EXECUTIVE SUMMARY

The aim of the project is to analyze the services being provided by Jet Airways to its customers with other major airlines of Indian Aviation Industry. An exploratory research has been done for the purpose of critically evaluating the various aspects of customer relationships. The required data has been gathered by a comparative questionnaire based on the services such as reservation on tickets, Check In of flight and about the meal provided in the aircrafts, it is filled by people who have their own experience. Besides that various books, magazines and websites are also consulted. According to the analysis suitable recommendations are given. Further a case study is made on the project topic.

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CHAPTER 1 INDIAN AVIATION INDUSTRY

1.1 CURRENT SCENARIO It is a very well known fact that aviation sector not only brings immense benefits to communities and economies around the globe, but also is a key catalyst of economic growth, social development and tourism. It facilitates connectivity and access to international markets. Air transport currently supports 56.6 million jobs and accounts for over US$ 2.2 trillion of the global gross domestic product (GDP). 1.2 AIR TRAFFIC Air passenger traffic in India is increasing on a tremendous pace. The subcontinents airport infrastructure is undergoing modernisation with the induction of most advanced facilities. It includes setting up of new Greenfield airports and installation of security, surveillance and air traffic navigation systems. India is currently the 9th largest aviation market handling 121 million domestic and 41 million international passengers. Today, more than 85 international airlines operate to India and 5 Indian carriers connect over 40 countries.

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1.3 MARKET SIZE

Total domestic passengers carried by the scheduled domestic airlines between January and May 2013 were 25.998 million, as against 25.808 million during the corresponding period of previous year thereby registering a growth of 0.74 per cent, revealed the statistics from Directorate General of Civil Aviation (DGCA).

No-frill carrier IndiGo lead in terms of market share with 29.7 per cent of the pie, followed by Jet Airways-Jet Lite combine at 25.3 per cent, Air India Domestic at 19.2 per cent, Spice Jet at 17.5 per cent, and Go Air at 8.3 per cent for the month of July 2013.

Percent of Market Share

Go Air 8%

Spice Jet 18%

IndiGo 30%

Air India 19% Jet AirwaysJet Lite 25%

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1.4 GOVERNMENT INITIATIVES The Indian Government is intensely dedicated for the development of the Indian aviation industry and has introduced several policies and regulatory reforms to boost private participation and investments in the same. Recently, the Government allowed 49 per cent FDI by foreign airlines in the sector.

The Government has finally given its nod to the US$ 900 million-Jet-Etihad deal, embarking on the biggest FDI in Indian aviation sector. The Foreign Investment Promotion Board (FIPB) has asked for certain amendments in the deal though. Once the modified deal is approved by the Cabinet Committee on Economic Affairs, Etihad would be eligible to become the owner of 24 per cent stake in Jet for US$ 379 million.

Not only that, Jet Airways has also been allowed to go for code-sharing with five airlines American Airlines, Malaysian, Garuda of Indonesia, Vietnam Airlines and Kenya Airways by the aviation ministry. The nod would enable Jet expand its global footprint and become the biggest Indian carrier in terms of network. A code-share enables two or more airlines share the same flight. Passengers will buy ticket from one airline and take a flight operated by another airline, allowing partners to enhance their reach across the global sky.

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Furthermore, Mr K.C. Venugopal, Minister of State for Civil Aviation, has recently informed Rajya Sabha that 17 new airports have been proposed for construction during the 12th Five Year Plan.

The air transport (including air freight) in India has attracted foreign direct investment (FDI) worth US$ 456.84 million from April 2000 to July 2013, as per the data released by Department of Industrial Policy and Promotion (DIPP).

1.5 KEY DEVELOPMENTS AND INVESTMENTS

Jet has become the first Indian airline to place an order of fuel-efficient 737 Max aircraft with the plane-maker Boeing. Boeing and Jet have recently inked a purchase agreement wherein Jet has agreed to buy 50 such planes at a cost of around US$ 5 billion. The agreement is still under negotiation (for discounts). The service of 737-Max is expected to commence by 2017.

India's first ever aviation university, the Rajiv Gandhi National Aviation University at Rae Bareli in Uttar Pradesh, will start imparting training to aspiring pilots, aircraft engineers and cabin crew in September 2014. The educational entity is a Government organisation that has been developed to acknowledge the industry's chronic talent shortage.

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The university will induct 1, 000 students by 2018 and eventually, all flying schools in India will get affiliated to this university.

The Government of Haryana plans to establish a cargo airport in the state by taking up Public Private Partnership (PPP) mode for the green-field project at Meham in Rohtak. The Haryana State Industrial and Infrastructure Development Corporation (HSIIDC) will be the equity partner for bearing the cost of land acquisition for the project.

India's first indigenous aircraft carrier (IAC), being developed at the Cochin Shipyard, has been launched in August 2013. The 40,000 tonne-warship machinery is expected to be operational by 2018. It is done with major fittings and underwater work. Now the superstructure, the upper decks and out-fittings are to be worked upon.

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CHAPTER 2 RESEARCH METHODOLOGY

2.1 OBJECTIVE 2.1.1 Primary Objective To study the customer satisfaction level for the various services provided by Jet Airways. To find out the effectiveness of the services provided by Jet Airways in respect of other airlines like Air India, IndiGo, etc. 2.1.2 Secondary Objective To find the preferences of customers of airlines.

2.2 PROBLEM DEFINITION Even though being the largest private airline in India, why Jet Airways is still not considered as the best airline in terms of customer services

2.3 SOURCES OF DATA 2.3.1 Primary Data: Primary data has been gathered by a comparative questionnaire based on the services such as reservation on tickets, delay of flight and behaviour of the staff, baggage and handling and about the meal provided inthe aircrafts.
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2.3.2 Secondary Data: Secondary data has been gathered by the help of various books, magazines and websites.

2.4 RESEARCH DESIGN The Research design which is used in this project is of Exploratory or Formulative nature. The problem with Jet Airways is that even being one of the largest private airways in India, it is stated as the most customer favourite airline but not profitable. The problem has been formulated on the basis of various articles on magazines and websites. After that by means of questionnaire we have considered different aspects regarding the problem. As of exploratory in nature, the flexibility of research is of prime importance so for that all aspects of customer satisfaction in relation to airlines have been evaluated.

2.5 SAMPLE DESIGN A proper questionnaire has been prepared based on various issues related to customer satisfaction. This questionnaire have been filled by customers, who have their own experiences with various airlines. The size of sample is taken as 15. On the basis of these questionnaire, evaluation and further recommendations are given.

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CHAPTER 3 JET AIRWAYS

Jet Airways is the second largest Indian airline based in Mumbai, Maharashtra, both, in terms of market share and passengers carried. 51% of Jetairways owned by Naresh Goyal, and rest of the ownership is unknown leading to SEBI's recent concerns of its Merger with Etihad based on corporate laws. It operates over 1000 flights daily to 76 destinations worldwide. Its main hub is Mumbai, with secondary hubs at Delhi, Kolkata,Chennai, Bengaluru and Pune. It has an international hub at Brussels Airport, Belgium. INCEPTION AND GROWTH 1992-2009: Jet Airways was incorporated as an air taxi operator on 1 April 1992. It started 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, which was granted on 4 January 1995. Naresh Goyal who already owned Jetair (Private) Limited, which provided sales and marketing for foreign airlines in India set up Jet Airways as a full-service scheduled airline to compete against state-owned Indian Airlines. Indian Airlines had enjoyed a monopoly in the domestic market between 1953, when all major Indian air transport providers were nationalised under the Air Corporations Act (1953), and
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January 1994, when the Air Corporations Act was repealed, following which Jet Airways received scheduled airline status. Jet began international operations from Chennai to Colombo in March 2004. The company is listed on the Bombay Stock Exchange, but 80% of its stock is controlled by Naresh Goyal (through his ownership of Jets parent company, Tailwinds). It has 13,177 employees (as at 31 March 2011). 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). Air Sahara was renamed JetLite, and was marketed 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. 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; Civil Aviation Minister Praful Patel said that the management reviewed its decision after he analysed the decision with them. Jet Airways and their rival Kingfisher Airlines announced an alliance which primarily includes an agreement on codesharing on both domestic and international flights, joint fuel management to reduce
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expenses, common ground handling, 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. RISE TO INDIA'S LARGEST AIRLINE 2010-Present:

A Jet Airways: ATR 72-500 According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a market share of 22.6% in terms of passengers carried, thus making it a market leader in India, followed by Kingfisher Airlines with 19.9%. In July 2012, Jet Airways officially sought government approval to join Star Alliance. In June
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2011, Jet Airways banned carrying fish, crab, meat, poultry products and liquid items as check-in baggage. Jet is the first domestic airline to impose such a ban. Jet claimed that passengers complained of their baggage getting soiled by seepage from bags containing meat products. Early in 2013, Etihad Airways, on of the flag carriers of the United Arab Emirates based out of Abu Dhabi planned to buy a stake in Jet Airways. On 24 April 2013, Jet announced that they were ready to sell a 24% stake to Etihad at US$379 million. Earlier, in September 2012, the government of India announced that foreign airlines can take up a stake of up to 49% in Indian airlines, thereby making this deal possible. Etihad, which had already purchased stakes in 4 other loss making airlines, said, they were "concentrating on future potential rather than past performance", and were ready to take up the stake in Jet. Initially, Jet announced that they were likely to sign the stake sale deal with Etihad between 22 January and 3 February, which they later confirmed to as 25 January. However, the date passed by and the deal was further postponed. Meanwhile, Jet Airways concentrated well on revenues, costs and network side, which resulted in the airline making profits for the first time since the rupee depreciation. Nikos Kardassis, the Chief Executive Officer of Jet Airways said "The combined impact of higher yields and lower costs (ex-fuel) have resulted in significantly lowering the breakeven seat factor levels in the business." The airline
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announced a sale on its website, which offered 2 million seats for travel within India, till 31 December 2013. This sale was announced a little over one month after rival low-cost carrier SpiceJet announced a sale, which was expected to have triggered a fare-war. High airfares throughout 2012 due to grounding of Kingfisher Airlines caused passengers to opt out of air travel, leading to negative growth in traffic for the first time since 2009. Jet Airways planned to attract more passengers by subsequently lowering the fares, which was followed by SpiceJet again. With two airlines offering cheaper travel, India's flag carrier started losing passengers and it too offered cheaper tickets. This was followed by IndiGo and GoAir, resulting in a full-fledged fare war. Jet had introduced four different slabs of discounts depending upon the distance to destination. Under the offer, the fare up to 750 kilometres was priced at 2250 (US$34), while for 750-1000 kilometres it was 2850 (US$44). For air

travel over a distance ranging from 1000 to 1400 kilometres, tickets were sold for 3300 (US$50) and for travel beyond 1400 kilometres, tickets were sold for a 3800 (US$58). Based on a calculation by The Economic Times, on

maximum of

average, Jet Airways was selling 6400 tickets per day, or 14 tickets per flight at these discounted rates. According to the news agency, several Indian travel sites started experiencing several issues following a sudden increase in bookings.

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MakeMyTrip chief operating officer Keyur Joshi said that this move would help airlines increase aircraft occupancy from 75% to 85%. However, soon after the sale, the airline's market value started going down. This drop in market value was considered to have happened because of the indefinitely postponed Etihad deal. The stock had fallen by 18% in a period of one week. Economic Times reported that "The froth that developed around Jet stock was largely deal driven and has now fizzled away." 3.2 CORPORATE AFFAIRS AND IDENTITY Jet Airways's head office is located in the Siroya Centre in Andheri, Mumbai. Jet Airways's head office was previously located in the S.M. Centre, a rented, unmarked six storey building in Andheri. In 2008 Robyn Meredith of Forbes stated that the complex was "as shabby as (Jet Airways) CEO Naresh Goyal's home is posh" and that the complex was "In need of a fresh coat of paint". The complex was 15 minutes driving time from Chhatrapati Shivaji International Airport. In 2013, it was announced that Etihad Airways would buy a 24% stake in the airline through preferential allotment of shares.

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3.3 SUBSIDIARIES o 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 ownedleased Boeing 737 Next Generation aircraft and Bombardier CRJ-200ER. JetLite ceased operations on 25 March 2012 after merger with Jet Konnect. The Bombardier jets were phased out but the Boeings remained in service and operated for JetKonnect. JetLite offered a buy on board service called JetCaf,[43] offering food for purchase. o JetKonnect JetKonnect, formerly Jet Airways Konnect, is the low-cost brand of Jet Airways. It was launched on 8 May 2009. It operates a fleet of Boeing 737 Next Generation aircraft. The rationale for launching Jet Konnect was to close down loss-making routes and divert the planes to more profitable routes with
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higher passenger load factors. 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 20002999. Jet Airways merged the JetLite brand into Jet Konnect on 25 March 2012. Jet Airways offers eight business class seats in Konnect to cash in on Kingfisher Airlines' woes. In December 2012, Jet Airways placed an order for 5 ATR 72-600 aircraft to "enhance regional connectivity." The first aircraft was delivered the same month, leased from GECAS and was operated for JetKonnect. 3.4 FLEET

Jet Airways Boeing 777-300ER

Jet Airways Boeing 737-800

As of July 2013, the Jet Airways fleet consists of the following aircraft with an average age of 5.4 years.
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3.5 DESTINATIONS Jet Airways serves 52 domestic destinations and 21 international destinations, a total of 73 in 19 countries across Asia, Europe and North America. Short-haul destinations are served using Boeing 737 Next Generation. ATR 72-500s are used only on domestic regional routes, while long-haul routes are served using its Airbus A330-200 and Boeing 777-300ER aircraft. London, England was the airline's first long-haul destination and was launched in 2005. Since 2007 Jet Airways has had a scissors hub at Brussels Airport in Belgium for onward transatlantic connections to Canada and the United States. 3.6 CODESHARE AGREEMENTS Jet Airways has codeshare agreements with the following airlines (as of June 13): o Air Canada o Air France o All Nippon Airways o Alitalia o American Airlines o Brussels Airlines o Etihad Airways o Kenya Airways o KLM o Virgin Atlantic o Malaysia Airlines o South African Airways o Qantas o United Airlines

Jet Airways also has a codesharing agreement with Thalys European rail service.

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3.7 SERVICES The Airbus A330-200 aircraft have two classes: Premire and Economy. The Boeing 777-300ER aircraft has three classes of service: First, Premire (Business), and Economy. Being a Full Service Airline, meals are served on all classes of travel.

First Class on board the Boeing 777-300ER o First Class First class is available on all Boeing 777-300ER aircraft. All seats convert to a fully flat bed, similar to Singapore Airlines first class seat but much smaller. It was the second airline in the world to have private suites. All seats in First have a 23inch widescreen LCD monitor with audio-video in on-demand seat power systems supply,

(AVOD), BOSE noise

cancelling

headphones,

and USB ports etc. Jet Airways is the first Indian airline to offer fully enclosed suites on its aircraft; each suite has a closable door, making for a private compartment.

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Premire on board the Boeing 777-300ER o Premire Premire (Business Class) on the Airbus A330-200 and Boeing 777-300ER international fleet has a fully flat bed with AVOD entertainment. Seats are configured in a herringbone pattern (1-2-1 on the Boeing 777-300ER, and 1-1-1 on the Airbus A330-200), with each seat offering direct access to the aisle. Premire seats on the A330-200s leased from ILFC are configured differently in a 2-2-2 non-herringbone pattern. Each Premire Seat has a 15.4-inch flat screen LCD TV with AVOD. USB ports and in-seat laptop power are provided. All seats are standard recliner business-class seats with a few newer aircraft with electronic recline and massager.

JetScreen IFE in Economy class on board a Boeing 737-800

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o Economy Class Economy class on Jet's A330-200/777-300ER aircraft has 32-inch seat pitch. Seats on the A330-200/777-300ER have a "hammock-style" net footrest. The cabin is configured in 2-4-2 abreast on the Airbus A330-200, and was recently changed to 3-4-3 on the Boeing 777-300ER from 3-3-3 to increase revenue. Each Economy seat on the A330-200/777-300ER has a personal 10.6-inch touch screen LCD TV with AVOD. All three classes feature Mood lighting on the Airbus A330-200 and Boeing 777300ER, with light schemes corresponding to the time of day and flight position. o International Short Haul & Domestic Boeing 737 Next Generation aircraft are configured in Premire and Economy Classes. The ATR 72-500 have Economy class configuration only. The Premire features 40-inch extra-wide seats with a personal Widescreen LCD attached to each seat. The Premire cabin is configured in a 2-2 abreast pattern. Jet Airways Economy class on its Boeing 737 Next Generation features 30-inch seat pitch with personal Widescreen LCD behind each seat. Jet Airways was the World's first airline to introduce in-flight entertainment systems on the Boeing 737 aircraft. The Economy class cabin is configured in a 3-3 abreast pattern on the Boeing 737 Next Generation and 2-2 abreast pattern on the ATR 72-500.
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o In-Flight Entertainment Jet Airways' Panasonic eFX IFE system on board the Boeing 737-700/800 and Panasonic eX2 IFE system on board the Airbus A330-200/Boeing 777-300ER, called "JetScreen", offers audio video on-demand programming (passengers can start, stop, rewind, and fast-forward as desired). It has over 100 movies, 80 TV programmes, 11 audio channels and a CD library of 125 titles. The system operates via individual touchscreen monitors at each seat, and is available in all classes. In late 2012, Jet introduced a feature on their Airbus A330-300, called eXport. eXport allows passengers to plug-in their personal Apple devices such as iPods, iPads and iPhones through an eXport socket located immediately below the video screen. This would allow passengers to access their own media during the flight. o Airport Lounges Jet Airways Lounges are offered to First and Premire Class passengers, along with JetPrivilege Platinum & Gold card members. The international lounge at Brussels has showers, business centre, entertainment facilities and children's play areas.

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3.8 AWARDS AND ACHIEVEMENTS o Best First-Class Service in the World award at Business Travellers 20th annual Best in Business Travel awards o Best Business Class & Best Economy Class at the Business Traveller Awards o Best Programme of the Year by Freddie Awards 2007 & 2006 o Best Elite Level for the second year in a row, at the 21st Annual presentation ceremony of the Freddie Awards 2008 o Best Overall in Entertainment at the Avion Awards 2010 o India's Popular Domestic Airline at the SATTE 2006 Awards o Indias Airline at the World Travel Awards, 2006 o Best Technical Despatch Reliability by Beaver 2002 o Best Cargo Airline of North Asia by Cargo Airline of the Year Awards o Best Domestic Airline award for the 1st consecutive year and the 5th time in the past two years at the 18th Travel Trade Gazette, Travel Awards 2007 o Indias Most Respected Company in the Travel and Food Sector by Businessworld 2003 o Best Long Haul Carrier ex-Brussels award at the Tm Travel Awards 2009. o Business Travellers Best Indian Airline Award in London.

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CHAPTER 4 SWOT ANALYSIS

Parent Company Category Tailwinds Limited Indian domestic sector

Sector

Airlines

Tagline/ Slogan

The Joy of Flying

USP

Premium Airline, High Class

Segment

Passengers preferring comfort

Target Group

Corporate, Upper Middle Class

Positioning

Premium

1. Has created a good image among the Indian fliers STRENGTH 2. Trusted Airline by the Corporates 3. One of the biggest Indian airline companies with over 13,000 employees

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4. Operations in over 52 Indian cities and over 400 daily flights 5. Top of the mind brand due to excellent operations and marketing 6. It also has international destinations in nearly 19 countries 1. Competition from the LCCs and other competitors WEAKNESS means market share growth is tough 2. Presence of other airlines on international routes making it difficult to have significant market share 1. Strongly positioned in the International routes OPPORTUNITY 2. Has presence in every segment 3. Increasing number of people opting travel by airline 1. LCCs eating up the market share THREATS 2. Rising Fuel Costs and Labour Costs 3. Entrance of New Airlines

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CHAPTER 5 MAJOR PLAYERS OF INDIAN AVIATION INDUSTRY

5.1 INDIGO IndiGo is India's largest airline with a market share of 29.7 per cent as of July 2013 as well as the country's largest low fare carrier. IndiGo is the fastest growing low cost carrier in the world. IndiGo has a simple philosophy: offer fares that are always low, flights that are on time, and a courteous, hassle-free travel experience. IndiGos On Time Performance is one of the best in India. IndiGos Technical Dispatch Reliability is 99.91% making it the airline with the least number of cancellations in India. With its fleet of 70 new Airbus A320 aircraft, the airline offers 447 daily flights connecting 34 destinations - Agartala, Ahmedabad, Bangkok, Bengaluru, Bhubaneswar,Coimbatore, Chandigarh, Chennai, Delhi, Dibrugarh, Dubai, Goa, Guwahati, Hyderabad, Imphal, Indore, Jaipur, Jammu, Kathmandu, Kochi, Kolkata, Lucknow, Mumbai, Muscat ,Nagpur, Patna, Pune, Raipur, Ranchi, Singapore, Srinagar, Trivandrum, Vadodara, and Vishakhapatnam.

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5.2 JET AIRWAYS Jet Airways is the second largest Indian airline based in Mumbai, Maharashtra, both, in terms of market share and passengers carried. 51% of Jetairways owned by Naresh Goyal, and rest of the ownership is unknown leading to SEBI's recent concerns of its Merger with Etihad based on corporate laws. Besides its domestic service, Jet Airways flies to about a dozen cities elsewhere in Asia and in Europe and North America. It operates over 1000 flights daily to 76 destinations worldwide. Subsidiary JetLite (formerly Kingfisher) serves about 30 destinations, mostly in India. Jet Airways was founded in 1993. Its main hub is Mumbai, with secondary hubs at Delhi, Kolkata, Chennai, Bengaluru and Pune. It has an

international hub at Brussels Airport, Belgium.

5.3 AIR INDIA Air India is the flag carrier airline of India. It is part of the government owned Air India Limited (AIL). The airline operates a fleet of Airbus and Boeing aircraft serving Asia, the United States, Europe and now Australia. Its corporate office is located at the Indian Airlines House, in the parliament street of New Delhi. Air India has two major domestic hubs at Indira Gandhi International Airport and Chhatrapati Shivaji International Airport.

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In 2013, Air India has came to third spot. Following its merger with Indian Airlines, Air India has faced multiple problems, including escalating financial losses. In October 2011, talks between the airline and Star Alliance have resumed. In April 2012, the Indian government granted another bailout package to Air India, including 300 billion (US$4.6 billion) of subsidies. In order to raise

funds for reconstruction, Air India remains as a state-owned company through Air India Limited. However, government ownership of the airline has subsequently led to multiple problems, such as mounting financial losses, shrinking market share, over-staffing, and escalating labour disputes. Historically, there have been attempts to re-privatize Air India to turn it around, but in 2001 Singapore Airlines pulled out of the bidding process. Since then there has been a change in Government, and the new Government's policy is to not privatize Air India. Furthermore, it is also believed that mismanagement and corruption have impacted Air India's financial performance.

5.4 SPICEJET Royal Airways, which is being billed as the only listed airline company in India, is the reincarnation of Modiluft. Modiluft was among the first private airlines in the country before ceasing operations in 1996.
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SpiceJet is an Indian low-cost airline owned by the Sun Group of India. It has its registered office in Chennai, Tamil Nadu, and a corporate office in Gurgaon, Haryana. It began service in May 2005, and by 2012, it was India's fourth largest airline in terms of market share, ahead of Kingfisher Airlines, and GoAir. SpiceJet operates aircraft configured with a single passenger class. Along with passenger services, SpiceJet also offers cargo services on the same flights. The service is available on flights connecting Ahmedabad, Agartala, Amritsar, Bagdogra, Bengaluru, Chennai, Coimbatore, Delhi, Goa, Guwahati, Hyderabad, Jaipur, Kochi, Kolkata, Madurai, Mumbai, Pune, Visakhapatnam, Tiruchchirappalli, Tuticorin and few international cities. Between 2 to 3.5 tons of cargo is ferried on each flight ensuring maximum utilisation of the aircraft. 5.5 GO AIR GoAir is an Indian low-cost airline based in Mumbai. It commenced operations in November 2005. It is the aviation foray of the Wadia Group. As of May 2013, it is the fifth largest (and therefore smallest) airline in India by market share. It operates domestic passenger services to 21 cities with 102 daily flights and approximately 710 weekly flights. Its hubs are at Chhatrapati Shivaji International Airport, Mumbai and Indira Gandhi International Airport, New Delhi.

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CHAPTER 6 DATA ANALYSIS

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CHAPTER 7 FINDINGS AND RECOMMENDATIONS

6.1 FINDINGS

Customer oriented approach is used Jet airways more customers oriented and it try to satisfy their customer with better services. So following things considered: (a) For frequent fliers proper data is made and priority is given to them by providing Jet Privilege. (b) Online Web, SMS and Kiosk Check-in is Available. (c) On Ground Services and In Flight Services provide are to global standards. (d) Jet Airways and other Airlines too, have reservation procedure made it easier by booking online through their websites. 6.2 RECOMMENDATIONS o Reduce fuel sales tax. The long-term benefits in terms of higher economic activity and employment generation would more than compensate for the notional loss of tax revenue in the short run o Entertainment facility for domestic airlines should be improved like providing Music

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CHAPTER 8 CONCLUSION
Indian aviation market is poised to become the third largest across the globe by 2020, according to industry estimates. The sector is expected to handle 336 million domestic and 85 million international passengers with projected investment to the tune of US$ 120 billion. Indian Aviation Industry that currently accounts for 1.5 per cent of the GDP, has been instrumental in the overall economic development of the country, said Mr Ajit Singh the Minister for Civil Aviation. He further stated that given the huge gap between potential and current air travel penetration in India, the prospects and possibilities of growth of Indian aviation market are enormous. Establish an Air Cargo Promotion Board (ACPB) to address the significant challenges in the air cargo sector and make India an air cargo hub for the region. Establish a world-class National Aviation University and promote private sector investments in training academies to produce highly-skilled human resources.

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BIBLIOGRAPHY

Newspaper: Economics Times

Magazine: BusinessWorld

Websites: http://www.iata.org http:// www.ibef.org http://timesofindia.indiatimes.com http://www.jetairways.com http://www.airindia.com http://www.spicejet.com http://www.goindigo.in http:// www.goair.in

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