines foresaw a future explosive demand for civil air transport, for both passengers and cargo. The global airline industry, counting both domestic and international carriers, is a giant industry. As the airline industry grew, new brands of airlines started coming up and so did the travel industry’s dependency on it. If the airline industry could be described in three words, they would be "intensely competitive market." Air transport forms a unique global network linking people, countries and cultures and lays lays a vital vital role role in the the furt further her inte integr grat atio ion n and and devel developm opment ent of the world. world. It is increasingly accessible to a greater number of people who can now afford to travel by air for leisure and business purposes.
Some of the salient features of air transport are:
•
Over 1.8 billion billion passengers passengers use the world’s airlines for business and leisure leisure travel. travel. Research indicates that by 2012, this number cold exceed 2.3 billion
•
Air transport is essential for world business – creating jobs and opening p new market opportunities by attracting businesses to locations in the developed and developi developing ng world. world. It mov moves es products products and service servicess quickly quickly over long distances distances enabling economic and social participation by outlying communities.
•
Air transport provides 28 million direct, indirect and induced jobs worldwide, a figure that is expected to rise to 32 million by 2012.
•
The combined direct, indirect and induced employment created at airports is 4000 jobs per million million passengers served. served. The location of the airport creates an economic ripple ripple effect effect,, attract attracting ing other other indust industrie riess and busines businesss activit activities ies,, and seconda secondary ry support functions.
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•
Over 40% of world trade of goods (by value) is carried by air.
•
Aviati Aviation on is directl directly y linked linked to the tourism tourism industr industry, y, generati generating ng receipt receiptss of 700 million euro per day, and creating considerable employment in the aircraft and engine manufacturing industries and related activities.
Thee airl Th airline ine indus industr try y is clas classif sifie ied d into into four four cate categor gories ies by the Depar Departm tmen entt of Transportation (DOT): •
International - 130+ seat planes that have the ability to take passengers just about
anywhere in the world. Companies in this category typically have annual revenue of $1 Billion or more. •
National - usually these airlines seat 100-150 people and have revenues between
$100 million and $1 billion. •
Regional - companies with revenues less than $100 million that focus on short-haul
flights. •
Cargo - these are airlines whose main purpose is to transport goods.
1.1.1 Major challenges facing the airline industry
Airport capacity, route structures, technology, and costs to lease or buy the physical aircraft are significant in the airline industry. Other large issues are: •
Weather - The problem is that weather is variable and unpredictable. Extreme heat,
cold, fog, and snow can shut down airports and cancel flights (which costs money). Weather is also the second-largest cause of flight accidents. •
Fuel Cost - on average, fuel can make up 14-16% of an airline's total costs,
although efficiency among different carriers can vary widely. Short haul airlines typically get lower fuel efficiency because take-offs and landings consume high amounts of jet fuel. •
Labor - it is estimated that 40% of an airline's expenses are used to pay pilots,
flight attendants, baggage handlers, dispatchers, customer service, and others.
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As a result of globalization the government opened the sky to many new airlines. Consequently, the monopolists are facing competition from newcomers. In many ways, the biggest winner in the deregulated deregulated environment environment was the air passenger. passenger. Indeed, the U.S. witnessed an explosive growth in demand for air travel, as many millions who had never or rarely flown before became regular fliers, even joining frequent flyer loyalty programs and receiving receiving free flight flightss and other other benefits benefits from their their flying. flying. New service servicess and higher higher frequencies frequencies meant that business fliers could fly to another city, do business, and return the same day, for almost any point in the country. The result of liberalization was customer delight. Since there are many options for the customers they will go for the best. So every firm tried to make their products best to attract new customers at the same time maintain existing customers. Another reason why airlines want to retain customers is the cost. The commercial aviation industry as a whole was affected by the September 11th incident and the crisis in the Middle East. This led to the reduction in passenger traffic. As a result many airlines could not survive. Due to high fuel prices and other taxes many airlines wound up their services. Historically, air travel has survived largely through state support, whether in the form of equity or subsidies. subsidies. Today, the pace of change in the airline industry is faster than ever before. The industry is becoming increasingly liberalized. The former blanket of regulatory protection is being swept away and airlines are being forced to compete in all the aspects of product, price and service. Its structure is changing, with airlines grouping together through strategic alliances, equity swaps and franchising arrangements into socalled “mega-carriers”. The segmentation of the market is evolving, with airline customers becoming more more demanding demanding and, often, often, more priceprice- sensitive sensitive as well. well. Airline Airline industry industry is one of the most competitive and growing industries in the world as it leads to economic growth, world trade, international investment and tourism. In the last decade, it has grown strongly by 7% per year for both business business and and leisure leisure purposes. purposes.
5 Airline industry is considered as one of the fastest expanding sectors of the world with growth rates 2.4 times above the GDP rates on average. It is also predicted to grow by an average of 5 % a year from 2000 to 2010 (INTERNATIONAL AIR TRANSPORT ASSOCIATION).It is affected by the economical growth, trade and political factors. As an economical factor, the increase in oil prices destroyed the profitability of the global airline indus industr try, y, accor accordin dingl gly y it loss losses es aroun around d $6 billi billion on in 2005 2005 (INT (INTER ERNA NATI TION ONAL AL AIR AIR TRANSPORT ASSOCIATION).
Due to the unstable political and economical situation, many airlines companies started to modify their strategies and services to survive and succeed in the airline industry. For example, many companies invested heavily in the quality of services they provide by offering, e-booking system, new interactive entertainment systems, more comfortable seats, low cost carriers and many technological techniques.. Overall, the airline industry will recover as the number of passengers seems to be doubled by 2010 to exceed 2.3 billion due to the tourism, trade and economic development (INTERNATIONAL AIR TRANSPORT ASSOCIATION). Thus, Successful airlines will be those that continue reducing their costs and improving improving their services services by differentiat differentiating ing from competitors to secure a strong position in the aviation market. 1.1.2 Airline personnel personnel
The various types of airline personnel include: Flight operations operations personne p ersonnell including flight safety personnel. •
Flight Crew, responsible for the operation of the aircraft. Flight crew members include: o
Pilots (Captain and First Officer: some older aircraft also required a Flight Engineer and or a Navigator)
•
o
Flight attendants, (led by a purser a purser on on larger aircraft)
o
In-Flight security Personnel on some airlines
Ground crew, responsible for operations at airports. Ground crew members include:
6
o
Aerospace and avionics engineers responsible for certifying the aircraft for flight and management of aircraft maintenance
Aero Aerospa space ce engine engineer ers, s, respo respons nsib ible le for airfr airfram ame, e, power powerpla plant nt and electrical systems maintenance
Avio Avioni nics cs engi engine neer erss resp respon onsi sibl blee for for avio avioni nics cs and and inst instru rume ment ntss maintenance
o
Airframe and power plant technicians
o
Electr Electric ic System System technic technicians ians,, respons responsible ible for mainten maintenance ance of electri electrical cal systems
o
Avionics technicians, responsible for maintenance of avionics
o
Flight Dispatchers
o
Baggage Handlers
o
Ramp Agents
o
Gate Agents
o
Ticket agents
o
Passenger service agents (such as airline lounge employees)
o
Reservation agents, usually (but not always) at facilities outside the airport.
Airlines follow a corporate structure where each broad area of operations (such as mainte maintenan nance ce,, flig flight ht opera operati tions ons (incl (includi uding ng flig flight ht safe safety ty), ), and pass passeng enger er servi service ce)) is supervised by a vice president. Larger airlines often appoint vice presidents to oversee each of the airline's hubs as well. Airlines employ lawyers to deal with regulatory procedures and other administrative tasks.
1.2 Problem of the Study
7
Increasing competition from private players
Due to less man power the airlines in Coimbatore international airport are unable to manage the passenger.
Response towards the passenger by Coimbatore international airport is less because of limited airlines.
The quality level is low when comparing to other international airports.
Conti Continuo nuous us shifts shifts in regul regulato atory ry envir environm onment ent whic which h has led led to the the grow growing ing passenger passenger sophisticat sophistication. ion.
1.3 Aim and Objectives of the Study
The primary aim of this research is to examine the passenger satisfaction levels in airline sector with special reference to Coimbatore international airport.
To acquire a vibrant knowledge about airline industry and get through awareness regarding customer satisfaction.
To examine passenger satisfaction in airline industry with reference to Coimbatore international airport.
To understand and analyze the role of quantity of service in affecting passenger satisfaction in airline sector in context with Coimbatore international airport.
To delineate the most important current issues surrounding passenger satisfaction.
To assess the passenger satisfaction of service quality of airlines.
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1.4 Scope of the Study
This study includes direct interaction with the passengers and this help us to know the passenger satisfaction level to great accuracy. This study is of great importance to the airlines which will know about the passengers preference to travel in airlines. The airlines will gain information about passengers preference depending on their response. So, the scope of the study is to achieve passenger satisfaction.
1.5 Period of study
The study conducted during the period of December - 2011 to April - 2012.
1.6 Research Methodology
Researc Research h compri comprises ses defining defining and redefi redefining ning of proble problem, m, collect collecting, ing, organiz organizing ing and evaluating data, making deductions and reaching conclusions.
The study required both primary and secondary data.
1.6.1 Sources of Data
9 The data for this study is collected from primary and secondary sources. The secondary data and the relevant material were collected from the magazines, company profiles, profiles, broachers, etc. The primary primary data source for the study is the passengers passengers of Airlines in Coimbatore International Airport.
1.6.2 Primary data
Since primary data is collected at hand it calls for a decision making on research approaches, Questionnaire method has been used to collect the data. For this project the data’s were collected by Questionnaires.. The main advantages with this primary data's are that they give more information in greater depth and have greater flexibility.
1.6.3 Secondary data
Secondary data consist of information that already exists somewhere, having been collected for another purpose. It is obtained more quickly and at a lower cost. Secondary data provides the necessary information to do the work. Generally the different sources of secondary data are internal sources, prior research reports, government publications which provide summary summary data on demographics, demographics, economic, economic, social and other aspects. aspects. Periodicals Periodicals and books, commercial data and international data are the other sources of secondary data. The secondary data for this study were collected from different sources like books, magazines, journals, newspapers and websites.
1.6.4 Sample Size
Here the sample size for this study was 100 questionnaires. 1.7 Data Analysis
10 Thee coll Th collec ecte ted d data data was was analy analyze zed d by using using both both quant quantit itat ative ive and quali qualita tati tive ve techniqu techniques. es.
Under Under the qualita qualitative tive technique techniques, s, the collected collected data was convert converted ed into
numerical numerical format in appropriate appropriate tables tables with percentage percentage and diagrams. diagrams. Each numerical numerical format was described by using qualitative techniques used in this research
1.8 Tools Used For Data Analysis
As a tool or as a device used for the research a well structured questionnaire is adopted. The questionnaire consists of closed-ended questions where the respondent is forced to select an answer answer from the given choices. Under closed-ended questions there are multiple choices, so that the RESPONDENTS don’t have any problem to answer. By using the questionnaire, face to face interview were also possible. SPSS and MS-EXCEL are also used to analyze the primary data. The mathematical tool used in this study is Simple Percentage analysis.
1.9 Limitations of the Study
Every study has its limit, so does this study the major limitation was the time constraint. Another limitation of primary data is that they are very much time consuming and the researcher cannot be sure whether the information received is relevant, accurate, current and unbiased. We will get only a vague idea about the work. Another limitation of the study relates with the security of the airport in Coimbatore. Coimbatore. Due to the security reason, Airport authorities can’t issue pass. That affects the independence of doing work. So researcher could only get limited amount of primary data. Hence this research mainly depends upon secondary data. But secondary data may not always provide all the necessary data that is required for the project.
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Chapter – II THEORETICAL FRAMEWORK 2.1 Introduction Introduction Aviation sector plays crucial role in moving passengers or goods from one place to another either it may be domestic or international, due to economic globalization and technical advancements, the airline industry is facing stiff competition. According to in the industry like airline, quality of service is significant because providing excellent quality of service to customers customers is necessary necessary for the continue continued d existence existence of the sector. sector. Quality Quality of service service in airline industry is the focal point of satisfaction by travelers, traveler’s loyalty, and traveler’s choice of airline. Therefore, offering better service quality may deliver more customer satisfactio satisfaction n which which will result result in attractin attracting g more customer customerss and increasin increasing g profits profits in business. Customer satisfaction is assessed to play a vital role in every business model especially in service industries such as tourism, hospitality and airlines. The high level of customer satisfaction will directly leads to high returns by reducing expenditure like marketing, and word-of-mouth.
It is clearly evident evid ent that customers who are happy happ y and delighted will attract the new customers by word of mouth; this will impact on increase in sales, thus resulting in profits to the firm. Hence customer satisfaction proves to be an important aspect aspect in airline airliness
sector. sector. Custo Customer mer satis satisfact faction ion derives derives from from assess assessing ing custom customer er
perceptions perceptions and performanc performance. e. 2.2 Customer Satisfaction
Customer satisfaction may be described as the notion which customers may encounter encoun ter
12 about about the product productss or service servicess of a specifi specificc brand brand or busines businesss firm firm when when the customer customer expectations expectations have been reached reached or surpassed surpassed the existence of that particular particular goods or service. service. The satisfaction satisfaction is an individual's individual's feeling feeling of pleasure pleasure or dissatisfa dissatisfaction ction obtained from comparing a good's possible outcome in contrast to the customer's demands. An organization organization may increase increase it sales and customer's customer's loyalty loyalty by offering offering excellent excellent satisfaction by the customer. Therefore Th erefore customer satisfaction has happened to be one of the focal point for all business business especially especially those in service industry. Customer Customer satisfa satisfacti ction on is gauged gauged to sustai sustain n existi existing ng custome customers rs and as a result result,, effecti effectivene veness ss and growth of business. To maintain customer expectation and customer loyalty in order to gain higher long-term performance of the company, customer satisfaction is one of the important factors. Its certain that customer expectation meets the customer satisfaction, this will be the driving force to build the strong relationship between client and a company and also this will directly lead to more and more profitable to the organization. There are two key analysis of satisfaction, Satisfaction itself a course of action as well as an end results.
Customer processes. processes.
satisfaction
is
constantly
the
outcome
of
the
observation
Customer Customer satisfaction satisfaction may be implied implied as a decision decision relied on the growing growing
practice through through a distinct goods or service relatively relatively than a business business event. Customer Customer satisfaction may be explained as an individual's complete assessment of the performance of a product or or service service till now. now.
Customer Customer satisfaction satisfaction as as a post purchase purchase thoughts thoughts framed framed
through a rational evaluation of the quality that a customer expected to obtain from an exchange and the intensity of quality the customer notices actually receiving from the trade. To be specific it is the state of customer perceptions and expectations. Customer satisfaction is a fundamental factor in improving production process and end user relationship.
The importance of customer satisfaction and its use for determining the quality from the Customer’s Customer’s outlook outlook has been highlighted highlighted by many many researchers researchers in airline airline industry. Customer contentment is the emotion or outlook of a client towards a goods or service following following it had been consumed. consumed. Customer Customer happiness is the significant significant end result result of endorsement activity, where it operates as a link between various levels of consumer
13 purchasing purchasing activities. activities.
2.3 Customer Satisfaction in Airline Sector
Airline sector is considered to be major industry. In the year 1988, the sector contributed $10.2 billion to to GDP. The services offered offered by the the industry are at par with the international standards catering to the needs of both domestic and international passengers. passengers. The airline airline sector sector is very very significant significant to to the tourism tourism as citizens in the country country are engaged in this sector. sector. Satisfaction Satisfaction of a customer customer is a purpose of observed observed quality quality and notions notions of degree degree to which which remarke remarked d quality quality unsucce unsuccessfu ssfull to counter counterpart part customer expectations. expectation s. Customers will constantly con stantly evaluate the remarked performance of goods or service with little performance performance mark. The customers customers are merely merely satisfied satisfied and they find it simple to shift when other firm is providing a better cost or package while the importance of customer satisfaction is highlighted in business where competition is severe.
The primary objective of airline sector is to provide excellent service and compete competency. ncy. The excellent excellent service service is vital vital while while the num number ber of absolut absolutely ely contented contented customers segment is an important factor as assessed by some analysts for high profits. profits. A business organization must regularly regularly gauge consumer consumer satisfaction satisfaction in order to analyze and identify whether whether clients were delighted or not. In the airline sector the degree of customer customer happiness is plainly recognized off late in the proces p rocess, s, whilst the majority of the customers spent the cash by now.
Accordi According ng
to
the
litera literatur ture, e,
outsta outstanding nding
service service
is
achieve achieved d
through through
committed and loyal staff. To To provide a reasonable level of service and quality stated that a firms firms approach approach should be focused focused in improvi improving ng the skills and ensurin ensuring g effici efficiency ency,,
14 motivation and commitment of the employees. Airline sector may develop the scope of achievements if they allow its workforce to take individual responsibility responsibi lity and go an extra mile to make the customers happy. Customer satisfaction is when the consumer is delighted with the service delivered by the airline sector that meets the client desires, wants and expects. Airline industry should focus on making customers happy and should allocate finances on providing excellent customer service.
CHAPTER III PROFILE OF THE AIRLINES 3.1 COMPANY PROFILE
3.1.1 INDIGO AIRLINES
Indigo Airlines was an American airline headquartered in Chicago, Illinois. It is
generally regarded as the world’s first business jet airline. It was founded in 1997 by aviation veteran and University of Chicago graduate Matt Anderson; business executive and Emb Embryry-Rid Riddle dle Aeronau Aeronautica ticall Univer Universit sity y alumnus alumnus John John N. Fenton Fenton and McKins McKinsey ey consultant and MIT PhD Tom. During its life, its headquarters were at first located in the Near North side area of Chicago, while later in its life its headquarters headquarters were at Chicago Chicago midway Airport. IndiGo is built for people with things to do, places to be, people to see - who don't want to waste time, money or energy in the process. By minimizing the cost/time/tension of air travel, IndiGo opens up a country full of opportunities. With IndiGo, you've got a billion reasons reasons to fly! The IndiGo team uses all of these resources to design processes and rules that are safe and simple, that make sense, and that cut waste and hassles, which in turn ensures a uniquely smooth, seamless, precise, gimmick-free customer experience at fares that are always affordable. IndiGo focuses on doing one thing, and doing it well. Our
15 aircraft are brand-new Airbus A320-200s, with a single-class configuration consisting of 180 passenger seats. •
One type of airplane - brand-new Airbus A320s
•
One type of fare - low
•
One type of customer service - professional
•
One way to deal with delays and cancellations - honestly
We believe that we can offer the lowest fares by staying focused, which keeps our costs down without cutting corners or compromising on things that matter.
3.1.1.1 Citizen's Charter
IndiGo is built for people with things to do, places to be, people to see – who don’t want to waste time, money or energy in the process. By minimizing the cost, time and tension of air travel, IndiGo opens up a country full of opportunities. With IndiGo, you’ve got a billion reasons to fly! IndiGo incorporates the best hardware, software, interface design and personnel from around the world. The IndiGo team uses all of these resources to design processes and rules that are safe and simple, that make sense, and that cut waste and hassles, which in turn ensure a uniquely smooth, seamless, precise, gimmick-free customer experience at fares that are always affordable.
3.1.1.2 History
Indigo—or "individuals on the go", for the first time allowed individual travelers the ability to reserve and purchase a single seat on a traditional corporate or business jet which then flew a "scheduled" flight like a traditional airline. Prior to Indigo the only business jet services services available available to consumers consumers consisted consisted of jet ownership ownership or charter, charter, both
16 expensive options to regular airline travel. Indigo is regarded as the originator of two new categories of corporate jet air travel service: per seat, high frequency and the public or commercial corporate jet. Indigo priced its service between its first city pair Chicago and New York City close to a so-called unrestricted coach fare. This allowed travelers an affordable travel option option while while great greatly ly expan expandi ding ng Indi Indigo go's 's addre address ssabl ablee marke market, t, growt growth h potent potential ial and investment thesis. Indigo's Indigo's inventor inventory y was market marketed ed and sold sold through through Am Ameri erican can Express Express Travel Travel Related Services Services as well as through through the American Express Platinum Card program. program. Indigo was the first first busines businesss jet airline airline to list list its seat inventor inventory y in major major Global Global Distribut Distribution ion Systems such as Sabre and Apollo, under the carrier code "I9" which allowed travel agents easy access to Indigo's services. The Indigo project was also supported by management consultants McKinsey and Company and was additionally advised by corporate identity firm Interbrand (an Omnicom company), public accountants and business advisors Arthur Anderso Anderson, n, public public relatio relations ns firm firm The Dilensc Dilenschnei hneider der Group Group and investm investment ent bank and financial advisory firm Merill Lynch and Company. Indigo management also argued that the company helped advance the state of general aviation security and pointed to its advanced security procedures that were unique to the industry. Indigo employed its own security personnel and was the first jet charter company to operate sterile flights between general aviation, non-airline facilities. Indigo customers, employees and vendors cooperated with comprehensive identity, background and screening procedures procedures that were unprecedented unprecedented in the private jet industry. industry. Indigo submitted submitted to numerous numerous TSA securi security ty audits audits and was fully approve approved d by releva relevant nt U.S. U.S. Governm Government ent agenci agencies es.. Compr Comprehe ehens nsive ive gener general al and privat privatee aviat aviatio ion n secur securit ity y conti continue nuess to be an unresolved public policy issues. By 2004, Indigo had voluntarily idled its operations after challenges in securing additio additional nal capital capitalizat ization. ion. The Indigo Indigo concept concept continue continuess to resonat resonatee strongl strongly y with with the
17 traveling public and in 2005 the Net jets company, backed by Warren Buffett's, Berkshire Hatha Hathawa way y annou announce nced d its its intent intention ion to begin begin sche schedul duled ed busi busines nesss jet jet serv service ice betw betwee een n Chicago, New York and Los Angeles. Other projects mimicking the Indigo business model include Geneva, Switzerland based Club Airways, started by World Economic Forum founders the Schwab family. Other notable ventures borrowing on the Indigo "per seat" inventory, distribution and pricing strategy include the Dayjet company, Linear Air and various jet membership programs offering "shared per seat charter" services. Several North Atlantic services (sometimes referred to as the "Indigo of the North Atlantic") also directly applied the Indigo concept of a commercial corporate jet but in larger traditional airline aircraft and included Maxjet, Eos and Silver jet. In 2008, a new company called Green jets began non-scheduled non-scheduled per-seat per-seat or shared-ride private jet service between major eastern US metropolitan markets. 3.1.1.3 Fleet
Indigo's initial fleet consisted of four French-built French-built Dassalut Dassalut Falcon jets fitted with: large executive style leather seats; a full hot galley; private bathroom; and laptop power outlets. Indigo was headquartered in Chicago, Illinois at Chicago Midway International Airport in the former Ameritech corporate hangar facilities. This was a comprehensive, 220,000-square-f 220,000-square-foot oot (20,000 m2) co-locat co-located ed hangar, hangar, office office comple complex, x, private private passeng passenger er terminal and maintenance facility. Indig Indigo o was was a full fully y verti vertical cally ly integ integrat rated ed aviat aviation ion compan company y and full fully y owne owned, d, employed and controlled its own aircraft fleet, pilots, dispatchers and maintenance services. The compa company ny opera operate ted d as a Feder Federal al Avia Aviati tion on Admi Adminis nistr trat ation ion FAR FAR 135 comm commer ercia ciall operator and additionally additionally was certified certified by the United States Department of Transportatio Transportation n under parts 41101 and 380 as a public charter operator. Indigo was the first business jet commercial operator to receive an additional DOT fitness approval and was granted a Certificate of Public Convenience and Necessity. As part of its overall planning and growth objectives, Indigo early in its initial operations operations distributed distributed a request request for proposal to several several global aerospace aerospace manufacturers manufacturers for
18 a next generation regional business jet to eventually replace its initial aircraft. Brazilian manufacturer Embraer both embraced Indigo's business model and responded strongly to the RFP in its efforts to introduce its new corporate shuttle aircraft, the "Legacy" jet. Indigo was the first U.S. certified commercial operator of the Legacy and launched service with this new, environmentally advanced stage 4 aircraft in 2003 in a 16-seat all business-class service.
3.1.2 3.1 .2 JET AIRWA AIRWAYS
Jet Airways is the largest Indian airline based out of Mumbai, Maharashtra. It
operates over 400 flights daily to 76 destinations worldwide. Its main hub is Mumbai, with secondary secondary hubs at Delhi, Kolkata, Chennai, Cochin, Ahmedabad, and Bengaluru. It has an international hub at Brussels Airport, Belgium. Jet Airways is owned by Naresh Goyal. 3.1.2.1 History Early years
Jet Airways Airways was incorporat incorporated ed as an air taxi operator operator on 1 April April 1992. It starte started d 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 status,, which which was granted granted on 4 Januar January y 199 1995. 5. It began began interna internatio tional nal operati operations ons from from Chenna Chennaii to Colom Colombo bo in Marc March h 200 2004. 4. Th Thee compa company ny is list listed ed on the Bomb Bombay ay Stock Stock Exchange, but 80% of its stock is controlled by Naresh Goyal (through his ownership of Jet’s parent company, Tailwinds). It has 10,017 employees (as at March 2007). Naresh Naresh Goyal– who already owned Jet Air (Private) Limited, Limited, which provided provided sales and marketing for foreign airlines in India – set up Jet Airways Airways as a full-service full-service scheduled airline airline to compet competee against against state-own state-owned ed Indian Indian Airline Airlines. s. Indian Indian Airline Airliness had enjoyed enjoyed a monopol mono poly y in the domestic domestic market market betwee between n 1953, 1953, when when all major Indian air transpo transport rt providers providers were nationalized nationalized under the Air Corporations Corporations Act (1953), (1953), and January 1994,
19 when when the Air Corporati Corporations ons Act was repeale repealed, d, follow following ing which which Jet Airways Airways received received scheduled airline status. Air Sahara buyout
In January 2006 Jet Airways announced that it would buy Air Sahara for US$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). million). Air Sahara was renamed JetLite, and was marketed marketed between 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. Present
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; work; Civil Civil Aviatio Aviation n Minist Minister er Praful Praful Patel Patel said said that the manage management ment reviewed reviewed its decision after he analyzed the decision with them. In October 2008 Jet Airways and 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 expenses, common ground handling, and 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.
20 According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a market share of 26.9% in terms of passengers carried, thus making it a market leader in India, followed by Kingfisher Airlines with 19.9%. 3.1.2.2 Subsidiaries Subsidiaries JetLite
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 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 owned–leased Boeing 737 next generation aircraft and Bombardier CRJ-200 ER. JetLite ceased operations on 25 March, 2012 after merger with Jet Konnect. Jet Konnect Jet Konnect is the low-cost brand of India-based Jet Airways. It was launched on 8
May 2009, and shares the same airline designation as Jet Airways. It operates a mixed fleet of ATR 72-500s and Boeing 737-800. The rationale for launching Jet Airways Konnect was to close down loss-making routes and divert the planes to more profitable routes with higher passenger load factor. 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.
21 3.1.2.3 Fleet
Jet Airways Boeing 777-300 ER at San Francisco International Airport. The Boeing customer code for Jet Airways is 5R. The airline is known for constantly maintaining its average fleet age below 10 years with regular phasing out of aircraft which are over 10 years of age. As of May 2011, the Jet Airways fleet consists of the following aircraft with an average age of 5.4 years: Table No: 3.1.2.3.1
Jet Airways Fleet Aircraft
Airbus A330-200
In Service
12
Orders
5
Passengers P J
Y Total
0 30 190 226
Notes
2 owned 10 dry leased
0 18 236 254 All leased from Intrepid Aviation Airbus A330-300
–
5
TBA
Group Deliveries starting 2011
ATR 72-500
20
–
Boeing 737-700
11
–
Boeing 737-800
45
27
Boeing 737-900
2
Boeing 777-
10
300ER
0
0
62
62
6 owned
0
0
68
68
14 dry leased
0 16 102 118 0 16 138 154 0
3 owned 8 dry leased 12 owned
8 162 170
34 dry leased
–
0 28 138 166
Both owned
2
8 30 30 274 31 312
1 owned 8 dry leased 5 re-leased to Thai Airways
22
International Boeing 787-8
–
10
Total
100
49
TBA
Deliveries Deliveries starting starting 2014 2014
Source: www.Jetaiways.com 3.1.2.4 Incidents and Accidents
On 1 July 2007, Jet Airways Airways Flight 3307, an ATR 72-212A (registered (registered VT-JCE) VT-JCE) which was flying on the Bhopal-Indore route was involved in an accident which was caused by a storm. There were no fatalities amongst the 45 passengers and 4 crew on board, however however the aircraft aircraft suffered suffered damages damages beyond beyond repair. repair.
3.1.3 KINGFISHER AIRLINES
23 Kingfisher Airlines Limited is an airline group based in India. Its head office is in
Andheri (East), Mumbai and Registered Registered Office in UB city, Banglore. Banglore. Kingfisher Kingfisher Airlines, Airlines, through its parent company United Breweries Group, has a 50% stake in low – cost Kingf Kingfish isher er Red. Red. The airl airline ine has been been facing facing finan financi cial al issue issuess for for many many year years. s. Until Until December 2011, Kingfisher Airlines had the second largest share in India's domestic air travel market. However due to the severe financial crisis faced by the airline, it has the fifth largest market share currently, only above GoAir. Kingfisher Airlines was the holder (along with only seven other airlines) of the 5star rating by Skytrax along with Cathay Pacific, Qatar Airways, Asiana Airlines, Malaysia Airlines, Singapore Airlines, and Hainan Airlines. However, in light of the current turmoil of the airlines, Skytrax ranking for Kingfisher Airlines has now been suspended. Kingfisher operates 120 daily flights with regional and long-haul international services. In May 2009, Kingfisher Airlines carried more than 1 million passengers, giving it the highest market share among airlines in India. Kingfisher also won the Skytrax award for India's best airline of the year 2011. Kingfisher Airlines is also the sponsor of F1 racing outfit, Force India, which Vijay Mallya also owns. 3.1.3.1 History
Kingfisher Airlines was established in 2003. It is owned by the Bengaluru based United Breweries Group. The airline started commercial operations in 9 May 2005 with a fleet of four new Airbus A320-200s operating a flight from Mumbai to Delhi. It started its international operations on 3 September 2008 by connecting Bengaluru with London. The airline is currently going through some bankruptcy problems, forcing the airline to ground many destinations and aircraft.
24 3.1.3.2 Financial difficulties
Ever since the airline commenced operations in 2005, it has been reporting losses. After acquiring acquiring Air Deccan, Deccan, Kingfisher Kingfisher suffered suffered a loss of over 1,000 crore (US$199.5 (US$199.5 million) for three consecutive years. By early 2012, the airline accumulated losses of over 7,000 crore (US$1.4 billion) with half of its fleet grounded and several members of its staff going on strike. Kingfisher's position in top Indian airlines on the basis of market share had slipped to 5 from 2 because of the crisis. As response, Dr. Vijay Mallya called on the Chairman of Central Board of Excise and Customs and offered to pay up the dues by 13 December December 2011. The Kingfisher Kingfisher bank accounts were unfrozen unfrozen on 14 December 2011. Due non-payment, several Kingfisher's vendors had filed winding up petition with the High Court. As on November 2011, winding up petition of seven creditors was pending before the Banglore High Court. In the past Lufthansa Technik and Bharat Petroleum Corporation Limited (BPCL) had also filed winding up petition against Kingfisher Airlines. During late February 2012, Kingfisher Airlines started to sink into a fresh crisis. Several Several flights flights were were cancelle cancelled d and aircra aircraft ft were were grounde grounded. d. The cash-st cash-strapp rapped ed airline airline claimed that the disruptions will continue for four days due to unexpected events including bird strikes strikes which rendered rendered aircraft aircraft out of service. service. The airline airline shut down down most international international short-haul short-haul operations and also temporarily temporarily closed bookings. Out of the 64 aircraft, aircraft, only 22 were known to be operational by 20 February. With this, Kingfisher's market share clearly dropped to 11.3%. The cancellation of the flights was accompanied by a 13.5% drop in the stocks of the company on 20 February 2012. The CEO of the airlines, Sanjay Agarwal was summoned by the Directorate General of Civil Aviation to explain the disruptions of the operations. In March March 201 2012, 2, the airline airline was suspend suspended ed by the Intern Internati ational onal Air Transpo Transport rt Association from using its inter-airline fund clearing system, the suspension means the airline will have to deal directly with other airlines when sharing revenue on services.
25 Due to the ongoing financial crisis, an Airbus A330-200 aircraft was impounded at London Heathrow Airport in the United Kingdom under Court Orders due to unpaid fees to aircraft leasing companies and RBS. 3.1.3.3 Fleet Current
Due to the financial problems of Kingfisher Airlines, the fleet was drastically reduced from 63 to 23. A majority of the fleet was repossessed by lessons in March 2012. Altho Althoug ugh h Airb Airbus us has not cance cancell lled/ ed/su suspe spende nded d the the order orderss yet, yet, but it is unlike unlikely ly that that Kingfisher Airlines will start taking the deliveries in near future. The Kingfisher Airlines fleet consists of the following aircraft (as of April 2012): Table No: 3.1.3.3.1 Kingfisher Airlines Fleet Aircraft
In Fleet
Notes
Airbus A319-133
1
VIP for UB U B Group
Airbus A320-232
5
Airbus A321-232
1
Airbus A330-223
1
ATR 42-500
2
ATR 72-500
12
Boeing 727-044
1
Total
23
Dry leased
VIP for UB U B Group
Pre-2012 Fleet
Kingfisher Airlines' fleet mainly consisted of ATR 42, ATR 72 and Airbus A320 family aircraft for domestic and short haul services and Airbus A330-200s for international long-haul services. The average age of its fleet as of January 2009 was 2.3 years. All ATR's and a few aircraft from the A320 family are used for Kingfisher Red service.
26 Table No: 3.1.3.3.2
Kingfisher Airlines Fleet Aircraft
Airbus A319100 Airbus A320200
Total Orders Options
3
3
200
2
Airbus A350800 Airbus A380800 ATR 42-500 ATR 72-500 Total
67
—
8 6
200
—
10
Airbus A321-
Airbus A330-
—
Passengers P
Y Total
Notes
0 144 144
All dry-leased
20 114 134
11 dry-leased
0 174 174
Deliveries were throughout up
0 180 180
until 2016
32 119 151
—
—
4
15
—
30 187 217
—
5
—
TBA
Deliveries Deliveries were were planned: planned: 2015
—
5
5
0
0
800
Deliveries Deliveries were were planned: planned: 2014
2
—
—
0 48
48
All dry leased
-
20
0
66
66
0 72
72
92
25
17 8 63
0 199 199
2 dry leased Deliveries were throughout up until 2015
3.1.3.4 Cargo
Kingfisher Xpress is a new Door-to-Door cargo delivery service from Kingfisher Airlines. Kingfisher Xpress same day service will be India's first and only same day delivery by air service. 3.1.3.5 Accidents and Incidents
On 10 November 2009, Flight 4124 operated by ATR 72-212R VT-KAC, skidded off the runway runway after after landing landing at Chatrap Chatrapathi athi Shivaji Shivaji Intern Internatio ational nal Airport Airport.. The aircra aircraft ft
27 suffe suffere red d subs substa tanti ntial al damag damage, e, but but all all 46 passe passeng nger erss and and crew crew escap escaped ed unh unhar arme med. d. In November November 2010, the Directorate Directorate General of Civil Aviation released released its final report into the accident. It revealed revealed that the cause of the accident was pilot error, error, with the aircraft aircraft landing at too high a speed and too far down Runway 27A, which was the designation given to Runway 27 whilst it was being operated at a reduced length due to the closure of Runway 14/32 for maintenance.
3.1.4 AIR INDIA Air India is the flag carrier airline of India. It is part of the government of India
owned Air India Limited (AIL). The airline operates a fleet of Airbus and Boeing aircraft serving Asia, Europe and North America. Its corporate office is located at the Air India Building at Nariman point in South Mumbai. Air India has two major domestic hubs at Indira Indira Gandhi Gandhi Internat Internationa ionall Airport Airport and Chatrap Chatrapathi athi Shivaji Shivaji Intern Internatio ational nal Airport Airport.. An international hub at Dubai International Airport is currently being planned.
28 Air India has the third largest share in India's domestic air travel market, behind Jet Airways and IndiGo. Following its merger with Indian, Air India has faced multiple problems, problems, including including escalating escalating financial losses, losses, discontent discontent amongst amongst employees, employees, and poor customer service. Between September 2007 and May 2011, Air India's domestic market share declined from 19.2% to 14%, primarily due to stiff competition from private Indian carriers. In August 2011, Air India's invitation to join Star Alliance was suspended due to its failure to meet the minimum standards for the membership. In October 2011, talks between between the airline and Star Alliance have resumed. resumed. In April 2012, the Indian government government granted another bailout package to Air India, including Rs300 billion ($5.8 billion) of subsidies. 3.1.4.1 History Early years
Air India was founded by J. R. D. Tata in July 1932 as Tata Airlines, a division of Tata Sons Ltd. (now Tata Group). On 15 October 1932, J. R. D. Tata flew a single-engine De Havil Havilla land nd Puss Puss Mo Moth th carr carryi ying ng air mail mail (post (postal al mail mail of Im Impe peri rical cal Aiwa Aiways ys)) from from Karachi's Drigh Road Aerodrome to Bombay's Juhu Airstrip via Ahmedabad. The aircraft continued to Madras via Bellary piloted by former Royal Air Force pilot Nevill Vintcent. In 1932 Air India was based out of a hut with a palm thatched roof at Juhu Aerodrome and had 1 pilot and 2 apprentice mechanics along with 2 piston engined aircraft, one Puss Moth and one Leopard Moth aircraft. Early 1990s
In 1993, Air India took delivery of the flagship of its fleet when the first Boeing 747-400 named Konark (registered VT-ESM) made history by operating the first non-stop flight between New York City and Delhi. In 1994 the airline was registered as Air India Ltd. Ltd. In 1996, 1996, the airli airline ne inaug inaugur urat ated ed servi service ce to its its seco second nd US gatew gateway ay at O’Ha O’Hare re International International Airport in Chicago. In 1999, the airline opened its dedicated Terminal 2-C at the renamed Chatrapathi Shivaji International Airport in Mumbai.
29 2000 – Present
In 2000, Air India introduced services to Shanghai and to its third US gateway at Newark Newark Liberty Liberty International International Airport Airport in Newark. Newark. In May 2004, Air India launched a wholly owned low cost airline called Air-India Express. Air India Express connecting cities in India with the Middle East, Southeast Asia and the Subcontinent. In 2004 Air India launched flights to its fourth US gateway at Los Angeles International Airport in Los Angeles (which has since been terminated) and expanded its international routes to include flights from Ahmedabad, Amritsar, Banglore and Hyderabad. On 1 December 2009, Air India introduced services to its fifth US gateway at Washington Dulles International Airport in Washington D.C., accessed via a stopover at JFK Airport in New York City. This service has been terminated. 3.1.4.2 Merger with Indian Airlines
In 2007, the Government of India announced that Air India would be merged with Indian Airlines. As part of the merger process, a new company called the National Aviation Company of India Limited (NACIL) was established, into which both Air India (along with Air India Express) and Indian Airlines (along with Alliance Air) will be merged. On 27 February 2011, Air India and Indian Airlines merged along with their subsidiaries to form Air India Limited. 3.1.4.3 Financial crisis
Around 2006–2007, the airlines began showing signs of financial distress. The combined losses for Air Air India India and Indian Indian in 2006-07 2006-07 were 770 crores crores ( 7.7 billion). billion). After the merger merger of the airlines airlines,, this went up up to 7,200 crores crores ( 72 billion) billion) by by March March 2009. This was followed by restructuring plans which are still in progress. In July 2009, SBI Capital Markets India Ltd was appointed to prepare a road map for the recovery of the airline. The carrier sold three Airbus A300 and one Boeing 747-300 M in March 2009 for $18.75 million to survive the financial crunch.
30 As of March arch 2011 2011,, Air Air Indi Indiaa has has accu accumu mula late ted d a debt debt of Rs. Rs. 42,5 42,570 70 cror croree (approximately $10 billion) and an operating loss of Rs. 22,000 crore, and is seeking Rs. 42,920 crore from the government. For the past three months (June, July, August 2011), the carrier has been missing salary payments and interest payments and Moody’s Investor Service has warned that missing payments by Air India to creditors, such as the State Bank of Indi India, a, will will negat negative ively ly affe affect ct the the cred credit it rati ratings ngs of thos thosee banks banks.. A repor reportt by the the Comptroller and Auditor General (CAG) blamed the decision to buy 111 new planes as one of the major causes of the debt troubles in Air India; in addition it blamed on the ill timed merger with Indian Airlines as well. Due to high fuel and loan costs, Indian government has already pumped 32 billion rupees into Air India since April 2009 and in March 2012 government bailed out Air India Ltd. with 67.5 billion rupees ($1.4 billion) which the amount almost double of the federal government has spent on new hospitals over the past three years. Air India's corporate headquarters is located at the Air India Building at Nariman Point Point in South Mumbai. Mumbai. The airline airline mov moved ed there in 1970. 1970. The Air India India Building Building also also serves as a regional office for Indian. Return to profitability plans
The new Chairman and Managing director wants to change the order of some of the 111 planes ordered in 2006 to get narrow-body aircraft instead of the wide-body aircraft. 3.1.4.4 Subsidiaries Subsidiaries Air India Cargo
In 1954, Air India Cargo started its freighter operations with a Douglas DC-3 Dakota aircraft, giving Air India the distinction of being the first Asian airline to operate freighters. The airline operates cargo flights to many destinations. The airline also has ground truck-transportation arrangements on select destinations. A member of INTERNATIONAL AIR TRANSPORT ASSOCIATION, Air India carries carries all types types of cargo cargo including including dangerous dangerous goods goods (hazardo (hazardous us materi materials als)) and live animals animals,, provide provided d such shipmen shipments ts are tendere tendered d accordin according g to INTERN INTERNATI ATIONA ONAL L AIR
31 TRANSPORT TRANSPORT ASSOCIATIO ASSOCIATION N Dangerous Dangerous Goods Regulations Regulations and INTERNATI INTERNATIONAL ONAL AIR TRANSPORT ASSOCIATION Live Animals Regulations. At the warehouse in Mumbai, Air India has developed a system of inventory management for cargo handling of import/export functions. This takes care of the entire management of cargo, supports Electronic Electronic Data Interface Interface (EDI) messages with Indian Customs and replaces to a great extent existing paper correspondence between Customs, Airlines, and the custodians. This also replaces manual handling and binning of cargo at the warehouse in Mumbai by Air India. Air India Express
Air India Express is the airline's low-cost subsidiary which was established in 2005 during the aviation boom in India. It operates scheduled passenger services primarily to the Persian Gulf and South East Asia. Air India Express is currently the only airline in Air India Limited which posts profits. It operates a fleet of Next Generation Boeing 737-800 aircraft. Cochin International Airport is the main hub of the airline from which it has connections to almost all the Gulf countries.
3.1.4.5 Fleet
The Boeing customer code for Air India is 37, meaning a model name of, for example, a 747-437 (an Air India747-400). As of May 2010, the average age of the Air India fleet is 9.5 years. New aircraft aircraft orders orders
32 •
On 11 January 2006, Air India announced an order for fifty eight jets - eight Boeing 777-200 777 -200LR LR World World liners liners,, twentytwenty-thr three ee Boeing Boeing 777 777-300 -300ER ER and twenty twenty seven seven Boeing 787-8 Dream liners
•
The airlines received its first Boeing 777-200LR aircraft on 26 July 2007 and Boeing 777-300ER on 10 October 2007.
•
In April 2010, the airline has ordered three Boeing 777-300ERs.
•
Air India expects to get its first Boeing 787 Dreamliner in at the end of May 2012.
3.1.4.6 Accidents and incidents
Ten Air India flights have fatally crashed, including those due to terrorist attacks. Air India has a record of 6.82 fatal events per million flights. 1950s •
On 3 Novemb November er 1950 Air India India Flight Flight 245 Malaba Malabarr Princes Princesss a Lockhee Lockheed d L-749 L-749 Constellation (registered VT-CQP) carrying 48 people (40 passengers and 8 crew), flying flying on the Bombay Bombay-Ca -Cairo iro-Ge -Geneva neva-Lon -London don route, route, crashed crashed onMony onMony Blanc, Blanc, France, killing all on board.
•
On 11 April 1955 Kashmir princess a Lockheed L-749A Constellation registered (VT-DEP) carrying 19 people (11 passengers and 8 crew) was bombed in midair, killing 16 of the 19 on board.
•
On 19 July 1959 Rani of Aera a Lockheed L-1049G super Constellation (registered VT-DIN) carrying 46 people (39 passengers and 7 crew) approached Santacruz Airport in conditions of poor visibility due to rain. The captain was using an altimeter with the barometric pressure set at 29.92". An overshoot was delayed and the aircraft crashed and suffered damage beyond repair. There were no fatalities.
The Air India Memorial in Toronto, Canada dedicated to the victims of Air India Flight 182
33 1960s •
On 24 Janua January ry 1966 1966 Air Air India India Flig Flight ht 101 101 Kanc Kanche henju njunga nga a Boei Boeing ng 707707-420 420 (registered VT-DMN) carrying 117 people (106 passengers and 11 crew) crashed on Mont Blanc, France, on the border between France and Italy, killing all on board. Among Among the dead was the noted noted Indian scientis scientist, t, Homi J. Bhaba.
1970s •
On 1 January 1978 Air India Flight 855 Emperor Ashoka a Boeing 747-237B (regis (registere tered d VT-EBD VT-EBD)) crashed crashed into the Arabia Arabian n Sea after after takeoff takeoff from from Sahara Sahara International Airport (now Chatrapathi Shivaji International Airport) in Mumbai, killing all on board (213 persons; 190 passengers, 23 crew).
1980s •
On 21 June 1982 Air India Flight 403 Gouri Shankar a Boeing 707-420 (registered VT-DJJ) carrying 99 passengers and 12 crew from Kuala Lumpur International Airport via Madras (now Chennai) crashed at Sahara International Airport after a heavy landing during a rainstorm. The fuselage exploded after starting a late goaround. Two crew members and 15 passengers were killed.
•
On 23 June 1985 Air India Flight 182 Emperor Kanishka a Boeing 747-347B (regis (registere tered d VT-EFO VT-EFO)) was blown blown up in mid-air mid-air,, mid-fl mid-flight ight by a suitca suitcase-b se-bomb omb planted by Babbar Kalsa Terrorists Terrorists allegedly allegedly as revenge for the Indian Government's operation on the Golden Temple on June 1984. The flight was on the first leg on its Montreal-London-Delhi-Bombay flight when it exploded off the coast coast of Cork Cork,, Irel Ireland and.. Th Thee plane plane cras crashed hed into into the the Atla Atlant ntic ic Ocea Ocean. n. All All 307 307 passengers passengers and 22 crew on board died. After this incident Air India suspended suspended all services to Montreal.
1990s
34 •
On 24 December 1999, Friday Indian Airlines Flight 184 (VT-EDW) had 178 passengers passengers on board (most of whom were Indian nationals) nationals) that were coming to India after vacationing in Nepal was hijacked, shortly after the aircraft entered Indian airspace at about 17:30 Indian Standard Time. The aircraft was hijacked by gunmen. After touching down in Amritsar, Amritsar, Lahore and Dubai, the hijackers forced the aircraft to land in Kandhahar, Afghanistan. The hijackers released 27 of 176 passengers passengers in Dubai but fatally fatally stabbed stabbed one and wounded several others. The hijacking lasted for seven days and ended after India released three militants — Mushtaq Ahmed Zargar , Ahmed Omar Saeed Sheikh and Maulana Masood Azhar .
2000s •
On 4 September 2009, Air India Flight 829 Konark a Boeing 747-437 (registered VT-ESM) flying on the MumbaiMumbai-Riyadh route caught fire at Chhatrapati Chhatrapati Shivaji International Airport. Airport. The fire started in number one engine while the aircraft was taxing to Runway 27 for take-off. An emergency evacuation was carried out with no injuries among the 228 people (213 passengers and 15 crew) on board.
3.1.5 SPICE JET
Gurgaon, India. It began service in Spice Jet is a low-cost airline headquartered in Gurgaon, May 2005 and by 2008, it was India's second-largest low-cost airline in terms of market share. Spice Jet was voted as the best low-cost airline in South Asia and Central Asia region by Skytrax in 2007 and 2009. Spice Jet Jet was reported reported to be far ahead of other other lowcost carriers in India like IndiGo, JetLite, JetLite, Kingfisher Red and GoAir and GoAir and also full service carriers like Jet Airways and Kingfisher .
35 However, However, services have been riddled riddled by delays. delays. Some passengers passengers have been left stranded stranded after repeated delay announcements announcements followed by abrupt cancellations. cancellations. According to reports, more than 17,480 passengers passengers of Spice Jet have been affected affected by delays of more than two hours in January 2011 alone. That Spice jet is the worst hit among low cost carriers is exemplified by the fact that this number stays unabated at a staggering 15,629 in July 2011. In 2012, the airline again hit the headlines headlines for its debacle in the disabled disabled passenger passenger handling issue for which it has been issued a notice by the Supreme Court. 3.1.5.1 History Early years
MODILUFT logo The origins of Spice Jet track back to February 1993 when ModiLuft, one of India's first post-deregulation post-deregulation airlines that was launched by the Indian industrialist S K Modi, in technical partnership with the German flag carrier Lufthansa . The airline project project was started in February, 1993 by S K Modi, Ashutosh Dayal Sharma and Kanwar K S Jamwal and on 5 May 1993 took the first flight from New Delhi to Mumbai. The airline actually started operations within three months of its conception - a record of kinds in itself. It maintained very high standards in flight safety, ground maintenance and on-time performance, performance, owing to a strong strong support from from Lufthansa Lufthansa AG. The team consisting consisting of Indian Indian and German technical staff and pilots was built by Kanwar K S Jamwal, General Manager Projects, a thorough professional himself, was responsible for setting up the Airline and its operations. Captain R L. Kapur and Retired First officer Cdr. S. Raj along with a team of able Airline experts helped further, in meeting the highest standards in the aviation industry and in conforming to the Indian Aircraft Rules set by the Director General Civil Aviation. The first two batches of the cabin crew were extensively extensively trained at the flight crew training facility at Frankfurt. Frankfurt. Modiluft was perhaps the only Airline to achieve an average aircraft utilization utilization of a minimum minimum 12 hours per day in Indian Skies. This was no ordinary feat, as it
36 required constant supervision, resources and a team of through professionals at every level to make this possible. 3.1.5.2 Emergence as Spice Jet
ModiLuft was the only airline in India to fly a three class configuration compared to others Airlines, It had a First, Business and an Economy Class and an incident free track record of flying. It used Boeing 737-200 Aircraft leased from Lufthansa. ModiLuft did not last very long specially because the business parity of the German and Indian partners was not the same and problems arose. Then the cooperation was broken off and ModiLuft acquired Boeing 737-400 aircraft to replace the 737-200s from Air U K, but the future of ModiLuft was already sealed and the airline ceased operations in 1996. However, the airoperating certificate (AOC) of ModiLuft did not lapse and the airline due to lack of funds changed hands and renamed Royal Airways Airways . Thus, was born Spice Jet following the low cost model. Spice Jet leased 3 Boeing 737-800 Next Generation jet aircraft. Spice Jet chose to buy in modern Boeing NGs after an year long research and study. On March 7, 2005, the Airports Authority of India approved three overnight parking slots (for aircraft) to Spice Jet, with two in Delhi and one in Mumbai. They announced that flights will commence in May after the first of the 30 Boeing 737-800 aircraft arrive in April. Spice Jet opened bookings on May 18, 2005 and results followed followed immediately immediately as over 37,000 were booked out in just one day, setting a new record in the Asian continent. Red Hot Special Fares were introduced introduced ranging from 99 (US$1.9 US$1.98) 8) to 799 (US$15.94). US$15.94). The first flight was flagged off by the Union Minister of Civil Aviation, Shri. Praful Patel. The first Boeing 737-800 aircraft left Delhi for Mumbai via Ahmedabad on May 24, 2005. It was very successful and by 2008, it was India's India's second-larges second-largestt low-cost airline airline in terms terms of market share. share. On 15 July 2008 billionaire Wilbur Ross suggested suggested he would would invest 345 crore (US$68.83 US$68.83 million) in the airline. Indian media baron Kalanidhi Maran acquired 37.7% in the business in June 2010. After completing 5 years of flying, Spice Jet was allowed to commence international flights by the Airports Authority of India on September 7, 2010. Spice Jet launched flights from Delhi to Kathmandu and Chennai to Colombo. Colombo. The first international flight took off on October 7, 2010 from the Delhi airport. On December 9, 2010, Bombardier Aerospace announced that Spice Jet placed a firm order for 15 Q400 NextGen NextGen turboprop airliners airliners and
37 has also placed an option to buy another 15 of those. Spice Jet used their fleet of Q400's for short-haul operations. 3.1.5.3 Fleet Table No: 3.1.5.3.1 Spice Jet fleet Aircraft
In Service
Orde Or ders rs Op Opti tion onss
Passengers
Notes
(Economy)
15 dry leased, 11 owned Boeing 737-800
26
21
—
189
New deliverie deliveriess since December 2010
Boeing 737-900ER Bombardier Dash 8 Q400 Total
6
—
—
212
7
8
15
78
39
29
15
New deliverie deliveriess since August 2011
3.1.5.4 Spice Jet Cargo
Along with passenger services, Spice Jet also offers cargo services on the same flight. The service is available on flights connecting Ahmedabad, Agartala, Bagdogra, Bangalore, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Jaipur, Kochi, Kolkata, Madurai, Mumbai, Pune and Visakhapatnam. Between 2 to 3.5 tons of cargo is ferried on each flight ensuring maximum utilization of the aircraft. 3.1.5.5 Incidents
1. On the evening evening of of Septembe Septemberr 8, 2010 at around around 06:40 06:40 PM IST, IST, the pilots pilots of flight flight SG 219 noticed fire on one of the engines while taxiing towards the runway on
Delhi's Delhi's Indira Indira Gandhi Gandhi Interna Internatio tional nal Airport Airport.. The plane plane called called for emerge emergency ncy services and the problem was fixed. The plane took off at 08:20 PM with all the passengers passengers safe. However, However, just 15 15 minutes minutes into the flight, flight, the pilots reported reported a steep steep
38 fall in cabin pressure and made an emergency landing back at the same airport. All the passengers were safe and the plane was grounded for repairs.
2. On Februa February ry 20, 2012, 2012, a lady named named Jeeja Jeeja Ghosh Ghosh - a teacher teacher at the the Indian Institute of Cerebral of Cerebral Palsy in Kolkata was forcefully offloaded from a flight to Goa. Though a frequent air traveler, the lady was forced to stay back because the pilot - Utprabh Tiwari - claimed that she wasn't fit to fly even though the Spice Jet rules say that disabled people can fly. Jeeja issued a complaint against the pilot and claimed that action be taken since the entire differently-abled community was at stake. The airline later relented to the demand and issued a statement apologizing for the inconvenience caused to the passenger and that the issue will be taken seriously. Notwithstandi Notwithstanding, ng, Ghosh filed filed a plea with the apex court. court. Supreme Court Court has issued a notice to Spice Jet for causing this mental trauma to a differently-abled woman. Ghosh claimed that pilots like that do not deserve to hold the job and be suspended.
3.1.6 SILKAIR SilkAir (Singapore) Private Limited (Chinese: Shèngān Hángkōng) is an airline
based in Singapore. Singapore. It is a wholly owned subsidiary of Singapore Singapore Airlines Airlines and operates scheduled passenger services from Singapore to 31 cities in Southeast Asia, Asia, South Asia and China. China. It has its head office on the fifth storey of Super hub 1. As the regional wing of Singapore Airlines, Airlines, it serves 31 out of 50 short-haul destinations destinations in the Singapore Airlines Airlines Group network, and flew 1.56 million passengers in 2006. It made a profit of S$ of S$30 30 million, as turnover rose 20.4% to $415 million. As of 31 March 2010, SilkAir employs 278 staff. 3.1.6.1 History
39 The airline had its roots as a regional air-charter company in the form of Trade winds winds Charte Charters, rs, formed formed in 197 1976, 6, and using using planes planes predom predominant inantly ly leased leased from from parent parent company company Singapor Singaporee Airline Airliness serving serving leisure leisure destina destinatio tions. ns. Schedule Scheduled d service servicess were were introduced as Trade winds Airlines on 21 February 1989, when it leased McDonnell Douglas MD-87 airplanes for services to six destinations, namely Bandar Seri Begawan, Begawan, Pattaya, Pattaya, Phuket, Phuket, Hat Yai and Kuantan from Singapore's Changi Airport and Tioman from Singapore's Seletar Airport. As the carrier matured, regional business destinations such as Jakarta, Phnom Penh and Yangon were added to its network, thereby broadening the airline's appeal beyond the holiday-maker to include the business traveler. SilkAir A319SilkAir A319100 at Singapore Changi Airport, Airport, with a Singapore Airlines (parent company) Boeing 777 in the background. A major marketing overhaul was started in 1991, culminating on 1 April 1992, by giving the airline its present name and logo as a new corporate identity. The re-branded airline utilized up to six of the new Boeing 737-300s 737-300s introduced just a year earlier. The mid-1990s saw two Airbus A310-200 aircraft in use and the expansion of services to India as well as mainland China. It was the first Asian carrier to offer handheld portable videoon-demand (VOD) in-flight entertainment in the form of the DigEplayer DigEplayer 5500, available on flights to selected countries. 3.1.6.2 Fleet
SilkAir Airbus A320 at Davao International Airport, Philippines SilkAir began operations with 2 leased McDonnell Douglas MD-87 aircraft in 1989, before investing in its own fleet of six Boeing 737-300s 737-300s, the first of which began operations in 1991. It operated two Airbus A310-200s for a brief period from 1993 to 1995 before they they were transfer transferred red to Singapore Singapore Airlines, Airlines, and two two Fokker F70 from 1995 to 2000. It began replacing its Boeing fleet with Airbus aircraft when the first Airbus A320-200 arrived in 1998, and retired all Boeing aircraft a year later. On 20 December 2006, SilkAir signed an agreement to purchase 11 Airbus A320-200 aircraft with nine more on option. These aircraft will be delivered between 2009-2012.
40 The SilkAir fleet consists of the following aircraft (as of 29 February 2012) Table No: 3.1.6.2.1
SilkAir Fleet Aircraft
In Service
Orde Or ders rs Op Opti tion onss
Passengers J
Y Total
Airbus
1
A319-
2
100
3
8 120 128
Airbus
5
16 126 142
A320-
9
200 Total
20
12 106 118 —
—
4
4
4
4
8 112 120
12 138 150
3.1.6.3 Incidents and accidents
On 19 December 1997, SilkAir Flight 185, 185, operated by a Boeing 737-300 and piloted by by Captain Captain Tsu Way Way Ming, Ming, plunged into theMusi the Musi River in River in Sumatra during a routine flight flight from from Jakarta to Singapore, Singapore, kill killin ing g all all 104 104 peop people le on boar board. d. The cras crash h was was investigated by various groups, with different results. The Indonesian NTSC, NTSC, who were lead investigators, stated that they were unable to determine the cause, while the U.S. NTSB concluded that the crash resulted from an intentional act by a pilot, most likely the captain. captain.
41
3.1.7 AIR ARABIA Air Arabia is a low-cost airline with its head office in the Sharjah Freight Center,
Sharjah International Airport, Airport, in Sharjah, Sharjah, United Arab Emirates. Emirates. The airline is the first and largest low cost airline in the Middle East, East, Air Arabia operates scheduled services to 46 destinations in the Middle East, North East, North Africa Africa,, the Indian subcontinent, subcontinent, Central Asia and Europe to 22 countries from Sharjah, 11 destinations in 10 countries from Casablanca and 5 destinations in 5 countries from Alexandria. Its main base is Sharjah International Airport where it functions as a low cost conduit base, similar to low cost airport bases bases in Europe such as Rome Ciampino, Ciampino, London Stansted and Brussels South Charleroi Airport. Airport. Air Arabia separates it from many low cost carriers in that it offers connections to many flights at its base in Sharjah. It also offers some checked luggage at no cost. Air Arabia also has focus cities in Alexandria and Casablanca. Air Arabia is a member of the Arab Air Carriers Organization. Organization. 3.1.7.1 History
42 Air Arabia was established on 3 February 2003 by an Amiri decree issued by Dr. Sultan bin Mohamed Al-Qasimi, the Ruler of Sharjah of Sharjah and member of the Supreme Council of the United Arab Emirates, becoming the first low-fare airline in the region. The airline started operations on 28 October 2003 with the first flight from Sharjah, Sharjah, UAE to Bahrain International Airport. Airport. The airline was profitable from the first year of being in business. It launched a successful initial public offering for 55% of its stock early in 2007. 2007.
3.1.7.2 Joint ventures
An Air Arabia Airbus A320-200 (2008) Air Arabia has created joint ventures at three international bases. The following countries have had or still do have JV airlines based there: Egypt Air Arabia Egypt (2010–present) - On 9 September 2009, Air Arabia announced Air Arabia Egypt as a joint venture with Egyptian travel and tourism company Travco
Group to be based in Alexandria, Alexandria, Egypt. Egypt. The airline received its operating license on 22 May 2010, with commercial flights beginning 1 June 2010. The fleet in Egypt currently consists of three aircraft, two operating a scheduled service and one carrying charter traffic from Europe to the Red Sea. Jordan Air Arabia Jordan (TBA) - On 7 June 2010, Air Arabia announced that they had
signed a deal with Tantash Group to form Air Arabia Jordan which will be based in Amman, Amman, Jordan. Jordan. The proposed airline will operate flights from Queen Alia International Airport to Europe, Europe, Middle East and North Africa. Africa. On June 14 2011 the airline announced it was delaying plans to establish a hub in the country amid regional unrest and soaring fuel costs.
43 Morocco Air Arabia Maroc (2009–present) - Air Arabia, in a joint venture with Moroccan
investors established Air Arabia Maroc and set up a secondary base in Morocco's Morocco's largest city, Casablanca; Casablanca; it began operations on 6 May 2009, allowing them to expand into Europe and Africa. The Maroc fleet currently consists of three aircraft serving mainly European destinations. Nepal
Nepal's capital Fly Yeti (2007–2008) - In 2007, Air Arabia opened a base in Nepal's Kathmandu to serve serve Asia Asia and and the Middle Middle East East,, with with the the sign signing ing of a joint joint ventu venture re agreement with Yeti Airlines, establishing a low-cost carrier, called Fly Yeti that provided affordable and convenient service to a broad range of international destinations. Due to the uncertain political and economic situation prevailing in Nepal and lack of local government support, FlyYeti operations were suspended since early 2008. 3.1.7.3 Fleet
As of November 2011, the Air Arabia fleet consists of the following aircraft, with an average age of 3.2 years. which are all equipped with 162/168 passenger seats in an alleconomy class cabin layout. Table No: 3.1.7.3.1 Air Arabia Aircraft
In fleet
Airbus A320-214 27
Orde Or derr Pass Passen enge gers rs
44
162/168
Number Number of Business Business and and Economy Economy seats varies according according to to demand 3.1.7.4 Incidents and accidents
44 On 6 May 2006, an Armavia aircraft that was leased to Air Arabia at that time was destroyed in a hangar fire at Brussels Airport, Airport, along with four other airliners parked there.
3.1.8 COIMBATORE INTERNATIONAL AIRPORT
INTERNATI NATIONAL ONAL AIR TRAN TRANSPORT SPORT Coimba Coimbatore tore Interna Internation tional al Airport Airport (INTER ASSOCIATION:: CJB, ICAO ASSOCIATION ICAO:: VOCB) i s a custom customss airport locat located ed at Peelamedu Peelamedu,, Coimbatore.. It was previously known as Coimbatore Civil Aerodrome. It is about 17 km Coimbatore (11 mi) from the city center. It is located along Peelamedu and Neelambur, with passenger entry at Neelambur and cargo entry at Peelamedu. Peelamedu. It is the eleventh largest airport airport in India in terms of total passenger passenger movement and the second largest in Tamil Nadu, Nadu, after Chennai after Chennai International Airport. Airport. 3.1.8.1 History
The airport had its commencement in the 1940s in the form of a civil aerodrome with just the Indian operating Fokker F27, F27, Douglas DC-3 and Hawker Siddeley' Siddeley's Avro 748. 748. For a considerable phase, the air services were restricted to the cities of Chennai and Mumbai. However, in the later years services to Cochin and Bangalore were also added. The airport in the 80s had a thorough transformation when it was closed down for runway expansion so as to enable modern days jets like Boeing 737 and Airbus A320 to operate. The year 1987 is a landmark in the history of this airport since on that year the project of runway expansion was completed and a new terminal started operation.
45 Nowadays, Nowadays, the airport is served served by 10 airlines and 5 more are likely likely to initiate their operations in the coming years. In the meanwhile, two airlines, Silkair and Air Arabia, Arabia, started operations to Coimbatore, linking Coimbatore with Singapore and Sharjah Sharjah..
3.1.8.2 Airport with a Mission
The airport had its commencement in the 1940’s in the form of a civil aerodrome with just a few airplanes of the Indian Airlines. From that period for a considerable phase the air services services were restricted restricted to the cities of Chennai and Mumbai. However, However, in the later years years services services to Cochin Cochin and Bangalore Bangalore were also added. added. The airport airport in the 80s had a thorough transformation when it was closed down for runway expansion so as to enable modern days jets like Boeing 737 and Airbus to operate. The year 1987 is a landmark in the history of this airport since on that year the project of runway expansion was completed and a new terminal started operation. Nowadays, Nowadays, the airport is served served by 10 airlines and 5 more are likely likely to initiate their operations operations in the coming years. In the meanwhile, the reputed international international airline SilkAir has started operations to Coimbatore, linking Coimbatore with Singapore. The other two international airlines that are operating from here are Air Arabia and Air India-Express. In the airport there is also a runway that is 10,000 feet in length and it is destined that the final expansion will expand it to12,500 ft in length. This will be done to handle wide bodied aircrafts in a better manner. There are two hangers in the airport. While one of them provides housing for the planes of Coimbatore Coimbatore Flying Club, the others provides provides shelter shelter for private carriers. carriers. The airport has only one terminal and the other is under construction. The airport is on the verge of expansion and projects are being chalked out in this direction. The airport authority is pondering over the construction of a parallel taxiway to
46 reduce reduce the runway runway occupancy occupancy time time and turnaro turnaround und of aircraf aircraft. t. In addition addition,, plans plans for modernizing the present terminal with all modern facilities are sought after. 3.1.8.3 Infrastructure Infrastructure
Thee new passe Th passenge ngerr term termina inall comple complex x at Neel Neelam ambur bur is used used for for passe passenge nger r operati operations. ons. The passenge passengerr termina terminall comple complex x consist consistss of a domesti domesticc termina terminall and an International terminal, although the complex is one continuous structure. The first part to be built was the old terminal terminal at Peelamedu Peelamedu followed followed by the new domestic domestic terminal terminal with three aero bridges at Neelambur. The old terminal at Peelamedu is used for handling cargo. The airport has one runway that is 9,760 feet (2,970 m) in length extended from 8,500 ft (2,600 m). The airport can now accommodate larger aircraft such as the Boeing 747 and Airbus A330 because of this runway expansion. The runway is further slated to be extended to 12,500 feet (3,800 m) to handle wide bodied aircraft in a efficient manner. An Instrument Instru ment Landing System (ILS) has also been installed. Although the cargo complex is one continuous structure, it was built incrementally, with the Domestic and International terminals being added in 2007 to the already existing terminal. The airport airport has a parking parking management management system system will will be in place place with with separate separate entrance for VIP/Government and other exempted class of vehicles, with a dedicated area for parking for 12 vehicles. The airport parking area has the capacity to park 282 cars.
3.1.8.4 Facilities inside the airport
Coimbatore Airport has many facilities like ATMs, money restore counters, checkup aid, dietetic and rinse etc. Travelers can make use of next facilities at the airport:
Baggage Trolleys and sweep cope for disabled passengers
Checkup / First Aid Room
47
Tourist Information
Car Rental
Drinking Water
Money Exchange
STD / ISD / PCO
Pre-paid Taxi
Gift Shops
Restaurant and Snack Bars
Tea / brunette Vending Machines
Silky draft Vending Machines
ATM
3.1.8.5 Proposed Expansion
The further proposed expansion of the airport includes the construction of a parallel taxiway to the runway. This will minimize the runway occupancy time and turnaround of aircraft, as aircraft currently taxi on the runway. Two more parking bays will be added, raising the total number to eight. There are two hangars in the airport; one provides housing for the planes of Coimbatore Flying Club, the other provides shelter for private carriers. The airport has only one terminal and another is under construction. The airport is on the verge of expansion and projects are being chalked out in this direction. In addition, plans for modernizing the present terminal with all modern facilities are sought after. 3.1.8.6 Transport links
The airport is located on the National Highway 47(Avinashi Road). Frequent bus services are available from the central bus stand in Gandhipuram and also from other auxiliary bus stations of Singanallur and Ukkadam. Cab services and auto rickshaws also provide commuting commuting services services from and to the the airport. airport. 3.1.8.7 Airlines and destinations Table No: 3.1.8.7.1
48 Airlines Air Arabia Air India IndiGo Jet Airways JetLite Kingfisher Airlines Silkair SpiceJet
Destinations
Sharjah Chennai, Delhi, Kozhikode, Mumbai Bhubaneshwar, Chennai, Delhi, Hyderabad, Kolkata, Mumbai Bangalore, Chennai Ahmedabad, Bangalore, Delhi, Mumbai Bangalore Singapore Ahmedabad, Chennai, Delhi, Hyderabad, Mumbai
Cargo Airlines Air India Cargo Blue Dart Aviation Kingfisher Xpress Yanda Airlines
Destinations
Chennai Delhi Bangalore, Chennai, Mumbai Bangkok-Suvarnabhumi, Sharjah
3.1.8.8 Incidents
On 17 November 2007, an accident at the parking bay of the airport was averted when the wing of a SpiceJet Boeing 737, bound for New New Delhi Delhi with 130 passengers, almost struck the wing of a stationary Air Deccan A320 aircraft. The aircraft was stopped on time and the accident averted.
CHAPTER - IV ANALYSIS AND INTERPRETATION INTERPRETATION
49
4.1 Simple Percentage Analysis Table No: 4.1.1 CLASSIFICATION OF AGE GROUP
Chart No: 4.1.1
S.No 1 2 3 4 5
PARTICULARS BELOW 25 YRS 25-35 35-45 45-55 ABOVE 55 YRS Total
RESPONDENTS 21 38 19 13 9 100
PERCENTAGE 21 38 19 13 9 100
Interpretation
From the above table 4.1.1, it shows that 38% are of 25-35 years, 21% are of below 25 years, 19% are of 35-45 years, 13% are of 45 -55 years and 9% are of above 55 years of age.
50 Table No: 4.1.2 CLASSIFICATION OF GENDER S.No 1 2 Total
PARTICULARS MALE FEMALE
RESPONDENTS 77 23 100
PERCENTAGE 77 23 100
Chart No: 4.1.2
Interpretation
From the above table 4.1.2, it shows that 77% are of male respondents and 23% are of female respondents.
51 Table No: 4.1.3 CLASSIFICATION OF INCOME LEVEL S.No 1 2 3 Total
PARTICULARS BELOW Rs50,000 Rs50,000-Rs1,00,000 ABOVE Rs1,00,000
RESPONDENTS 34 32 34 100
PERCENTAGE 34 32 34 100
Chart No: 4.1.3
Interpretation
From the above table 4.1.3, it shows that 34% are of below Rs.50,000 in their income level, 32% are of Rs.50,000 – Rs.1,00,000 in their income level and 34% are of above Rs.1,00,000 in their income level.
52 Table No: 4.1.4 CLASSIFICATION OF MARITAL STATUS S.No 1 2 Total
PARTICULARS MARRIED UN MARRIED
RESP RESPO ONDEN NDENTS TS 68 32 100
PER PERCEN CENTAGE TAGE 68 32 100
Chart No: 4.1.4
Interpretation
From the above table 4.1.4, it shows that 68% are of married respondents respondents and 32% are of unmarried respondents.
53 Table No: 4.1.5 CLASSIFICATION OF FAMILY STRENGTH S.No 1 2 3 Total
PARTICULARS 3 4 5 and ABOVE
RESPONDENTS 37 48 15 100
PERCENTAGE 37 48 15 100
Chart No: 4.1.5
Interpretation
From the above table 4.1.5, it shows that 48% are of family strength is 4, 37% are of family strength is 3 and 15% are of family strength is 5 and above.
54 Table No: 4.1.6 CLASSIFICATION OF LOCATION S.No 1 2 Total
PARTICULARS URBAN RURAL
RESPONDENTS 84 16 100
PERCENTAGE 84 16 100
Chart No: 4.1.6
Interpretation
From the above table 4.1.6, it shows that 84% of respondents respondents are from urban and 16% of respondents are from rural.
55 Table No: 4.1.7 CLASSIFICATION OF PREFERRED CLASS S.No 1 2 3 Total
PARTICULARS FIRST CLASS BUSINESS ECONOMIC
RESPONDENTS 12 19 69 100
PERCENTAGE 12 19 69 100
Chart No: 4.1.7
Interpretation
From the above table 4.1.7, it shows that 69% of respondents are preferred economic class, class, 19% of responde respondents nts are preferre preferred d busine business ss class class and 12% of responde respondents nts are preferred preferred first first class. class.
56 Table No: 4.1.8
FLIGHT DEPARTS AND ARRIVES AS PER SCHEDULE S.No 1 2 Total
PARTICULARS YES NO
RESPONDENTS 71 29 100
PERCENTAGE 71 29 100
Chart No: 4.1.8
Interpretation
From the above table 4.1.8, it shows that 71% of respondents are said yes and 29% of respondents said no for flights departs and arrives as per schedule.
57 Table No: 4.1.9
CHECK IN PROCESS FOR AIR CARRIERS S.No 1 2 3 4 5
PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED
Total
RESPONDENTS 21 62 14 2 1
PERCENTAGE 21 62 14 2 1
100
100
Chart No: 4.1.9
Interpretation
From the above table 4.1.9, it shows that 62% of respondents are satisfied, 21% of respondents are highly satisfied, 14% of respondents are neutral, 2% of respondents are dissatisfied and 1% of respondents are highly dissatisfied.
58
Table No: 4.1.10
BAGGAGE HANDLING PROCESS FOR AIR CARRIERS S.No 1 2 3 4 5
PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED
Total
RESPONDENTS 18 63 16 2 1
PERCENTAGE 18 63 16 2 1
100
100
Chart No: 4.1.10
Interpretation
From the above table 4.1.10, it shows that 63% of respondents are satisfied, 18% of respondents are highly satisfied, 16% of respondents are neutral, 2% of respondents are dissatisfied and 1% of respondents are highly dissatisfied.
59 Table No: 4.1.11 LEVEL OF COIMBATORE INTERNATIONAL AIRPORT COMPARING TO OTHERS S.No 1 2 3 4 5 Total
PARTICULARS EXCELLENT GOOD FAIR POOR VERY POOR
RESPONDENTS 9 50 26 13 2 100
PERCENTAGE 9 50 26 13 2 100
Chart No: 4.1.11
Interpretation
From the above table 4.1.11, it shows that 50% of respondents are good, 26% of respondents are fair, 13% of respondents are poor, 9% of respondents are excellent and 2% of respondents are very poor.
60 Table No: 4.1.12 RESPONE LEVEL BY CRM OF AIRLINES S.No 1 2 3 4 5 Total
PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED
RESPONDENTS 13 64 17 6 0 100
PERCENTAGE 13 64 17 6 0 100
Chart No: 4.1.12
Interpretation
From the above table 4.1.12, it shows that 64% of respondents are satisfied, 13% of respondents are highly satisfied, 17% of respondents are neutral, 6% of respondents are dissatisfied and 0% of respondents are highly dissatisfied.
61 Table No: 4.1.13
TICKET BOOKING PROCESS FOR AIR CARRIERS S.No 1 2 3 4 5 Total
PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED
RESPONDENTS 22 54 20 4 0 100
PERCENTAGE 22 54 20 4 0 100
Chart No: 4.1.13
Interpretation
From the above table 4.1.13, it shows that 54% of respondents are satisfied, 22% of respondents are highly satisfied, 20% of respondents are neutral, 4% of respondents are dissatisfied and 0% of respondents are highly dissatisfied.
62 Table No: 4.1.14
HANDLING OF DELAYS AND CANCELLATIONS OF AIRLINES S.No 1 2 3 4 5 Total
PARTICULARS EXCELLENT GOOD FAIR POOR VERY POOR
RESPONDENTS 10 47 36 6 1 100
PERCENTAGE 10 47 36 6 1 100
Chart No: 4.1.14
Interpretation
From the above table 4.1.14, it shows that 47% of Respondents are good, 36% of respondents are fair, 10% of respondents are excellent, 6% of respondents are poor and 1% of respondents are very poor.
63 Table No: 4.1.15
ON TIME PERFORMANCE OF FLIGHTS S.No 1 2 3 4 5 Total
PARTICULARS EXCELLENT GOOD FAIR POOR VERY POOR
RESPONDENTS 17 52 24 7 0 100
PERCENTAGE 17 52 24 7 0 100
Chart No: 4.1.15
Interpretation
From the above table 4.1.15, it shows that 52% of respondents are good, 24% of respondents are fair, 17% of respondents are excellent, 7% of respondents are poor and 0% of respondents are very poor.
64 Table No: 4.1.16 BEHAVIOUR OF AIR HOSTESS AND STEWARDS IN INFLIGHT S.No 1 2 3 4 5 Total
PARTICULARS VERY GOOD GOOD NEUTRAL POOR VERY POOR
RESPONDENTS 11 46 23 19 1 100
PERCENTAGE 11 46 23 19 1 100
Chart No: 4.1.16
Interpretation
From the above table 4.1.16, it shows that 46% of respondents are good, 23% of respondents are fair, 11% of respondents are excellent, 19% of respondents are poor and 1% of respondents are very poor.
65 Table No: 4.1.17 QUALITY OF FOOD SERVED BY AIR CARRIERS S.No 1 2 3 4 5 Total
PARTICULARS VERY GOOD GOOD NEUTRAL POOR VERY POOR
RESPONDENTS 9 29 39 17 6 100
PERCENTAGE 9 29 39 17 6 100
Chart No: 4.1.17
Interpretation
From the above table 4.1.17, it shows that 29% of respondents are good, 39% of respondents are fair, 9% of respondents are excellent, 17% of respondents are poor and 6% of respondents are very poor.
66 Table No: 4.1.18 EXPECTATION MATCHES WITH THE REALITY OF AIRLINES S.No 1 2 Total
PARTICULARS YES NO
RESPONDENTS 63 37 100
PERCENTAGE 63 37 100
Chart No: 4.1.18
Interpretation
From the above table 4.1.18, it shows that 63% of respondents are said yes and 37% of respondents said no for expectations matches with reality of airlines.
67 Table No: 4.1.19 CLEANLINESS IN YOUR TIME OF JOURNEY S.No 1 2 3 4 5 Total
PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED
RESPONDENTS 24 53 16 4 3 100
PERCENTAGE 24 53 16 4 3 100
Chart No: 4.1.19
Interpretation
From the above table 4.1.19, it shows that 53% of respondents are satisfied, 24% of respondents are highly satisfied, 16% of respondents are neutral, 4% of respondents are dissatisfied and 3% of respondents are highly dissatisfied.
68 Table No: 4.1.20
LIKE THE INSIDE ENVIRONMENT OF COIMBATORE INTERNATIONAL AIRPORT S.No 1 2 Total
PARTICULARS YES NO
RESPONDENTS 68 32 100
PERCENTAGE 68 32 100
Chart No: 4.1.20
Interpretation
From the above table 4.1.8, it shows that 68% of respondents are said yes and 32% of respondents said no for like the inside environment of Coimbatore international airport.
4.2 Reliability Test
69 Table No: 4.2.1 Reliability
Scale: ALL VARIABLES
Case Processing Summary
Cases
N
%
Valid
10
100.0
Excludeda
0
.0
Total
10
100.0
a. List wise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
N of Items
.773
20
Interpretation:
From the above table 4.21, the reliability reliability test has been done for 10 variables with 20 items and the reliability statistics is 0.773. Hence the variables are reliable
4.3 Chi Square Test
70 Table No: 4.3.1 N par test Frequencies
Age
Obse bserved ved N Expect pecteed N
Residua dual
below 25 years
23
20.0
3.0
25-35
37
20.0
17.0
35-45
18
20.0
-2.0
45-55
13
20.0
-7.0
above 55
9
20.0
-11.0
Total
100
did the flight departs and arrives as per schedule
Observed N
Expected N
Residual
Yes
71
50.0
21.0
No
29
50.0
-21.0
Total
100 Chi Square Test Statistics
Age
did the fight departs and arrives as per schedule
Chi-Square
23.600a
17.640 b
Df
4
1
Asymp. Sig.
.000
.000
Interpretation
From the above table 4.3.1 it shows that the calculated value is higher than the table value. So, the H1 can be accepted and H2 can be rejected. H1= H1= There There is sign signif ifica icant nt rela relati tion on betw betwee een n age age and flig flight ht depar departs ts and and arri arrive vess as per schedule. H2= There is no significant relation between age and flight departs and arrives as per schedule.
Table No: 4.3.2
71 Frequencies
Gender
Observed N
Expected N
Residual
Male
77
50.0
27.0
Female
23
50.0
-27.0
Total
100
Level Of CBE International Airport Comparing To Others
Observed N
Expected N
Residual
Very Poor
2
20.0
-18.0
Poor
13
20.0
-7.0
Fair
26
20.0
6.0
Good
50
20.0
30.0
Excellent
9
20.0
-11.0
Total
100
Chi Square Test Statistics
gender
level of CBE international airport comparing to others
Chi-Square
29.160a
71.500 b
Df
1
4
Asymp. Sig.
.000
.000
Interpretation
From the above table 4.3.2 it shows that the calculated value is higher than the table value. So, the H1 can be accepted and H2 can be rejected. H1= There is significant relation between gender and level of CBE international airport comparing to others. H2= There is no significant relation gender and level of CBE international airport comparing to others.
Table No: 4.3.3 Frequencies
72
Income Level
Observed N
Expected N
Residual
below Rs Rs 50,000
35
33.3
1.7
Rs 50,000-Rs 1,00,000
31
33.3
-2.3
Above Rs 1,00,000
34
33.3
.7
Total
100
Response Level By CRM Of Airlines
Observed N
Expected N
Residual
Dissatisfied
6
25.0
-19.0
Neutral Neutral
17
25.0
-8.0
Satisfied
64
25.0
39.0
highly satisfied
13
25.0
-12.0
Total
100 Chi Square Test Statistics
income level
response level by CRM of airlines
Chi-Square
.260a
83.600 b
Df
2
3
Asymp. Sig.
.878
.000
Interpretation
From the above table 4.3.2 it shows that the calculated value is higher than the table value. So, the H1 can be accepted and H2 can be rejected. H1= There is significant relation between income level and response level by CRM of airlines. H2= There is no significant relation between income level and response level by CRM of airlines.
4.4 One Way ANOVA Test Table No: 4.4.1
73 One way income level BY quality of food served by airlines
Interpretation
From the above table 4.3.2 it shows that the calculated value is higher than the table ANOVA
Income level Sum of Squares
df
Mean Square
F
Sig.
Between Groups
3.166
4
.791
1.142
.341
Within Groups
65.824
95
.693
Total 68.990 99 value. So, the H1 can be accepted and H2 can be rejected. H1= There is significant relation between income level and quality of food served by airlines. H2= There is no significant relation between income level and quality of food served by airlines.
Table No: 4.4.2
ONEWAY marital status BY expectations matches with the reality of airlines.
74
ANOVA Marital Status
Sum of Squares
df
Mean Square
F
Sig.
Between Groups
.058
1
.058
.261
.611
Within Groups
21.702
98
.221
Total
21.760
99
Interpretation
From the above table 4.3.2 it shows that the calculated value is higher than the table value. So, the H1 can be accepted and H2 can be rejected. H1= There is significant relation between marital status and expectations matches with the reality of airlines. H2= There is no significant relation relation between between marital marital status and expectations matches with the reality of airlines.
Table No: 4.4.3
75 ONEWAY gender BY cleanliness in time of your journey
ANOVA Gender
Sum of Squares
df
Mean Square
F
Sig.
Between Groups
.700
4
.175
.977
.424
Within Groups
17.010
95
.179
Total
17.710
99
Interpretation
From the above table 4.3.2 it shows that the calculated value is higher than the table value. So, the H1 can be accepted and H2 can be rejected. H1= There is significant relation between gender and cleanliness in time of your journey. H2= There is no signifi significant cant relation relation betwee between n gender gender and cleanli cleanlines nesss in time time of you your r journey.
CHAPTER - V
76
Findings, Suggestions and Conclusion 5.1 Findings •
Now a day’s aviation aviation industry industry is facing a huge competition competition between between the carriers. carriers. To know about the need and taste of customers is very much important. As the major marketing technique Frequent Flyer Programme has great influence in customers. The competition among FFP of major airlines is also high. So that innovative methods will help for the success of airlines. FFP as a loyalty based programme airline can retain the existing customers.
•
As per the response of respondent airlines in Coimbatore international airport seem to be ok on its quality quality of food providing in-flight in-flight for attracting attracting the customers. customers. Finding reveals 39% choose an airline because of its quality of food is neutral.
•
It is found found that that passe passenge ngers rs expec expecta tati tions ons matc matches hes with with the the real reality ity of airli airlines nes in Coimbatore international airport. 63% of people say yes.
•
An obvious weakness is the high prices of airlines due to its huge investments in ordering aircrafts. Although it has opportunities many threats are concerning it, such as increase of oil prices, and the spread of killer diseases.
•
The service servicess employe employed d by low cost cost carrier carrierss are signifi significant cantly ly differ different ent from from those those employed by full service carriers.
•
Low Cost airlines slash traditional fare structures in a bid to offer a new breed of highly price sensitive sensitive flyer flyer the cheapest cheapest ticket. ticket.
5.2 Suggestions Suggestions
77
•
Investigating technology is recommended for improving customer service and airlines has to sign sign contr contrac actt with with an e-bus e-busine iness ss compan company y that that offer offerss airli airlines nes techn technol olog ogy y solutions. E-CRM strategy is a new technology that airlines should implement since Internet users' number is increasing. It allows managing long term relationships with customers. Generally Airlines should do analysis for internal and external factors and its competitors and develop new strategies to stay competitive in the maturity stage.
•
As the Airline industry is in the maturity stage, there is a strong competition between airline airline firms firms.. Each firm firm should should use offensiv offensivee strate strategie giess besides besides doing doing analysis analysis for internal and external factors that may affect its position. Airlines should aggressively market its product and services through innovative techniques.
•
Airlines should enhance its connectivity across the country and even outside in order to sustain the business.
•
Promotional methods should be changed as per the current market
•
Airlines should give more emphasis on the yield than the revenue
5.3 Conclusion Conclusion
78 After detailed study, assessment and evaluation of primary and secondary data, it is signif significa icant nt to und under erli line ne about about how the the aims aims and obje object ctive ivess of the the thesi thesiss work work were were analyzed. The research research study attempts to understand understand and critically critically analyze the custome customerr
satisf satisfact action ion
in airline airline
indust industry ry
with with special special refere reference nce
to
Coimba Coimbator toree
International Airport. Therefore to examine this, the investigation was executed to identify the main service determinants of Airlines and based on these to gauge the satisfaction levels of the passengers and also to evaluate the passenger satisfaction and quality of service among travelers travelers in airlines airlines and further further to emphasize emphasize the several several measures taken by them to provide provide excell excellent ent custome customerr service service to its passenger passengers. s. Further Further in-dept in-depth h study study revealed that tha t customers who fly were more concerned with the ticket fares and also few passengers passengers responded that they were worried about the baggage facilities facilities and few of them expressed security issues as an area of concern.
After closely examining, it is clearly understood that airline passengers judge the quality of flight services offered to them on the the basis of prompt arrivals and departures, air fares and then based on the various facilities such as safety, food & beverages, attitude of staff, staff, baggage baggage to name a few. few. Overal Overalll conclus conclusion ion may be interpre interpreted ted from from the passenger passenger interview, interview, feedbacks feedbacks and secondary secondary data on airline industry, it is evident in
airline airline
industry industry attaining attaining
that
excellent excellent passenger passenger satisfaction satisfaction is little beyond the
reach of a specific specific airline airline when the the competition competition is worldwide. worldwide. In today's global economy people are more educated educated and intend to travel internationally internationally both for work and leisure purposes than before and they enjoy travelling to more locations very easil easily y and and with with bett better er value value of mo money ney.. There Therefor fore, e, the passe passenge ngerr insis insists ts for for bett better er connectivity, reasonable ticket prices and improved flight services than before. In today's competitive competitive world with many best alternatives alternatives available available to the passengers passengers it is very critical for the th e airlines to meet me et the passenger p assenger satisfactions and offer excellent service to reach great heights in the near future.
BIBILOGRAPHY
79 1.
http://www.usatoday.com/travel/news/2003/06/04-indigo-teterboro.html
“Indigo
Airlines drops Teterboro flights." flights." USA Today. June 4, 2003. Retrieved May 9, 2008. 2.
http://www.goindigo.in/
3.
http://www.jetairways.com/Economictimes.indiatimes.com.
4. http://www.business-standard.com/ondia/storypage.php 5. http://timesofindia.indiatimes.com/business/india-business/Jet-Airwaysdiscontinues-JetLite-merges-with-Konnect/articleshow/12331010.cms 6. http:// http://www www.pl .planes anesplot plotter ters.ne s.net/ t/ 7. http://www.ch-aviation.ch/portal/aircraft.php?search=set&airline=KIF 8. http://indiato http://indiatoday.intoda day.intoday.in/st y.in/story/king ory/kingfisher fisher-airline -airlines-bail s-bailout-vij out-vijay-mall ay-mallya-inya-incrisis/1/160579.html India Today, Kingfisher in trouble: Vijay Mallya refuses to accept his business model is to be blamed for crisis, crisis, 19 November 2011, retrieved 4 Dec2011. 9. http://www.airlinequality.com/ 10. http://in.finance http://in.finance.yahoo.com .yahoo.com/news/ /news/kingfis kingfisher-oper her-operate-120 ate-120-daily-daily-flights flights-114123710.html 11. http://www.staralliance.com 12. 12. 12. "Air India, Star Alliance resume talks". talks". Official website of Hindustan Times. 13 October2011. October2011.http://www.hindustantimes.com/News-Feed/sectorsaviation/AirIndia-Star-Alliance-resume-talks/Article1-756987.aspx.. India-Star-Alliance-resume-talks/Article1-756987.aspx
Retr Retrie ieve ved d
15
Octo Octobe ber r
2011. 13.
http://www.flightglobal.com/news/articles/government-approves-rs300bn-airindia- bailout-370662/. Retrieved 14 April 2012. 2012.
14. 14. Choud Choudhur hury, y, Santa Santanu nu (8 Septe Septemb mber er 201 2011) 1).. "A "Audi udito torr Sl Slam amss Ai Airr Ind India ia Pl Plane ane Orders".TheWalStreetJournal. Orders" .TheWalStreetJournal. http://online.wsj.com/article/SB10001424053111904836104576558101182208210. html.. html 15. "CompanyHistory-SpiceJet" "CompanyHistory-SpiceJet"..http://www.moneycontrol.com/companyfacts/spicejet/history/SJ01#SJ01.. facts/spicejet/history/SJ01#SJ01 16. http://spicejet.com/newspage.asp?strNews=AAI
80 17. http://economictimes.indiatimes.com/Kalanithi-Maran-to-buy-37-stake-inSpiceJet/articleshow/6037165.cms 18. http://www.channelnewsasia.com/stories/singaporebusinessnews/view/1078786/1/. html.. html 19. http://www.silkair.com/mbe/en_UK/content/corporate/heritage.jsp http://www.silkair.com/mbe/en_UK/content/corporate/heritage.jsp.. 20. http://www.airfleets.net/flottecie/Silkair.html http://www.airfleets.net/flottecie/Silkair.html.. 21. http://www.airarabia.com/AirArabiaNewEgypt.html http://www.airarabia.com/AirArabiaNewEgypt.html.. 22. http://www.airfleets.net/ageflotte/Air%20Arabia.html 23. http://www.aai.aero/traffic_news/mar2k11annex3.pdf 24. http://www.t http://www.thehindu.co hehindu.com/2008/ m/2008/04/20/s 04/20/stories tories/200804205 /2008042057760100.ht 7760100.html ml 25. http://www.thehindu.com/todays-paper/tp-national/tptamilnadu/article1589866.html 26. http://www.coimbatoreairport.com/php/showNews.php 27. http://www.coimbatoreairport.com/php/showContent.php?linkid=1259 28. http://www.coimbatoreairport.com/php/passengerinfo.php 29. http://www.aai.aero/traffic_news/mar2k11annex4.pdf
ANNEXURE
81 ‘‘A Study on Passenger Passenger Satisfaction in Airline Industry with Special Reference to Coimbatore International Airport” Greetings:-
I Aravindraj.R Final year MBA student from Excel Business School in Komarapalayam ,Tamil Nadu .I am going to do a project on the above topic in your esteemed organization. Hence, I request you to give your valuable opinion regards the below stateme statement. nt. Your opinions opinions will will be kept kept as confidentia confidential. l.
Personal Details :-
1.
Name
:
2. Age
: a) Below 25yrs
b) 25-35yrs
d) 45-55yrs
c) 35-45yrs
e) Above 55yrs
3. Gender
: a) Male
b) Female
4. Inco ncome Leve evel
: a) Below elow Rs50 Rs50,, 000 000
b) Rs50 s50,000 ,000 – Rs1,0 s1,00 0,000 ,000
c) Above Rs1, 00,000 5. Marital Status
: a) Married
6. Family Strength
: a) 3
7. Location
: a) Urban
8. Preferred Class
: a) First Class
9. Email ID
:
b) 4
b) Unmarried c) 5 & above b) Rural b) Business
C) Economic
[Highly Dissatisfied –HDS, Dissatisfied -DS, Neutral-N, Satisfied –S, Highly satisfiedHS] [1- Very good, 2- Good, 3- Neutral, 4- Poor, 5- Very poor] A) LEVEL OF SATISFACTION IN AIRPORT
1. Did the flight departs and arrives as per schedule. a) YES
b) NO
2. Are you satisfied about the CHECK IN process for air carriers in CBE international airport? a) HS
b) S
c) N
d) DS
e) HDS
82 3. How do you feel about the BAGGAGE HANDLING process for air carriers in CBE international airport? a) HS
b) S
c) N
d) DS
e) HDS
4. What is the level of CBE international airport comparing to others? a) Excellent
b) Good
c) Fair
d) Poor
e) Very Poor
5. What is the response level by CRM of airlines in CBE international airport regarding airline clarifications? a) HS
b) S
c) N
d) DS
e) HDS
B) LEVEL OF SATISFACTION IN AIRLINES
6. How do you feel about ticket booking process for air carriers in CBE international airport? a) HS
b) S
c) N
d) DS
e) HDS
7. How do you rate the handling of DELAYS & CANCELLATION of airlines in CBE international airport? a) Excellent
b) Good
c) Fair
d) Poor
e) Very Poor
8. How do you rate ON TIME PERFORMANCE of flights in CBE international airport? a) Excellent
b) Good
c) Fair
d) Poor
e) Very Poor
9. Rate the scale of behavior of air hostess and stewards in INFLIGHT. a) 1
b) 2
c) 3
d) 4
e) 5
10. Rate the scale of quality of food served by the air carriers. a) 1
b) 2
c) 3
d) 4
e) 5
11. does your expectations matches with the reality of airlines in CBE international airport. a) YES
b) NO
12. How do you feel about the cleanliness in the time of your journey? a) HS
b) S
c) N
d) DS
e) HDS
13. Do you like the inside environment of CBE international Airport. a) YES
b) NO
14. If Yes, Give your opinion for the below category a) Excellent
b) Good
c) Fair
d) Poor
e) Very Poor
83 15. Give Give your your Valu Valuabl ablee comme comment ntss and sugg sugges esti tions ons for for the impr improv ovem ement ent of CBE CBE international Airport ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Thanks for your kind co-ordination.
