-CHAPTER – I INTRODUCTION

1.1 Introduction

Indian Airlines, later Indian, was a major Indian airline based in Delhi and focused 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 overseas 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.

1.2 History

1910: The first Indian, or maybe even Asian, to have an airplane is the young Maharaja of
Patiala, Bhupinder Singh, who has a keen interest in aviation. Singh sends his Chief Engineer to
Europe for a study with orders to buy three planes, including a Bleriot monoplane and Farman
biplanes, which arrive in the Punjab later that year.

1911: Domestic commercial aviation is born in India when on February 18, Henri Piquet, flying
a Humber biplane, carries mail from Allahabad to Naini Junction, some six miles away.

1927: The world’s first officially christened national airline’s, Britain’s Imperial Airways
extends to Empire Routes to India, connecting India with the outside world for the first time

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through an air network. A de Havilland Hercules flies the Cairo-Basra-Karachi-Jodhpur-Delhi
route. It is also the first domestic passenger flight to be operated in India. Passengers could be for
the first time fly from Karachi to Jodhpur and to Delhi on Imperial Airways.

1929: At the Aga Khan offers through the Royal Aero Club, a special prize of GBP500 for “a
solo flight completed within six weeks from the date of starting. The prize will remain open for
one year from January 1930. There were three contestants: an eager JRD Tata, Man Mohan
Singh, a civil engineer graduating from Bristol who had learnt to fly in England, and Aspy
Merwan Engineer (later the Chief of the Indian Air Force). The three men set out flying single-
engine, light aero planes with simple instruments and without radio. Man Mohan Singh took off
from Croydon airport, south of London, in a Gypsy Moth which he called Miss India; Aspy
Engineer followed the same route while JRD Tata, also in a Gypsy Moth, started his journey in
the reverse direction. After Croydon, Man Mohan Singh flew on to Lympne, Le Bourget (Paris),
Dijon, Marseilles , Rome, Naples, Catania, Tripoli and Sirle. From Gaza, he flew eastwards to
India, with Engineer trailing a day behind. Singh finally landed at Drigh Road, Karachi on 12
May -1930, winning the historic air race. Engineer landed the next day and, though he came
second, due to a technicality, was eventually declared the winner, which Singh accepted.

On February 10, JRD Tata is awarded India’s first pilot’s licence, Pilot Licence No.1 by
Federation. Aeronautique International signed by Sir Victor Sasoon on behalf of the Aero Club
of India and Burma.

1932: Urmila K Parikh becomes the first woman to get a pilot’s licence when she is given an
license by the Aero Club of India and Burma.

1932: JRD Tata launches India’s first scheduled airline, Tata Airlines, by piloting the first flight
himself from Karachi to Mumbai via Ahmedabad on a single-engine. Puss Moth with a load of
airmail . Nevill Vintcent, a former Royal Air Force pilot and JRD’s colleague, flies the plane to
Chennai via Bellary thus completing the flight.

1933: In its first year of operation. Tata Airlines flies 160,000 miles, carries 155 passengers and
10.71 tones of mail. In the next few years, Tata Airlines continues to rely for its revenue on the

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mail contract with the Government of India for carriage of surcharged mail, including a
considerable quantity of overseas mail brought to Karachi by Imperial Airways.

Tata Airlines launches its longest domestic flight: Mumbai to Trivandrum with a six-seater Miles
Merlin.

1945: India’s second domestic airline, Deccan Airways, is founded Seventy-one per cent is
owned by the Nizam of Hyderabad, 29 per cent by Tata Sons. Deccan Airways is the first of a
bunch of new airlines to serve domestically in India. It flies in the Hyderabad region, using a
fleet of 12 Douglas DC-3s. The first services began in July 1946.

1946: Tata Airlines changes its name to Air India. In 1947, Air India signs an agreement with the
government of India to operate international services under a new company called Air India
International Ltd. Established as a joint sector company with a capital of Rs 2 crore and a fleet of
three Lockheed constellation aircraft. The new name is inaugurated on March 8, 1948. Three
months later on June 8, Air India International inaugurated its international services with a
weekly flight from Bombay to London via Cairo and Geneva. The airline is nationalized in 1953.

1951: Prem Mathur becomes the first woman commercial pilot. She flies planes owned by
Deccan Airways.

1953: Indian Airlines and Air India International are set up after legislation comes into force to
nationalize the entire airline industry in India. Eight former independent domestic airlines;
Deccan Airways, Airways India, Bharat Airways, Himalayan Aviation, Kalinga Air Lines,
Indian National Airways, Air India, Air Services of India, are merged to form the domestic
national carrier. Air India International takes over the international routes. Indian Airlines
Corporation inherits a large fleet of 74 DC-3 Dakotas, 12 Vikings, 3 DC-4s and various smaller
craft.

1956: Durba Banerjee is inducted as the first woman pilot of Indian Airlines.

1960: India enters the jet age when Air India begins operating its first Boeing 707-437. It also
marks the year in which USA is first connected to India by an Indian airliner.

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1984: Squadron Leader Rakesh Sharma, a 35-year-old Indian Air Force pilot becomes the first
Indian cosmonaut and the 138th man in space, when he spends eight days in space abroad Salyut.

1985: Captain Saudamini Deshmukh commands the first all-women crew flight on an Indian Airlines
Fokker Friendship F-27 on the Calcutta-Silchar route. She also commands the first Boeing all-women
crew flight on September 1989 on the Mumbai-Goa sector.

1989: Indian Airlines becomes one of the earliest airline in the world to induct the revolutionary
fly-by-wire A320s made by France’s Airbus Industries into its fleet. The airline’s first pure-jet
was a Caravelle, inducted in 1964.

1990: East West Airlines becomes the first national level private airline to operate in the country
after 37 years, after the government decided to end Indian Airlines’ monopoly over domestic
civil aviation.

Capt Nivedita Bhasin of Indian Airlines at 26 becomes the youngest pilot in civil aviation history
to command a jet aircraft when she pilots IC-492 on the Bombay-Aurangabad-Udaipur sector on
January 1. Bhasin also becomes the country’s first woman check-pilot on an Airbus A300
aircraft.

Air India is commended in the Guinnes Book of World Records for the largest evacuation effort
by a civil, when it flew over 111,000 people from Amman to Mumbai in 59 days, operating 488
flights just before the first Gulf War.

1992: The Indian Air Force (IAF) decided to recruit women pilots. It advertises for eight
vacancies and receives 20,000 applications. The first pilots enter service in July 1994.

1997: A group of army aviation professionals gets together to set up Deccan Aviation, which will
soon grow to become India’s largest privately owned helicopter charter company.

1998: Dr Kalpana Chawla becomes the first Indian-born woman to fly to space, as part of a
NASA team.

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1999: Flying Officer Gunjan Saxena, who was among the first women pilots in the IAF, becomes
the first woman to fly in a Combat Zone when she takes part in air operations during the Kargil
war.

2003: Air Deccan, India’s first ever budget airline begins operations on 25th August. The first
flight is from Bangalore to Mangalore.

2004: On August 26, Air Deccan turns into the first truly national budget carrier with the launch
of its A320 flights on the Delhi – Bangalore route.

1.3 Advantages of air transport

Following are the advantages of air transport

 High Speed :

It is the fastest mode of transport and therefore suitable for carriage of goods over a long
distance. It require less time.

 Quick Service:

Air transport provides comfortable, efficient and quick transport services. It is regarded
as best mode of transport for transporting perishable goods.

 No Infrastructure Investment :

Air transport does not give emphasis on construction of tracks like railways. As no
capital investment in surface track is needed, it is a less costly mode of transport.

 Easy Access :

Air transport is regarded as the only means of transport in those areas which are not
easily accessible to other modes of transport. It is therefore accessible to all areas
regardless the obstruction of land.

 No Physical Barrier :

Air transport is free from physical barriers because it follows the shortest and direct
routes where seas, mountains and forests do not obstruct.

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  Natural Route:

Aircrafts travels to any place without any natural obstacles or barriers because the
custom formalities are compiled very quickly. It avoids delay in obtaining clearance.

 National defence :

It plays a significant role in the national defense of the country because modern wars are
conducted with the help of aero planes. Airways has a upper hand a destroying the enemy
in a short period.

1.4 Disadvantage of air transport

Inspite of many advantages, air transport has some disadvantage also:

 Risky :

Air transport is the most risky form of transport because a minor accident may
put a substantial loss to the goods, passengers and the crew. The chances of
accidents are greater in comparison to other modes of transport.

 Very Costly :

Air transport is considered costlier as compare to other mode of transport. The

operating cost of aero-planes are higher and it involves a great deal of
expenditure on the construction of aerodromes and aircraft. Because of this
reason the fare of air transport are high that common people can’t afford it.

 Small Carrying Capacity :

The aircrafts have small carrying capacity and therefore these are not suitable for
carrying bulky and cheaper goods. The load capacity cannot be increased as it is
found in case of rails.

 Unreliable:

Air transport is unreliable as it depends of the weather forecast. Normally if the

weather is not certain the flight may got delayed.

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  Huge Investment :

Air transport requires huge investment for construction and maintenance of

aerodromes. It also requires trained, experienced and skilled personnel which
involves a substantial investment.

Vision: “To create an eco-system to enable 30 crore domestic ticketing by 2022 and 50 crore by
2027.”
Mission: “Provide safe, secure, affordable and sustainable air travel with access to various parts
of India and the world.”

1.5 Objectives
i) Ensure safe, secure and sustainable aviation industry through use of technology and effective
monitoring
ii) Enhance regional connectivity through fiscal support and infrastructure development.
iii) Enhance ease of doing business through deregulation, simplified procedures and
E-governance
iv) Promote the entire aviation sector chain: cargo, MRO, general aviation, aerospace
manufacturing and skill development.

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30 crore domestic tickets by 2022 implies 300 million tickets by the end of calendar year 2021.
At the end of the calendar year 2015, India is expected to fly 80 million passengers.

To get from 80 million passengers in 2015 to 300 million passengers in CY 2021 requires
passenger numbers to grow at a compound annual growth rate (CAGR) of 24.7%, starting 2016.
Please refer the graph above.
To analyze if 24.7% CAGR is achievable, we observe that:

1. Reason for 2015’s high performance: The year 2015 has witnessed a 20% YoY growth in
domestic passenger numbers due to two reasons: Increase in domestic capacity by 8.4%, and
increase in load factors by 7.5%.
2. Load Factors: The domestic airline industry has been flying fuller airplanes on average
thanks to pricing stimulation, increased competition, and lowered fuel prices which has enabled
more aggressive pricing. Such a growth rate may not be observed in 2016, as 2015 had very high
average domestic load factors. Getting higher load factors may be a challenge.
3. Capacity due to aircraft: India today (as of 1st November 2015), and as per the DGCA has a
total of 350 narrow body mainline jets, regional jets and turboprops registered. (We exclude Air
India Express’ aircraft as these hardly contribute to domestic capacity. Wet lease aircraft
excluded.). These together contribute to 53,952 airplane seats, and an average of 154 seats per
airplane. If 95% of these airplanes are assumed to be flying at any given time, then the active
fleet is 332 aircraft. Assuming that capacity will have to grow at similar rates of 24.7% annually
will require the net addition of more than 82 airplanes in 2016 – or 6 a month, and more than 250
in 2021 – or 20 a month. Please refer the graph on top. India has not inducted large airplanes (On
average greater than 100 seats per aircraft) at such a rate, and will unlikely be able to induct even
at the rate of 82 a year. By end 2021, India will need to have a fleet of at least around 1250 active
aircraft for domestic flights.

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Part of the capacity increase may come from increased aircraft utilization, such as red-eye
flights, but such capacity addition is expected to be small.

From 2 & 3, it seems like higher load factors will be challenge, and addition of 82 airplanes a
year may be unattainable.

Between now and 2018 March, or 2 years 6 months from today, IndiGo plans to increase the
fleet size to 154 airplanes, or a net addition of 56 aircraft. Over 30 months, this is a net addition
of around 2 airplanes a month. To have other airlines expand as aggressively – to sustain 102
airplanes net addition in 2017 alone – or 8.5 airplanes a month – seems challenging, for now.

Airbus predicts India’s domestic demand (RPK) to increase to 580% in 2034: 19 years from
now. That is a forecast with a 9.2% annual growth in passenger traffic, compared to the 24.7%
annual growth in demand that the ministry needs, to achieve its 300 million target .

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COMPANY PROFILE OF INDIAN AIRLINES
In d i a n A i r l i n e s w a s f o u n d e d i n 1 9 5 3 . T o d a y , t o g e t h e r w i t h i t s f u l l y o w
n e d subsidiary Alliance Air, it is one of the largest regional airline systems in Asia witha fleet of
62 aircraft(4 wide bodied Airbus A300s, 41 fly-by-wire Airbus A320s, 11Boeing 737s, 2 Dornier
D-228 aircraft and 4 ATR-42).It has many firsts to its credit, including introduction of the
wide-bodied A300aircraft on the domestic network, the fly-by-wire A320, Domestic Shuttle
Service,Walk-in Flights and Flexi-fares.The airlines network spans from Kuwait in the west to
Singapore in the East andcovers 75 d est i nat i ons - 57 wi t hi n In di a and 20 abro ad.
The Indi an Ai rl i nes international network covers Kuwait, Oman, UAE, Qatar and
Bahrain in WestAsia, Thailand, Singapore, Yangon and Malaysia in South East Asia and
Pakistan, Nepal, Bangladesh, Myanmar, Sri Lanka and Maldives in the South Asian
sub-continent.Indian Airlines is presently fully owned by the Government of India and has
totalstaff strength of around 18562 employees. Its annual turnover, together with thatof
its subsidiary Alliance Air, is well over Rs.4000 crores (around US$ 1 billion).Indian Airlines
flight operations centre around its four main hubs- the main
metroci t i es of Del hi , Mum bai , C al cut t a a nd C hennai . Toget h er wi t h i t s subs i di
ar yAlliance Air, Indian Airlines carries a total of over 7.5 million passengers annually.Founded-
1953

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 CHAPTER – II
AVIATION INDUSTRY
INTRODUCTION
Though the Open Sky Policy was announced 11 years back, for all practical purposes, the Indian
aviation industry actually took off with the entry of as many as 6 companies in the first half of
1991 when the state run Indian Airlines was facing industrial strife.
After reporting an Rs.11 crore profit in 2001, Indian Airlines suddenly saw its market share drop
and its supremacy challenged. Pilots let the airline in hordes to more lucrative jobs with the
private operators, which resulted in under utilization of its Boeing fleet. Passengers, too,
suddenly realized that there were airlines willing to offer that little extra bit that means so much,
and Indian Airlines suddenly saw its market share drop to 53 per cent from its earlier
unassailable position.
The growing disenchantment with the services (or lack of it) of IA and the frequent agitation by
its employers prompted the “decision-markets” to usher in private air-taxi operators (ATO’s).
Nineteen others got no objection certificates (NOC). By 1996, there were 12 operators in the
market, by their market share in domestic traffic was negligible.

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By 1999, there were seven players who were operating with a scheduled airline’s while 22 others
were fling as non-scheduled or ATO. The scheduled airlines included EAST-WEST
AIRLINES, MODI-LUFT, DAMANIA, JET AIRWAYS, NEPC and ARCHANA.
Companies such as EAST-WEST leased several 100 plus seater aircraft and developed a large
network in a short span. Jet Airways grew slowly and not only outlived competition, but
established itself as the largest private sector player.
While the market share of private operators soared to 41% from 1996 to 1999 (eating into IA’s
share), the initial euphoria died out in 1997 when the Air Corporation Act of 1953 was repealed
and it became obligatory for ATOs with three or more aircraft to become scheduled airlines and
operate according to certain guidelines (protocol). It became mandatory for scheduled airlines to
fly at least 10% of their capacity to the far flung uneconomical areas such as north-east, Jammu
and Kashmir and 50% to non-trunk stations.
With this, came the realization that a whole lot of overheads associated with the flying were
involved and higher utilization of the leased aircraft and better route planning was essential to
survive. Obviously, when there was a mismatch between the returns and the outgo, some of
them shut shop.
But, even before the guidelines were issued in 1997, DAMANIA, which had created
brand equity of its own as an elegant, passenger-friendly airline, buckled under pressure
and was purchased by NEPC in 1996. UB AIR and RAJ AIR followed it. By the first
quarter of 2000, three more airlines suspended their operations due to non-availability of
aircraft, EAST-WEST in May 1999, MODILUFT in November 1999, and NEPC in
March 2000.
THE RESOURCE OF DOMESTIC AIRLINE
They came, some faltered, most fell by the side, but while they were there, they managed
to shake Indian Airlines from its monopolistic complacency, and prepared it to battle for
its tort with the likes of Jet Airways and Sahara Airways as and when they fly.
After a fairly long bout of uncertainty, domestic airlines are on the upswing again. And as
aviation experts projected, only the players who understood the rules of the game, have
survived and are prepared tomake a comeback to this glamorous but highly capital-
intensive industry.

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Jet Airways is on a fleet expansion spree, while Sahara Airlines is preparing for a face
life that should really gear up the domestic market. Indian Airlines, despite its failure to
phase out older aircraft, is regaining lost ground.
Today, the Indian sky is left for Jet Airways, Sahara Airlines and Indian Airlines to
expand and grow…
INDIAN AIRLINES – A PROFILE
Indian Airlines (IA) is the India’s largest government owned regional airline systems in
Asia, with a fleet of 62 aircrafts (i.e. Dornier D-228, ATR-42, Boeing 737, wide bodied
airbus A300s, one Fly-By-Wire Airbus A320s). Indian Airlines became operational since
its inception in the year 1953 and celebrated its Golden Jubilee in the year 2003
completing its 50 years of transcendental service in air traveling.
Indian Airlines has been setting the standards for civil aviation in India since its
inception. It has many first to its credit, including the introduction of the wide-bodied
Airbus A300, Domestic shuttle service and Walk-In Flights. Moving with time, Indian
Airlines is one of the first organizations in the country to establish a widespread
computerized network for reservations and ticketing.
Alliance Air is the fully owned subsidiary of Indian airlines. Indian Airlines has total
staff strength of approximately 19600 employees with an annual turnover of more than
Rs 4000 crores (1billion USD) including that of Alliance Air. The passenger carriage,
which was 0.5 million in 1954-55, has grown to 7.78 million in 1999-2000. Today Indian
Airlinestogether with its subsidiary airlines carries a total of over 7.8 million passengers
annually, which includes 64 national and 16 international destinations with 35000 seats
daily?
Indian Airlines have been divided into four regions i.e. Eastern region, Western region,
Northern region and Southern region. The Indian Airlines international network spans
over Kuwait, Oman, UAE, Qatar and Bahrain in west Asia, Thailand, Singapore, Yangon
and Malaysia in south-east Asia and Pakistan, Nepal, Bangladesh, Myanmar, Srilanka
and Maldives in the south Asian sub-continent.

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Its unique orange & white logo emblazoned on the tails of all its aircraft is perhaps the
most widely recognized Indian brand symbol that has over the years become synonymous
with service, efficiency and reliability. It has state-of-the-art facilities for all aspects of
maintenance. The pilots are trained at Hyderabad where the commanders and captains are
trained in all types of aircraft in the Indian Airlines fleet. State-of-the-art full flight
simulators are available for A300, A320 and B737 aircrafts.

The Airlines online facility provides services like Passenger Reservation, Ticketing,
Message Switching and fare display. An interactive voice recording system for providing
flight information is also integrated with the reservation system.
Airline code:-
IC - Indian Airlines
CD - Alliance Air
Aircraft acquisition:-
A300 - Wide Bodied Airbus A300
A320 - Fly-By-Wire Airbus A320
737 - Boeing 737
ATR - ATR-42
228 - Dornier 228
154 - TU 154
62 - IL 62
Class:-
C - Business class
J - Executive class
Y - Economy class
Days:-
1 - Monday
2 - Tuesday
3 - Wednesday

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4 - Thursday
5 - Friday
6 - Saturday
7 - Sunday
FLEET STRENGTH STRENGTH AVG LIFE(YRS)
AIRCRAFT TYPE
A-300 4 20.5
A-320 41 8.7
B-737 11 18.8
D-228 2 14.6
ATR-42 4 -

NUMBER OF J Y TOTAL
SEATS IN CAPACITY
VARIOUS
AIRCRAFT
AIRCRAFT
TYPE
BOEING-B737 - 119 119
AIRBUS-A320 20 125/126 145/146
AIRBUS- 33 215 248
A300B2 32 215 247
AIRBUS-
A300B4
DORNIER- - 19 19
D228
ATR - 50 50

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AIRCRAFT REVENUE FLYING UTILIZATION PER
UTILIZATION TYPE HOURS AIRCRAFT PER
OF AIRCRAFT ANNUM(HOURS)
1999-00 2000-01 2001-02 1999-00 2000-01 2001-02
A-300 24886 24804 19629 2274 2400 2491
A-320 81680 84346 98042 2954 3048 3178
B-737 905 431 670 **** **** ****
REVENUE FOR INDIAN AIRLINES
Today nearly 80%of the customers are provided by the travel agents to the Indian
Airlines and these travel agents are 2000 in number spanning the whole country. Indian
Airlines provides 5% and 7% commission on domestic and international fares
respectively to the travel agents.

COMPANY PROFILE OF INDIAN AIRLINES

ndian Airlines was founded in 1953. Today, together with its fully own
e d subsidiary Alliance Air, it is one of the largest regional airline systems in Asia witha fleet of
62 aircraft(4 wide bodied Airbus A300s, 41 fly-by-wire Airbus A320s, 11Boeing 737s, 2 Dornier
D-228 aircraft and 4 ATR-42).It has many firsts to its credit, including introduction of the
wide-bodied A300aircraft on the domestic network, the fly-by-wire A320, Domestic Shuttle
Service,Walk-in Flights and Flexi-fares.The airlines network spans from Kuwait in the west to
Singapore in the East andcovers 7 5 d est i nat i ons - 57 wi t hi n In di a and 20 abro ad.
The Indi an Ai rl i nes international network covers Kuwait, Oman, UAE, Qatar and
Bahrain in WestAsia, Thailand, Singapore, Yangon and Malaysia in South East Asia and
Pakistan, Nepal, Bangladesh, Myanmar, Sri Lanka and Maldives in the South Asian
sub-continent.Indian Airlines is presently fully owned by the Government of India and has
totalstaff strength of around 18562 employees. Its annual turnover, together with thatof
its subsidiary Alliance Air, is well over Rs.4000 crores (around US$ 1 billion).Indian Airlines

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flight operations centre around its four main hubs- the main
metroci t i es of Del hi , Mum bai , C al cut t a a nd C hennai . Toget h er wi t h i t s sub s i d i
ar yAlliance Air, Indian Airlines carries a total of over 7.5 million passengers annually.

Founded- 1953

Hubs

• Indira Gandhi Airport,Delhi(primary hub)

Chhatrapati Shivaji Airport,Mumbai

Meenambakkam Airport,Chennai

Subhash Chandra Bose Airport,Kolkata

Focus cities

Bangalore

Bangkok

Hyderabad

Frequent flyer programFlying Returns

Alliancenone

Subsidiaries Air India Regional(formerly known asAllianceAir )

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Fleet size 64 (+27 orders)

Destinations 80

Parent company NACIL

Company slogan New Horizons. Enduring Values.

Headquarters New Delhi,IndiaKey people

CMD: Mr. Raghu Menon

SERVICES PROVIDED BY INDIAN AIRLINES:

Indian Airlines Fleet

The young fleet of Indian Airlines comprises of 70 aircrafts (3 wide-bodied airbusA300s, 47 fly-
by-wire airbus A320s, 3 Airbus A319s, 11 Boeing 737s, 2 Dornier Do-228 aircraft and 4 ATR-42). It
has also placed an order for 46 new aircraftscomprising of A319, A320 and A 321s.
Indian Airlines Operations
Indian Airlines operates regular flights to 76 destinations, 58 within India and 18abroad. The
airlines flies regularly to all key cities of India that include Delhi,Bangalore, Mumbai, Kolkata,
Lucknow, Hyderabad, Pune, Goa, Chennai alongwith many regional destinations like
Ahmedabad, Gorakhpur, Allahabad,Bhubaneshwar, Ranchi and others. Offering cheap and great
airfare deals, Indianalso operate flights to almost all popular sectors of the country that include
NewDelhi-Bangalore-New Delhi, Mumbai-Bangalore-Mumbai, New Delhi-Mumbai- New
Delhi, Bangalore-New Delhi-Bangalore, Mumbai-Goa-Mumbai, Delhi-Goa-Delhi, Bangalore-
Hyderabad-Bangalore and more. Indian Airlines is planning toexpand its network with in the
country and abroad in coming years.
Checkin Time:

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checkin time for domestic flight 90 minutes before the departureand closes 30 minutes before
scheduled departure. checkin time for internationalflights 3 hours before departure and closes
one hour before scheduled departure.
Identification:
A valid photo identification card is required at check-in.
Baggage:
Indian Airlines allows customers to check-in free of charge up to 30 kgof checked baggage.
Meals:
Indian Airlines offers Salt Free / Fat Free Meal,Sugar Free Diet Meal,Vegetarian Meal, Non -
Vegetarian Meal, Continental Meal.To meet the new age practices and provide comfort to
its customers, IndianAirlines tickets are made available online. Travelers can make online airline
ticketreservation and cancellations. These features were introduced to gain popularityand walk
hand in hand with the new players in the aviation industry.

Indian airlines tickets can be obtained on good deals as the airline offers various packages for
corporate travelers or other frequent travelers. Low cost IndianAirline tickets can be availed with
their time to time offers.It introduced 50% off for government employees on evening flights.

IATA ICAO Callsign

IC IAC INDAIR[1]

Founded 1953

Commenced operations August 1, 1953

Ceased operations February 26, 2011 (merged into Air India)

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 Hubs  Chhatrapati Shivaji International Airport

 Indira Gandhi International Airport

Secondary hubs  Chennai International Airport

 Netaji Subhash Chandra Bose International Airport

Focus cities  Bengaluru International Airport

 Cochin International Airport

 Rajiv Gandhi International Airport

 Sardar Vallabhbhai Patel International Airport

Frequent-flyer Flying Returns

program

Subsidiaries  Alliance Air

Fleet size 72 excl.subsidiaries

Destinations 63 excl.subsidiaries

Company slogan Have you tried the new Air India?

Parent company Air India Limited

Headquarters New Delhi

Key people Rajiv Bansal IAS, CMD

Website http://airindia.in

:Chronology of Events of Indian Civil Aviation Sector

1911, Feburary 18: First commercial flight from Allahabad to Naini made by a French
pilot Monseigneur Piguet covering a distance of about 10 km and carrying 6500 mails

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on a Humber biplane. This is considered to be the world’s first airmail service and the
beginning of civil aviation in India.

1912, December: The first domestic air route between Karachi and Delhi was opened
by the Indian State Air services in collaboration with Imperial Airways, UK.

1915: The first Indian airline, Tata Sons Ltd., started a regular airmail service between
Karachi and Madras without any patronage from the government.

1920, January 24: Royal Airforce started regular airmail services between Karachi and
Bombay.

1924: Construction of civil airports began in India. Construction began at Dum Dum in
Calcutta, Bamrauli in Allahabad and Gilbert Hill in Bombay.

1927, April: Department of Civil Aviation was set up to look after all civil aviation
matters. Aero Club of India was also established.

1932: Tata Airlines came to being as a division of Tata Sons Limited. It started Air Mail
services on the Karachi, Ahmedabad, Bombay, Bellary, Madras routes on 15 October,
1932.

Between 1933 and 1934: Number of Indian airlines – Indian Trans Continental
Airways, Madras Air Taxi Services, Indian National Airways etc. commenced
operations.

1937: The Indian Aircraft Act was promulgated in 1934 and was formulated in 1937.

1940: Hindustan Aeronautics Limited (HAL) was set up by Walchand Hirachand in

association with the then Mysore Government at Bangalore.

1941, July: India’s first aircraft, the Harlow trainer was rolled out for test flight in July
1941.

1945:Deccan Airways was founded – jointly owned by the Nizam of Hyderabad and
Tatas. Its first flight began inJuly 1946.

1946: ‘Air India’ came into being when Tata Airlines changed its name to Air India.

1947: At the time of Independence, Nine Air Transport Companies were operational.
Later the number reduced to eight when the Orient Airways shifted its base to Pakistan.

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The then operational airlines were Tata Airlines, Indian National Airways, Air Service
of India, Deccan Airways, Ambica Airways, Bharat Airways and Mistry Airways.
These airlines were operating within and beyond the frontiers of the company, carrying
both air cargo and passengers.

1948: Air India signed an agreement with the Government to operate international
services under the name Air India International Ltd. On June 8, Air India inaugurated its
international services with a weekly flight between Bombay and London via Cairo and
Geneva.

1953, March: The Indian Parliament passed the Air Corporations Act, 1953 and Indian
Airlines and Air India International were set up after nationalisation of the entire airline
industry. Eight formerly independent domestic airlines: Deccan Airways, Airways
India, Bharat Airways, Himalyan Aviation, Kalinga Air Lines, Indian National Airways,
Air India, Air Services of India were merged.

1953: Civil Helicopter Services were introduced in the country

1972: The International Airports Authority of India (IAAI) was constituted.

1981: Vayudoot Airlines (a Government owned Airline Company) started operations.

1985: Pawan Hans Helicopters Limited (PHHL) and Indira Gandhi Rashtriya Uran
Academy (IGRUA) in Fursatganj, Rai Bareli in Uttar Pradesh for training of pilots were
established.

1986: The National Airports Authority was constituted.

1987: The Bureau of Civil Aviation Security was established.

1990, April: The Government adopted Open-sky policy and allowed air taxi- operators
to operate flights from any airport, both on a charter and on a non charter basis and to
decide their own flight schedules, cargo and passenger fares. East-West Airlines was the
first national private airline to operate in the country after almost 37 years.

1991, September 20: Sahara Airlines started its operations.

1993, May: Jet Airways started its operations.

1994, March 1: Air Corporations Act, 1953 was repealed and was replaced by Air

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Corporations (Transfer of Undertaking and Repeal) Act, 1994 thus enabling private
operators to operate scheduled services and number of private players including Jet
Airways, Air Sahara, Modiluft Airlines, Damania Airways, NEPC Airlines and East
West Airlines commenced domestic operations.

1995: India’s six private airlines accounted for more than 10% of domestic traffic.
Many foreign airlines started providing international services. In 1995, 42 airlines
operated air services to, from, and through India.

1995, April 1: Airport Authority of India was constituted by merging the International
Airport Authority of India with National Airports Authority.

1997: Policy on Airport Infrastructure of India was developed for the use and
development of airport infrastructure.

1999, June 10: CIAL Airport was the first airport in India which was built with public-
private participation and was made operational. The process for development of CIAL
as a private airport began in 1993.

2000, October 2: Sahara Airlines was rebranded as Air Sahara.

2003: Entry of low cost carriers. Air Deccan started its services

2004: Government approved setting up of private Greenfield airports at Hyderabad and

Bangalore.

2004, June: Low Cost Carrier – GoAir started it operations.

2004, December: Indian Scheduled carriers with a minimum of 5 years of continuous

operations and a minimum fleet size of 20 aircraft, were permitted to operate scheduled
services to international destinations.

2005: Indian Airlines was rebranded as Indian. The Government designated Air India,
Indian Airlines, Jet Airways and Air Sahara to operate international services.

2005, May: Kingfisher Airlines (Full Service Carrier) and Spice Jet (Low Cost Carrier)
commenced operations.

2006, August: Low Cost Carrier – Indigo started its operations.

2006: The government approved the restructuring and modernisation of Mumbai and

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 Delhi brownfield airports through the public-private partnership model.

2007: The Regional Airlines Policy was announced wherein licenses were given for
operation of airlines within a particular region.

2007: Indian aviation saw three mergers :

1. AI-IA merged and was cleared by Empowered Group of Ministers on February

21, 2007.The Cabinet approved it on March 1, 2007 and was effective from
August.
2. Jet Airways acquired Air Sahara for Rs 1,450 cr on April 13, 2007.Air Sahara was
renamed JetLite.
3. Kingfisher Airlines acquired Air Deccan for Rs 550 cr on June 2007 .In October
2007, Air Deccan was renamed Simplifly Deccan and the old logo was substituted
by the Kingfisher logo.

2008, April 24: The path breaking Greenfield Airport Policy of the Government was
announced.

2008, August: Simplifly Deccan was renamed as Kingfisher Red.

2009, May 12: AERA was established to regulate the economic aspects of airports. It is
an autonomous body set up by an Act of Parliament.

2010: Airport Economic Regulatory Authority Appellate Tribunal (AERAAT) was

established.

At present, India is the 9th largest aviation market in the world with 90 operational airports,
1,180 aircrafts, 303 helicopters, 11 operational scheduled airlines and 133 non-scheduled
operators. It is envisaged that by year 2020, India will be among top 3 Civil Aviation Markets in
the world and will handle about 300 million passengers.

India’s civil aviation industry is not only growing rapidly, it finally seems to have become a more mature market than at any
time in the past. The number of players in the industry still remains fairly large but these are now the ones that will be there for
the long run. The big changes expected in the current year are the strategic sale of public sector giant Air India and the
emergence of numerous regional airports that will increase connectivity tremendously across the country. In addition, policy

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changes like allowing foreign direct investment in domestic airlines has changed the market landscape. Passenger traffic is also
rising by leaps and bounds as consumers are shifting from rail to air in large numbers.

All these issues will be discussed in depth at the Wings India 2018 exhibition cum conference event from March 8 to 11, 2018 in
Hyderabad. It is being organized by the Civil Aviation Ministry and FICCI.

Air Travel Growth Doubles

The latest data released by aviation regulator Directorate General of Civil Aviation (DGCA) reveals that domestic air traffic nearly
doubled to 117 million passengers in 2017 with 100 flights taking off every hour compared with 67 in 2011. As against 59.87 million
passengers in 2011, there were 117.18 million passengers in 2017. There was also an 18% growth in passenger traffic in 2017. In
addition, flights were operating at fuller capacity than in the past, from 75.5 per cent full in 2011 to 86.1 per cent full in 2017.

The other clear trend that has emerged in recent years is the firm preference for low budget airlines by air travelers. There was an era
when full fare airlines like Jet Airways ruled the roost. Over the years, the situation has completely changed and market share shows this
change starkly. In 2011, the highest market share was that of Jet at 27 per cent followed by Indigo with 17 per cent, Air India with 15 per
cent, the then Kingfisher Airlines at 14 per cent while SpiceJet and GoAir had six per cent each.

The situation now is that IndiGo dominates the skies with a nearly 40 per cent market share.

Jet Airways is at 17.8%, Air India 13.3%, SpiceJet 13.2%, GoAir 8.5% and Vistara and AirAsia 3.5% and 3.7%, respectively. Kingfisher
Airlines, Paramount Airways and Air Costa have disappeared from the scene. Vistara, AirAsia India and TruJet are the new entrants,
while Air Deccan restarted regional flights late last year.

India to be Third Largest Aviation Market

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The country is now poised to become the third largest aviation market by 2025, overtaking the UK, according to the International Air
Transport Association (IATA). It will follow China and the US. The existing aircraft fleet stands at 548 and another 920 aircraft are on
order and will arrive by 2025.

The inflow of foreign investment has led to an acceleration in the industry’s growth over the last seven years. According to data released
by the Department of Industrial Policy and Promotion (DIPP), FDI inflows in air transport (including air freight) between April 2000 and
September 2017 stood at $1.59 billion. According to Morgan Stanley, the country will witness an investment of $25 billion in the next
decade in the airports sector, and traffic growth of 13 per cent. It has projected that the share of air travel in air and rail travel combined
in the country will grow to 15.2 per cent by 2027 from 7.9 per cent now.

New Airports

Massive investments are also expected over the new five years in development of airports.

The Airports Authority of India (AAI) has planned capital expenditure of the order of Rs 65,000 crore for airport infrastructure. Of this,
about Rs 17,500 crore will be utilized over the next five years. About Rs 22,000 crore has been allocated for brownfield expansion in
Delhi, Mumbai, Hyderabad and Bengaluru by private operators and around Rs 21,000 crore for greenfield airports.

Plans have also been finalized for new development works at Lucknow, Deoghar, Rajkot and Allahabad airports.

The objective is to improve and develop airport infrastructure to meet growing traffic demands. AAI plans to construct new integrated
passenger terminal building in Lucknow at an estimated cost of Rs. 1,230 crore. The new terminal will be able to handle 4000 passengers
during peak hour and 6.35 million passengers per annum.

The Regional Connectivity Scheme which was launched earlier has now entered its second round under which 325 routes have been
awarded to airlines and helicopter operators with the aim of enhancing flight services to hilly and remote areas. Under the scheme airline
operators have to offer half of their seats at discounted rates and helicopter operators can offer up to 13 seats at lower fares with the
government providing Viability Gap Funding (VGF) or subsidy to airlines and helicopter operators.

Highways cum Airstrips

The other innovative scheme that is under way to construct highways-cum-airstrips. These will be designed so that the roads can double
up as airstrips and traffic will be stopped when and airplane lands or takes off. Work on 17 such highways-cum-airstrips are expected to

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commence this year. The aim is obviously to provide better connectivity to remote areas where conventional airstrips will be difficult to
construct due to various reasons.

Huge Investments in Air Travel

Given the huge investments being planned for the civil aviation sector, it is clear that the country is poised for a big leap in the arena of
air travel. It still has enormous potential for expansion since air transport remains beyond the reach of most of the country’s travelling
public. Rail travel has increasingly become more expensive and sad to say, rather unsafe with many accidents in recent years.
In contrast, air travel provides comfort with speed. There is thus no doubt that the civil aviation needs to keep a focus on quality, cost and
passenger interest, which will enable it to become the third-largest aviation market by 2025.

Fuel Prices

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One factor that needs to be kept in mind is the cost of fuel, as oil prices have risen significantly over the past year. Fuel prices account
for about 30 to 40 per cent of airlines’ operational costs. In case these continue to rise it will impact pricing and also flight occupancy.
Indian consumers tend to be extremely price conscious and airlines find that a hike in prices leads to an immediate dip in demand. For
this, however, the industry needs to ensure better efficiency in operations to cut costs and improve passenger service to lure customers.

To sum it up the Indian aviation industry is on the verge of a gigantic leap forward. It can only be hoped that the policy environment
continues to be conducive to its growth so that the industry can realize its full potential in the coming years.

Chapter- III RESEARCH METHODOLOGY

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3.1 Research Methodology of the study

Research comprise defining and redefining problems, formulating hypothesis or

suggested solutions; collecting, organizing and evaluating data; making deductions and
reaching conclusions; and at last carefully testing the conclusions to determine whether
they fit the formulating Hypothesis.

In short, the search for Knowledge through Objective and Systematic method of finding
solutions to a problem is Research.

3.1.1 RESEARCH DESIGN

Type of Research: - Research design selected for this project is Descriptive.

“Research means different things to different people” and the intention behind it are to
investigate innumerable data, theories, experiences, concepts and law. “The procedural
framework within which the research is conducted” is the definition of research
methodology.

3.1.2DATA SOURCES

The data required for understanding will be secondary data collected from various reports
and books.

The data collection method in this particular research is only secondary data using
secondary data as maybe the collected data may be biased as the collector of that original
data might have highlighted only a partial picture or another aspect may be that data may
be quite old and also the data quality could be unknown.

The Data that is collected from existing journals, reports and statistics from private and
public institutions are called Secondary data. For this specific study, the collection of
secondary data was done primarily from marketing journals already available on this
topic. Secondary data helps the author to comprehend the perception of Indian consumers
on online shopping.

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3.2LIMITATIONS OF THE STUDY

No research is complete without admitting the limitations that was faced while
conducting a study which will contribute to present learning. This study too like the
others have certain constrains which has been discussed below.

 The study was restricted to secondary data.

 The study is mainly concentrated on the already done studies.
 The result is assuming that secondary data collected is accurate.

3.3 Research Problem

Retail industry is a kind of business with high level of competition. The success of retail
business is influenced by its fast response and its ability in understanding consumers’
behaviors. Retail business must focus on its consumer preferences and factors that
influence a customer’s purchase decision. Store atmospheric attributes (including colour,
lighting, sales personnel, music and so on) form the overall context within which
shoppers make decisions of store selection and patronage. Past research on retail
environment suggests that such attributes affect the image of the store. Retailers realize
the importance of such attributes and systematically try to avail of an ambience, including
appropriate colors, music and so on that will attract their target customers. Further,
purchase decision making has become complex due to inseparability of product and
services offered in retail outlets.

The available literature regarding this subject area deals with the elements of store
atmospherics and their effect on customer patronage, buying behavior and customer store
choice decisions. The majority of studies have, however, focused on the retail industry,
more specifically on supermarkets, restaurants and furniture.

Studies carried out have focused on different types of store atmospheric elements, such as
lighting, design layout, product display and cleanliness, the effect of store characteristics
on customers’ mood, satisfaction and purchasing behavior, the influence of store design,

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store music and store employees on shopping mood and patronage, the effect of music on
shopping times as well as the effect of atmospherics, emotional responses, perceived
value such as service and product quality and behavioral intentions and environmental
sensory components such as sight, smell, sound and touch. It is therefore clear that the
term “store atmospherics” has been investigated in various ways, but none of the above
studies focused on the retail industry or on all the atmospheric elements such as layout,
colour, lighting, scent, sound, fixtures, wall texture, temperature, width of aisles, dressing
facilities, personnel, merchandise, prices, cash register placements, cleanliness and
technologies.

3.4 Value of the Study

In relation to policy, the findings of the study will inform on the regulation of retail store
in terms of design layout. The relevant policy makers will be better advised to ensure
retail stores do not pay too much attention to atmospheric elements that address the
retailers’ bottom lines at the expense of consumers’ interests by ensuring sufficient safety
precautions are taken. By assessing the already laid down regulations in relation to the
store layout and design, policy makers may come up with additional policies that
preserve the well being of consumers.

The findings of the study will help retailers to establish effective and viable customer
experience management strategies, guide in implementation and adaption of these
strategies and establish effective ways of addressing the factors that present challenges in
implementation and adaptation of such strategies while fundamentally identifying ways
of handling these challenges.

Additionally, the findings of the study will be important to researchers and the academia
as it will add to the existing body of knowledge on retail store atmospherics. The study
will thus form a basis upon which other studies will be done by creating knowledge gap
and adding to the existing literature review as the research study explores an area in the
retail industry that has received very little attention in literature.

3.5 Objectives

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  To study the company profile of Indian airlines
 To study the environmental analysis of Indian airlines
 To do the comparative analysis of Indian airlines with pvt or competitors

CHAPTER –IV FINDINGS AND CONCLUSION

4.4 Scope for future research

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  The current study is based on the passengers’ perceptions of domestic airlines service
quality. The managerial perspective of service quality can be tested in domestic airlines.
 The service quality dimensions identified in this research may be tested in international
airline services.
 The concept of service quality may be tested in other transport services such as road
transport, rail transport and ship transport.
 The concept of service quality may be tested in other services industries such as
educational institutions, hotel industry and IT industry etc.
 The concept of service quality can be implemented in freight and cargo services of
airlines.
 The service quality level and overall performance of the airlines services providers can be
considered for further research.
 An exclusive study to compare various private airline services can be done.

4.6 Swot Analysis of Indian Airlines

STRENGTHS

 Large fleet.
 Experienced staff.
 Dedicated departure terminal at Delhi.
 Connectivity with the reservation centers and agents is good.
 Adequate infrastructure and large network.
 People are loyal towards the national carrier.
 Government Backing.
 Indian Airlines has a modern and complete in-house training facility.

WEAKNESSES

 High overheads and huge workforce resulting in lower output.

 Preconceived image of PSU’s.

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  Attitude of the staff.
 Ageing fleet.
 Inaccessibility of the staff over phone.
 Political/Bureaucratic interference.
 On the spot decision making flexibility not there.
 Ageing workforce (cabin crew).
 Indian Airlines has its socio-economic responsibility of catering to the inaccessibility
areas at subsidized rate affecting operational expenses.
 Being a dedicated terminal all services rendered at the airport is presumed by passengers
to be done by Indian Airlines.
 Job security too high.

OPPORTUNITIES

 Tourism industry is gaining momentum.

 Induction of new aircrafts on lease.
 Response to some of the promotional fares (schemes) is encouraging.
 Shelving of the privatization plans of Indian Airlines by the Government of India.
 Corporates are showing interest in Indian Airlines.
 Weakening of the dollar rate in comparison to the rupee.
 Economic scenario is showing an upturn.

THREATS

 Perception of the better product in comparison to that of the competitor.

 Recent world events hitting the tourism industry badly.
 Expectation of people from Indian Airlines is high, even some of them are unrealistic.
 Increase in the capacity of various airlines.
 Falling market share of Indian Airlines to that of Jet Airways.

4.7 Conclusion

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The concept of service quality is built by the fundamental aspects of tangibility, reliability,
responsiveness, assurance and empathy. This structure is universally accepted and followed by
many service industries. The current study is focusing to find the service quality of airline
services. The airline services are completely different from other transport services due to its
nature and complexity. Hence, the researcher identified and implemented three more factors
namely confidence building, safety and security and promptness. The various elements of
service quality have deep rooted relationship among them and helps to explore overall service
quality. All the eight dimensions of service quality are explicitly independent but implicitly
interdependent. The airline services are complex in nature due to its continuous and sequential
order. From ticket booking to baggage reclaim there are plenty of systematic mechanisms. In
each and every sequential order, the passengers are expecting better quality in services. From
the service point of view, the expectation of services will vary from passenger to passenger.
The expectations will be fulfilled according to the perceived satisfaction of passengers.
Therefore, satisfaction is the ultimate point which shows the quality of service. In this study, it
is identified that the passengers expectations in case of ticket booking and flight scheduling and
check-in and boarding in pre-flight services, service of attendants, comfort and cleanliness of
seats and legroom and cleanliness of toilets in in–flight services, check-out and settling and
baggage reclaim in post-flight service are very high. These are all some important elements
which are highly influencing the passengers to decide their travel and airline service provider.
The existence of satisfaction of passengers denotes the overall level of service quality. The
better service quality ensures the potential passengers for the airline service providers.

CHAPTER – V RECOMMENDATIONS /SUGGESTIONS

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5.1 The research study and the analysis of various aspects tapped lead to the following
recommendation:
 141 should be outsourced to a call center to deal with the enquiries. Non-availability of
help lines has been the most common complaint of agents and passengers. IVRS should
be provided for the agents/passengers waiting for their call to be attended by the operator.
Some of the government organizations have successfully done outsourcing help lines.

 With the oncoming of the Private Airlines on the country the customer awareness and
aspiration of quality of service has been enhanced considerably. So Indian Airlines
should emphasis on providing more efficient services both on the ground and in the air as
done by Jet Airways to a large extent.

 Dedicated counters should be made to handle last minute reservation, preferably for
reservations being done on the day of the flight.

 Ticket counters can be placed at major corporate houses which have a substantial amount
of travel budget: wherein all the information about the schemes is available. These ticket
counters are to be maintained at the expense of Indian Airlines.

 Scheme like Smart Apex fare scheme for business class passengers can be introduced.

 Flexibility in Smart Apex fare scheme should be increased.

 All the promotional schemes and services should be extensively advertised to bring
awareness to make itself better known to the potential customers. They should be
advertised through e-mails, corporate presentations and through road shows. Executive
class bonanza scheme should be started again.

 Holiday packages should be sold only through Indian Airlines booking offices and not
through agents, as there is every chance of the agents offering parallel deals to the
customers.

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 Indian Airlines as introduced by Sahara Airlines should adopt the facility of valet
services and it should be extended to all classes.

 Tele reservation and computerized check-in procedure should be made mandatory.

 The process of ticketing and cancellation should be made more easy, smooth and as
flawless as possible as most of the respondent are not happy with the present ticketing
procedure.
 Delayed flight, which is a very painful experience for the travelers, should be attended to
as top priority because the main clientage is business men and they are time bound.
 Indian Airlines should acquire (induct) new aircraft to upgrade product quality in order to
build brand image and retain passengers.

 AASL should be given more autonomy so that it could conduct some of the activities
related to marketing at its own to add up innovative schemes and generate in revenues.

 Alliance Air authorities should be made in easy approach to the passengers for the
grievance handling and complaints.

 The flight of Alliance Air should be made more attractive that can be in the form of a
booklet as it is of the Jet Airways.

 It is necessary for Alliance Air that it should reconcile the sectors and the frequency at
which it is operating so that it could reduce costs and earn more profit.

 Alliance Air is required to add up more and more places, which have the status of tourist
places.

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 Service innovations like automated flight schedules, over the phones, provision for
customizing meals, in-fight mail order shopping etc. should be introduced to lure the
passengers.

 Indian Airlines needs to undertake aggressive marketing.

 Alliance Air should consolidate its market share by further improving its service
standards and adding more routes to its network

 Indian Airlines should undertake customer satisfaction surveys.

 IA should make provisions to add up more financial benefits for its passengers.

 International desk of Indian Airlines should be made more accessible.

 Flight status should be made available through SMS.

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