INDUSTRIAL EXPOSURE PROJECT

On

“JET AIRWAYS”

Submitted in Partial Fulfillment of the requirements for the Award of Degree of Bachelor
of Business Administration (BBA)

2015-2018
Submitted by: TOSHI KUMARIUnder the guidance Of :MR. SHAKTI SHARMA

BHARATI VIDYAPEETH UNIVERSITY

SCHOOL OF DISTANCE EDUCATION,

Academic Study Center – BVIMR, New Delhi

(A Constituent Unit of Bharatiya Vidyapeeth University, Pune)

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 An ISO 9001:2000 Certified Institute

NAAC Re-Accreditation Grade “A” University

ACKNOWLEDGMENT

Project report inculcates applied elementary creative thinking/working. In fact the

project report is an () of learning. This learning has many contours and impacts. I
wish to express my deepest gratitude to DR A.R Deshmukh made this project
possible. I would like to express my profound sense of gratitude to the project
guide Mr. Shakti Sharmafor guiding me as well as providing me the support to
conduct this project. Also I am indebted to all the people without whom co-
operation the project would have not been possible.

Last but not the least, I take this opportunity to thank all the library members of
BVIMR, New Delhi, respondents, friends, and my parents without their concern
and cooperation this project would have not been possible.

NAME OF THE STUDENT: - TOSHI KUMARI

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 DECLARATION

This is to certify that I have completed a Project titled " ” under the guidance of
Mr. Shakti Sharma in the partial fulfillment of the requirement for the award of
Bachelors of Business Administration of Bharatiya Vidyapeeth University, New
Delhi. This is an original piece of work & I have not submitted it earlier elsewhere.

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CONTENTS:-

CHAPTER 1: INTRODUCTION TO COMPANY

1.1 NATUREOF BUSINESS

1.2 ORGANIZATIONAL STRUCTURE
1.3 PRODUCTION LAYOUT
1.4 ORGANIZATIONAL POLICIES

CHAPTER 2: INDUSTRIAL ANALYSIS

2.1 INDUSTRIAL OVERVIEW

2.2 CURRENT ISSUES
2.3 KEY COMPETITORS
2.4 ENVIRONMENTAL SCANNING

CHAPTER 3: MARKETING ANALYSIS

3.1 PRODUCTS OF THE COMPANY

3.2 4 P’s
3.3 SEGMENTATION, TARGETING, POSITIONING
3.4 DISTRIBUTION CHANNELS
3.5 PROMOTIONAL STRATEGIES

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CHAPTER 4: FINANCIAL ANALYSIS

4.1 SOURCES OF FINANCE

4.2 RATIO ANALYSIS
4.3 NET PROFIT

CHAPTER 5: KEY LEARNING FROM THE COMPANY AND

RECOMMENDATION

5.1 PERFORMANCE ANALYSIS OF THE COMPANY

5.2 REASONS FOR THE EXPANSION OF THE COMPANY
5.3 COMMENTS ON ORGANIZATIONAL LEADERSHIP
5.4 MARKET SHARE OF THE COMPANY
5.5 SWOT ANALYSIS OF THE COMPANY

CHAPTER 6: FINDINGS

CHAPTER 7: CONCLUSIONS AND SUGGESTIONS

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 CHAPTER: 1 INTRODUCTION

JET AIRWAYS

Jet Airways is a major Indian international full-service airline based in Mumbai. In October

2017, it was the second-largest airline in India after indigo with a 17.8% passenger market
share. It operates over 300 flights daily to 68 destinations worldwide from its main hub
at Chhatrapati Shivaji International Airport and secondary hubs at Amsterdam Airport
Schiphol, Chennai International Airport, Indira Gandhi International Airport, Kempegowda
International Airport and Netaji Subhas Chandra Bose International Airport.
Incorporated in April 1992 as a limited liability company, the airline began operations as an air
taxi operator in 1993. It began full-fledged operations in 1995 with international flights added in
2004. The airline went public in 2005 and in 2007, it acquired Air Sahara. It became the largest
carrier by passenger market share in the country by 2010, a position it held until 2012.

History

1992–2005: Inception
Jet Airways was incorporated as a limited liability company on 1 April 1992.It started operations
as an air taxi operator on 5 May 1993 with a fleet of four leased Boeing 737-300 aircraft. The
airline was granted a scheduled airline status on 14 January 1995. On 12 May 1994, all the
shares were transferred to Tailwinds International, whose equity capital was held by Naresh
Goyal (60%), Gulf Air (20%) and Kuwait Airways (20%). In October 1997, as per the directive
of Ministry of Civil Aviation forbidding foreign investment in passenger airlines, Goyal took
control of the entire company. The airline launched its first international flight in March 2004
from Chennai to Colombo. The company was listed on the Bombay Stock Exchange and became
public company on 28 December 2004, with Goyal retaining 51% ownership of the stock.

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2006–2009: Growth and expansion
In January 2006, Jet Airways announced its intention to acquire Air Sahara for US$500
million in an all-cash deal; however, the deal fell through in June 2006.On 12 April 2007, the
deal was back on track with Jet Airways agreeing to pay ₹14.5 billion (US$230 million). On 16
April 2007, Air Sahara was renamed as JetLite and was marketed between a low-cost carrier and
a full service airline.JetLite became a wholly owned subsidiary of Jet Airways. In August 2008,
Jet Airways announced its plans to integrate JetLite into Jet Airways. In October 2008, Jet
Airways laid off 1,900 of its employees, who were later re-instated due to intervention from the
Ministry of Civil Aviation. In October 2008, Jet Airways entered into an alliance with
rival Kingfisher Airlines for code-sharing on domestic and international flights, collaboration
on frequent-flyer program and sharing crew and ground handling equipment. On 8 May 2009, Jet
Airways launched another low-cost brand, Jet Konnect. It operated a fleet of Boeing. Next
Generation and ATR 72 aircraft and operated on profitable short-haul routes with
higher passenger load factors.

2010–present: Consolidation
In the third quarter of 2010, Jet Airways became the largest airline in India with a passenger
market share of 22.6%.In July 2012, the airline officially sought government approval to
join Star Alliance. Jet Airways is not a member of Star Alliance as of 2017. In June 2011, it
became the first domestic airline in India to ban meat products and liquids in check-in
baggage. Jet Airways merged the JetLite brand into Jet Konnect on 25 March 2012 and started
offering business-class seats after the demise of Kingfisher Airlines. In 2013, Etihad
Airways planned to buy a stake in the airline following the government's announcement in
September 2012 that foreign airlines could take a stake of up to 49% in Indian carriers. On 24
April 2013, Jet announced that it was ready to sell a 24% stake in the airline to Etihad
for US$379 million. The deal which was expected to be signed in January 2013 was postponed
and was completed on 12 November 2013.
In 2013, the airline lowered prices and entered into fare war with low-cost
carriers IndiGo and SpiceJet due to falling passenger demand. In February 2013, the airline's
market value dropped by ₹4.84 billion (US$76 million) owing to falling share prices. Jet
Airways made profits in the third quarter of the financial year 2013–14, after posting losses over
the previous year. Jet Airways announced on 11 August 2014 that it would phase out Jet Konnect
by the end of the year as part of plans to re-position itself as a uniform full-service operator. On 1
December 2014, Jet Konnect was fully merged with Jet Airways, making it the third full-service
airline in India besides Air India and Vistara. In December 2015, Jet Airways announced the
closure of its scissor hub at Brussels Airport by March 2016 and the opening of new hub
at Amsterdam Schiphol Airport effective 27 March 2016. As of February 2016, it is the second
largest airline in India after IndiGo with a 21.2% passenger market share.

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OWNERSHIP
Air France-KLM to form Joint Venture with Jet Airways
MUMBAI: The Air France-KLM combine is close to forming a far reaching, deep commercial
joint venture with Jet AirwaysBSE 2.12 % which will likely entail synergies on more routes,
their respective frequent flyer programs, "metal neutrality" as well as cargo and engineering, the
CEO of the Dutch carrier said Monday in an interview to Economic Times.
This is the first time when Pieter Elbers, the chief of KLM Royal Dutch Airlines, has in specific
terms mentioned the joint venture and how close the airlines are to forming it. 
Elbers also confirmed "metal neutrality" is being looked at. It's a concept under which the airline
partners become agnostic to whose aircraft or "metal" carries the passenger. US laws also relate
it to the term "virtual merger" under which the partners work as closely as possible without
actually merging on a strategic or balance sheet level. 
Elbers refrained from giving a timeline, but mentioned the above-mentioned contours that will
likely be part of the agreement. 
The JV would likely give Jet unprecedented reach into the western airspace without necessary
having to deploy its own planes. Meanwhile, the airline is
firming up plans to

(fig1.1)
Order about 100 Boeing 737 Max planes to deepen its
reach within India's domestic air routes. 
ET had first reported the JV on September 27, last year. On
May 8, citing Elbers, ET reported these airlines’ plans to
strengthen their ties. At the time, he spoke about tie-ups in
engineering and maintenance.
In September end, Air France CEO Franck Terner spoke to
news agency Reuters of deeper ties planned with Jet. Jet
hasn't commented on the developments yet. A senior
executive at the airline Monday reiterated its stand of a no-comment. 
Jet Airways already has code share partnerships with both airlines as well as with US' Delta Air
Lines. The partnerships enable Jet passenger’s access to 34 US and 43 European destinations via
its European hub, Amsterdam, and 27 via Paris.
Passengers travelling from Europe or North America can gain air connectivity to 45 Indian cities
on Jet’s domestic network via Bengaluru, Chennai, Delhi and Mumbai. 
Earlier this year, Jet announced expansion of its codeshare partnerships with Delta as well as Air
France and KLM, by including more cities.

JET AIRWAYS SHAREHOLDINGS

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(fig1.2)

SHAREHOLDING PATTERN

9
(fig1.3)

ORGAINISATIONAL STRUCTURE

10
(fig1.4)

BOARD OF DIRECTORS

11
(fig1.5)

12
(fig1.6)

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 SERVICE LAYOUT

(fig1.7)

Guest with Disability

 To ensure a seamless check-in and boarding experience, we request all guests with
reduced mobility to report to the check-in counter at least 3 hours prior to the scheduled time
of flight departure.

 The policies, conditions of travel and safety regulations that apply to the carriage of
persons with a disability or reduced mobility are available on our website to make the booking
process easier.

 All necessary information about the specific requirements of a guest with a disability /
reduced mobility will be obtained at the time of ticketing / online booking process or through
our Contact Centre.

 Any medical information collected from guests with a medical condition or disability will
be kept strictly confidential.

 Jet Airways will not refuse transportation to guests with disabilities and reduced mobility,
unless this is due to safety reasons, or due to a violation of safety, security or the applicable
State rules/requirements.

 When a guest believes he or she has been refused transportation on the basis of disability,
Jet Airways will provide a written statement stating the reasons of such refusal within 10 days
of the incident.

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 In case of change of aircraft type within Jet Airways or a partner airline, Jet Airways will
strive to provide similar facilities to guests with disabilities and reduced mobility, subject to
compliance of regulatory provisions. In case of in-transit offloading due to unforeseen
circumstances, persons with disability or reduced mobility will be allocated accommodation
suitable to their needs as far as practicable.

Traveling with Pets

 Jet Airways accept birds and rabbits on flights within India (except ATR-operated
flights).

 Book your pet at least 24 hours in advance as accompanied baggage for domestic flights.

 Live animals will be carried in the cargo hold only and cannot be carried in the cabin.

 Jet Airways will accept a maximum of 3 pet containers on B737 aircraft and a maximum
of 5 pet containers on A330 / B777 aircraft, subject to space availability.

 One guest can carry maximum of three pet containers on Domestic flights in the aircraft
hold subject to space availability.

 Jet Airways is not liable in case of injury or death of the animal.

 Live animals along with their respective container weighing up to 32 kgs, will be
accepted as checked-in baggage. If the weight exceeds 32 kgs, the same will be accepted for
carriage as cargo.

Redressal of Guest Grievances

As per the United States Department Of Transportation 14 CFR Part 382: Non-discrimination on
the Basis of Disability in Air Travel, any guest travelling to / from the United States on Jet
Airways encountering, any kind of discrimination can ask any crew member or a ground staff for
a Complaint Resolution Official (CRO).

Jet Airways airport managers at airports in the USA, Brussels and at International terminal /
airport in India are trained as CRO's and are aware of the norms and regulations of this act. The
CRO is available during operating hours and will be glad to assist you with any query or issue
resulting from any kind of discrimination.

Guest can obtain a copy of the US DOT Part 382 (Non-discrimination on the basis of disability
in air travel: final rule) in an accessible format from the DOT by any of the following means:

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 By telephone via the Toll-Free Hotline for Air Travelers with Disabilities at 1-800-778-
4838 (voice) or 1-800-455-9880 (TTY)
 By telephone to the Aviation Consumer Protection Division at 202-366-2220 (voice) or
202-366-0511 (TTY)
 By mail to the Air Consumer Protection Division, C-75, US Department of
Transportation, 1200 New Jersey Ave., SE., Est Building, Room W96-432, Washington, DC
20590
 On the Aviation Consumer Protection Division's website

The DGCA has laid down the acceptance and handling requirements for airlines, airport
operators and ground handling agencies for the protection of and provision of assistance to
disabled persons and persons with reduced mobility travelling by air, in order to protect them
against any form of discrimination and to ensure that they receive all possible assistance with
due respect and dignity, in the Civil Aviation Requirements (CAR), Section 3 - Air Transport,
Series 'M', Part I, Issue III dated 28th February, 2014.

DESTINATIONS
Jet Airways serves 65 destinations including 45 domestic and 20 international destinations in 15
countries across Asia, Europe and North America. The airline has its primary hub at Mumbai and
secondary bases at Bangalore and Delhi. In March 2004, the airline introduced its first
international destination Colombo with flights connecting to Chennai. London was the airline's
first long-haul destination and was launched in 2005. Since 2007, Jet Airways has had a scissors
hub at Brussels Airport for onward transatlantic connections to North America, which was
replaced by Amsterdam Schiphol Airport from 27 March 2016.
In 2008, the airline was forced to discontinue international routes because these attracted losses
due to global economic downturn; it terminated services to San Francisco and Shanghai. The
airline planned to restore the Mumbai–Shanghai route by the end of 2011 but never did so. In
2012, the airline withdrew flights to New York and closed the Delhi–Milan route in 2013. On 1
March 2016, the airline announced the integration of domestic and international operations in
Mumbai airport and moved its entire operations to the newly constructed Terminal 2.

ORGAINISATIONAL POLICY
Code of Business Conduct and Ethics
This Code Business Conduct and Ethics (‘Code’) has been adopted by Jet Airways (India)
Limited to comply with applicable law and the rules and regulations of the Stock Exchanges on
which the securities of the Company are listed. This Code covers a wide range of business

16
practices and procedures and serves as a guide to ethical decision-making. This Code does not
cover every issue that may arise, but it sets out basic policies to guide directors and employees of
the Company and its affiliates. All directors and employees must become familiar with this Code
and conduct themselves in accordance with these policies and seek to avoid even the appearance
of improper behavior. The principal duty of the Board of Directors, along with management, is to
ensure that the Company is well managed in the interests of its shareholders. The Board of
Directors plays the central role in the Company’s governance. It is the Company’s decision-
making authority on all matters except those reserved to shareholders or delegated to the
management. The Board of Directors is not expected to assume an active role in the day-to-day
management of the Company. Those who violate the policies in this Code will be subject to
disciplinary action, up to and including discharge from the Company.

Dividend Distribution Policy

The Securities Exchange Board of India (SEBI) has inserted a new Regulation 43A after
Regulation 43 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015,
which requires top five hundred listed companies (based on market capitalization of every
financial year) to formulate a Dividend Distribution Policy, which shall be disclosed in its
Annual Report and on its website.
SCOPE AND OBJECT OF THE POLICY
This Dividend Distribution Policy (“Policy”) sets forth the broad principles that would guide the
Board of Directors (“Board”) of Jet Airways (India) Limited (“Company”) in matters concerning
declaration and distribution of dividend. The objective of this Policy is to establish the
parameters to be considered by the Board of the Company before declaring or recommending
dividend. The Policy reflects the intent of the Company to reward its shareholders by sharing a
portion of its profits after retaining sufficient funds for growth of the Company thus maximizing
shareholders’ value. The intent of the Policy is to broadly specify the external and internal
factors including financial parameters that shall be considered while declaring dividend and the
circumstances under which the shareholders of the Company may or may not expect dividend
and how the retained earnings shall be utilized, etc.
The Policy shall not apply to:
 Determination and declaration of dividend on preference shares, as and when issued by the
Company, as the same will be as per the terms of issue approved by the shareholders.
 Issue of Bonus Shares by the Company.
 Buyback of Securities.
 The Policy is not an alternative to the decision of the Board for recommending dividend, which
is made every year after taking into consideration all the relevant circumstances enumerated
hereunder or other factors as may be decided as relevant by the Board.

PARAMETERS TO BE CONSIDERED BEFORE RECOMMENDING DIVIDEND

17
The Board of the Company shall consider the following financial / internal parameters while
declaring or recommending dividend to shareholders:
a. Company’s earnings;
b. General financial condition;
c. Short term and long term capital requirements;
d. Acquisitions including any strategic acquisitions;
e. Investments in subsidiaries or associate;
f. Investments in other business;
g. Results of operations;
h. Cash positions;
i. Contractual obligations;
j. Overall financial position; and
k. Restrictive covenants under financing arrangements with lenders.
Jet Aviation’s vision, mission and core value statements represent a clear message to our clients,
employees, shareholders, manufacturers, vendors and the industry at large about our goals and
our leadership responsibility as a service organization and employer. These statements will guide
all our employees as we go about our daily work and will affect not only our way of dealing with
our immediate environment but will also help us realize our ambition to become the leader in
business aviation services worldwide.

Whistle Blower Policy

1. Preamble This whistle‐blower policy (“Policy”) has been formulated as part of good corporate
governance and to provide an opportunity to employees and directors of Jet Airways (India)
Limited (“Company”) to report in good faith, any unethical practices or any wrongful conduct.
2. Applicability of the Policy This policy applies to all permanent employees and directors of
the Company.
3. Key terms used in the Policy
I. Audit Committee: A committee constituted by the Board of Directors of the Company in
accordance with Section 177 of the Companies Act, 2013 and rules made thereunder, read with
Regulation 22 of SEBI (Listing Obligations & Disclosure Requirements) Regulations, 2015.
ii. Employee: Employee means every permanent employee or whether working in India or
abroad, including Directors of the Company.
iii. Ethics Helpline Provider: Ethics Helpline Provider means an independent third party service
provider appointed by the Company to receive whistle‐blower complaints.
iv. Ethics Committee: Ethics Committee means a committee comprising of the Head of Legal
function, the Head of Internal Audit and Assurance function, the Company Secretary and the
Head of Human Resources. The Committee shall be responsible to receive whistle‐blowing
complaints from the Ethics Helpline Provider.

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 v. Protected Disclosure: Protected Disclosure means any communication made in good faith that
discloses or demonstrates information that may evidence illegal or unethical behavior, actual or
suspected fraud or violation of the Company's Code of Business Conduct & Ethics or any
improper activity.
vi. Investigators: Investigators means those persons authorized, appointed, consulted or
approached by the Ethics Committee to investigate the Protected Disclosure.
vii. Subject: Subject means a person against or in relation to whom a Protected Disclosure has
been made or evidence gathered during the course of investigation.
viii. Whistle‐blower: An Employee or Director of the Company who makes a Protected
Disclosure.

Jet Aviation’s vision, mission and core value statements represent a clear message to our clients,
employees, shareholders, manufacturers, vendors and the industry at large about our goals and
our leadership responsibility as a service organization and employer. These statements will guide
all our employees as we go about our daily work and will affect not only our way of dealing with
our immediate environment but will also help us realize our ambition to become the leader in
business aviation services worldwide.

Vision
Their long-term goal is to be the leader in business aviation services worldwide.

Mission
 They consider the safety and security of their clients and employees to be their first
priority in all our operations and services.
 They provide their clients with impeccable services and products that meet superior
standards.
 They generate sustainable financial results and increasing value for their shareholders.
 They maintain mutually rewarding and reliable partnerships with manufacturers,
suppliers and authorities.
 They act responsibly towards society and the environment and conduct business to the
highest ethical and professional standards.
 They offer their employees an excellent working environment and reward entrepreneurial
spirit and outstanding performance.

Values
 Trust: they trust each other to do the right thing for Jet Aviation as a whole.
 Honesty: they are honest to each other and they tell the truth to themselves and others.
 Alignment: they are one aligned team dedicated to serving their customers.
 Transparency: they are transparent to their customers, to each other, and to GD. 

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 

Services
As a globally recognized leader in the business aviation industry, jet airways have been ensuring
your health and safety for almost half a century. Whether you are interested
in maintenance, completions and refurbishment, FBO, aircraft charter, aircraft
management or staffing, rely on our award-winning aircraft-support services to meet your needs
— wherever you are or want to go.

Chapter: 2Industrial Analyses

Industrial Overview

Starting Investment
Company founder Naresh Goyal began his travel career in 1967 at the age of 18 as a general
sales agent (GSA) for Lebanese International Airlines. In May 1974, he formed his own
company, Jet air (Private) Limited, to market other foreign airlines in India. Jet air eventually
grew to a network of 60 branch offices.
After three and a half decades of monopoly by Air India and Indian Airlines, the Indian
government reopened the domestic aviation market to private carriers in April 1989. Goyal set
up Jet Airways (India) Private Limited in 1991.
Initial investment was $20 million. Through an Isle of Man holding company, Tail Winds,
company founder Naresh Goyal (then based in London) owned 60 percent of Jet Airways, with
Gulf Air and Kuwait Airwaysdividing the remaining 40 percent.
Jet Airways began domestic flight operations with four new-generations Boeing 737s on May 5,
1993. The first flights were from Mumbai (Bombay) to Delhi and Madras and ten other
destinations. (Jet was not the first private airline in the skies; that distinction went to East West
Airlines, which launched in February 1992.) Jet Airways aimed to carry seven million
passengers by the end of 1993, and to take in first year revenue in excess of $75 million (INR 2.4
billion).
The schedule was coordinated with that of Gulf Air to provide convenient connections. Gulf Air
assisted the new airline with technical and marketing assistance. The Australian airline Ansett
Worldwide also provided engineering expertise, and was the lessor for Jet's first four aircraft.
Malaysia AirlinesSystem (MAS) provided technical and flight training and performed
maintenance services, while a unit of British Airways educated cabin staff in customer service.

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Three of Jet's Boeing 737s was leased from MAS. Jet entered a comprehensive marketing
agreement with KLM in 1995.

GROWTH RATE
RETAINED EARNING GROWTH

(fig2.1)

Retained Earnings Growth is the percent increase / decrease of a company's retained net income
or reserves/surplus over time. A company can use retained earnings to maintain current
operations, or to invest in new ventures. Generally speaking, retained earnings growth is
accompanied by subsequent increases in sales and profitability. 

DIVIDEND GROWTH

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A company paying dividends is generally a good sign. Well established companies offer
dividends back to its shareholders while high growth companies usually do not pay dividends
since they reinvest the profits back in the business. If a dividend paying company stops paying
dividends then that is a big red flag. Dividend per share is better metric compared to looking at
just the dividends because DPS takes into account the number of shares as well. 

ACCOUNTS RECEIVABLE AND INVENTAROY GROWTH

Watch the Accounts (trade) Receivables (aka Sundry Debtors) and Inventory columns closely. A
company can get into serious trouble very quickly if its customers are not paying the bills or if its
inventory is piling up in warehouses. If Receivables are growing much faster than sales, it
usually means that the company is having trouble collecting money from customers. More
inventory on the balance sheet means the company is having trouble delivering goods to
customers.

An increase of receivables and inventory above 50% is usually not a good sign and needs to be

investigated further.

DAYS SALES OUTSTANDING

(2.2)
Days Sales Outstanding or DSO is also known as "average collection period and receivable
days". It's a measure of the average time it takes to collect the cash from sales, in simple words,
how fast customers pay their bill. DSO does tend to vary a good deal by industry sector.

A high DSO may be a red flag, which suggests that customers aren't paying their bills in a timely
fashion. Maybe the customers themselves are in financial trouble or maybe the company's

22
operations and financial management are poor.

DSO = Accounts Receivables / (Revenue / 365)

CURRENT AFFAIRS

Man Overheard Talking About 'Happy Bomb' on Board Jet

Airways Flight, Detained
13 November 2017

A Jet Airways worker overheard Clince Varghese from Thrissur district saying he had a "happy
bomb". The ground staff told the supervisory officers who in turn informed the CISF and the
domestic terminal manager, he said.
Kochi: A man was on Monday taken into custody after he was overheard talking about a "happy bomb"
by a worker of Jet Airways at the Cochin International Airport Limited (CIAL) in Kochi, an airport
official said.
A Jet Airways worker overheard Clince Varghese from Thrissur district saying he had a "happy bomb".
The ground staff told the supervisory officers who in turn informed the CISF and the domestic terminal
manager, he said.
He was to take flight 9W 825 Cochin-Mumbai of Jet Airways. Subsequently, Varghese was offloaded and
his baggage was checked thoroughly.

He was later handed over to the police. During questioning, he told officials he was expressing happiness
to his friend in Mumbai on Facebook chat, the official said. Another person accompanying him was
also detained and questioned, he said.

An airport spokesperson said that after the incident, all passengers were offloaded for completing
security procedures. The flight was scheduled to leave at 12.05 pm, he said.
Jet Airways spokesperson in a statement said the flight was rescheduled to take off at 1402
hours, "with a delay of two hours on account of a security-related matter".
"The airline has informed the authority concerned of the same for further necessary action and
has offered full cooperation as required," the spokesperson said.

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Jet Airways Crew Arrested for Smuggling US Dollars’ Worth Rs
3.21 Crore
9 January 2018

According to an official statement, the accused was intercepted by DRI officials when she was
on a flight to Hong Kong on Monday.

New Delhi: A female flight attendant of Jet Airways has been arrested by the Directorate of

Revenue Intelligence (DRI) for allegedly trying to smuggle out USD 4, 80,200 out of the country

According to an official statement, the accused was intercepted by DRI officials when she was

on a flight to Hong Kong on Monday.

The DRI officials found USD 4, 80,200 (approximately Rs 3.21 crore) wrapped in foil in her

possession, the statement said. On investigation, it was found that she was working with an

agent, named Amit Malhotra, a resident of Vivek Vihar area, a senior DRI official said.

Former Jet Airways Pilots Involved in a Mid-air Brawl Won't Fly

for Five Years
24 January 2018

The pilots' flying privileges have been withdrawn for leaving the cockpit unattended and thereby
jeopardizing flight safety, a senior Directorate General of Civil Aviation (DGCA) official said on
Wednesday.
Mumbai: Aviation regulator DGCA on Wednesday suspended the flying license of two former
Jet Airways pilots for five years, who were involved in a mid-air brawl on its London-Mumbai
flight early this month.
The pilots' flying privileges have been withdrawn for leaving the cockpit unattended and thereby
jeopardizing flight safety, a senior Directorate General of Civil Aviation (DGCA) official said on
Wednesday.
During the suspension period, the two pilots will not be eligible to fly with any airlines.
Jet Airways has already terminated the services of both pilots following the incident, in which
the male co-pilot allegedly slapped the fellow women commander inside the cockpit after he got
into a physical fight with her.

24
"Keeping in view serious lapses endangering the safety of aircraft operations, DGCA has
suspended the privileges of license of both the involved pilots for a period of five years," the
official said.
"The commander came out of cockpit about one hour before touchdown complaining of being
physically harassed by the co-pilot. Soon after, the co-pilot also came out, leaving the cockpit
unattended thereby jeopardizing the safety of aircraft operations," he added.
Jet Airways had, however, at that time, dismissed the fight as a misunderstanding between the
crew.
A misunderstanding occurred between the cockpit crew of 9W119 London-Mumbai flight on
January 1. However, the same was quickly resolved amicably and the flight with 324 guests
including two infants and 14 crew members completed its journey in Mumbai safely," a Jet
Airways spokesperson had said. It had also said that the two pilots had been grounded pending
investigation.
However, on January 8, the airline reviewed its decision and decided to terminate the services of
both pilots.

Jet Airways Q3 net falls 38% to Rs 186 crore

14 February 2018

NEW DELHI: Jet Airways Group reported a net profit of Rs 186 crore for the quarter ended
December 31, 2017, down 38% from Rs 299 crore in same period last fiscal. However the airline
said the previous Q3’s healthier figure included a profit of Rs 327 crore on account of sale and
leaseback of aircraft. The Q3 FY 18 profit is the airline’s 11th consecutive profitable quarter.
Passenger revenue increased 11.7% to Rs 5,541 crore this Q3 and passengers flown also rose
13.4% to 77 lakh. Traffic from codeshare partners increased by 3.6% to 5.8 lakh passengers in
this period. The total revenue of Rs 6,412 crore for Q3 was 10.2% higher than Rs 5,817 crore for
same quarter in previous fiscal. The airline inducted five more Boeings 737 by last.

Jet CEO Vinay Dube said: “The process to rationalize our cost structure is an ongoing one and
will continue. Notwithstanding our challenges of low domestic fares and the rise in fuel prices by
almost 20%, we expanded our B737 fleet as well as overall capacity by 8.7%, deepening our
presence on key domestic and international routes. We also initiated several measures to enhance
our product and service experience… We look forward to the arrival of our new aircraft — the
latest, fuel-efficient Boeing 737 Max, from June 2018 onwards.”

During Q3, Jet signed “enhanced cooperation agreement” with Air France-KLM for the
development of their operations between Europe and India. The agreement will provide seamless
connectivity between 44 cities in India and 106 destinations across Europe. “This agreement
complements Air France-KLM and Delta Air Lines’ transatlantic partnership between Europe

25
and North America, offering access to over 200 destinations in North America, and establishing
a global cooperation connecting the three continents. In fact, growing synergies with alliance
partners helped Jet Airways expand its codeshare traffic and carry 5.8 lakh passengers during the
quarter, up 3.6% over Q3 FY17,” the airline said.

The quarter saw Jet launching new and additional services between key sectors, including non-
stop services between Bengaluru-Amsterdam, Chennai-Paris as well as its third daily frequency
between Mumbai-London. The airline also launched its first non-stop service between New
Delhi-Riyadh and additional frequencies between Mumbai-Riyadh, Mumbai-Kuwait, Delhi-
Doha and Delhi-Dammam sectors), strengthening its dominant presence on the Indo-Gulf sector.

KEY COMPETITORS

(2.1)

DOMESTIC COMPETITORS

26
SPICEJET:SpiceJet is a low-cost airline headquartered in Gurgaon, India. It is the third
largest airline in the country by number of domestic passengers carried, with a market share of
13.3% as of October 2017. The airline operates 312 daily flights to 55 destinations, including 45
Indian and 10 international destinations from its hubs at Delhi, Kolkata, Mumbai and Hyderabad.
Established as air taxi provider ModiLuft in 1994, the company was acquired by Indian
entrepreneur Ajay Singh in 2004 and re-christened as SpiceJet. The airline operated its first flight
in May 2005. Indian media baron Kalanidhi Maranacquired a controlling stake in SpiceJet in
June 2010 through Sun Group which was sold back to Ajay Singh in January 2015. The airline
operates a fleet of Boeing 737 and Bombardier Dash aircraft.
Indian Airlines:Indian Airlines, later Indian (Indian Airlines Limited from 1993 and
Indian Airlines Corporation from 1953 to 1993), was a major Indian airline based in Delhi and
focused primarily on domestic routes, along with several international services to neighboring
countries in Asia. It was state-owned, after merger of eight pre-Independence domestic airlines
and was administered by the Ministry of Civil Aviation. Indian was formerly one of the two flag
carriers of India, the other being Air India.
On 7 December 2005, the airline was rebranded as Indian for advertising purposes as a part of a
program to revamp its image in preparation for an initial public offering (IPO). The airline
operated closely with Air India, India's national carrier. Alliance Air was a fully owned
subsidiary of Indian.
In 2007, the Government of India announced that Indian would be merged into Air India. As part
of the merger process, a new company called the National Aviation Company of India Limited
(now called Air India Limited) was established, into which both Air India (along with Air India
Express) and Indian (along with Alliance Air) would be merged. Once the merger was
completed, the airline - called Air India - would continue to be headquartered in Mumbai and
would have a fleet of over 130 aircraft.
IndiGo: IndiGo is a low-cost airline headquartered at Gurgaon, Haryana, India. It is the
largest airline in India by passengers carried and fleet size, with a 39.7% market share as of
January 2018. It is also the largest individual Asian low-cost carrier in terms of jet fleet size and
passengers carried, and the Seventh largest carrier in Asia with over 46 million passengers
carried in 2017. The airline operates to 50 destinations both domestic and international. It has its
primary hub at Indira Gandhi International Airport, Delhi.
The airline was founded as a private company, by Rahul Bhatia of Inter Globe Enterprises;
and Rakesh Gangwal, a United States-based expatriate Indian; in 2006. It took delivery of its
first aircraft in July 2006 and commenced operations a month later. The airline became the
largest Indian carrier in passenger market share in 2012. The company went public in November
2015.
GoAir: GoAir is a low-cost carrier based in Mumbai, India. It is owned by the Indian
business conglomerate Wadia Group. In October 2017 it was the fifth largest airline in India with
an 8.4% passenger market share. It commenced operations in November 2005 and operates a
fleet of Airbus A320 aircraft in all economy configurations.
As of February 2018, the airline operates over 140 daily flights to 23 cities from its hubs
at Mumbai, Delhi, Chennai, Bangalore and Kolkata.

27
INTERNATIONAL COMPETITORS
British Airways:British Airways (BA) is the largest airline in the United Kingdom based
on fleet size, or the second largest, behind EasyJet, when measured by passengers carried. The
airline is based in Waterside near its main hub at London Heathrow Airport. In January 2011 BA
merged with Iberia, creating the International Airlines Group (IAG), a holding company
registered in Madrid, Spain. IAG is the world's third-largest airline group in terms of annual
revenue and the second-largest in Europe. It is listed on the London Stock Exchange and in
the FTSE 100 Index.

Southwest Airlines:The airline was established in 1967 by Herb Kelleher as Air

Southwest and then adopted its current name, Southwest Airlines, in 1971 when it began
operating as an intrastate airline wholly within the state of Texas. The airline has more than
55,000 employees as of July 2017 and operates more than 4,000 departures a day during peak
travel season. As of 2014, it carried the most domestic passengers of any U.S. airline. As of
February 2018, Southwest Airlines has scheduled services to 100 destinations in the United
States and ten additional countries, with services to Turks & Caicos having begun on November
5, 2017. Service to Hawaii is coming in 2018 subject to FAA approval, with destination cities to
be decided on and announced in the near future.

Singapore Airlines:Singapore Airlines Limited is the flag

carrier airline of Singapore with its hub at Singapore Changi Airport. The airline uses
the Singapore Girl as its central figure in corporate branding.
The Singapore Airlines group includes many airline-related subsidiaries. SIA Engineering
Company handles maintenance, repair and overhaul (MRO) business across nine countries, with
a portfolio of 27 joint ventures, including with Boeing and Rolls-Royce. Singapore Airlines
Cargo operates SIA's freighter fleet and manages the cargo-hold capacity in SIA's passenger
aircraft. It has two subsidiaries: Silk Air operates regional flights to secondary cities,
while Scoot operates as a low-cost carrier.
Emirates: Emirates is an airline based in Dubai, United Arab Emirates. The airline is
a subsidiary of The Emirates Group, which is wholly owned by the government of Dubai's Investment
Corporation of Dubai. It is the largest airline in the Middle East, operating over 3,600 flights per week from its
hub at Dubai International Airport, to more than 140 cities in 81 countries across six continents. Cargo
activities are undertaken by Emirates Sky Cargo.

Lufthansa:Deutsche Lufthansacommonly known as Lufthansa, is the

largest German airline and, when combined with its subsidiaries, also the largest airline in
Europe both in terms of fleet size and passengers carried during 2017. The name of the company
is derived from the German word, Luft 'air' and Hansa, the Hanseatic League. Lufthansa is one of
the five founding members of Star Alliance, the world's largest airline alliance, formed in 1997.

ENVIRONMENTAL SCANNING

28
Environmental scanning is a process that systematically surveys and interprets relevant data to
identify external opportunities and threats. An organization gathers information about the
external world, its competitors and itself. The next step is to conduct an internal scan of the
organization.

PESTLE ANALYSIS
This PESTLE Analysis of Jet Airways provides a comprehensive insight into the environment of
the company. It covers all political, economic, social, technological, legal, environmental factors.
Political
-low barriers of market entry
-political stability
-license issue for international operations
-infrastructural constraint
-ATF price policy
 Economic

-stable economy
-economic structure
-taxes
-public investments in research and development
 -rising income level

Social
-cultural diversity
-income level is at a constant increase
-Sound pollution
-plane hijacking
-9/11 incident
 

Technological
-modern technologies like CAT3 and ILS
-increasing automation in businesses
 -modernization of aircrafts

Legal
-technological problems
-increasing automation in businesses
 

Environmental
-Regulations
-sustainability
-green products and services

29
-raw materials
-recycling
-weather conditions
 

PORTER”S 5 FORCE MODEL

(2.2)

BARGAINING POWER OF BUYER-HIGH

 Standard Product and Services.
 Several Options available to customers.
 No Switching cost- Customer needs a reason to stay.

30
 Customer incentives such as JPmiles which allow customer to earn rewards, book flight
in easier/faster manner, and stay on the top of the upcoming events/sales.
 Customer can research easily using internet.
 Customer loyalty does not come cheaply- the average Indian flier expects more by paying
less.

Bargaining Power of Supplier- High

 Cost of fuel has risen in years.
 Airplanes are mostly created by two manufacturers: Boeing and Air-Bus.
 Aviation Personnel are very few in numbers. The pay demand is very high.

Threats from Substitute-High

 Numerous other low-cost airlines.

 Switching cost among other transportation options is high for everything but short
distances (train, buses etc.).
 High existing barriers- regulated by ministry of Civil Aviation
 Trains are most preferable mode of transport when it comes to domestic travel.

(2.3)

31
 Threats from New Entrance

 Very high cost and capital required for entry.

 Low profit margin.
 Difficult to differentiate product and services.
 Brand image and loyalty is important.
 New airlines must be seen as safe and reliable.
 Large airlines are very aggressive.
 Premature domestic market.

Competitive Rivalry- High

 Competitors like Kingfisher, Indian Airlines, and Indigo.

 In times of low or moderate industry growth, the competitor gets fiercer as each
one tries to nap customers from other in order to keep their capacity utilizations at
acceptable level.
 The industry is extremely sensitive to economic cycles.
 Ambush marketing campaigns.

(2.4)

32
Chapter: 3 Marketing Strategies

SERVICES OFFERED

(3.1)

JPMiles- The number of Base JPMiles earned is the direct travelled distance between the
origin and destination city pair. JPMiles earned are based on the fare and cabin travelled.

Jet Konnect
 Launched on 8 may 2009 to close down loss making routes.
 Divert planes to more profitable routes with higher passenger load factor.
 Started 54 flights a week, rose to 125, target of 160 flights a week.

Jet Escapes
 A holiday package to a particular destination.

33
  Options to earn JPMiles on each holiday availed.

Jet Mobile
 Access information such as flight status, schedules, set alerts or automatically
receive flight delay message.
 Request for your Jet Privilege account details.
 Search for the lowest fares on Jet Airways.

Jet Viva
 Interaction forum for women travelers.
 Modern fashion trends, spa gateway, high end cosmetic.

Jet Lite
 Acquisition of Sahara Airlines.
 Low Cost Carrier.
 Wider Reach.

Jet Kerala/ Jet2IncreadibleMP

 Tourism package for Kerala and Madhya Pradesh.
 Special offers during summer vacations and New Year.

On Board Services

 Check- in options
 Airport Lounges
 Bus Services
 Cuisines
 Entertainment

4 P’s
Product
Jet Airways started as an air-taxi operator and in the year 1995, it started conducting full-fledged
operations. International flights were added to its roster in the year 2004 and in the year 2007; it

34
acquired another company Air Sahara. Jet Airways has a diversified portfolio that includes
both intangible and tangible products

 Jet Airways has a fleet of 117 carriers that include Boeing 777-300ER, Boeing 737-700,
ATR72-500 and others.
 On-ground services include check-in option that is possible via mobile, the internet or by
calling or visiting airport officials. It has fully operational airport lounges for passengers
that offer capable and efficient staff assistance. Special services are offered to expectant
mothers, infant, unaccompanied minor, people with medical issues and guest with any
disabilities.
 In-Flight services include three types of seating options. First Class has private suites
with the closing door, private wardrobe, lie-in-bed seat and 23-inch television with
Headphone. Business Class seats are extra wide with personal screen and reading light.
Economy class has comfortable seats and international flights have a reading light and
10.6-inch screen television. Airways offer several foods, beverage and entertainment
options in flight.

Price
Pricing plays a decisive role in the airline industry because of intense competition. Jet Airways
has adopted a fair pricing strategy. It has three different classes of services and pricing policy is
based on individual service for that class. For instance ticket prices for first class passengers are
much higher because of extra services and benefits allotted to customers. Moreover, prices for
business class and economy class are gradually lower because of fewer services. Jet Airways
offers concessional fares to students, patients, senior citizens and armed forces so that they are
encouraged to fly with this airline. It also offers additional benefits to its regular flyer to maintain
their loyalty towards Jet Airways.

Place
Jet Airways operates its flights both in domestic front and in international arena from its main
hub located at Chhatrapati Shivaji International Airport in Mumbai and its secondary hubs
located at Kolkata, New Delhi, Chennai, Bangalore, Abu Dhabi and Amsterdam. Its operations
include three hundred daily flights to nearly forty-eight domestic ones and twenty global
destinations to seventeen countries in North America, Europe and Asia.  In the year 2004, Jet
Airways commenced its first international flight to Colombo and its first long-haul flight was to
London in the year 2005.

Brussels Airport has been its scissors hub since the year 2007 for transatlantic connections to the
United States and Canada but later Brussels was replaced by Amsterdam Schiphol Airport since
2016, 27th March.  Jet Airways has a wide-spread distribution network that ensures accessible

35
offices and prompt services related to reservation, cancellation, confirmation and enquiries. It
also offers mobile and internet services to suit individual needs and requirements.

Promotion

(3.2)

Jet Airways has adopted quite a few promotional plans for its airlines. It has launched several ad
campaigns that are shown via television, newspaper and magazines. It also relies heavily on
mouth publicity and its travel agents. Jet Airways has realized the potential of star marketing and
has roped in Indian film actor Shahrukh Khan as its brand ambassador. He is seen in various ad
campaigns thus creating a positive hype and visibility for the company.

To its regular customers, Jet Airways offers Visa Card from Citibank that collects points after
every flight and can be redeemed at later date. The company has been the recipient of awards and
recognition. It received Most Respected Company in the year 2004, Best Domestic Airline in the
year 2005, Best Airline Award in the year 2007, Program of the year in 2008 and Best Cargo
Airline in the year 2016.

SEGMENTATION, TARGETING AND POSITIONING (STP)

36
Market segmentation is the process of dividing a broad consumer or
business market, normally consisting of existing and potential customers, into
sub-groups of consumers (known as segments) based on some type of shared
characteristics. In dividing or segmenting markets, researchers typically look for
common characteristics such as shared needs, common interests, similar lifestyles
or even similar demographic profiles. The overall aim of segmentation is to
identify high yield segments– that is, those segments that are likely to be the most
profitable or that have growth potential – so that these can be selected for special
attention (i.e. become target markets).

Segmentation according to JET AIRWAYS

Jet airways use the mix of demographic and Psychographic Segmentation
 Strategies to Identify and determine the important characteristics of the market
helping the company in evaluating the nature of each segment of customers.

Target Marketing involves breaking a market into segments and then

concentrating your marketing efforts on one or a few key segments consisting of
the customers whose needs and desires most closely match your product or
service offerings. It can be the key to attracting new business, increasing your
sales, and making your business a success.
The beauty of target marketing is that by aiming your marketing efforts at specific
groups of consumers it makes the promotion, pricing, and distribution of your
products and/or services easier and more cost-effective.

Targeting according to JET AIRWAYS

Since the varied segment of customers has been rewarded by the company
through loyalty programmers, therefore the company uses
differentiated targeting strategy to identify the attractiveness of each segment.

Positioning refers to the place that a brand occupies in the mind of the customer

and how it is distinguished from products from competitors. In order to position
products or brands, companies may emphasize the distinguishing features of their
brand (what it is, what it does and how, etc.) or they may try to create a suitable
image (inexpensive or premium, utilitarian or luxurious, entry-level or high-end,
etc.) through the marketing mix. Once a brand has achieved a strong position, it
can become difficult to reposition it.

Positioning according to JET AIRWAYS

The company has positioned itself based on the leadership position in
strategic markets, alliances, and diverse customer groups. It uses customer class
based positioning strategy.
37
 DISRIBUTION CHANNEL

Computer Reservation System: Co-hosted in SABRE, reservations can also be

made on all major Computerized Reservations Systems (CRS).

38
  SABRE (co-hosted)
 Abascus
 Amadeus
 Apollo
 Axess
 Galileo
 Infini
 Topas
 Travelsky
 World span
Jet Airways offers call Centre facilities for international and domestic flights and services that
operate on a 24x7 basis.
Reservation facilities are available through Jet Airways’ multi-purpose call Centre number 3989
3333 – across Mumbai, Delhi, Chennai, Hyderabad, Bengaluru and Kolkata.
Jet Airways' electronic ticketing service enables guests to book tickets to any destination on the
airline's route network through the Internet.

Direct Distribution- Call centers or Websites:

Call Centers: Jet Airways have a customer oriented approach and they provide 24 hours
support to their customers whenever they are in need. Customers can talk to customer care of Jet
Airways by calling on the toll free number for any assistance. Jet airways contact number is
easily available to its customers through the online website of the company. The passengers can
find the number online and can call anytime on this number to know about the schedule and
status of their flights. Jet Airways contact number is also provided on makemytrip.com with the
address of its headquarters and the address of the nearest regional office. Jet airways contact
details are also made available on the boarding passes and online tickets of the passengers. 

The passengers are given brief information regarding the details which will help them to come
out of any emergency situation. The company website is timely updated with all the latest news
and information which are also made available to the public by the airliner form time to time.
The toll free numbers make the passengers feel comfortable in choosing the services of Jet
airways. Jet airways contact number is also required when the passenger wants to know about the
current status of the flights like the arrival of the flights and departure of the flights to and from
the airports. There are different contact numbers of Jet airways for every state, making it easy for
people to reach the customer care.

39
Website: Jet Airways website, jetairways.com, is India's leading travel site, which is available in
35 country sites and 20 multilingual sites in 8 languages, providing a complete travel solution
offering flight bookings, hotel bookings and travel insurance.
Log on to our multi-country & multi-lingual website where you can benefit from a host of
services, offers, rewards and much more, every time you visit. With 35 country sites and 20
multilingual sites and 24x7 real-time content updates, you can be assured of viewing customized
offers and content in your language preference.
You can book air tickets with Jet Airways, JetKonnect and other partner airlines like British
Airways, Lufthansa, Air Canada, Brussels Airlines, Etihad Airways, Malaysia Airlines, Qantas
and United Airlines.
JetPrivilege members can redeem their JPMiles online to make flight bookings on Jet Airways,
view and manage their JetPrivilege account online, use our Mileage Calculator to plan award
trips, view real time JPMiles and activity details, Transfer JPMiles as well as Purchase JPMiles
online.
Jet Airways also offers an exclusive portal for travel agents – www.9wagents.com.

Online Booking Engine: You can book your flights with one of the best-in-breed internet booking engine with
27 currencies and multi-payment options. It is a simple 4-step booking process linked real-time to Jet Airways’
reservation system, offering 3 options of Fixed, Flexible & Lowest. You can purchase JetProtect Travel Insurance
whilst booking and get compensated for lost or delayed baggage, flight delays due to fog, medical expenses during
your trip and protection of your home for loss due to fire or burglary while you are on the move. You get a
confirmation of your booking on SMS. You can benefit from our multi-city booking option and get your past flight
searches in just one click.
Book online with our codeshare and interline partners, which allow us to provide you with a greater choice of
destinations with seamless connections. Earn 500 Bonus JPMiles every time you book online and benefit from a
host of other offers on flights through promotional codes, corporate deals, special offers, etc. Indian Armed Forces,
Paramilitary Forces and their families can avail of special discounted fares when they book on jetairways.com.

Check-in: Appreciating their guests’ invaluable time, they pioneered easier ways to check-in:
 Web Check-in: Web check-in and choose your preferred seat in 4 simple steps before you reach the airport
 Kiosk Check-in: Check-in via our easy-to-use interactive Kiosks and choose the seat of your preference from
the real-time seat map displayed on the touch screen.

40
 Brick- and- Mortar Travel agencies: Brick and mortar is a traditional street-side business that
deals with its customers face-to-face in an office or store that the business owns or rents. The
local grocery store and the corner bank are examples of brick-and-mortar companies. Brick-and-
mortar businesses can find it difficult to compete with web-based businesses.
Now days as everyone is technology oriented they prefer to buy ticket or reservations online.
Online transaction saves money, time and effort of the passengers.

(Narration- Brick- and- Mortar travel agencies of jet airways is not available on web)

Online Travel Agencies

IVR Ticketing (Interactive Voice Response (IVR) based Payment and Ticketing): Book and
pay for your eTickets over an exclusively customized and secure Interactive Voice Response
(IVR) system.

Once you confirm that you wish to pay through the contact Centre, our executive will transfer
you to a secure IVR system that will request you to enter your credit card details. On successful
authorization of the credit card, you will get an automated response and your eTicket will be sent
to you via e-mail instantly.

This service is currently available for all bookings made through our India, Canada, United
States of America and United Kingdom contact Centre.

To book tickets:

 Within India, call 39893333* or 08039243333

 In U.S. and Canada, dial our toll free number 1-877-uflyjet i.e. 1-877-835-9538
 In U.K. call +44 0808 101 1199

Make My Trip: Through makemytrip.com, ticket booking has become easy and hassle free.
For booking your tickets you are required to run to the ticket outlet earlier, which was a bit
hectic. Business travelers who are flying don’t have much time and do not prefer to run to the
counters for purchasing tickets and prefer online booking. Online booking is provided by
makemytrip.com at zero booking fees and with various discounts. You can also take a print of
your tickets at the comfort of your home from this portal. The special packages, discounts and
other luring options make your trip more economical and joyful.
Yatra:Through Yatra.com a customer can get an exclusive offer for their travel like:
 Enjoy up to 20% discount in Première and 10% discount in Economy for travel on Jet
Airways.
 Avail fares starting Rs.958 on select routes within India.

41
 This offer is valid on one-way and round trip bookings.
 Travel validity should be between February 24 and March 24, 2018.
 Tickets must be purchased between February 17 - 23, 2018.

PROMOTION STRATEGIES

Travelling with Disability

In compliance with regulations and as part of our commitment to serve all our guests fairly and
without discrimination, Jet Airways has adopted the following policy with regards to travel of
persons with disabilities

 To ensure a seamless check-in and boarding

experience, we request all guests with reduced
mobility to report to the check-in counter at least
3 hours prior to the scheduled time of flight
departure.

 Guests with disabilities will not be

discriminated against, and will receive all
possible assistance required for their journey.

 The policies, conditions of travel and safety

regulations that apply to the carriage of persons
with a disability or reduced mobility are available
on our website to make the booking process
easier.

 All necessary information about the specific

requirements of a guest with a disability / reduced
mobility will be obtained at the time of ticketing /
online booking process or through our Contact
Centre.

42
 Jet Airways will endeavor to collect all the information required from a guest with a
disability at the time of booking to avoid any further inconvenience at the time of travel. Any
medical

 Information collected from guests with a medical condition or disability will be kept
strictly confidential.

 Jet Airways will not refuse transportation to guests with disabilities and reduced mobility,
unless this is due to safety reasons, or due to a violation of safety, security or the applicable
State rules/requirements.

 When a guest believes he or she has been refused transportation on the basis of disability,
Jet Airways will provide a written statement stating the reasons of such refusal within 10 days
of the incident.

 In case of change of aircraft type within Jet Airways or a partner airline, Jet Airways will
strive to provide similar facilities to guests with disabilities and reduced mobility, subject to
compliance of regulatory provisions. When the

 flight is operated by a Jet Airways alliance /,

(3.1)

 interline / code-share partner, they may have their own restrictions due to State
regulations, in

 Which case their State regulations and restrictions apply.

 In case of in-transit offloading due to unforeseen circumstances, persons with disability

or reduced mobility will be allocated accommodation suitable to their needs as far as
practicable.

 Jet Airways has appointed a Nodal Officer and Appellate Authority/Complaint

Resolution Official (CRO) for US flights to settle grievances related to travel of persons with
disabilities within a stipulated time frame. 

43
 Medical Case

(3.2)

Though modern aircraft operate mainly at altitudes between 25000 - 45000 ft, the cabin is
pressurized to maintain an altitude between 5000 - 8000 ft, thereby overcoming most of the
physiological problems encountered at such high altitudes. This is one of the features of air travel
that makes it so suitable for the rapid transport of seriously ill patients. However, one should
realize that the environment of flight is unnatural to man and thereby imposes considerable
demands on the body systems.

Who needs to fill the MEDIF (Medical form)

 All guests whose ‘Fitness To Fly’ status is in doubt;

 Guest travelling following any recent surgery, illness / trauma of significance,
hospitalization;
 Guests requiring special medical assistance prior to / during /immediately after flight due
to disability / illness;
 Guests who require use of medical equipment / additional oxygen supply on board / in
transit;
 Guests travelling on a stretcher / accompanied by Medical / Paramedical escort.

44
 Who does not need to fill the MEDIF (Medical form)

 Guests requesting for Wheelchair due to old age / arthritis / post-poliomyelitis, etc. in the
absence of any other significant medical condition.
 Guests with chronic, stable, controlled disorders like Diabetes, Mellitus / Hypertension,
etc.

Travelling with a medical condition

Guidelines for assessing guest's fitness for travel

When assessing a patient's fitness for air travel, the effects of reduced atmospheric pressure and
consequent reduction in oxygen tension must be considered. Even if pressurized aircraft the
cabin pressure will be equivalent to an altitude of 5000 - 8000 feet. Although each case will be
considered on its merit, the following guidelines are laid down for the treating physician’s
reference

 Critical heart and respiratory conditions (e.g. decompensated cardiac patients / patients
with severe valvular disease / unstable angina / significant cardiac arrhythmias/severe asthma)
are usually not permitted to fly. Patients with recent coronary occlusion with myocardial
infarction are normally not permitted to fly within 10 days if uncomplicated. Patients who
have undergone angioplasties are usually allowed to fly only after 4 days if asymptomatic.
Cases of uncontrolled severe hypertension are not allowed to fly. Patients with severe
bronchitis, emphysema, and other conditions where respiratory exchange is compromised or
may be affected by the hypoxia are permitted to fly only if arrangements are made for
supplemental oxygen for use in flight and are accompanied by a medical escort. Patients with
active open tuberculosis / untreated pneumothorax are not permitted to fly. Cases with
tracheostomies are permitted to fly only if accompanied by medical escort and suitable
equipment.

 Introduction of air into body cavities for diagnostic / therapeutic purposes are allowed to
fly only after 5 days of uncomplicated recovery following the procedure.

 Cases of acute, major psychiatric disorder are allowed to fly only if sedated and
accompanied by medical escort.

 CVA / Head Injury - Permitted only after 5 - 14 days if stable or improving along with
nursing escort.

 Severe cases of acute otitis media / sinusitis / post middle ear surgery permitted to fly
only with ENT specialist's fitness certificate.

 Patients with acute contagious / communicable diseases are not allowed to fly.

45
 Patients with fractures of the Mandible with fixed wiring of the jaws are not allowed to
fly

 POP casts should be bivalve in case flying is required within the first 48 hours of their
application

 Peptic ulceration with hemorrhage - not permitted within 10 days of onset, except when
permitted by the treating consultant. Flying may be permitted after 5 days of a MINOR
laparoscopic procedure, if uncomplicated recovery. Investigative laparoscopy may be accepted
>24 hours provided gas is absorbed.

 Post-operative cases are usually not permitted to fly within:

o 10 days of abdominal operations

o 10 days of chest surgery

o 10 days of head surgery

 All guests travelling for further treatment or surgery will require to obtain clearance from
our Medical Department, in addition to carrying a fit to fly certificate issued by the treating
doctor.

Extra Seat

(3.3)

Guest(s) can purchase an extra seat for their personal comfort, safe carriage of fragile or delicate
items such as musical instruments, electronic equipment’s, paintings and diplomatic mail.

Note:

 The maximum weight of the baggage on the blocked seat must not exceed 75 kgs.

46
 Extra Seat and guest’s seat have to be reserved at the same time in the same PNR.
 The height of the article to be carried should not exceed the height of the headrest of the
seat.
 Baggage on the seat must be of a size and shape such that it can be secured with the seat
belt or extension belt.
 In case the article is too large to be properly secured on the aircraft seat, it may not be
accepted.
 Medical approval will be required for MEDA (medical) cases.

Travelling with Pets

(3.4)

With immediate effect, carriage of AVI (Dogs and Cats) on board all Jet Airways flights as 'Accompanied
(part of checked baggage)' or 'Unaccompanied' (shipped via Cargo) will not be permitted until further notice.

Jet Airways policy with respect to carriage of animals

 They accept birds and rabbits on flights within India (except ATR-operated flights).

 Book your pet at least 24 hours in advance as accompanied baggage for domestic flights.

 Live animals will be carried in the cargo hold only and cannot be carried in the cabin.

 Jet Airways will accept a maximum of 3 pet containers on B737 aircraft and a maximum
of 5 pet containers on A330 / B777 aircraft, subject to space availability.

 One guest can carry maximum of three pet containers on Domestic flights in the aircraft
hold subject to space availability.

47
 Jet Airways is not liable in case of injury or death of the animal.

 Live animals along with their respective container weighing up to 32 kgs, will be
accepted as checked-in baggage. If the weight exceeds 32 kgs, the same will be accepted for
carriage as cargo.

Service animals accompanying a disabled guest in the passenger cabin do not fall under this
category.

Container requirements
The design and construction of the container must conform to the IATA Live Animal
Regulations. Kindly ensure that the container meets these requirements prior to the day of travel.

Always ensure that the crate is large enough for your pet to sit, stand and turn around
comfortably.

Note:

 Bowls for food and water must be attached to the door of the crate

 Absorbent pad or mat at the bottom of the crate

 Plastic ties to seal the door of the crate on all four ends

 Details including pet's name, photo, basic nature and feeding instructions to be mentioned
on the crate.

 Emergency contact details of pet owner

 Crate with ventilation on all four sides is preferred

 Avoid crates with ventilation and openings at the top.

 Crates with only clamp locking must be avoided

Portable kennels or a small container may be accepted provided the construction and
ventilation is considered adequate and meets all size restrictions and general criteria.

An animal and/or container will not be accepted when

o The container is not sufficiently sturdy or is in poor condition which may lead to
the animal escaping easily.

48
o The container or animal is unclean.

o The animal appears diseased.

o The animal is unduly savage.

o The container could cause injury or suffering to the animal.

o The container fails to meet the IATA regulations stipulating that the animal must
be able to:

 Stand up straight

 Lie down without being cramped and

 Turn around within the crate or kennel.

Charges:
o Jet Airways will levy a flat fee of INR 5,000 per container for carriage of pets on
domestic journeys within India. This fee will not apply to Service Animal accompanying a
disabled guest.

Documentation for carriage of birds and rabbits

The following documents are required for carriage of birds and rabbits as checked–in baggage
or cargo on domestic flights.

o Fitness certificate from a veterinarian

o A letter from the State Forest or Wildlife department stating that the species of
bird or rabbit is not endangered and is allowed to be carried on a domestic flight from the
origin city to the destination city.

49
 Redressal of Guest Grievances

Disability Rights
As per the United States Department Of Transportation 14 CFR Part 382: Non-discrimination on
the Basis of Disability in Air Travel, any guest travelling to / from the United States on Jet
Airways encountering, any kind of discrimination can ask any crew member or a ground staff for
a Complaint Resolution Official (CRO).

Jet Airways airport managers at airports in the USA, Brussels and at International terminal /
airport in India are trained as CRO's and are aware of the norms and regulations of this act. The
CRO is available during operating hours and will be glad to assist you with any query or issue
resulting from any kind of discrimination.

Guest(s) can obtain a copy of the US DOT Part 382 (Non-discrimination on the basis of
disability in air travel: final rule) in an accessible format from the DOT by any of the following
means:

 By telephone via the Toll-Free Hotline for Air Travelers with Disabilities at 1-800-778-
4838 (voice) or 1-800-455-9880 (TTY)
 By telephone to the Aviation Consumer Protection Division at 202-366-2220 (voice) or
202-366-0511 (TTY)
 By mail to the Air Consumer Protection Division, C-75, US Department of
Transportation, 1200 New Jersey Ave., SE., est Building, Room W96-432, Washington, DC
20590
 On the Aviation Consumer Protection Division's website

The DGCA has laid down the acceptance and handling requirements for airlines, airport
operators and ground handling agencies for the protection of and provision of assistance to
disabled persons and persons with reduced mobility travelling by air, in order to protect them
against any form of discrimination and to ensure that they receive all possible assistance with
due respect and dignity, in the Civil Aviation Requirements (CAR), Section 3 - Air Transport,
Series 'M', Part I, Issue III dated 28th February, 2014.

In the case you have not been provided with reasonable facilities mentioned in this policy, you
may directly intimate our officials mentioned below, who have been designated for redressal of
passenger grievances.

CHAPTER: 4 FINANCIAL ANALYSAIS

50
SOURCES OF FINANCE
Financial Highlights

 Net loss is decreased by 20.70% to 9.26%.

 Operating loss margin is 0.59% as compared to 8.58% of previous year, concluding that
operating cost is decreased and operating income is increased as compare to previous
year.
 Dividend is not given since 2007, a major concern for shareholders.
 Company is decreasing their losses and in future year it may come to breakeven point or
even profit.

Accounting Policies Shown in Auditor’s Report

 Financial Statements are prepared according to:
a) Generally Accepted Accounting Principle in India(GAAP)
b) Accounting Standards under the provision of Companies Act 2013
 Revenues recognitions are recognized on flow basis i.e., when services are rendered. Also
Lease income on Aircrafts given on operating lease is recognized in P/L Account.
 Depreciation on Tangible Fixed Assets- Straight Line Method
 Contingent Liabilities are not recorded but are disclosed in Notes to the account.
 Contingent asset neither recorded nor disclosed.
 Foreign Exchange Derivative Instruments- Prudence concept is used.

(4.1)

Last 5 years loans

51
(4.2)

52
 RATIO ANALYSIS (Last 5 Years)

PARAMETERS Mar’17 Mar’16 Mar’15 Mar’14 Mar’13

(in cr) (in cr) (in cr) (in cr) (in cr)
Operational and Financial
Ratio:
Earning per share(Rs) 34.37 103.31 -159.66 -322.87 -56.24

DPS(Rs) 0.00 0.00 0.00 0.00 0.00

Book NAV/Share (Rs) -242.21 -293.80 -387.82 -223.87 -113.58

Performance Ratios:
ROA(%) 2.19 6.17 -9.74 -19.76 -2.45
ROE(%) 0.00 0.00 0.00 0.00 0.00
ROCE (%) 17.80 27.26 -12.07 -29.23 5.55
Capitalization Ratio:
Tier 1 ratio 0.00 0.00 0.00 0.00 0.00
Tier 2 ratio 0.00 0.00 0.00 0.00 0.00
CAR 0.00 0.00 0.00 0.00 0.00
Growth Ratio:
Core Operating Income Growth -3.16 -1.80 -11.34 -10.89 15.21
  Operating Profit Growth -26.44 400.20 155.11 -173.83 149.49
  Net Profit Growth -66.73 164.71 50.55 -655.48 60.72
  BVPS Growth 17.36 24.43 -73.24 -97.11 -81.76
   Advances Growth 0.00 0.00 0.00 0.00 0.00
 EPS Growth (%) -66.73 164.71 50.55 -474.12 60.72

53
 Liquidity Ratios:

Loans / Deposits(x) 0.00 0.00 0.00 0.00 0.00

Loans / Deposits(x)
0.00 0.00 0.00 0.00 0.00
   Current Ratio(x)
0.00 0.00 0.00 0.00 0.00
 Quick Ratio(x)
0.00 0.00 0.00 0.00 0.00

Total Debt / Mcap(x)

0.00 0.00 0.00 0.00 0.00

Net NPA in Rs. Million 0.00 0.00 0.00 0.00 0.00

(4.3)

54
NET PROFIT/BALANCE SHEET
Standalone

(4.4)

55
Consolidated

(4.5)

56
 CHAPTER: 5 KEY LEARNINGS FROM THE COMPANY
AND RECOMANDATION

Performance Analysis of Jet Airways

(5.1)

Jet Airways recently reported numbers for the quarter and the year. For the fourth quarter ending
31 March 2016, the airline reported an impressive net profit of Rs 3,972 million and for the year
a net profit of INR 11,733 million. After extensive research into qualitative and quantitative
details an analysis is presented below:

Strategic shift
Jet has moved away from simply selling price to its core competency of being a full service
carrier. Sources indicate that an increased focus on key business routes, increased international
flying and realigning slots towards international routes is under-way. This is reflected in the
airline’s revenue performance where the revenue per available seat kilometer (RASK) of Rs 4.37
which was the highest amongst all quarters for the year. The alliance with Etihad continues to
help with feed the network and the airline transported 6.02 million passengers for the quarter and
23.3 million passengers for the year.

57
Operational performance
Jet has an increased focus on efficient operation which is reflected in their cost per available seat
kilometer going down to Rs 4.15 for the fourth quarter and Rs 4.10 for the year (15% reduction
year-on-year). Looking at quarterly trends the CASK went down by one per cent in Q2 vs Q1,
five per cent in Q3 vs Q2 and seven per cent in Q4 vs Q3. While the CASK was influenced by
fuel price declines, the focus on efficiency is quite evident.

Aircraft utilization has been improving and stands at 13.2 hours per aircraft across the network
for Q4 and 13 hours per day for the full year. Looking at a domestic and international split – on
the international side with an average fleet of 35 aircraft in Q4 utilization was at 16 hours per day
(due to the longer stage lengths) while domestic utilization of 12 hours per day with a fleet of 61
aircraft. Jet has managed to increase capacity without a fleet increase by driving utilization and
given the soaring demand this capacity has been absorbed by the market.

Load factors also were impressive with fourth quarter load factors at 81% and 85% respectively
for domestic and international, while for the full year load factors came in at 80.6% and 83% for
domestic and international. Given that break-even load factors for Jet are in the range of 70% –
75% for international and 77% – 80% for domestic, it is evident that the international operations
significantly contributed to the overall profitability.

Financial Performance
The focus on efficiency and soaring demand coupled with lower fuel prices was reflected in Jet’s
financial performance. Passenger revenues for the year came in at Rs 179,246 million which
were 9% higher than the previous year. The EBITDAR margin was 20% with the EBIT margin
coming in at 6%.

With targeted sales and strong engagement with the travel community, domestic revenue per
passenger was almost Rs 6,000 while international was Rs 13,500 excluding ancillary income.
Remarkably Jet reported 16% of sales from the web and has a target to increase this to above
20% which is quite ambitious. Web sales carry minimal costs and this strategy will help reduce
cost of sales further. Jet is also attempting to break consolidator influence by adjusting
commissions and if successful this will also have a positive impact to cost of sales and overall
revenue performance.

The debt on Jet’s books has been a significant cause of concern with the investment community
and Jet has undertaken debt reduction measures. Jet reports having repaid Rs 7,930 million of
debt in the fourth quarter and Rs 16,800 million for the year. However, it is unclear if this is a
debt recast and repayment of debt by replacing debt on better terms or how this repayment was
structured given that the EBIT for the year came in at Rs 12,190 million and even after exchange
rate adjustments and accounting for extraordinary income our numbers do not balance out. The
annual report of Jet will likely have additional information on this aspect and will need to be
studied.

58
 Finally, Jet also renegotiated several contracts including maintenance, credit cards and airport
contracts which further helped in a cost reduction.

Costs analysis
Declining fuel prices continued to help overall profitability. An examination of the cost structure
reveals how these have changed from last fiscal year FY15 to this year FY16. Line item costs
when taken as a percentage of operating costs indicate that:

 Fuel costs went from 34% to 26.5%

 Staff expenses as share of operational expenses went from 11.4% to 12.6%, largely
driven by higher pilot costs
 Maintenance expenses went from 11% to 11.5% due to the higher aircraft utilization and
the ageing fleet
 Interest expenses as a percentage of revenue came down from 5.4% to 4.8%
The acting CEO has indicated that a control on costs will be a core focus and the first quarter of
this financial year, FY17, will reveal how far this goes.

Challenges ahead
While the airline did well this year, challenges have started to creep up. Jet continues to work
with an acting CEO and the strategic partnership with Etihad seems to be a cause of
consternation with long-time hands at Jet. Jet has also been moving out from smaller cities with
slots being shifted to international flying – which tends to indicate that the focus on feeding the
network of Etihad continues.

Pilot staffing is an issue with a number of pilots resigning from the airline putting further strain
on existing pilots and forcing a greater reliance on the more expensive expatriate pilots. Full
service carriers like Vistara are grabbing the premium flyers from Jet and the anticipated policy
change especially on the 5/20 rule will only exacerbate this situation. With capacity induction by
all carriers, downward pressure on yields continues and has forced an Rs 200 million marketing
campaign by Jet; its first in a long time.

Outlook
Overall, it was a strong year for Jet. The profit reported for FY16 was the highest ever annual
profit in its history and beat the profit target set by the turnaround plan both in numbers and by
time (plan had the return in FY17). With strong demand continuing in the Indian market, Jet
seems to be well positioned. Yet with oil prices creeping up, declining oil prices and the impact
on demand from the Middle East (a core market for Jet) and intense competition in the domestic
segment, to continue this performance could be extremely challenging this year.

59
 Expansion of Jet Airways

Jet Airways Group connect 65 destinations, including

domestic and overseas

The second largest airline Jet Airways on Tuesday has announced 96 new flights on the
domestic network during the Monsoon season, including 14 new direct, non-stop flights
to small town set Airways Group connect 65 destinations, including domestic and
overseas

The second largest airline Jet Airways on Tuesday has announced 96 new flights on the
domestic network during the Monsoon season, including 14 new direct, non-stop flights
to small towns under the regional connectivity scheme.

Smaller rival Spicejet has already announced three new routes under the RCS in the
past fortnight.

This augmentation of domestic services between smaller cities is a result of the rising
demand for aviation services between these fast-growing cities, reflecting their
economic progress, the airline has said in a statement.

Announcing the monsoon schedule, Jayaraj Shanmugam, chief commercial officer of

the airline said, “our new non—stop flights, additional frequencies, as well as direct,
one—stop flights are part of our continuing efforts to provide connectivity, and
choice.”

“The new connections will enable guests from emerging cities to connect seamlessly on
to metro cities throughout the country as well as onwards to our wide international
network,” Shanmugam said.

Some of the key none—stop direct flights include Delhi-Indore-Delhi, Ahmedabad—

Indore—Ahmedabad, Delhi—Lucknow— Delhi, Delhi—Jaipur—Delhi, Lucknow—
Jaipur—Lucknow, Indore— Jaipur—Indore, Jaipur—Udaipur—Jaipur, among others.

“These new flights will deepen our domestic footprint, helping us support and facilitate
travel aspirations of our guests from these regions,” the airline said.

60
The airline has been witnessing steady growth in guest traffic, primarily in the North,
especially between cities like Jaipur, Lucknow, Chandigarh, Dehradun, Udaipur and
Indore.

The airline also announced direct, return none—stop flights from Indore to Ahmedabad
and Jaipur, making it the only airline to do so. It has also commenced new, direct none
—stop flights between Delhi and Indore, Lucknow, Jaipur as well as connecting Jaipur
with Udaipur and Lucknow.

Eleven direct, one—stop flights between Delhi and Silchar, Dehradun and Jaipur,
Chandigarh and Dehradun, Chandigarh and Lucknow, and Indore and Lucknow.

Further Jet has increased its capacity on key routes via additional frequencies, that
include a second flight between Bengaluru and Guwahati, a third frequency between
Delhi and Indore, a seventh daily frequency between Delhi and Lucknow, and Delhi
and Jaipur, together with a second daily flight between Delhi and Udaipur.

Jet Airways Group connect 65 destinations, including domestic and overseas which
include Southeast Asia, South Asia, Middle East, Europe and North America. The
group has a fleet of 113 aircraft, comprising Boeing 777—300 ERs, Airbus A330—
200/300s, Next Generation Boeing 737s and ATR 72— 500/600s.

Under the regional connectivity scheme.

Smaller rival Spicejet has already announced three new routes under the RCS in the
past fortnight.

This augmentation of domestic services between smaller cities is a result of the rising
demand for aviation services between these fast-growing cities, reflecting their
economic progress, the airline has said in a statement.

Announcing the monsoon schedule, Jayaraj Shanmugam, chief commercial officer of

the airline said, “our new non—stop flights, additional frequencies, as well as direct,
one—stop flights are part of our continuing efforts to provide connectivity, and
choice.”

61
“The new connections will enable guests from emerging cities to connect seamlessly on
to metro cities throughout the country as well as onwards to our wide international
network,” Shanmugam said.

Some of the key non—stop direct flights include Delhi-Indore-Delhi, Ahmedabad—

Indore—Ahmedabad, Delhi—Lucknow— Delhi, Delhi—Jaipur—Delhi, Lucknow—
Jaipur—Lucknow, Indore— Jaipur—Indore, Jaipur—Udaipur—Jaipur, among others.

“These new flights will deepen our domestic footprint, helping us support and facilitate
travel aspirations of our guests from these regions,” the airline said.

The airline has been witnessing steady growth in guest traffic, primarily in the North,
especially between cities like Jaipur, Lucknow, Chandigarh, Dehradun, Udaipur and
Indore.

The airline also announced direct, return non—stops flights from Indore to Ahmedabad
and Jaipur, making it the only airline to do so. It has also commenced new, direct non—
stop flights between Delhi and Indore, Lucknow, Jaipur as well as connecting Jaipur
with Udaipur and Lucknow.

Eleven direct, one—stop flights between Delhi and Silchar, Dehradun and Jaipur,
Chandigarh and Dehradun, Chandigarh and Lucknow, and Indore and Lucknow.

Further Jet has increased its capacity on key routes via additional frequencies, that
include a second flight between Bengaluru and Guwahati, a third frequency between
Delhi and Indore, a seventh daily frequency between Delhi and Lucknow, and Delhi
and Jaipur, together with a second daily flight between Delhi and Udaipur.

Jet Airways Group connects 65 destinations, including domestic and overseas which
include Southeast Asia, South Asia, Middle East, Europe and North America. The
group has a fleet of 113 aircraft, comprising Boeing 777—300 ERs, Airbus A330—
200/300s, Next Generation Boeing 737s and ATR 72— 500/600s.

62
Jet Airways to raise funds for fleet expansion
Jet Airways is looking to raise capital to fund its fleet induction and expansion plans.

Jet has ordered 75 Boeing 737 Max and is negotiating for additional 75 planes of the same type.
The airline had also ordered Boeing 787-9 planes but has deferred the induction.

Raising equity will help to arrange pre-delivery payments to Boeing, say sources familiar with
the matter. "The fundraising will be for expansion," he added.

The airline appointed J P Morgan to help raise funds. Jet's management has been in talks with
Delta for a stake sale. Simultaneously, its founder chairman Naresh Goyal is talking to Etihad
too for capital infusion. Etihad holds 24 per cent stake in Jet Airways.

Jet Airways did not respond to an email query on the topic.

An Economic Times report on Tuesday said major airlines like Lufthansa and Air France-KLM
and private equity funds like KKR, Blackstone and TPG too have been approached for fund
infusion. The report added that the airline will issue 24 per cent equity to the new investors and
raise $ 200-250 million.

Fundraising will also help pare debt. The airline has around Rs 9,000 crore debts of which Rs
2,800 crore is related to aircraft acquisition. Around $200 million (Rs 1,300 crore) of debt is due
for repayment in the financial year (FY) 2017-18 and the airline hopes to use internal accruals
for repayment.

"Our endeavor is clearly to generate cash from the business and repay that. As you have seen in
the last two years, we have paid close to Rs 3,000 crores of debt generating out of cash flow
from operations," the airline's acting Chief Executive Officer Amit Agarwal told analysts in a
conference call post fourth-quarter results.

Jet made a consolidated profit of Rs 438 crore in FY17 but this was due to non-operational items
like gains from lease back of planes and from land development. Its annual interest spending in
FY17 was around Rs 850 crore. "The airline would certainly want to cut debt and save interest
cost," a sector expert said.

63
ORGAINIZATIONAL LEADERSHIP

Name Designation Role

Naresh Goyal CEO,Founder Mr. Naresh Goyal serves as the Non-
Executive Chairman of the Board of
Jet Airways India Limited. He is a
non-resident Indian national. He is
the chairman of Jet Airways Ltd. He
is also the chairman of the Board of
Directors. Mr. Goyal holds a
Bachelors of Commerce degree and
after completing his education in
1967, Mr. Goyal joined the travel
business and underwent practical
training with several foreign airlines.
Mr. Naresh Goyal has more than 35
years of experience in the civil
aviation industry. 
Gaurang Shetty Whole Time Director Mr. Gaurang Shetty has been Whole
Time Director of Jet Airways India
Limited. He was Acting Chief
Executive Officer of the Company.
He has been appointed as Acting
Chief Executive Officer effective
February 29, 2016. He joined the
Company in 1996 as General
Manager – Marketing and was
promoted to Vice President –
Marketing in 2004. Currently, Mr.
Shetty is Senior Vice President –
Commercial.
Kevin Knights Nominee Director
Mr. Kevin Knight serves as
Nominee Director of Etihad Airways
PJSC of the Company. He has more
than 30 years of experience.

Harsh Mohan Nominee Director Mr. Harsh Mohan serves as

Nominee Director of Etihad Airways
PJSC of Jet Airways (India) Ltd. He
is a Chief Group Support Service
Officer for Etihad Aviation Group.
Anita Goyal Non-Executive Non-Independent
Director Ms. Anita Naresh Goyal serves as
the Additional Non-Executive Non-
Independent Director of Jet Airways
India Limited. She has over 25 years
of experience in Marketing and
Sales and other functions in the

64
 Airline Industry.

(5.2)

Market Share/growth rate

(5.3)

InterGlobe Aviation Ltd.-promoted low-cost airline IndiGo began the New Year with yet another
month of superior market share in the domestic aviation industry.
IndiGo's market share in January 2017 stood at 39.8 percent, slightly lower than the revised 40.3
percent share it had captured in December 2016, according to data released by the regulatory
body Directorate General of Civil Aviation (DGCA).
Jet Airways Ltd. saw its market share improve 50 basis points to 15.5 percent, while low-cost
rival SpiceJet Ltd. held 12.8 percent.
The passenger load factor, used to measure the capacity utilization of airlines, was largely
unchanged from December for most major operators.

65
The number of passengers carried by domestic airlines during January grew 25.1 percent to 95.8
lakh from 76.6 lakh in the corresponding month of the previous year.
On a monthly basis, the number passengers carried in January was slightly higher than the 95.2
lakh passengers carried in December 2016.

Other Performance Indicators

Overall, the Indian aviation industry had a cancellation rate of 1.1 percent in January. With a
cancellation rate of 0.63 percent, Jet Airways had the fewest cancelled flights, followed by
SpiceJet at 0.77 percent and IndiGo at 0.98 percent. Government-operated Air India was the
second worst with 1.97 percent of its flights being cancelled.
Youngest entrant Air Vistara had the highest customer satisfaction with just 0.1 complaints for
every 10,000 passengers carried. IndiGo followed closely with 0.3 complaints per 10,000
passengers. Air India was the worst with 2.5 complaints for 10,000 passengers.
In terms of on-time performance of flights, SpiceJet and IndiGo led the pack with 71.6 percent
and 71.2 percent flights on schedule respectively. Vistara underperformed with only 53 percent
of its flights running on time.
The performance was computed for Bangalore, Delhi, Hyderabad and Mumbai airports.

SWOT ANALYSIS

1. Jet Airways has created a good image among the Indian fliers
2. Jet Airways is a trusted airline by the corporates
3. One of the biggest Indian airline companies with over 13,000 employees
4. Operations in over 60+ Indian cities and over 400 daily flights
5. Jet Airways is a top of the mind brand due to excellent operations and marketing
6. It also has international destinations in nearly 20 countries 
7. Jet Airways has a strong customer service and provides inflight entertainment, lounges,
Strengths frequent flier programs etc.

Weaknesses 1. Competition from the LCCs and other competitors means market share growth is tough
for Jet Airways
2. Presence of other airlines on international routes making it difficult to have significant

66
 market share

1. Jet Airways is strongly positioned in the International routes

2. Has presence in every segment
Opportunities 3. Increasing number of people opting to travel by airlines

1. LCCs eating up the marketshare of Jet Airways

2. Rising Fuel Costs and Labor Costs
3. Unfavorable Govt policies and aviation regulations can affect Jet Airways' business
Threats operations

(5.4)

67
 Chapter: 6 Findings
From the inception of jet airways the company is trying to improve its service for its customers.

Nowadays jet airways are one of the leading airline industries in India.

Major findings of this Jet Airways are:-

 The network of Jet Airways services is often not sufficient to accommodate

the demand on the most frequented tourist routes.

 The actual frequency of flights to some important destinations, theseat

capacity offered and the operational standards have not always kept pace with
the growth rate of air traffic.

 There is a shortage of air conditioned limousines and buses.

 The equipment’s being used at present often does not meet the international
standards.

 The rates and fares charged by Jet Airways services are substantially high. In
India, the rates charged by airlines are roughly ten times the rates charged by
railway from second class passengers.

 It continuously work on improving the quality of its services

 It is the second largest airline industry of India and leading industry is still
indigo

 They are trying to covering almost every destinations in India

 Their fares are according to the convince of the customers

 They provide extra facilities to the passengers with pets, disabilities etc.

 They have special medication facilities for emergency.

 In comparison to its competitor indigo Jet Airwaysemployees have less

opportunity to grow and because of this they are less motivated.

 Jet Airways is headquartered in Mumbai and is India’s largest airline. India is

one of the most culturally rich travel destinations in the world, attracting
more than six million visitors each year.

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 Chapter: 7Suggestionsand Conclusions

Suggestions

 Jet Airways can increase Late bird / Night bird flights between metros.

 Jet Airways should schedule more no of flights to and from station like Delhi,
Mumbai, Chennai, Collate, and Bangalore as these sectors account for high
payload.

 Jet airways need to take aggressive Marketing.

 Jet Airways should undertake customer satisfaction survey

 Jet Airways should make provisions to add up more financial benefits for its
passenger.

 Flight status should be made available through SMS and updated regularly

 New approaches should be identified and rewarded so that it set as an example for
others.

Conclusion
After doing the study of the project representing on Jet Airways, I have come to a conclusion that
Jet Airways is one of the largest and most widespread airlines of the country providing its

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services not only in India as well as outside India also. It has alliance with many other airlines in
this sector.

Jet Airways offers a world class services to the customers at nominal rate. The national carrier
takes immense pride in having successfully played a pivotal role in making various facets of
India popular with the people of world and acting as the country’s cultural ambassador. The
airline uses the services of one of the advanced plans been operated in the world.

To sum up I would like to say that Jet Airways Is serving its customers in an appreciated way
and going to be in the list of best services providers in coming years.

BIBLOGRAPHY
https://en.wikipedia.org/wiki/Jet_Airways

https://economictimes.indiatimes.com › Industry › Transportation › Airlines / Aviation

www.moneycontrol.com/bse/shareholding/shp_promoters.php?sc_dispid=JA01

https://www.ndtv.com/business/stock/jet-airways-_jetairways/holdings

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