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crm ppt of jet airways

hi.. can you please send me CRM FOR AIRLINES INDUSTRY project to this mail id. suchiabi[at]

Thank you.

JetBlue Airways Corporation (NASDAQ: JBLU) is a low-cost US airline. The company is headquartered in the Forest Hills neighborhood of Queens, New York City. Its main base is John F. Kennedy International Airport, also in Queens.

In 2001, JetBlue began a focus-town operation at Long Beach Airport in Long Beach, California, and another at Boston's Logan International Airport in 2004. It also has focus-town operations in Fort Lauderdale - Hollywood International Airport, Orlando International Airport and Luis Muñoz Marín International Airport in San Juan. The airline serves mainly destinations in the United States, along with flights to the Caribbean, Bahamas, Bermuda, Colombia, Costa Rica, Dominican Republic, Jamaica and Mexico. As of November 19, 2010 (2010 -11-19) [update] JetBlue serves 63 destinations in 22 states (including Puerto Rico) and 11 countries in the Caribbean and Latin America.

JetBlue maintains a corporate office in Cottonwood Heights, Utah, a satellite office in Darien, Connecticut, and its information technology center in Garden City, New York. JetBlue is a non-union airline
Jet Airways (India) Private Limited is India's leading private airline. It has a market share of around 45 percent. Jet operates a relatively young fleet of Boeing 737s and ATR72 turboprops. It carries about seven million passengers a year. Its reputation for punctuality and excellent service attracts a large proportion of business travelers. The founder and president of Jet is Naresh Goyal, an Indian expatriate living in London.


The company's founder, Naresh Goyal, began his travel career in 1967 at the age of 18 as General Sales Agent (GSA) for Lebanese International Airlines. In May 1974, he formed his own company, Jetair (Private) Limited, to market other foreign airlines in India. Jetair eventually grew into a network of 60 branches.

After three and a half decades of monopoly of Air India and Indian Airlines, the Indian government reopened the national aviation market to private carriers in April 1989. Goyal established Jet Airways (India) Private Limited in 1991.

The initial investment was $ 20 million. Through an Isle of Man holding company, Tail Winds, the company's founder, Naresh Goyal (then London-based) owned 60 percent of Jet Airways, while Gulf Air and Kuwait Airways split 40 percent remaining.

Jet Airways began domestic flight operations with four new generation Boeing 737s on 5 May 1993. The first flights were from Mumbai to Delhi and Madras and ten other destinations. (Jet was not the first private airline in the heavens, that distinction was for East West Airlines, which was launched in February 1992). Jet Airways was aiming to transport seven million passengers by the end of 1993 and take into account first year revenues in excess of $ 75 million (INR 2.4 billion).

The timeline was coordinated with that of Gulf Air to provide convenient connections. Gulf Air helped the new airline with technical and marketing assistance. Australian airline Ansett Worldwide also provided engineering expertise, and was the lessor of Jet's first four aircraft.

The Malaysia Airlines (MAS) system provided technical and flight training and maintenance services, while a British Airways unit educated cabin crew in customer service. Three of Boeing 737 Jet were leased from MAS. Jet entered into a comprehensive marketing agreement with KLM in 1995.

Surviving and thriving in the mid-1990s

Eight private airlines covered the skies of India in the mid-1990s. Jet Airways was the second largest. Revenue for the 1994-95 fiscal year was estimated at INR 360 million rupees ($ 120 million), with revenues of over Rs 18 million ($ 6 million), with the traditional term being 10 million.

Jet Airways claimed to be the only profitable private airline in India. In fact, by 1997, five of the seven that were launched since 1992 were based. On the other hand, more than 20 airlines have been launched in India since deregulation, Airline Business reported. Jet Airways was one of the few survivors.

Jet's revenue increased 32 percent to $ 300 million in 1997, with earnings of $ 11 million. During the year, Jet bought shares of Kuwait Airways and Gulf Air after the Indian government banned foreign ownership in Indian airlines. This also ruled out MAS's proposal to acquire a 9 percent stake in Jet Airways.

In 1997, Jet Airways was operating a fleet of a dozen Boeing 737s and was ordering ten more for $ 486 million. At this time, Jet was the largest private company in India and flew 20 destinations. Its market share was around 15 percent. Jet Airways Executive Director Saroj Datta (formerly of Air-India and Kuwait Airways) told Britain's Financial Times that the airline's choice of new aircraft was a significant factor in its success. While they cost more to rent, they saved fuel and helped attract business travelers with their reliability. Datta added that Jet benefited from Goyal's background as a general sales agent; had established interline agreements with 90 foreign companies flying to India, which accounted for 25 per cent of revenues.

The price war of the late 1990s

While the industrial group Tat could not guarantee government approval to create a proposed operator with Singapore Airlines, the domestic aviation market remained competitive. As the demand contracted, rivals became involved in an aggressive price war, particularly on the Mumbai to Bombay route to Delhi.

Nikos Kardassis, CEO of Jet for five years, resigned in the summer of 1999. He was replaced by chief executive Saroj Dutta, who had been with the airline since 1992.

In 1999, Jet Airways flew 155 daily flights to 30 destinations. The fleet had up to 25 aircraft, and the airline employed 4,300 people. Jet estimated that it had a market share of 32 percent and that 80 percent of its passengers were business travelers.

In October 1999, the airline launched a regional feeder network using ATR 72 turboprop aircraft of 64 leased seats. Jet Airways introduced new uniforms for its 270 cabin crew members and 660 cabin crew members at almost the same time as the ATR deployment. Designed by Ravi Bajaj, the new uniforms were a year in process.

Changes in the early 21st century

Jet Airways got a new CEO in 2000, Steve Forte, former vice president of marketing for the US company TWA. Forte, originally from Italy, had also worked for Meridiana, a small Italian domestic airline, when its aviation market was being liberalized. Forte left the airline in December 2002 to return to the United States. He was replaced by Wolfgang Prock-Schauer, a former member of the board of directors of Star Alliance. In May 2003, Jet hired its first operations director, Peter Luethi.

The air travel market in India was making up for lost time after staying on the floor for a couple of years. Jet and other airlines were appealing to the government to reduce India's relatively expensive aviation fuel tariffs as domestic carriers paid a premium of $ 2 per gallon compared to foreign carriers. President Naresh Goyal told the Hindu that the airline planned to connect to all the tourist destinations in India. Jet was also increasing frequencies on key routes.

According to India Business Insight, Jet Airways' share of domestic passenger traffic rose to 48.7 percent, or more than six million passengers, in 2002. Although the company had been profitable since its inception, it was now recording significant losses despite of total revenues in 2003 of INR 2,876.41 million ($ 550 million).

Business Today noted that interest costs had increased by 50 percent during the year; Fuel costs also increased sharply. The effects of the terrorist attacks of September 11, 2001 in the United States and, later, the health crisis of SARS, affected the traffic not only of Jet Airways, but also of the majority of the airlines.

Cost control was the main agenda of CEO Wolfgang Prock-Schauer. The airline leased two of its Boeing 737s to a Japanese company and implemented several workforce productivity measures. Prock-Schauer targeted Jet to record a gain of $ 60 million for 2005.

The airline introduced ultra-low "Super Apex" tickets to attract passengers out of the trains. However, passenger demand declined slightly and Jet reduced capacity on some routes and began to assign employees multiple functions and reduce capacity on several routes. In August 2000, Citibank launched a charge card for frequent travelers.

International in 2004

Jet Airways and rival private airlines in India were released to begin flying out of the country on March 22, 2004. Colombo, Sri Lanka, was the first such international destination. Flights to Bangladesh and Nepal followed soon after.

Jet was about to benefit from an expected extension of flight rights across Asia. An initial public offering of 25 percent of the shares, discussed since 1995, was also underway. Jet had borrowed about $ 800 million to finance new aircraft.

Main competitors: Air Deccan; Air-India Limited; Air Sahara Limited; Indian Airlines Ltd.

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