Showing posts with label Low Fares. Show all posts
Showing posts with label Low Fares. Show all posts

One day offer, Air France-KLM-Delta offers "almost free" fares for children this Christmas

by Devesh Agarwal

Air France-KLM and their joint venture partner Delta Air Lines have a one-day “Santa Surprise" offer for all children travelling to Europe, with their family on the three airlines.

All children up to the age of 11 years and 11 months will have to pay only 1% of the adult fare. This “Santa Offer” is valid for booking and ticketing only on 24th December 2013 for outbound travel on or before March 31, 2014. This offer is only valid for India.

To avail the offer, call the Air France - KLM sales and service center or contact your travel agent.
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Jet Airways offers special airfare discount for Rotary South Asia Literacy Summit in New Delhi

by Devesh Agarwal

Jet Airways is offering a special discount on domestic airfares to attendees of the Rotary South Asia Literacy Summit to be held in New Delhi on December 14 and 15. The airline will extend a 5% discount on the base fare and fuel surcharge.

Use the discount code "JETRSA2013" when making the booking on the Jet Airways website.

Other terms of the offer :
  • Sale Validity from 12 Nov 13 to 15 Dec 13
  • Travel Validity 1 Dec 13 to 20 Dec 13
  • Valid on all Jet Airways / JetKonnect domestic flights within India
  • Valid on all classes
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Routes: easyJet to begin services between Jersey and London Gatwick

British low cost carrier (LCC) easyJet has announced new thrice daily service between Jersey and its hub at London Gatwick commencing 30th March 2014 utilizing 156 seat Airbus A319 aircraft. Find out more details below.

28th August 2013

easyJet, the UK’s largest airline has today announced it is increasing its Jersey network with the introduction of a year-round service to London Gatwick.

From 30 March 2014 easyJet will operate three flights per day between Jersey and London Gatwick offering the choice of a morning, afternoon and evening departure in each direction. The new service will go on sale in September 2013 and means easyJet now connect Jersey with five UK airports – London Gatwick, Southend, Liverpool, Newcastle and Glasgow.

The announcement follows a deal secured by easyJet earlier this year to purchase 25 additional slots at Gatwick Airport from Flybe. Since this time, the airline has worked closely with the route development team at Jersey Airport to expand its operation in the Island and enhance connections to London Gatwick. The new flight will be operated by an Airbus A319 aircraft with the capacity of 156 seats.

Group CEO for Ports of Jersey, Doug Bannister, is delighted by the announcement and says the confirmation will offer an excellent and affordable choice for both leisure and business passengers.

UK Commercial Manager for easyJet, Ali Gayward, says: “easyJet is pleased to confirm it will introduce new flights between Jersey and London Gatwick from spring 2014, which underlines our continued commitment to serving Jersey.

“The new early flight will allow business travellers to reach London in time for meetings while the evening departure enables them to travel home on the same day. The introduction of low cost seats will also help to boost tourism to Jersey.

“In developing our plans for London Gatwick we have listened to all the points made by Economic Development and Jersey Airport. Their enthusiasm to work with easyJet has been clear from the start and we hope this support will continue to make the route a success”.

Minister for Economic Development, Senator Alan Maclean, says: “Today’s announcement once again demonstrates easyJet’s continuing confidence in Jersey, which has continued to flourish since it first established services from the Island in 2008. The airline has the capability of delivering in excess of a quarter of a million passengers per year on the Gatwick route alone, which will be of great benefit to the vitally important tourism and business economy”.

Provisional schedule for summer 2014 – timings to be confirmed in September.

London Gatwick – Jersey             Jersey – London Gatwick
Depart Arrive                     Depart       Arrive
07:00 08:00                      08:30       09:30
14:30 15:30                      16:00       17:00
17:30 18:30                      19:00       20:00

The introduction of a London Gatwick service brings the total number of routes the airline serves from Jersey to five. In addition to its exiting year-round services to Liverpool, Glasgow and London Southend, the airline also introduced a summer service to Newcastle earlier this year.
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Qatar Airways offers discounts for HSBC credit card holders

by BA Staff

Qatar Airways cabin crew. Photo copyright Devesh Agarwal
Qatar Airways is offering discounts to HSBC Bank India debit and credit card holders. The airline is offering 10% savings in Economy Class and 15% in Business Class valid for sale ­­­until September 15, 2013 with all travel to be completed on, or before, March 31 2014.

Card-holders should make bookings online at www.qatarairways.com/in-hsbc using their debit and credit cards. From past experience, we can inform our readers to use this specific URL as the offer does not normally show up on the airline's website.

The airline’s Indian operations cover daily services to Doha from Mumbai, Ahmedabad, Amritsar, Goa, Hyderabad, Kolkata, Kozhikode, Trivandrum, Chennai and Bengaluru, together with 11-flights-a-week from Cochin and double daily flights from Delhi. It offers onward connections to an exciting array of over 100 destinations across Europe, Middle East Africa, North America and South America. Qatar Airways also serves the Far East and Australia from Doha.
Qatar Airways Country Manager, India, Henry Moses said, “We value this partnership with HSBC Bank, which is one of the leading banks in the world. This provides the India customers base of HSBC the unique opportunity to enjoy savings in both Business and Economy Class in addition to accumulating Qmiles on their debit and credit card purchases. We are confident that we will receive a great response and the partnership will be a valuable addition to varied offerings by Qatar Airways to provide a truly rewarding travel experience.”
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Jet Airways Q1 FY2013~14 performance analysis - part 2 - JetLite, aircraft utilization, and ancillary revenues

by Vinay Bhaskara

JetLite continues to be a (modest) bright spot in Jet Airways’ broader operations. The low cost wing of Jet Airways, which was recently merged with the JetKonnect brand to streamline low cost operations, reported a net post-tax profit of Rs. 6.9 Crore, down from Rs. 11.7 Crore a year prior.

An increased proportion of JetKonnect’s fleet was contained within the mainline operation, and standalone JetLite’s fleet declined to 13 frames from 19 last year. Thanks to this reduction in fleet size, revenues declined 17.2% on a 17% decline in available seat kilometers (ASKs) and revenue per available seat kilometer (RASK) declined 0.3% with cost per available seat kilometer (CASK) increasing 1.4% year over year (YOY). CASK and RASK are used to adjust revenue and cost figures for segment length. Operating margin for JetLite stood at 5.1%, up from 3.8% the year prior.

The low cost wing of Jet Airways continues to outperform the full service wing domestically. And given the economic slowdown, weakening salary growth, and heavy inflation, customers, even business travelers are likely to pinch pennies and be more frugal in consuming air travel. At least on domestic sectors, the Indian purchasing behavior pattern has skewed more heavily towards low cost carriers. It probably makes sense for Jet to focus on expanding its low cost operations as a proportion of overall operations. For example, JetLite (and by extension JetKonnect) have unit costs that are roughly 23.5% lower than those of mainline Jet Airways; a significant advantage in challenging the low cost carriers (LCCs) who have only grown in stature as Jet has shrunk in parallel.

Turning to a structural analysis of Jet’s business, one of the key factors dragging down financial performance for Jet is now its large net debt, as we mentioned in Part 1, which stands at Rs. 12,100 Crore ($2.1 billion). Commensurately, financial charges increased to Rs. 234.13 Crore for Q1. But Jet’s problems do not necessarily end there; the network may be an even bigger challenge. On the conference call, Jet mentioned that in the domestic market, it has no immediate plans to cut capacity from its Q1 levels, on which it operated 32,500 quarterly departures utilizing 42 737s split between the 737-700/800/900 variants (12 for JetLite) and 14 ATR 72 (one for JetLite). The remaining 19 737s, 14 A330s (10 A330-200s, 4 A330-300s), and seven 777-300ERs are used to operate the 9,350 quarterly departures internationally. 

On international sectors, we asked why Jet had chosen not to operate the A330-200 on shorter haul sectors as several of the aircraft are underutilized, and their Vice President of Commercial Strategy and Investor Relations K.G Vishwanath responded by stating:
From a financial standpoint, we have always seen that the 737 or a single aisle aircraft is the most suitable airplane for any flying distance between zero to five hours. And you have been in this business for four, five years and you know very surely that the margin you are able to make on the 737 is significantly higher as compared to the A330. The A330 airplane is basically an overkill for a short-haul given that fuel costs are very expensive and the fact that the flying distance is very short, you end up running more fuel and it does not give you the right kind of revenue per RPKM to be able to make a decent margin.
In our view, under-utilization of the A330 fleet is not justified by the (slightly) higher operating margins that can be driven on the 737. When you include the financing costs (leases and/or debt costs) of the A330 fleet, the airline is likely losing more money on the underutilization of the A330s, than it is gaining from the higher margins on the 737s. Moreover, the idea that the A330 is very expensive on shorter haul routes is correct to a degree, but not overall. The A330 has lower unit costs (CASK) than the 737s, which Jet needs volume to profit on. An expensive, unused asset is more costly in the short term than imperfect alignment of asset with mission.

Mr. Vishwanath also tackled ancillary revenues during the call:
So currently our ancillary revenues appears in the other income line you will see in the P&L. We’re currently at roughly 4 to 5% of our top line revenues. We would like to take this number up to 10% of top line in the next two to three years.
This is a very positive strategy on the part of Jet. Looking at the global airline industry, the West in particular, sustainable profitability for full service carriers has occurred over the past 4-5 years primarily because of ancillary revenues; especially checked baggage fees and change fees. Growing ancillary revenue is a good way for Jet to tackle the profitability issues that have cropped up in the domestic market.

Read Part 1 of this analysis here

Stay tuned for Part 3 of this analysis, in which we tackle Jet Airways’ fleet plans and a way to reduce their debt load.
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Emirates' business class sale

To boost flagging passenger loads, Dubai based Emirates airline, has announced a sale on its’ Business Class fares worldwide ending on June 6, 2013 for travel between July 12, and August 4, 2013.

Ex Bangalore, tickets prices start at Rs. 72,356 for Dubai, Rs. 141,916 for London, and Rs. 206, 871 for New York.

Mr. Essa Sulaiman Ahmad, Vice President, India and Nepal, said
“Emirates provides specially tailored products and service to its Business Class passengers to accommodate their requirements while on the move; from priority check-in to baggage handling, chauffeur drive service and dedicated lounges and excellent onboard catering"

"This Business Class sale offers added extra value that further enhances the entire premium package making it even more rewarding to choose Emirates.”
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Qatar Airways' special discount for Kotak Bank credit and debit card holders

Qatar Airways, if offering exclusive savings to the debit and credit cardholders of Kotak Bank India. Card members can save up to 15% savings in Business Class and up to 10% in Economy Class.

Members can make bookings online at www.qatarairways.com/in-kotak with payment using their debit and credit cards. The offer is valid for sale until 30 June 2013 and all travel must be completed on, or before, 30 September 2013.

Qatar Airways offers 95 passenger flights each week from 12 gateway cities to Doha. The airline’s Indian operations cover daily services from Mumbai, Ahmedabad, Amritsar, Goa, Hyderabad, Kolkata, Kozhikode, Trivandrum, Chennai and Bengaluru, together with 11-flights-a-week from Cochin and double daily flights from Delhi.
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Malaysia Airlines to upgrade Hong Kong route to Airbus A380

Superjumbo replaces existing Boeing 737 service

by Devesh Agarwal

National carrier Malaysia Airlines will upgrade its twice daily Boeing 737-800 operated Kuala Lumpur Hong Kong route to an Airbus A380 effective May 1, 2013. Hong Kong will be the third A380 destination for the carrier after London and Paris. The new schedule is:

MH72 departs Kuala Lumpur 09:15 arrives Hong Kong 13:05
MH73 departs Hong Kong 14:45 arrives Kuala Lumpur at 18:25

The 494 seater A380 will increase by about 50% the existing capacity of twice daily Boeing 737s, and will also introduce a first class cabin on this premium route offering eight seats. Malaysia's A380 has 420 economy class seats. 350 seats on the main (lower) deck and 70 on the upper deck, and 66 business class seats. All seats are equipped with the usual modern amenities - individual in-flight entertainment with audio video on demand, in-seat power supply, USB ports for BYOD entertainment, etc.

The airline is offering attractive introductory offers on this route for travel till November 30, 2013.
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Jet Airways site says they halved ticket pices in a sale, but we cannot find the savings

by Devesh Agarwal

Experience India’s biggest air ticket sale with 20 lakh seats on over 450 daily flights across 57 cities within India. Lofares on Jet Airways and JetKonnect flights starting INR 2,250.
is what Jet Airways' website screams at you as one of the largest Indian carriers launches a mega sale valid till February 24, in which it appears to have cut its fares in half.

Jet's sale appears to be another salvo in a fare war which is seeing the price discipline of Indian airlines over the last one year slowly disappear. This fiscal discipline which brought the airlines back in to profitability, has also seen passenger load factor percentages dip from the high 80's in to the 60's.

Earlier this year, low cost carrier SpiceJet, had offered one million seats at an all inclusive fare of Rs. 2,013 for any domestic flight between February 1 an April 30. Jet Airways is topping this offer with two million seats, for travel through the calendar year 2013.

However, like the SpiceJet sale, one has to take the Jet sale with a pinch of salt. A quick check of fares by Bangalore Aviation for fares in the first week of March on the airline's website for a round-trip Bangalore Delhi returned fares of Rs. 14,500 compared to Rs. 8,700~9,500 on fare search website Ixigo flown on SpiceJet or IndiGo. The comparison was done for similarly timed flights, and using the lowest fare in the time slot (morning, mid-day, late afternoon, evening) including the low fare JetKonnect.

Terms and conditions of the offer (as per the Jet Airways website at time of publication):
  • Offer valid for booking in Economy between February 19, 2013 and February 24, 2013 (both days inclusive)
  • Offer valid only for bookings on www.jetairways.com and www.jetkonnect.com
  • Travel must commence on or before December 31, 2013. The travel validity for this offer may differ based on your journey but not later than December 31, 2013.
  • Offer not valid on International flights
  • Fares indicated are as on date
  • This offer cannot be combined with any other offers / discounts / promotions / JPMiles redemption Award tickets from Jet Airways or JetKonnect
For more details visit the airline's websites. Be warned though, both sites are sluggish with many fliers taking advantage of this offer.
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Video: IndiGo President Aditya Ghosh talks about why some airlines fail and some succeed

by Devesh Agarwal

Aditya Ghosh, President and Executive Director of Indigo Airlines says "Airlines fail because ego comes in the way of wisdom," (a reference to the flamboyant Dr. Vijay Mallya). "As any business matures, not just the airline industry, it tends to move away from the basics. We tend to forget what the customer really needs, versus what the customer really wants."

Ghosh was speaking at the recently concluded NASSCOM India Leadership Forum 2013.

Watch this video where he talks about how Indigo has managed to become the largest domestic carrier in India along with being one of the most popular. See his insight in to what will drive growth for IndiGo and the industry in general through the coming year.



Hat tip to Tarun Shukla at FlightDeck India for the lead.
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Air India commences circuitous flights from New Delhi to Agra

Air India operated its first flight to Agra earlier today.

Following a circuitous route (Delhi-Varanasi-Agra), this flight has a schedule that leaves much to be desired.
Image courtesy gcmap.com

The flight will be operated with an all-economy class Airbus A320 aircraft, three times a week on Mondays, Wednesdays and Fridays. Flight AI 406 departs New Delhi at 1245, arrives Varanasi at 1400. Departs Varanasi at 1435 arrives Agra at 1530. Departs Agra at 1605 and arrives Khajuraho at 1645 hours. One the return flight AI 405 will leave Khajuraho at 1720 arrive in Varanasi at 1810 hours. Depart from Varanasi at 1845 and reach Delhi at 1955.

Only a politician who is not answerable for the route profitability can have thought up of such a convoluted routing.

One would expect at least one of the network planners at Air India to advise their political masters that no passenger in his or her right mind will take a flight of 2h45m when they can take a train between New Delhi and Agra and reach in 1h50m.

One can drive from Delhi to Agra on the new Yamuna Expressway and reach in a lesser time.

And all this at 12 Noon?!?!?! Which tourist wants to waste their whole day?

Unfortunately the connectivity to Khajuraho is poor at best, and both Air India and Jet Airways who serve this city, fleece their passengers mercilessly. 30 day advance purchase New Delhi Khajuraho roundtrip fares start from Rs. 16,415 quickly shooting up to Rs. 22,487. In comparison a roundtrip flight across the country from New Delhi to Bangalore for the same travel dates will cost Rs. 10,200.

And then we wonder, why India received less half the number of foreign tourists compared to a small country like Thailand.
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Air India has a one week low air fares sale to international destinations

Following in the footsteps of most international airlines, offering special fares ex-India, national carrier Air India, today announced, it is offering low fares for the lean season which commences from the middle of January.

The scheme is valid for immediate out-bound travel to the Far East and Near East, and from 21 January 2013 onwards for the USA, UK, Europe and UAE sectors.

The sale is open for one week from December 10 through 16, 2012.

Some of the fares under the scheme are:
  • USA - New York JFK, Newark, and Chicago : Rs 51,999
  • UK - London Heathrow : Rs 40,999
  • Europe - Frankfurt and Paris CDG : Rs 35,999
  • UAE - Dubai, Abu Dhabi, and Sharjah : Rs 15,999
  • Far East Seoul Incheon, Osaka Kansai and Tokyo Narita : 34,999
  • Near East Hong Kong, Shanghai Pudong and Singapore : 17,999
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Jet Airways offers old Indian Airlines pre-paid booklet scheme to counter passenger flight to trains

Indian airlines are in a no-win situation.

From one side they face excessive taxation which distorts input prices like aviation fuel to twice its international price, from the other, airports hiking up charges.

After years of bleeding, the airlines have, for the last six months, been hiking airfares to redress the situation. However, many of the hikes are simply too high. For example, a two day advance notice one-way airfare from Mumbai to Ahmedabad ranges from around Rs. 11,000 to over Rs. 16,000.

The rule of thumb is that the aviation industry grows at twice the rate of a country's economic growth. Even with a low 5.5%, airlines should have seen a growth of 10%. Instead thanks to these fare hikes, air passenger number are dropping, down over 15% from a year ago.

The passengers are travelling, but they have migrated, en-mass, back to surface transport; trains and buses, especially on regional sectors of 300km~750km. Business travellers who often travel on short notice, especially regionally, are simply unable to afford these sky high fares.

The natural solution that comes to mind is, reduce the fares!!!! That is easier said than done. Any move will trigger a fare ware between the airlines, who simply cannot afford to bleed more money.

Caught between the devil and the deep blue sea, in a bid to counter this mass migration, Jet Airways is introducing the concept of the pre-paid coupon book called the “ONE FARE PASS”. The new booklets, valid for six months from the date of purchase, contain four coupons, each of which are applicable for one sector travel on domestic flights that are less than 750kms in distance, on either Jet Airways or JetKonnect flights. Connecting flights will require two coupons.

The price of a booklet for travel in Premiere class is Rs. 49,216 inclusive of all taxes (Rs. 12,304 per coupon). A four coupon economy class booklet is Rs. 19,606 (Rs. 4901.50/coupon) for Jet Airways, and Rs. 17,254 (Rs. 4313.50/coupon) for JetKonnect. The company release did not clarify whether a Jet Airways coupon could be used for a JetKonnect flight.

The booklets may be purchased by individuals and organisations and the blank coupons can be transferred  to any person till details are endorsed on the coupon. Once endorsed coupons will be non-transferable. The booklets are on sale till March 31, 2013.

Readers may recall this booklet concept was first introduced, many years ago, by the erstwhile Indian Airlines which is now the domestic arm of Air India, except at that time, the booklet was valid for any domestic sector regardless of distance. Jet Airways is capping the distance to 750km as this is the distance maximum impacted by the flight of passengers to surface transport of trains and buses.
This scheme is targeted to individuals who travel short distances, often at short notice. Last minute fares are frightfully expensive (Bombay Ahmedabad on a two day notice is between Rs. 12,000~Rs. 16,000, Bangalore Hyderabad or Chennai is Rs. 5,500~7,500, etc.), and individuals and organisations will get the benefit of a predictable fare. Organisations will further benefit as the booklet is not tied to any one person till a booking is made and the coupon is endorsed in the traveller's name.

The typical sectors that Jet as aiming at are Mumbai Ahmedabad, Baroda, Aurangabad, or Indore, Bangalore Hyderabad, Mangalore, Chennai, Trivandrum, Chennai Hyderabad or Trivandrum, Delhi Jaipur, Chandigarh or Amritsar, and Kolkata Bhubaneshwar, Dibrugarh, Patna or Guwahati.

One business which can benefit from this scheme can be travel agents. I am sure some of the travel agent readers of Bangalore Aviation can consider this booklet scheme as a long term investment and offer a last minute passenger a 50% discount on a Rs. 16,000 airfare, and still make almost 100% profit on investment. A commission of 10% of the profit may please be donated to Bangalore Aviation for the idea.

On further investigation, we find that Jet Airways is also offering a similar four coupon six month One Fare Pass in Premiere class for international travel with the Gulf, SAARC, and South East Asia for about Rs. 1.09 lakhs. The terms and conditions are here.

Read more »

Exclusive interview: Giorgio De Roni - CEO GoAir - Part 2: We first deliver results, we do not over-promise.

Continuing from part 1 of the interview with the the soft spoken CEO of GoAir, Giorgio De Roni, who has quietly turned around the Wadia family promoted airline from a rock bottom position, dismal market share, and reputation for frequent cancellations, to a top performing contender in the Indian airline industry, with some of the best performance parameters in the industry.

In the concluding part of this broad ranging two-on-one interview with Devesh Agarwal and Vinay Bhaskara, De Roni, shares his management mantras, techniques and methods utilised in the turn around of GoAir.

Q: How are things developing at GoAir and in the Indian airline industry as a whole over the past year?
Well the industry is going through a challenging period due to many issues in the market.

Certainly and foremost the cost of fuel and taxation on fuel. We have recorded an increase of 7%, which is a huge increase given that fuel represents more than 50% of our total costs.

Then we have a market that I’m fully confident and sure that in the medium to long term is growing. But unfortunately in the latest few months, we have recorded a drop in respect to last year, and that is a big concern in the short period.

We have some infrastructure bottlenecks and again this is penalizing airlines in India.

That said, I remain confident in the growth of the Indian aviation sector. We might require some revision of the regulatory environment which is a little bit old fashioned. If I’m not wrong the base of the legal framework is dated 1934, so even before the Chicago Convention.

I feel that some commitment from the government to revise and improve efficiency in the system is necessary. I feel confident that all stakeholders will be able to deliver us such an environment.

In my view, a country with 1.2 billion people should have a much stronger aviation sector. Definitely there is an opportunity to create a hub in India, and there is probably also a space for more than one hub. But we need some efficiency in all of the systems.
Q: Till a little more than a year ago, GoAir did not enjoy the best reputation in the industry in terms of dispatch reliability. In the last 1.5 years, that has turned around literally 100%. GoAir ranks, right at the top in terms of least cancellations and best on-time performance. Can you share with us what were the issues confronting GoAir and some of the steps you took to solve them when you joined the airline?
Well I think that quality to customer is one of the pillars of any airline, and we are committed to deliver value for money. Definitely I am aware that in the past, GoAir was suffering in terms of on-time performance. We are now averaging around 90%. And notwithstanding the high on-time performance, we also have high aircraft utilization, because in July we achieved 13 block hours per aircraft per day, which is remarkable for a narrow-body airline.

I think that the only thing that I am trying to reach within the organization is trying to deliver consistent strategy, and a consistent approach throughout the management team and down to the front line. We are investing hugely in terms of training and hugely in processes and procedure. We were IOSA approved [IATA Operational Safety Audit] at the end of 2010. Since it is a 2 year approval, we are now going through the renewal of that certificate. All these aspects are contributing to keep our quality and standard of performance high.
IOSA? We didn’t know that you had undergone IOSA. We only knew that Air India had undergone IOSA.
Well, one of our characteristics is not to overpromise, but first to deliver the result and then communicate. Sometimes my shareholder [Wadia family] blames me, saying that we [GoAir management] should be more proactive in communication.

Well my view is that we have to communicate only what we are able to deliver. And definitely IOSA is a good achievement.

But in the end, does a passenger choose GoAir for being IOSA certified? No I don’t think so.

I think that it is more important to deliver on-time performance, and good service, both on-board and on the ground. And that is why we are investing significantly in training.
Q: You mentioned that GoAir is achieving 13 hours aircraft block utilisation time, That is almost 20% or 30% more than IndiGo or SpiceJet. You appear to have probably the best aircraft utilization in the country?
Well last year we received an award by Airbus for being the best operator of the A320 in whole of Asia Pacific, Middle East and Africa in our fleet size. [Editor's note: A320 behemoths AirAsia and IndiGo are in the same geography]

And this is remarkable because of course the higher utilization continues to keep fixed costs more efficient , but also it is remarkable because it is accompanied by a very good on-time performance.
Q: How long are you looking at keeping the same level of aircraft utilization?
I hope that as soon as we get approval, we can start operating on international flights and increase the aircraft utilization by adding some flights at night. Of course on a daily basis we need to carry out maintenance checks on all the aircraft. And these keep the aircraft grounded for 3.5~4 hours every day, so the limit for the utilization is 20 hours.

We have a turnaround time of between 25 and 30 minutes depending on the size of the airport and efficiency of the airport in providing turnaround services. And that’s the limit I cannot go beyond.

Because our first departure is at 05:15 and our last arrival is at 01:00 the following day. Of course not all of the aircraft have such an intensive utilization, but we manage to have a pretty good utilization.
Q: So does this high utilization change the timeline on heavy maintenance checks for the A320s?
We do have C-checks. Another policy of the company is to keep the fleet as young as possible, because this brings efficiency in maintenance and efficiency in fuel consumption, and a good product to our customer. It means that C-checks. Yes we have undergone 8 C-checks for the fleet. These keep the aircraft grounded for around 3 days. We outsource the C-check maintenance. We also have engines updated but considering that we have spare engines, the high utilization is not as much of a concern.
Q: Many Indian carriers are moving to the concept of "power by the hour" with engine manufacturers. Is GoAir using this business method?

[Editor's note: In this business method, airlines agree to pay engine manufacturers a unit price per hour of usage of the engine. The manufacture is then responsible for the performance and maintenance of the engine.]
We do not do so currently, but we are exploring this method. If it saves us money and helps us improve our despatch reliability we will consider it most strongly.
Q: Can you share some of your operational numbers? What are your average number of flights per aircraft per day?
We operate roughly 100 nonstop flights, but the network is constructed to offer as many “via” [connecting] opportunities as possible, particularly via Delhi and via Mumbai. And we carried roughly 3.5 million passengers last year and we have a target of 5.5 [million]. Why? Not only due to the increase of aircraft, we grew capacity by 22% as well.
Q: So you will be targeting growth up to 5.5 million passengers this year?
Yes 5.5 million. Due to increasing capacity by 22% and a higher seat factor. We also slightly increased the productivity by 15 minutes – which is peanuts. But at the end of the day, we can deliver some positive results.
Q: How many rotations do you achieve on average per aircraft per day?
We achieve 7.6 legs per aircraft per day.
[Editor’s Note: Mr. De Roni clarified that he meant 7.6 one way flight segments per aircraft per day.]

Q: Can we ask you for CASK or RASK numbers? (Cost per Available Seat Kilometre, Revenue per Available Seat Kilometre)
Sorry No.
Q: You mentioned the enhanced connectivity that you are looking at through Delhi and Mumbai. Looking forward, how much do you want to grow connections? Will it play an increasing role in the business model or will the primary focus still be point to point connections (P2P)?
Well the main focus will continue to be on point to point, but definitely connectivity might increase without diluting the overall revenue. Furthermore, we also must consider that due to some infrastructure bottlenecks, it wouldn’t be easy to add additional slots in Mumbai or at peak times in Delhi. So we also have a strategy to increase our presence in other areas of the country. We are already relatively strong in the Northwest; in Jammu and Kashmir we are the market share leader in Srinagar. We have recently deployed second aircraft nonstop at Bangalore Airport and the January A320 delivery will be most probably deployed in the South of the country, bypassing both Delhi and Mumbai.
Q: What do you see happening in Mumbai with regards to an integrated terminal? Will it be something similar to Delhi where you have an LCC terminal and a separate integrated terminal.
First of all, I am not Indian and I am not particularly able to forecast Indian decisions. And even if I am able to forecast, since it is sometimes a frustrating experience, I prefer to keep to what is the final the result.

Because media coverage is unpredictable – one week they say that FDI will be approved by Friday, the next Saturday, it is next month, and the next month, it is in a few months time.

So I have the habit of let’s see what happens and planning consequently.
Q: The reason we ask is that if in Bombay they structure the integrated terminal similar to Delhi, will the cost structure be similar to Delhi?
Yes. And it will create inefficiencies in the cost structure if we have to share activity between two terminals. So I do hope that this kind of consideration will be analyzed before any sort of decision is made.
[Editor's note. Please see part 1 of this interview where Mr. De Roni explains how high fees are impacting Delhi airport with reduced traffic]

You recently asked the DGCA to grant you a waiver from the 5-year and 20-aircraft rules for international flying. How confident are you in receiving a waiver, and would this signal a shift in strategy towards more international flying?
No, the core business will remain domestic. I personally see a strong potential for more growth domestically, considering that only 60 million passengers travelled by air last year out of 1.2 billion people.

If there are opportunities to fly internationally, I feel relatively confident to be authorized to fly internationally.

We already have, as you know, the 5 years of experience required, but we are flying less than 20 aircraft. I do not see why foreign airlines are allowed to fly international flights to India with just 1, 2, or 3 aircraft and Indian carriers are not allowed.

In my view, allowing GoAir to fly international, will increase opportunities for employment, flows of currency and tourism, and will serve the economy of the country better, and at the end of the day, it will create a dynamic competitive environment to the benefit of the final customer.
[Editor’s Note: Just to give some examples of this disparity. Avia Traffic Company, an airline with 5 aircraft that is banned in the EU, is allowed to operate in to India. Bhutan's Druk Air with just 3 aircraft, and several sketchy Afghan airlines with very small fleets, operate non-stop international services into Delhi? Yet GoAir with its now sparkling reliability and safety record is not allowed to do so?]

Q: Looking at your network, Mumbai and Delhi seem to be roughly equal in size. Will you increase in Delhi?
We are slightly more present in Delhi, historically due to a lack of slots in Mumbai. But definitely also due to the fact that the cost in Delhi has increased greatly. Thus the expansion plan will mostly be outside Delhi.
Q: One thing we’ve noticed is that the bulk of the expense at Delhi Airport seems to have occurred on Terminal 3. Yet GoAir, SpiceJet, and IndiGo passengers, who do not use T3, are made to pay fees for T3. Your comments?
Unfortunately, this is the common approach to airport development. And with this kind of approach we have weaknesses in the efficiency of the system. We have to survive anyhow.
Thank you sir for the revealing details. It was a pleasure.

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Exclusive interview: Giorgio De Roni - CEO GoAir - Part 1: GoAir is profitable

Over the last 18 months, the soft spoken Giorgio De Roni has been quietly turning around the Wadia family promoted GoAir. From a rock bottom position, dismal market share, and reputation for frequent cancellations, De Roni has grown GoAir to surpass Kingfisher Airlines and JetLite in market share, and made GoAir a contender in the Indian airline industry, with the confidence to place large orders for 72 Airbus A320neo aircraft.

In a broad ranging two-on-one interview, Devesh Agarwal and Vinay Bhaskara spoken to De Roni. During the interview, De Roni dispelled the misconception that IndiGo is the only profitable airline in India.

GoAir is profitable, and this profit is achieved purely by operations, without the income from sale and lease back of aircraft.

In the first of this two part report, we cover the financial and strategic aspects of the interview.

Q: In March this year, at India Aviation, Mr. Dinesh Keskar was saying that India is having "profitless growth." Airlines were experiencing growth in passenger numbers but profits were very hard to come by. In less than 3-4 months, growth has stagnated, but profits are there. What are your thoughts on this odd situation?
My thoughts are that the industry should not operate below cost of production. Unfortunately the situation in the past in India was that most competitors were more interested in market share rather than profit. So I more than welcome the shift in strategy from most of my competitors. And this has brought fares in line with costs, and in fact we have been able to deliver a profit for the first quarter.
Q: Any numbers you could share?
No, not really, we are not a listed company and as a policy, we do not share our results. I can say, that I am relatively satisfied of the results. The net profit was in percentage terms higher than IATA average, and differently from some of my competitors, it was purely reached by operational factors; so by revenue from passengers, and not from non-operational sources [referring to sale and leaseback income and other non passenger sources of revenue]. I never comment on my competitors, I try to learn from them…. And it’s [Sale and lease-back income] not something that only happens in India.
Editor’s Note: The IATA figure is 1.4%. Since GoAir’s figures came purely from passenger revenues, they outperformed the passenger figures at both SpiceJet and Jet Airways.

Q: You were mentioning your fellow competitors. If you look over the past year at your fellow LCC competitors, both SpiceJet and IndiGo have pursued a rather aggressive growth in their own form. SpiceJet has been going into virgin territory withthe Q400 in to Tier II and Tier III markets, and IndiGo has been adding a new A320 literally every 3 weeks; and they have gained a lot by the implosion or the contraction, of Kingfisher. However, GoAir has pursued a very modest growth path. In fact we think you’ve added only one aircraft net in the last year.
In this financial year we added two net aircraft. One in April and one in August, with a third one coming in January 2013. Yes, we have a more cautious approach to growth. We are exclusively targeting profitability and not really market share. We do have an ambitious expansion plan, and in fact last year we ordered 72 A320neos.

So we are committed to better serve the country. I think that we had some advantage in being a small carrier last year. Our losses were limited. It’s an airline 100% owned by the [Wadia] family . They are committed to the airline business, but I feel personally that we can grow only if we deliver profit. So I would prefer to deliver a profit and remain small as opposed to growing rapidly and having challenges on the bottom-line.
Q: Could you describe what trends you’ve seen in the unit PRASK revenues (passenger revenue per available seat kilometer) in the past several months, because we do know that SpiceJet recorded PRASK growth of more than 17% and Jet Airways recorded PRASK growth of more than 15% on its domestic network. Are you seeing similar numbers?
Yes, I would say that we are pretty satisfied of the [PRASK] growth. What is inconvenient is that the cost structure also suffered a significant increase. Airport charges increased due to the devaluation of the rupee against the dollar, fuel prices increased heavily. Since September 1st, I think we reached the historical peak of the cost of fuel in India, which is not the case in other parts of the world. So I just wonder how we structure the cost of fuel in India versus other geographical areas.
Q: Is it possible for you to share in percentage terms roughly the breakup of costs at GoAir?
Fuel costs are about 50%, more precisely it might reach around 55% of our total cost now with fuel at Rs. 72 per litre? That is the figure I remember most clearly, because it is a huge amount. I would say that the cost of personnel is pretty efficient, also because the most expensive community, the pilots are pretty well utilized with more than 900 hours per year, the cap being 1,000 per year in India. Certainly we are suffering from the weakness of the Rupee as far as lease rentals and maintenance costs are concerned; due to the fact that maintenance is performed primarily with US dollars.
Q: And you did mention airport charges?
Of course airport charges are huge. You are aware that Delhi Airport increased charges by 334%. It was a number that did not meet their expectation of a 700% increase. But I’m challenging anyone to find any other airport in the world with such a huge increase year by year.

And this is a serious concern.

Of course when we say that fares have increased year over year, we have to consider that we have to shift to the customer the burden of increasing costs. Because we cannot absorb any increase in costs, we have to transfer them to the customer. What is the result? The result is that volume and demand have decreased, as the data in June and July have shown.

So I don’t think that the way airports keep growing their costs and increase their inefficiency is smart. At the end of the day, they suffer due to a decrease in demand.
Q: Can you give us a brief financial outlook for the next year, and then maybe 3 years out?
Well I can tell you that we forecast to achieve a profit at the end of the year. Of course the first quarter was positive. The second quarter was the weakest from a cyclical point of view of the financial year, so we are definitely suffering. That said, for the entirety of the year, I am relatively confident that we will deliver a profit.
Q: What do you assume will be your revenue growth over the next one and three years, relative to 2011-12?
Well what is important to us is to remain flexible. Although we have a purchase order for roughly 80 aircraft between today and 2020, we should bear in mind that if the market is not growing, if there are turbulences, we have to be more flexible and be cautious. Or if the market offers more opportunities, we have the flexibility to take more aircraft and our part of the growth.
Q: Do you currently have any purchase options for the A320neo?
We don’t have options at the moment. 72 A320neo and the 7 remaining A320 classic orders are all firm. Anyway you know that there is a sort of over-production of narrow-body aircraft. And it’s not really a problem to add aircraft if the market requires.
Q: How do you think valuations in the used market are looking as both the 737MAX and A320neo are coming closer to delivery? Are you finding any impact on the secondary markets?
The residual value will be impacted definitely. We still have to see whether those manufacturers will deliver as per the schedule, or if, as it is normally, there might be some delays. But the impact on the present values might be negative.
Q: GoAir has selected the PurePower (Pratt and Whitney GTF) engine for the A320neo. And we’ve heard that CFM has not quite been able to deliver on the performance parameters of the LEAP-X?
I would disagree. First of all, we are very satisfied with CFM engines for the current fleet. Then, as I told you a few minutes ago, I don’t want to go for over-promising. And I don’t like my providers to over-promise. And since I’m not commenting on my competitors, I don’t understand why my provider comments on their competitors. They are free to do whatever they like.
[Editor's note: Our source of information on the LEAP-X engine is not Pratt and Whitney]

Q: So can you talk about some of the factors that drove your decision to purchase the PurePower engine?
So we did an overall evaluation from a financial and technical point of view and in the end we found Pratt and Whitney’s proposal to be better. But this is not to say that we are not satisfied with the present [CFM] engines that we have on our fleet.
Q: You did mention aircraft program delays briefly. And since both Boeing and Airbus have had trouble with delays recently on the 787 and A350 programs respectively, how concerned are you about delays [on deliveries].
We are among the first carriers in the world to receive the A320neo in the first quarter of 2016. So far, I do not expect any delays. But we aware that in new aircraft, some delays might happen. Although, considering that 95% of the airframe is common to the current airframe, and considering that the same engine technology will be utilized on other aircraft in the next year, I feel relatively confident that Airbus will be able to deliver the aircraft as per schedule. You are aware that anyhow that we have current engine A320s on order, and so we are not really planning for an environment with delays. But it might happen.
Q: Will GoAir be adding Sharklets to its A320 classic fleet?
Yes, our next [A320] delivery in January will be with Sharklets. In fact, I think we will be among the first airlines to have sharklets; most probably the first in India, though it’s not really a race against IndiGo.
[Editor's note: Sharklets are new wingtip devices fitted on the A320 family aircraft]

Q: Has Airbus indicated the possibility of retroffiting sharklets?
Yes they have. There is no clear picture on the cost involved and the time-frame of grounding the aircraft. As soon as they come out with a final picture, we will evaluate. We are keen to reduce fuel burn, both for savings and for the pollution reason.
Q: What sort of numbers are you looking at in terms of fuel burn reduction from the Sharklets?
Based on our network, we are looking at something around 1.5% savings.
Q: And what about the A320neo?
On paper, they [Airbus] say that there will be a saving in the range of 15%. That would be a great achievement.
Q: Your order for 72 A320neos have a list price of almost $5.6 billion dollars, which will require around $280 million in upfront financing costs. How is GoAir planning to pay for this order?
[De Roni laughs] Your calculation is pretty precise.

We are well funded. If there are opportunities in the market we will consider them carefully, but there is no concern [about paying for the aircraft].
Q: So there is no feeling at GoAir that it is time to turn to the public market with an IPO?
Well inside the company last year, there was a project to develop an IPO. It was not pursued due to the overall position of the market. We are open, but that is a question that needs to be asked of the chief shareholder. I will say that overall we are comfortable with the funding for the next set of deliveries.
Stay tuned for Part 2 of this interesting interview. Comments and feedback are always welcome.
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Survey: The Kingfisher Airlines drama continues. Is the airline ready for euthanasia?

Employees of Kingfisher Airlines have finally reached a breaking point. The airline, blaming the employees has declared a lockout
Kingfisher Airlines Limited today announced that following a series of protracted and unabated incidents of violence, criminal intimidation, assault, wrongful restraint and other illegal acts including refraining from attending work, by a small section of recalcitrant employees which were all unnecessary and unprovoked, the management has been forced to declare a partial lock-out at the airline, effective immediately.
May be the airline should look at the insensitive tweets of Sidhartha Mallya, son of Kingfisher Chairman Dr. Vijay Mallya.
Rubbing a high flying lifestyle, in to the face of employees whose salaries remain unpaid for months, will surely achieve disastrous results.

The Directorate General of Civil Aviation (DGCA) summoning the Kingfisher management to a meeting on Tuesday, which happened to be Gandhi Jayanti, a national holiday, shows us, the seriousness of the government, which till now has been treating Dr. Mallya with kid gloves.

Even the Civil Aviation minister Ajit Singh, a well wisher of the airline, warned that the government establishment could no longer ignore frequent disruptions and non-adherence to published flight schedules, reports The Economic Times (ET).
"Disruption of (flight) schedule has become an issue with Kingfisher Airlines. While the issue of passenger safety is paramount and cannot be jeopardised and DGCA needs to be satisfied that there are no safety concerns, Kingfisher has to also ensure that they operate flights as per the schedule they have submitted to the DGCA," Singh told ET over phone.
To rub salt in to the wounds, the Kingfisher management arrived in Delhi on board a flight of arch-rival IndiGo. Kingfisher CEO Sanjay Aggarwal and Executive Vice President Hitesh Patel had an hour’s meeting with DGCA chief Arun Mishra. FirstPost reports, Aggarwal told the regulator, Kingfisher is loosing Rs. 80 million (Rs. 8 Cr., $1.5 mn) per day and also presented ten points. Most of them we have heard before. During the lockout, the airline cuts its losses in half, says Mint. This raises the question, why not keep the airline in hibernation till a foreign investor is found? Two immediate answers are; (1) Given its massive losses and accumulated debt, it is not very certain how attractive an investment Kingfisher is, despite the claims of the company and (2) With each passing day, by not operating its schedule, the airline is loosing its most desired assets, the routes and peak-time landing and parking slots at the major airports.

In the meeting, the airline executives reportedly told the DGCA, Kingfisher is in talks with the various authorities for unfreezing multiple bank accounts, holding about Rs 600 million, frozen due to non-payment of various taxes and mandatory dues, which includes the with-holding taxes deducted on employees salaries, but not remitted to the government. An act, which invites immediate trips to jail for mere taxpayers like you and me, but not the Chairman sahib. 

In the meeting Mishra gave an ultimatum, that the airline must give a time-line for paying employees, apart from a “satisfactory and realistic” operational preparedness plan, before it can get permission to fly again, as per a report in Business Standard.

Mr. Mishra went to warn other airlines not to profit from the suspension of Kingfisher flights, but market forces are already taking effect, and fares are rising, thanks to panic buying for the upcoming holiday period by concerned travellers

Aggarwal who apparently has not been paid salary himself was left to defend the airline while the Chairman was nowhere to be seen. He was confident the airline, which has a monthly wage bill of Rs. 200 million, would be able to pay the pending salaries in the next few days. The reason for Aggarwal's confidence? May be a deal between United Spirits and Diageo, which DNA reports should be announced tomorrow. However, some other reports suggest that Mallya will use the proceeds of this sale to retire those liabilities that have his personal guarantee. Is he getting ready to finally bail out of Kingfisher Airlines? Or once his guarantees are retired, he threatens the banks to walk away from Kingfisher unless additional funding is provided?

The Economic Times also reports that Mallya has borrowed Rs. 525 Cr. from HDFC Bank against his ancestral property, but it is not clear whether this money has been used to fund Kingfisher Airlines in any way. Is Dr. Mallya reduced to selling the family jewels to wriggle out of the situation?

Despite the regulator not being satisfied, according to the Mint, Mishra has indicated there is no risk of the airline being shut down, since they have more than the minimum five aircraft.

This surely begs the question, why is the airline still being propped up? Is it to protect the books of the various government owned banks, led by State Bank of India, who are owed over Rs. 80 billion (Rs. 8,000 Cr.), and whose books will be awash with red if the airline goes under? Is it because of the government's policy, which does not allow for quick or easy liquidation of failed companies, thanks to a misplaced pride to demonstrate, that Indian companies do not fail?

Can this airline be saved? Or is it time for this airline to be euthanised? Share your views via the survey below and via comments.

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Jet Airways to get its first Airbus A330-300 next week

Jet Airways Airbus A330-300 VT-JWR
Photo copyright Eurospot
India's doyen of aviation journalism, Neelam Matthews, reports that, Jet Airways will receive its first Airbus A330-300 next week, which will be registered as VT-JWR.

The airline already operates ten of the smaller A330-200 in its fleet, and has leased out two. The A330-200 and A330-300 are almost identical in all but length. The two other key differences are that the centre tank is activated for increased fuel capacity and an extended fin and rudder on the A330-200. Jet will leverage the common flight deck for quick deployment using its existing flight crews.

Comparison graphic A330-200 vs. A330-300 dimensions size lateral view. Photo copyright Airbus S.A.S.
The new aircraft is expected to have 34 seats in business class and 258 in economy. Compare this to the two configurations of the A330-200. 30 Business 190 Economy and 18 Business 236 Economy.

Mumbai-Brussels and Mumbai-Hong Kong are the two routes, Jet operates, that are capable of sustaining this, the larger of the A330 brothers.

The A330-300 is expected to bridge the gap between the smaller A330-200s and the significantly heavier Boeing 777-300ERs (B77Ws) in the airline's fleet, and bring a significant level of flexibility to cater to peak demands.

Jet's Boeing 777-300ERs currently configured in a 8 First, 30 Business, and 274 Economy. These aircraft, which have been a success for most of the world's airlines, are turning out to be a problem for Jet Airways.

They are configured with First Class Suites. (See images of the premium cabins). While the suites have won Jet international accolades, at almost two tons per suite, it has turned out to be a pyrrhic victory for the airline. Jet's 777s are so heavy that unlike Air India, the other Indian 777 operator, Jet cannot operate its aircraft non-stop to the United States.

Jet is reconfiguring its economy class from a comfortable nine abreast, to a bone crunching ten abreast layout, increasing its economy class seats from 274 to 314. This will add more weight to their  already overweight 777s, and while it will increase the number of passengers, it will reduce comfort, and play right in to the hands of Emirates, which Jet cannot match, either in terms of pricing, or network.

With a limited destination network, Jet is unable to fill its First Class, except on the Mumbai-London and Delhi-London sector which relies on the wealthy Indians, resident in these three cities.

Consequently, out of a fleet of ten 777s, Jet used to operate only three, leasing out the balance to Turkish Airlines and Thai Airways, both of which have successfully leveraged these aircraft, till their own 777-300ERs arrived. Now they are returning these aircraft to Jet, which is running out of income and out of options. At present, five are leased to Thai Airways and Jet operates five, only because the airline has not been able to lease them out, not because of need.

Hopefully the A330-300s will give Jet some options, but the airline has to forgo ego, and exercise ingenuity, to extract maximum benefit. Do you think Jet will be able to do that?

As usual, your thoughts and comments are solicited.
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Ajit Singh's desire for Air India to be number one unleashes a fare war amongst Indian airlines

Less than a week ago the Union Minister of Civil Aviation Mr. Ajit Singh asked Air India to submit a plan to enhance its share in the domestic passenger market, with the ultimate goal of being number one. This desire, against a continuing decline in domestic air passenger numbers. In August only 4.369 million passengers travelled, down 4% from the 4.537 million of July, thanks to surging airfares and a slowing economy.

Jet Airways (down 1.4%) and Kingfisher (down 0.3%) were double hit, as more passengers shifted towards the low fare carriers IndiGo, SpiceJet and GoAir, but Air India kept its market share steady; an decent performance for a full fare carrier, in these trying times.


Mr. Ajit Singh asked Air India to come out with innovative and customer focused strategies to achieve optimum utilisation of all planes and also maximum utilisation of each plane, but it appears the folks at Air India seem to know only one way to increase market share, a method on which, my fellow analyst, Vinay Bhaskara, made a telling comment
"Once the chase for market share commences, industry-wide bankruptcy looms"
Yes, you guessed right dear readers; to meet the minister's "wishes" Air India has unleashed a fare war to gain market share. It promptly dropped its 30 day advance purchase fares by 15%. The very next day, the country's largest private full service carrier, Jet Airways, followed suit with fare drops on 30 day and 21 day advance purchase APEX fares. Yesterday, other Indian carriers, including, IndiGo and SpiceJet have joined the fare slashing party.

Yet, this is no fun party. These airlines, for all practical purposes, are eating their young to survive. In this war of attrition, everyone is going to be the loser. As passengers we maybe getting a good deal in the short term, but in the long term, it will be us passengers, who will have to make good the losses of the airlines by paying higher fares.

Additionally, as tax-payers, our tax Rupees are being forcibly wrested to infuse Air India with an unlimited lifeline, and if anything, the carrier, and its political masters, have a moral obligation to be more careful and judicious in the use, some may say, waste, of our money.

Surely a well educated Ajit Singh, an alumnus of the prestigious I.I.T. Kharagpur and Illinois Institute of Technology, Chicago, realises what his well intentioned comments are resulting in, and reigns in this disastrous fare ware before it gets out of hand.

What are your thoughts on this situation? Please share a comment.
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Topic of the Week - Air India Express as a True LCC

Above you can find my article in Orient Aviation India magazine (pages 9-10: reading link is http://issuu.com/orientaviation/docs/oamagindia_may12/3) on Air India Express' hypothetical shift towards an LCC business model. Readers, what are your thoughts on Air India Express' plan? Will you stop flying Air India Express because of these service cuts? Can this model be modified to fit the domestic Indian market? Please post a comment with your thoughts below. P.S. I will finally be resuming posting after a month's leave
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Singapore Airlines excludes south Asia from special New York to Asia A380 fare offer

From January 15, 2012, Singapore Airlines (SIA) will withdraw its last Boeing 747-400 MegaTop service when it upgrades its SQ25/SQ26 Singapore-Frankfurt-New York JFK service to the Airbus A380 superjumbo.

Starting today, for five days Singapore Airlines is offering a very special fare to most of its Asian destinations for its New York passengers. That is, except all of its destinations in South Asia -- India, Pakistan, Bangladesh, Sri Lanka, Maldives, and Nepal.

As per a release from the airline
For Five Days Only, Singapore Airlines Offers Savings to Fly Aboard the New A380 From JFK Starting at $599

For five days only, consumers will have access to the following round-trip fares:

JFK to Frankfurt $599
JFK to Singapore $888
JFK to 26 Southeast Asia* and North Asia** destinations for $999

Tickets must be purchased November 3 through November 7. Travel dates are January 16 – March 31, 2012. For more information and to book reservations, visit www.SingaporeAir.com.

Fares are subject to change without notice. Seats are limited. Above fares may not be available on all flights or dates.

*Southeast Asia includes the following Singapore Airlines/SilkAir destinations: Kuala Lumpur, Penang, Langkawi, Bangkok, Chiang Mai, Phuket, Koh Samui, Manila, Cebu, Hanoi, Ho Chi Minh City, Da Nang, Phnom Penh, Siem Reap, Jakarta, Denpasar (Bali), Surabaya. **North Asia includes the following Singapore Airlines/SilkAir destinations: Tokyo, Seoul, Taipei, Beijing, Shanghai, Guangzhou, Hong Kong, Kunming, Changsha.
Considering that South Asians constitute a large percentage of the airline's Asia to North America traffic, one has to be baffled as to why the airline has chosen to ignore this constituency.

One cannot appreciate a claim that flights to any south Asian country would be circuitous does not hold water, since any flight from JFK to any SIA Chinese, Korean and Japanese destination would be equally if not more circuitous.

The next two natural choices are; Is the airline taking its south Asian passengers for granted? or is this some subtle form of discriminatory exclusion?

Do you find a reason in this response from the airline's spokesperson?
it is not commercially feasible to include all SIA destinations in every fare initiative that is launched. We take into consideration a number of factors in determining which destinations will be included in specific fare sales, such as convenient/efficient routing for passengers, the competitive landscape, and a number of other variables.
In my humble opinion I feel the airline has a lock on psyche of the south Asian traveller and does not see the need to offer any inducements. i.e. Singapore Airlines takes its south Asian passengers for granted.

What is your view? Post a comment.
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