vistara joint venture case study

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Vistara is a joint venture of Tata Sons Private Limited and Singapore Airlines Limited (SIA), wherein Tata Sons holds 51% stake in partnership and Singapore Airlines owns 49% stake. The company is registered as TATA SIA Airlines Limited.

In 2013, two legendary brands, Tata Sons and Singapore Airlines, decided to fulfil a long-cherished shared dream to bring forth a distinguished flying experience to air travellers in India. With its strong historical ties with aviation, the Tata group had long wished to re-enter the aviation sector, after Tata Airlines was renamed Air India and eventually, nationalised. Both, Tata group and Singapore Airlines were also firm believers in the growth potential of the Indian aviation sector and hence tried to enter the market in the past; first, in 1994 by setting up a joint venture to start an airline in India and then in 2000, teaming up to purchase stakes in Air India. However, after the lifting of foreign investment restrictions in 2012, the partners once again sought approval for a tie-up, which it obtained in October 2013. On November 5, 2013, Vistara’s holding company, TATA SIA Airlines Limited, was incorporated.

The common goal of the joint venture is to redefine air travel in India to provide Indian travellers a seamless and personalised flying experience that blends Tata’s and SIA’s service excellence and legendary hospitality. The brand name ‘Vistara’ is derived from the Sanskrit word ‘Vistaar’ that means ‘a limitless expanse’. The name Vistara draws inspiration from the world that Vistara inhabits, viz. the ‘limitless’ sky. The brand also draws stimulus from the image that passengers most associate with a smooth and enjoyable flight – the endless, blue horizon they see through the windows of an aircraft. As it aims to transform the flying experience of travellers in India, Vistara christens its brand tagline as ‘fly the new feeling’.

On January 9, 2015, Vistara started its operations with a maiden flight from Delhi to Mumbai. In a short span of time, Vistara has rapidly expanded its footprint, both in terms of network and service proposition. Vistara connects 50 destinations in and outside of India, and operates over 300 flights a day with a fleet of 70 aircraft including 53 Airbus A320neo, 10 Airbus A321neo and 7 Boeing 787-9 Dreamliner. Vistara has already flown more than 65 million happy customers since starting operations.

Vistara’s parentage is reflected in the company’s management with expertise drawn from Singapore Airlines and Tata Sons. The joint venture has a four-member Board, comprising its Chairman, Mr. Bhaskar Bhat, Ex-MD of Titan Company Ltd; Director-on-Board, Mr. Lee Lik Hsin, Executive VP (Commercial) Singapore Airlines, Mr. S. Padmanabhan, Ex-Executive Chairman of Tata Business Excellence Group & Group Chief Ethics Officer, Tata Sons and Ms Alice Geevarghese Vaidyan, former Chairman and Managing Director of General Insurance Corporation of India and the First Lady CMD in the Indian Insurance. The company’s leadership team includes:

Mr. Vinod Kannan, Chief Executive Officer

Mr. Deepak Rajawat, Chief Commercial Officer

Mr. Niyant Maru, Chief Financial Officer

Mr. Vinod Bhat, Chief Information Officer & Chief Ethics Counsellor

Capt. Hamish Maxwell, Senior Vice President – Flight Operations

Ms. Deepa Chadha, Senior Vice President – Human Resources & Corporate Affairs     

Mr. Manoj Kumar Panda, Divisional Vice President – Engineering 

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Please note you do not have access to teaching notes, air india-vistara merger – maneuvering “vihaan.ai” through the turbulence.

Publication date: 24 November 2023

Teaching notes

Learning outcomes.

The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two brands with distinct personas and identities and the confluence of two different cultures; figure out the strategic options in front of the Tata Group and how it can deal with various macro- and micro-level business challenges, defy the financial hiccups and manoeuvre the operational complexities to accomplish mission Vihaan.AI; and develop a pragmatic approach to macro and micro business environmental scanning for making strategic business decisions.

Case overview/synopsis

In November 2022, Tata Group, the salt to software conglomerate, announced the merger of Air India (AI) and Vistara. This would lead to the formation of the full-service airline under the brand name “Air India”. The obvious reason behind this was the higher recognition, salience and recall of the brand AI as compared with Vistara in the global market. The Tata Group envisaged the brand AI to be a significant international aviation player with the heritage, persona and ethos of the brand Vistara in the renewed manifestation of AI. To realise these goals, Tata Group laid down an ambitious plan called “Vihaan.AI”, which was aimed at capturing a domestic market share of 30% by 2027.

Complexity academic level

This case study can be taught as part of undergraduate- and postgraduate-level management programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

• Aviation industry
• Strategic marketing management
• Integration
• Capacity building and utilisation
• Business environmental analysis
• Brand management
• Business climate
• International marketing
• Marketing strategy
• Mergers and acquisitions

Acknowledgements

Note : For this case, the secondary research methodology was used, and it was based entirely on secondary data. Hence, the consent form was not needed.

Declaration of conflicting interests : The author hereby declares that there are no potential conflicts of interest with respect to the research, authorship and/or publication of this article.

Funding : The author did not received any financial support for the research, authorship and/or publication of this article.

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognisable information to protect confidentiality.

Chaudhary, P. (2023), "Air India-Vistara merger – maneuvering “Vihaan.AI” through the turbulence", , Vol. 13 No. 4. https://doi.org/10.1108/EEMCS-07-2023-0243

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

You do not currently have access to these teaching notes. Teaching notes are available for teaching faculty at subscribing institutions. Teaching notes accompany case studies with suggested learning objectives, classroom methods and potential assignment questions. They support dynamic classroom discussion to help develop student's analytical skills.

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Tata Group to Consolidate Air India and Vistara

November 29, 2022     |     press release     |     mumbai.

The Tata group today announced the consolidation of its airlines, Vistara and Air India. With this consolidation, Air India shall be India’s leading domestic and international carrier with a combined fleet of 218 aircraft, making it India’s largest international carrier and second largest domestic carrier.

Air India, an airline fully owned by Tata Sons, has been the flag carrier of India. Tata Sons, via its fully owned subsidiary, Talace Private Limited (“Talace)”, had acquired 100% stake in Air India on 27th January 2022.

Vistara, a 51:49 Joint Venture between Tata Sons and Singapore Airlines Limited (“SIA”) was established in 2013 and is India’s leading full-service carrier with international operations in Middle East, Asia and Europe. 

Vistara shall be merged with Air India post receipt of requisite approvals. As part of the merger transaction, SIA shall also invest Rs 2,059 crore in Air India.  Post the consolidation, SIA shall hold 25.1% shareholding in Air India. 

The transaction is estimated to be completed by March 2024.

On this occasion, Mr N Chandrasekaran, Chairman, Tata Sons said: "The merger of Vistara and Air India is an important milestone in our journey to make Air India a truly world-class airline. We are transforming Air India, with the aim of providing great customer experience, every time, for every customer. As part of the transformation, Air India is focusing on growing both its network and fleet, revamping its customer proposition, enhancing safety, reliability, and on-time performance. We are excited with the opportunity of creating a strong Air India which would offer both full-service and low-cost service across domestic and international routes.  We would like to thank Singapore Airlines for their continued partnership.” 

Mr Goh Choon Phong, Chief Executive Officer, Singapore Airlines , said: “Tata Sons is one of the most established and respected names in India. Our collaboration to set up Vistara in 2013 resulted in a market-leading full-service carrier, which has won many global accolades in a short time. With this merger, we have an opportunity to deepen our relationship with Tata and participate directly in an exciting new growth phase in India’s aviation market. We will work together to support Air India’s transformation program, unlock its significant potential, and restore it to its position as a leading airline on the global stage.”

About the Tata group 

Founded by Jamsetji Tata in 1868, the Tata group is a global enterprise, headquartered in India, comprising 30 companies across ten verticals. The group operates in more than 100 countries across six continents, with a mission 'To improve the quality of life of the communities we serve globally, through long-term stakeholder value creation based on Leadership with Trust’. 

Tata Sons is the principal investment holding company and promoter of Tata companies. Sixty-six percent of the equity share capital of Tata Sons is held by philanthropic trusts, which support education, health, livelihood generation and art and culture.

In 2021-22, the revenue of Tata companies, taken together, was US $128 billion (INR 9.6 trillion). These companies collectively employ over 935,000 people.

Each Tata company or enterprise operates independently under the guidance and supervision of its own board of directors. There are 29 publicly-listed Tata enterprises with a combined market capitalisation of $311 billion (INR 23.6 trillion) as on March 31, 2022. Tata Group Companies include Tata Consultancy Services, Tata Motors, Tata Steel, Tata Chemicals, Tata Consumer Products, Titan, Tata Capital, Tata Power,  Indian Hotels, Tata Communications, Tata Electronics, Air India and Tata Digital.

About Air India

Founded by the legendary JRD Tata, Air India pioneered India’s aviation sector. Since its first flight on October 15, 1932, Air India has an extensive domestic network and has spread its wings beyond to become a major international airline with a network across USA, Canada, UK, Europe, Far-East, SouthEast Asia, Australia and the Gulf. Air India is a member of Star Alliance, the largest global airline consortium. 

After 69 years as a Government-owned enterprise, Air India and Air India Express were welcomed back into the Tata group in January 2022. The present management at Air India is driving the five-year transformation roadmap under the aegis of Vihaan.AI to establish itself as a world-class global airline with an Indian heart. 

Vihaan.AI is Air India’s transformational roadmap over five years with clear milestones. It will be focusing on dramatically growing both its network and fleet, developing a completely revamped customer proposition, improving reliability and on-time performance. The airline will also be taking a leadership position in technology, sustainability, and innovation, while aggressively investing in the best industry talent. Vihaan.AI is aimed at putting Air India on a path to sustained growth, profitability and market leadership.

About Vistara (Tata SIA Airlines Limited)

Tata SIA Airlines Limited, known by the brand name Vistara, is a 51:49 joint venture between Tata Sons Private Limited and Singapore Airlines Limited (SIA). Vistara brings together Tata’s and SIA’s legendary hospitality and renowned service excellence to offer the finest full-service flying experience in India. Vistara commenced its commercial operations on January 9, 2015, with an aim to set new standards in the aviation industry in India and it today connects destinations across India and abroad. 

The airline has a fleet of 53 aircraft, including 41 Airbus A320, five Airbus A321neo, five Boeing 737-800NG and two Boeing 787-9 Dreamliner aircraft and has flown more than 35 million customers since starting operations.

Tata Sons: Harsha Ramachandra, Sarika Kapoor Chokshi [email protected] ; [email protected]

Tata Group Onboards Air India

Tata SIA Airlines

Tata Group to Acquire 100% Stake in Air India

Vistara: Turbulence for the Tatas?

• Emerging Economies Cases Journal 3(1):251660422110283
• CC BY-NC 4.0
• This person is not on ResearchGate, or hasn't claimed this research yet.

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• DOI: 10.1177/2277977919881419
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Vistara: Aiming for the Sky

• A. Mittal , Sahil Gupta
• Published 22 January 2020
• Business, Engineering
• South Asian Journal of Business and Management Cases

2 Citations

Vistara: turbulence for the tatas, developing structural modelling of inter-partner factors of international joint ventures performance, one reference, competing on value: perspectives on business class aviation, related papers.

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Air India-Vistara merger: Challenges ahead

NEW DELHI: The merger of Vistara with Air India marks the beginning of a consolidation phase in the Indian aviation sector where nearly half a dozen small and big airlines have ceased operations in the past decade in a market which is price sensitive and excessively regulated.

According to some aviation experts, the merger indicates that the sector is heading towards a duopoly and is very positive for the overall ecosystem. “Indigo and consolidated Air India will account for more than 80% of the market share indicating that Indian aviation is headed towards a duopoly,” said Anil R, Research Analyst at Geojit Financial Services. Aviation consultancy firm CAPA India also said that competitive dynamics in India are moving towards a two-pillar system around the Air India Group and IndiGo.

“The two carriers combined are in due course expected to achieve a domestic market share of 75-80% and in the international market they are expected to grow from 37.8% in the second quarter of the current fiscal to over 50%,” CAPA stated. Singapore Airlines (SIA) and Tata Sons this Tuesday announced the Air India-Vistara merger wherein SIA would own a 25.1% stake in the enlarged Air India group. SIA and Tata aim to complete the merger by March 2024. Post this, brand Vistara will cease to exist. However, not every expert is jubilant that the merger would lift the country’s aviation sector.

‘Vistara a Failure Brand, Merger Was to Save Image’

Mark Martin, CEO of Martin Consulting, said that the sole intention of this exercise is to hide the failure that is Vistara. “The merger does not appear to be a great story and I don’t think it would lead to creation of a very strong player. This was a desperate move by SIA to save its reputation,” stated Martin.Vistara, a 49:51 JV airline between SIA and Tata, has never made profits since starting operations in January 2015. Not only Vistara, but Tata Group’s other joint venture (JV) airline AirAsia India (now fully owned by the Tatas and now merged with Air India) has also ever reported profit.

“So, what business sense does it make to dump Vistara into Air India which is already battered and bruised?” questioned Martin. While the Tata Group is known to turn around big businesses such as Tata Steel and Tata Motors, turning around Air India would be a different challenge altogether.“Unlike other businesses, success of an airline is dependent on many external factors such as jet fuel prices and foreign exchange rate. Both the factors at present are very hostile for airlines…I don’t expect the Tatas to become a force to reckon with (like IndiGo) anytime soon,” said a senior analyst of a rating agency requesting anonymity.

Martin also raised concern that Air India is now an employee-heavy group and soon there can be lay-offs. “Excepts for pilots and limited cabin crew members, it does not make sense to have two or say three persons for a similar role…So a lay-off cannot be ruled out,” he said.

IndiGo to Remain Strong

Anil R of Geojit said that given its 280-aircraft fleet and strong network, they believe Indigo will maintain its market leadership position in the short to medium term. “The intensity of competition will undoubtedly increase due to rapid expansion plans of the industry, impacting the position of Indigo. However, we don’t expect a drastic fall in share…We like Indigo because of its market leadership, ability to leverage its network, cost-effective fleet, healthy cash position, and on-time performance,” the analyst noted. In October, IndiGo had a market share of 56.7% in the domestic market, more than twice of four AI airlines whose combined share stood at nearly 26%. Air India’s combined fleet strength now stands at 218 aircraft as against IndiGo’s 280 plus aircraft.

Anil added that small players can have a challenging period if there is a pricing war in the industry. Cash starved budget carriers -- SpiceJet and GoFirst -- are going through a challenging period and have seen a decline in market share. “Currently, we do not see a possibility for price war due to ample growth opportunity and high ATF cost. In the medium to long-term such an issue will depend on the strength of the industry growth, moderation in ATF cost and capex plans,” said Anil.

‘Merger doesn’t appear to be a great story’

Mark Martin, CEO of Martin Consulting, said the sole intention of the merger is to hide the failure that is Vistara. “The merger does not appear to be a great story and I don’t think it would lead to creation of a very strong player. This was a desperate move by SIA to save its reputation,” stated Martin

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Air India, Vistara merger: Singapore Airlines explains how it's a win-win deal

SIA holds a 49 per cent stake in Vistara, while the rest 51 per cent is with Tata. Tata wholly owns Air India, which includes the low-cost carriers Air India Express and AirAsia India.

• Updated Nov 29, 2022, 5:57 PM IST

Singapore Airlines (SIA) and Tata Sons on Tuesday announced the merger of Air India and Vistara, which is expected to be completed by March 2024. Vistara is a joint venture between Tata Sons and SIA. The airline was established in 2013 and is India's leading full-service carrier with international operations in the Middle East, Asia, and Europe.

Tata Group acquired Air India from the government in January this year. Ever since the acquisition, there had been talks of a merger between Air India and Vistara. Today, SIA and Tata Group announced that Air India and Vistara would be merged by March 2024.

Also read: Air India, Vistara to merge; Singapore Airlines, Tata Sons hash out the mega deal

In a detailed note, the SIA explained what both airlines offer each other and how the merger will help the group establish India's largest international carrier. It said that the combination of Air India and Vistara will bring significant synergies as the former has valuable slots and air traffic rights while the latter has operational capabilities and a customer base.

"Air India has valuable slots and air traffic rights at domestic and international airports that are not available to Vistara. With Vistara widely recognised as India’s leading full-service carrier, Air India will benefit from its operational capabilities, customer base, and a strong focus on customer service and product excellence," SIA said.

SIA said that Air India (including Air India Express and AirAsia India) and Vistara have a total of 218 wide-bodies and narrowbody aircraft, serving 38 international and 52 domestic destinations.

With the integration, it said, Air India will be the only Indian airline group to operate both full-service and low-cost passenger services. "It can optimise its route network and resource utilisation, be flexible and agile in capturing demand across market segments, and tap on a larger consumer base to strengthen its loyalty programme," the SIA said.

As part of the merger, the SIA will invest Rs 2,059 crore in Air India. Post the consolidation, it will hold 25.1 per cent shareholding in Air India.

Tata Sons chairman Natarajan Chandrasekaran said the merger of Vistara and Air India was an important milestone in our journey to make Air India a truly world-class airline. He said his group is transforming Air India, with the aim of providing a great customer experience, every time, for every customer.

As part of the transformation, Air India is focusing on growing both its network and fleet, revamping its customer proposition, and enhancing safety, reliability, and on-time performance, Chandrasekaran added.

"We are excited with the opportunity of creating a strong Air India which would offer both full-service and low-cost services across domestic and international routes. We would like to thank Singapore Airlines for their continued partnership,” he added.

Currently, Vistara has a fleet of 53 aircraft, including 41 Airbus A320, five Airbus A321neo, five Boeing 737-800NG and two Boeing 787-9 Dreamliner aircraft. The airline has flown more than 35 million customers since starting operations.

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Singapore Airlines and Vistara strengthen partnership

Singapore Airlines (SIA) and Vistara, a joint venture between Tata Sons and SIA, have signed a commercial cooperation framework agreement, enabling them to further strengthen their existing partnership and enhance customer services across various segments— capacity planning, sales, marketing, joint fare products, passenger services, and operations.

The agreement, which is subject to regulatory approval in Singapore, is an extension of a codeshare partnership that came into effect in 2017.

The agreement aims to achieve further synergies on services between Singapore and India, as well as in the key regions of southeast Asia, Australia, and New Zealand.

JoAnn Tan, acting senior vice president marketing planning, Singapore Airlines, said:

“By bolstering our partnership, Singapore Airlines and Vistara are able to work together to provide additional options for our customers. It also reflects the importance of the Indian market to Singapore Airlines, as well as our commitment to grow our network in the coming years.”

Leslie Thng, chief executive officer, Vistara said:

“We are thrilled to further strengthen our partnership with Singapore Airlines. The intent is reflective of our deep-rooted commitment to providing our customers with the finest and the most convenient way to fly across the world with the consistency of a five-star travel experience.

“This is in line with our long-term growth plan of expanding Vistara’s global presence and presenting India’s best airline to the world.”

singaporeair.com , airvistara.com

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A Case Study on Strategic Positioning of Vistara: Analysis and Forecasting Way Ahead

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• 669419-1 EFFICIENCY of AIRLINES in INDIA ABSTRACT This Paper Measures the Technical Efficiency of Various Airlines Operating In Natarajan and Jain Efficiency of Airlines in India EFFICIENCY OF AIRLINES IN INDIA Ramachandran Natarajan, College of Business, Tennessee Technological University, Cookeville TN, 38505, U.S.A. E-Mail: [email protected] , Tel: 931-372-3001 and Ravi Kumar Jain, Icfai Business School, IFHE University, Hyderabad-501203 (AP) India. E-Mail: [email protected] , Mobile: 91+94405-71846 ABSTRACT This paper measures the technical efficiency of various airlines operating in India over a ten-year period, 2001-2010. For this, the Input Efficiency Profiling model of DEA along with the standard Data Envelopment Analysis (DEA) is used to gain additional insights. The study period is divided into two sub-periods, 2001-2005 and 2006-2010, to assess if there is any impact on the efficiency of airlines due to the significant entry of private operators. The study includes all airlines, private and publicly owned, both budget and full service, operating in the country offering scheduled services on domestic and international routes. While several studies on efficiency of airlines have been conducted globally, a research gap exists as to similar studies concerning airlines in India. This paper addresses that gap and thus contributes to the literature. Key Words: Airlines in India, DEA analysis, Input efficiency profiling, Productivity analysis, Technical efficiency. Introduction The civil aviation industry in India has come a long way since the Air Corporation Act was repealed in the year 1994 allowing private players to operate in scheduled services category. Several private players showed interest and were granted the status of scheduled carriers in the year 1995. However, many of those private airlines soon shut down. [Show full text]
• Sr. No. Name of the Person Relationship Tata Chemicals Limited List of Related party under SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 / The Companies Act, 2013 as on 31st March, 2017 (as per IND AS 24) Listing Regulations / The Companies Act, 2013 reference Sr. Name of the Person Relationship Nature [Section 2(76) of No. CA, 2013 + Regulation 2 (zb) of LR] Directors, Key Managerial Personnel & Related Parties 1 Mr. Nasser Munjee Director (Independent, Non - Executive) 2 Mrs. Subur Ahmad Munjee Director's Relative 3 Smt. Niamat Mukhtar Munjee Director's Relative 4 Master Akbar Azaan Munjee Director's Relative 5 Smt. Sorayyah Kanji Director's Relative 6 Aarusha Homes Pvt. Ltd A private company in which a director is a member or director 7 Aga Khan Rural Support Programme, India (AKRSP,I) A private company in which a director is a member or director 8 Indian Institute of Human Settlements (Pvt Ltd) (Section 8) A private company in which a director is a member or director 9 Dr. Y.S.P. Thorat Director (Independent, Non - Executive) 10 Smt Usha Thorat Director's Relative 11 Smt Abha Thorat-Shah Director's Relative 12 Smt Aditi Thorat-Mortimer Director's Relative 13 Shri Darshak Shah Director's Relative 14 Shri Owen Mortimer Director's Relative 15 Ambit Holdings Pvt. Ltd (Merged with Ambit Private Limited) A private company in which a director is a member or director 16 Sahayog Micro Management (Pvt Ltd) (Section 8) A private company in which a director is a member or director 17 Syngenta Foundation India (Private Company) (Section 8) A private company in which a director is a member or director 18 Financial Benchmarks India Private Limited A private company in which a relative is a member or director 19 Sahayog Clean Milk Pvt. [Show full text]
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• Mr. Gilbert Paustine Baptist, Managing Director Promoters of Our Company: Mr Draft Prospectus Dated: September 28, 2015 Please read section 32 of Companies Act, 2013 (To be updated upon ROC filing) 100% Fixed Price Issue MALAIKA APPLIANCES LIMITED Our Company was incorporated as Malaika Appliances Private Limited under the provisions of the Companies Act, 1956 vide certificate of incorporation dated June 07, 1995, in Mumbai. Further, our Company was converted into public limited company vide fresh certificate of incorporation dated September 01, 2015. The Corporate Identification Number of Our Company is U25207MH1995PLC089266. For details of change in registered office of our Company please refer to chapter titled “Our History and Certain Other Corporate Matters” beginning on page 90 of this Draft Prospectus. Registered Office: Malaika Estate, Raje Shivaji Nagar, Sakivihar Road, Powai Mumbai-400072, Maharashtra Tel No: +91-22-2857 9686; Fax No: +91-22-2857 5665; E-mail: [email protected] ; Website: www.malaikagroup.in Contact Person: Mr. Gilbert Paustine Baptist, Managing Director Promoters of our Company: Mr. Gilbert Paustine Baptist & Mrs. Marceline Jpquim Baptist THE ISSUE PUBLIC ISSUE OF 12,00,000 EQUITY SHARES OF FACE VALUE OF Rs. 10/- EACH FULLY PAID UP OF MALAIKA APPLIANCES LIMITED (“MALAIKA” OR THE “COMPANY” OR THE “ISSUER”) FOR CASH AT A PRICE OF Rs. 24/- PER EQUITY SHARE (THE “ISSUE PRICE”) (INCLUDING A SHARE PREMIUM OF Rs. 14/- PER EQUITY SHARE AGGREGATING Rs. 288.00 LAKHS (THE “ISSUE”) BY OUR COMPANY, OF WHICH 60,000 EQUITY SHARES OF Rs.10/- FULLY PAID UP EACH WILL BE RESERVED FOR SUBSCRIPTION BY MARKET MAKER TO THE ISSUE (“MARKET MAKER RESERVATION PORTION”). THE ISSUE LESS THE MARKET MAKER RESERVATION PORTION I.E. [Show full text]
• Competition Issues in the Air Transport Sector in India 2009 StudyStudy on on ImpactCompetition of Trade Issues in Liberalisationthe Domestic in the Information Technology SectorSegment on Development of the Air Draft ReportTransport Sector in Administrative Staff College of India HyderabadIndia Revised Final Report 2007 Administrative Staff College of India, Hyderabad Competition Issues in the Air Transport Sector in India Table of Contents Sl.No Chapter Page No. 1. Introduction 1 2. ToR I 4 3. ToR II & III 15 4. ToR IV 29 5. ToR V 30 6. ToR VI & VII 43 7. ToR VIII 91 8. ToR IX 99 9. ToR X 120 10. ToR XI 121 11. Conclusions and Recommendations 126 12. References 129 ____________________________________________________asci research and consultancy ii Competition Issues in the Air Transport Sector in India List of Tables Table Title Page No. No. I.1 Calculation of HHI 12 I.2 Fleet Size of All Scheduled Airlines 12 I.3 Order for Airplanes 13 I.4 Net Profit/Loss incurred by Different Airlines 16 II.1 City Pair-wise Herfindahl index of Pax. Carried in 2006-07 28 17 II.2 Passenger Load Factor for Indian 22 II.3 Passenger Load Factor for Indian 25 II.4 Slots on Delhi-Mumbai Route 28 II.5 Average Age of Fleet 28 II.6 Fleet Size of All Scheduled Airlines 29 IV.1 Descriptive Statistics for Price Data: Delhi – Mumbai 30 IV.2 Taxes and Surcharges on Route : Delhi – Mumbai 32 IV.3 Taxes and Surcharges on Route : Mumbai – Delhi 32 IV.4 Pre merger (2006/07)-Delhi-Mumbai (passenger wise) 36 IV.5 Post Merger(2008) -Delhi Mumbai (slot wise) 36 IV.6 Pre merger (2006/07)-Delhi-Chennai (passenger wise) 37 IV.7 Post Merger(2008) -Delhi Chennai(slot wise) 37 IV.8 Pre merger (2006/07)-Bangalore-Chennai (passenger wise) 37 IV.9 Post Merger(2008) -Bangalore- Chennai(slot wise) 38 ____________________________________________________asci research and consultancy iii Competition Issues in the Air Transport Sector in India List of Figures Figure Title Page No. [Show full text]
• Examiners for English Language Proficiency Test (Updated on 31 Oct 2017) Examiners for English Language Proficiency Test (Updated On 31 Oct 2017) ELP Examiners for Schedule Airlines/Operators:- SR. NO. NAME ATPL NO. OPERATOR 1 CAPT. ARVIND KATHPALIA 1330 AIR INDIA 2 CAPT. R S SANDHU 1518 AIR INDIA 3 CAPT. SANGITA BANGAR 1709 AIR INDIA 4 CAPT. N K BASU 1688 AIR INDIA 5 CAPT. ISHWAR PAL 1663 AIR INDIA 6 CAPT. S. LAXMIPATHY 1624 AIR INDIA 7 CAPT. S. GUPTA 1778 AIR INDIA 8 CAPT. ADITYA DEV 1873 AIR INDIA 9 CAPT. N P SINGHAL 1864 AIR INDIA 10 CAPT. ATUL KR.SINGH 1861 AIR INDIA 11 CAPT. K S JOSEPH 1804 AIR INDIA 12 CAPT. S S KOHLI 1704/2 AIR INDIA 13 CAPT. MANDEEP SINGH 1799 AIR INDIA 14 CAPT. NIRAT CHADHA 1723 AIR INDIA 15 CAPT. A S DHALIWAL 2040 AIR INDIA 16 CAPT. AJIT SAROHA 3036 ALLIANCE AIR 17 CAPT. PRAVEEN SHARMA 2083 AIR ASIA 18 CAPT. M A SREESH 3706 GO AIR 19 CAPT. S K SHARMA 2942 GO AIR 20 CAPT. RAJIT RANJAN 2648 GO AIR 21 CAPT. SANJAY KUMAR BHALLA 1891 INDIGO 22 CAPT. S. P. S SANDHU 1272 INDIGO 23 CAPT. KHURSHEED BANAJI 1119 INDIGO 24 CAPT. AJAY KUKREJA 1720 INDIGO 25 CAPT. PRAMOD SHARMA 1775 INDIGO 26 CAPT. PRATAP VASUDEVRAO 2341 INDIGO DESHPANDE 27 CAPT. UMESH SHASTRI 2774 INDIGO 28 CAPT. UMESH RAKHRA 3132 INDIGO 29 CAPT. RAJIV KUMAR SINGH 2229 INDIGO 30 CAPT. MANJIT SINGH BODHI 1568/2 INDIGO 31 CAPT. VERNON SALDANHA 2085 INDIGO 32 CAPT. AJAY KUMAR MOHAN 2424 INDIGO 33 CAPT. NIKHIL B VED 1821 JET AIRWAYS 34 CAPT. [Show full text]
• Kingfisher Airlines, Spice Jet, Air Deccan and Many More SUMMER TRAINING REPORT ON Aviation Sector in India “Submitted in the Partial Fulfillment for the Requirement of Post Graduate Diploma in Management” (PGDM) Submitted to: Submitted by: Mr. Sandeep Ranjan Pattnaik Biswanath Panigrahi Marketing and Sales Manager Roll No: 121 At Air Uddan Pvt.ltd (2011-2013) Jagannath International Management School Kalkaji, New Delhi. 1 | P a g e Acknowledgment I have made this project report on “Aviation Sector in India” under the supervision and guidance of Miss Palak Gupta (Internal Mentor) and Mr.Sandeep Ranjan Pattnaik (External Mentor). The special thanks go to my helpful mentors, Miss Palak Gupta and Mr.Sandeep Ranjan Pattnaik. The supervision and support that they gave truly helped the progression and smoothness of the project I have made. The co-operation is much indeed appreciated and enjoyable. Besides, this project report making duration made me realize the value of team work. Name: Biswanath Panigrahi STUDENT’S UNDERTAKING 2 | P a g e I hereby undertake that this is my original work and have never been submitted elsewhere. Project Guide: (By:Biswanath Panigrahi) Mr. Sandeep Ranjan Pattnaik Marketing and Sales Manager Air Uddan Pvt.ltd (EXTERNAL GUIDE) Ms. Palak Gupta (Astt. Professor JIMS) S.NO. CHAPTERS PAGE NO. 01. CHAPTER 1 5 3 | P a g e EXECUTIVE SUMMARY 02. CHAPTER 2 8 COMPANY PROFILE 03. CHAPTER 3 33 Brief history of Indian Aviation sector 04. CHAPTER 4 40 OBJECTIVE OF THE PROJECT 05. CHAPTER 5 43 RESEARCH METHODOLOGY 06. CHAPTER 6 46 ANALYSIS AND INTERPRETATION 07. CHAPTER 7 57 FINDINGS AND INTERFERENCES 08. CHAPTER 8 60 RECOMMENDATION 09. [Show full text]
• Tata Steel Limited - Investor Presentation 61 126 219 0 131 169 0 43 69 190 185 166 52 178 51 237 41 57 90 36 90 Tata Steel Limited - Investor Presentation 153 153 153 1 255 161 0 Stock Code: BSE - 500470 NSE- TATASTEEL Bloomberg-: TATA IN / TTST LI / TATA LX Reuters- TISC.BO / TISC.NS / TISCq.L 1 Disclaimer Not for release, distribution or publication, whether directly or indirectly and whether in whole or part, into or in the United States, Australia, Canada or Japan or any other jurisdiction in which such release, distribution or publication would be unlawful. These materials have been prepared by Tata Steel Limited (the “Company”), and have not been independently verified. No representation or warranty, expressed or 61 126 219 implied, is made and no reliance should be placed on the accuracy, fairness or completeness of the information contained in these materials. Neither the Company nor any of its affiliates, advisers or representatives accepts any liability whatsoever for any actual or consequential loss or damages howsoever arising from the provision or use of any information contained in these materials. 0 131 169 The statements contained in this document speak only as at the date as of which they are made, and the Company expressly disclaims any obligation or undertaking to supplement, amend or disseminate any updates or revisions to any statements contained herein to reflect any change in events, conditions or circumstances on which any such statements are based. By preparing this presentation, none of the Company, its management, and their respective advisers undertakes any obligation to provide the recipient with access to any additional information or to update this presentation or any additional information or to correct any inaccuracies in any such information which 0 43 69 may become apparent. [Show full text]
• Swift E-Bulletin Edition 22/20-21 Week – December 14Th to December 18Th Swift e-Bulletin Edition 22/20-21 Week – December 14th to December 18th Quote for the week: "Things work out best for those who make the best of how things work out." - John Wooden Introduction We welcome you to our weekly newsletter! The ‘Swift e-Bulletin’ - weekly newsletter, covers all regulatory updates and critical judgements passed during the week. We hope that you liked our previous editions and found it to be of great value in its content. We want this newsletter to be valuable for you so, please share your feedback and suggestions to help us improve. In the wake of COVID-19, we all are witnessing many relaxations, exemptions and amendments to the various legislations by regulatory authorities to ease out the operations during this time of crisis. Further, various regulatory authorities have been proactive in bringing significant regulatory changes in recent challenging times. This week’s newsletter covers various Circulars/notifications issued by certain regulatory authorities such as, the Ministry of Corporate Affairs (“MCA”), the Securities and Exchange Board of India (“SEBI”) and the Reserve Bank of India (“RBI”), and critical judgements and orders passed by the National Company Law Tribunal (“NCLT”), SEBI, Supreme Court and High Court. We have prepared a comprehensive summary for quick reference of the aforesaid updates and Judgements / orders issued during the week of December 14, 2020 to December 18, 2020. Thank you, Swift Team 1 Table of Contents REGULATORY UPDATES ........................................................................................................ 3 MCA UPDATES ....................................................................................................................... 3 1. MCA amends the Companies (Compromises, Arrangements and Amalgamations) Rules, 2016 vide Gazette Notification dated December 17, 2020 ............................ [Show full text]
• Reason Behind Kingfisher Airline's Failure: “An Eye Opening Case Study REASON BEHIND KINGFISHER AIRLINE’S FAILURE: “AN EYE OPENING CASE STUDY REVEALING THREE KEY WORDS FOR AVIATION INDUSTRY SUCCESS: COSTS, COSTS, COSTS” * JAYANT SRIVASTAVA (Asst. Professor, Trinity Business School, Murad Nagar, Ghaziabad) ** ASAD ALI & AKANSHA TIWARI (Students PGDM, Trinity Business School) ABSTRACT: Our research paper try to throw lights on some major reasons which were somehow responsible for the current crisis going inside the kingfisher Airlines which can be realized by the press statement from KFA, on 12 March 2012, highlights the challenges: “The flight loads have reduced because of our limited distribution ability caused by IATA suspension. We are therefore combining some of our flights. Also, some of the flights are being cancelled as a result of employee agitation on account of delayed salaries. This situation has arisen as a consequence of our bank accounts having been frozen by the tax authorities. We are making all possible efforts to remedy this temporary situation.” RESEARCH OBJECTIVE: The key objective of this research study is to investigate the reasons behind the failure of the Kingfisher airline in the year 2012. To investigate the government policies and the various steps taken to fix the current crisis. To investigate the reasons due to which the whole Aviation Industry is suffering from higher operating losses. What went so terribly wrong with Kingfisher when rival Jet Airways has comparatively much higher debt? INTRODUCTION: Global aviation industry is passing through challenging times due to unprecedented fuel price hike during the last 4 years, turbulent financial markets and economic recession. Vijay Malaya’s dream bird, Kingfisher Airlines - popularly known as The King of Good Times - is witnessing its worst phase. [Show full text]
• UDAN-Regional Connectivity Scheme MEMBERS REFERENCE SERVICE LARRDIS LOK SABHA SECRETARIAT NEW DELHI REFERENCE NOTE For the use of Members of Parliament NOT FOR PUBLICATION No.11/RN/Ref/March/2018 REGIONAL CONNECTIVITY SCHEME – UDAN Prepared by, Shri Naushad Alam, Additional Director (23034299) and Smt. Shalima Sharma, RO of Lok Sabha Secretariat under the supervision of Smt. Kalpana Sharma, Joint Secretary and Smt. Anita Khanna, Director. The Reference Note is for personal use of the Members in the discharge of their Parliamentary duties, and is not for publication. This Service is not to be quoted as the source of information as it is based on the sources indicated at the end/in the context. REGIONAL CONNECTIVITY SCHEME – UDAN Introduction The Ministry of Civil Aviation launched the 'Regional Connectivity Scheme (RCS) UDAN---- Ude Desh Ka Aam Naagrik' on 21 October 2016 with the twin objectives of1: i. Promoting Balanced Regional Growth; and ii. Making Flying Affordable For Masses The scheme is a major step towards making flying a reality for the small town common man. With the launch of UDAN, the Aviation Sector is set to get a big boost and tap huge market of middle class flyers living in Tier-2 and Tier-3 cities2. Highlights of the Scheme3 Pay only Rs. 2500 per seat for One Hour of flight by an aeroplane or a journey covered in 30 minutes by the helicopter. In a Century of Civil Aviation, only 76 airports connected by scheduled commercial flights but now in 16 months of UDAN, 56 unreserved airports and 30 unreserved helipads awarded for connectivity. [Show full text]
• 1. Cause List of Cases Filed Between 01.01.2018 to 21.03.2020 Shall Not Be Published Till Further Orders 05.04.2021 IN PARTIAL MODIFICATION RELATING TO THE SITTING ARRANGEMENT OF THE HON'BLE JUDGES w.e.f. 05.04.2021, THE COURT NUMBERS ALREADY SHOWN IN THE ADVANCE CAUSE LIST FOR 5th & 6th APRIL FOR THE FOLLOWING HON'BLE JUDGES SHALL NOW BE READ AS UNDER: JUDGES NAME COURT NO. 1. HON'BLE MR. JUSTICE SANJEEV SACHDEVA 7 2. HON'BLE MR. JUSTICE VIBHU BAKHRU 43 3. HON'BLE MR. JUSTICE V. KAMESWAR RAO 14 4. HON'BLE MR. JUSTICE PRATEEK JALAN 16 “All the Advocates/Litigants are informed that in view of the directions dated 09.03.2021 passed by Hon. DB-II in W.P.(C) 2018/2021 and W.P.(C) 2673/2021 half of the cases (starting from the Supplementary List/s) listed for a particular day shall be taken up in the Pre-lunch Session and rest of the cases shall be taken up in the Post-lunch Session. All the Advocates/Litigants may accordingly reach the Court Rooms according to the turn of their case/s in order to curtail the number of people in court premises at the same time.” NOTE 1. CAUSE LIST OF CASES FILED BETWEEN 01.01.2018 TO 21.03.2020 SHALL NOT BE PUBLISHED TILL FURTHER ORDERS. HIGH COURT OF DELHI: NEW DELHI No. 384/RG/DHC/2020 DATED: 19.3.2021 OFFICE ORDER HON'BLE ADMINISTRATIVE AND GENERAL SUPERVISION COMMITTEE IN ITS MEETING HELD ON 19.03.2021 HAS BEEN PLEASED TO RESOLVE THAT HENCEFORTH THIS COURT SHALL PERMIT HYBRID/VIDEO CONFERENCE HEARING WHERE A REQUEST TO THIS EFFECT IS MADE BY ANY OF THE PARTIES AND/OR THEIR COUNSEL. [Show full text]

Vistara: Aiming for the Sky

This article is free to access.

Vistara—a joint venture between Tata Sons (India) and Singapore Airlines (Singapore)—is a full-service private airline in India that launched operations in January 2015. The airline has been growing at a steady pace and has already won a number of awards, but going forward it shall have a number of challenges to confront, especially on how to increase its market share in an industry dominated by low-cost carriers and prone to uncertainties emerging from external factors beyond its control (e.g., fuel prices and an uncertain political environment). To further complicate issues, Indian aviation, despite being among the fastest growing aviation markets across the world, is still making heavy losses. For Vistara, a lot is at stake considering that the airline is backed by two major reputable organizations. In the times to come, the airline will have to learn how to navigate the complex aviation environment and seeks ways to live up to its name, which means limitless expanse.

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Mittal, A., & Gupta, S. (2020). Vistara: Aiming for the Sky. South Asian Journal of Business and Management Cases , 9 (1), 138–147. https://doi.org/10.1177/2277977919881419

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How the Vistara Brand Identity was Created

Given the news that Vistara Airlines will be merged with Air India, Meeta Malhotra looks back at how the brand identity for the premium airline was created in 2015.

In 2014, my business partner, Sujata Keshavan and I were close to concluding our payouts at Ray+Keshavan. R+K as it was fondly known, was a branding and design consultancy that was co-founded by Sujata and the late Ram Ray in the 90s and acquired by WPP in 2006. 

R+K had a dream run, building some of the country’s biggest brands – from Airtel to Kotak. However, we had never branded an airline. So when the RFP came in for a joint venture between the Tatas and Singapore Airlines (SIA), there was much excitement. Given the fact that we had no airline branding experience, Sujata flew to London to pull together a senior team from WPP to bid for the project. In what would turn out to be a fortuitous turn of events, that did not meet with any success and we ended up bidding for the project alone. 

The scope of our bid included naming, positioning and identity design, across all brand experience touchpoints. Conscious that we were up against global firms with several airlines in their branding portfolio, we submitted a unique point of view that ultimately went on to win us the project. 

Not Just Another Airline

In 2014 the market was dominated by Jet and Indigo. Given the competition, we said, there was a white space for an airline that focused on experience, versus functional parameters like efficiency and being on time. We recommended that the airline be branded from a hospitality lens – with all details, from the livery to cabin interiors and even the choice of music, selected to create a premium ‘hotel’ experience for the corporate traveller.

In 2014, the design language of airlines was dominated by visual cues of flight. We broke away from this completely, recommending instead that all interfaces speak the language of premium hospitality. Given the SIA and Tata lineage, we knew this was a powerful and credible brand idea. Sujata Keshavan, Founder & ECD, Ray+Keshavan

A Boundless World

Naming an airline is a difficult task, given that the name must work across cultures, be phonetically appropriate and available for legal registration in multiple countries. 

Vistara is based on the Sanskrit word ‘Vistaar,’ meaning boundless expanse. This was a diametrically opposite construct to the prevailing sentiment in the airline industry, which was about imposing constraints, be it cutting corners or layering on extra charges.

As part of its premium hospitality positioning, this new airline would deliver a full-service experience, with all the bells and whistles. Instead of imposing constraints, it would lift them – and hence the name Vistara. (The extra ‘a’ at the end was added for phonetic ease.)

Using a Sanskrit name also fitted into our hospitality-based strategy, since it was a nod to the warm Eastern hospitality that both Singapore and India are known for. Vistara was a lyrical, easily pronounced word. The name also evoked the endless blue horizon that passengers see from their windows during a smooth, enjoyable flight.

A Fluid Octagram

The idea of Vistara’s boundless world was captured visually through an octagram or an eight-pointed star, known through history as a symbol of balance, excellence and good fortune. The continuous, overlapping lines in the logo have an inherent sense of movement, as if the space within them is dynamic and not still.

The form of the logo was crafted to lend itself to several different crops, which were used to brand interfaces as diverse as aircraft tail and water glasses, without creating visual fatigue. The logo was also used as a tessellation to create patterns for frequent flyer cards and uniforms.

Colour Me Purple

There was much discussion around the primary colour for the brand. It was clear that overused red and blue palettes were out. I remember Sujata saying at a brainstorming session, “Imagine the Vistara crew walking through an airport – we want them to stand out, to be easily recognisable.What colour should they be wearing?”

In the end, the team chose the deep aubergine and gold palette that is identified with the Vistara brand today – not just because it was distinctive, but also because it aligned with the overall ‘luxury hospitality’ experience we were aiming to create.

Branding Three Classes

Vistara was the first airline to introduce a Premium Economy cabin on domestic flights. At the time, this was considered a risky move. Would passengers pay more to sit in a cabin that wasn’t Business Class? Our strategy was to add ‘prestige’ to Premium Economy, making the experience as distinct as possible. We used a deep blue to brand Premium Economy, so it clearly stood apart from the base Economy purple. 

Goodbye Vistara?

From its first flight in 2015, the Vistara experience has been true to what we imagined. The implementation of the brand identity was flawless and it was always a pleasure to ‘fly the new feeling,’ (a launch slogan created by Ogilvy). 

With the recent announcement that the Tatas will merge all airlines under Air India, it seems that Vistara brand will be sunset soon. Given Air India’s tremendous equity and identification as a national carrier, this is clearly the right decision. As I discussed this latest event with Sujata, she agreed that even though she couldn’t help feeling a tinge of regret, it is fitting that the Tatas restore Air India to glory. 

We hear that Futurebrand has been commissioned to carry out the Air India rebranding and we look forward to seeing the new brand and of course, carrying the case study in THC.

The Vistara Team at Ray+Keshavan | The Brand Union

Executive creative director: sujata keshavan, director strategy : meeta malhotra, design team: sulekha rajkumar, pooja jagadeesh, dan ellis, anoopa john, jeevan nair, surabhi rathi, client management: neethi isaac, disha amin, 17 comments.

What a mess the new Air India livery is. they should have just kept Vistara design and colours and added Air India title, painted the engines gold or purple, full logo on engines.

I enjoyed reading about Vistaraa’s brand journey. The brand definitely stood out. The name, logo, colours, experience—all were addressed to the point beautifully.

Hi, Writing this just after the launch of the new Air India logo and livery. This design process felt so natural and Vistara’s branding was one of my favourite! Would love to understand your personal opinion on the new Air India identity , either as a a new blog/article or in private.

Thanks for sharing.I love this name Vistara

Reading is a nice experience The hard thought and team work behind a wonderful creation that captured the vast sky

You forgot to mention the MOGO created by Brandmusiq

Thanks for the info. With Tata at helm of Air India , they will ensure its glory is back and give flyer a good time

Vistara is certain to be the airline of choice for both domestic and international travelers…a truly 5 star travel experience Ernest Quintal

My trip on board of vistara was a compet aircraft for the first time from Bombay Muscat. The crew team was responsed I enjoyed the flight

Enjoyed reading this. Being a frequent user of Vistara ,felt emotional now that there will be a sunset to this name. Thanks for sharing.

Such an interesting read. Thanks so much for sharing.

Also curious to know, since I do not belong to this industry, how do RFPs come in for such branding initiatives? Or do you also go looking out for the same?

I absolutely love the name. Like you said, it is lyrical, and also has a very well-suited meaning.

Being an avid student of branding and communication, let me add two more connotations which can be derived from the brand name Vistara: Vista – A beautiful view Sitara – ‘Star’ quality hospitality

Insightful read, and another chance to appreciate the good work done on the branding of Vistara.

This is very insightful. Thanks for sharing.

Good to know who the people were behind one of the recent brands that I truly enjoy. Thoroughly enjoyed the process. Thanks for sharing!

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