Turnaround Strategy of Jet Airways.

1. Turnaround Strategy
Jet Airways
By: Purva Kini 3038

2. 
Restructuring strategy to convert, change or transform a
loss making company into profit making company
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Reversing the position from loss to profit, from
declining sales to increasing sales, from weakness to
strength and instability to stability

4. 
Jet Airways is an airline based in Mumbai, India. It is India's
third largest airline. Jet Airways also operates two low-cost
airlines, namely Jetlite (formerly Air Sahara) and Jet Airways
Konnect.

Jet Airways was incorporated as an air taxi operator on 1 April
1992. It started Indian commercial airline operations on 5 May
1993 with a fleet of four leased aircraft. It began international
operations to Sri Lanka in March 2004.

5. Service line of Jet Airways
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In Flight services –
First class, Premiere Class, Economy class
On Ground servicesCheck in options – SMS check in, tele check in, web check in, check in
while walk in.
Convenience and SafetyTowels, Pillows, Blankets, Reading Material, First Aid, Smoke
detector, Bassinets, Child care, Life jackets & seat cushion.
Entertainment- jet screen, Movies, TV program, Music, in-flight
communicator, online magazines etc.
Jet Wings (in-flight magazine), Jet Boutique.

6. 
Operates over 400 flights daily to 65 destinations.
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Agreements with 133 international airlines.
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Agreements with 64 carriers for carriage of cargo to their
destinations.
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Best Among the all Indian Airlines.

7. 
International Market - British Airways & South West
Airlines
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Domestic Market – King fisher, Indian
Airlines, GoAir, Indigo,

8. 
Strengths of the company
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Experience exceeding 14 year
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Largest fleet size
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Customer relationship and Punctuality
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Weakness
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Loosing domestic market share
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Old fleet.
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Scope for improvement in in-flight service Weak brand promotion

9. 
Opportunities
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Untapped air cargo market
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Scope in international service and tourism
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Threats
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Strong competitors
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Fuel price hike
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Overseas market competition

10.  Customer Segment
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First Class, Premiere (Business) Class, Economic Class
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Target Segments
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Premiere (Business) Class
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Business travelers, contribute 48% of passengers & 66% of
revenue, ready to pay higher prices, last time booking.
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Economy Class
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Leisure travelers, Prefers low cost airlines, ready for transit if there
is cost advantage, large %of passengers. Customer Segmentation

11. 
Jet Airways has shown eight-fold jump in losses at Rs. 891 crore in
Q2 2013
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Reeling under huge debt burden of 12,000 cr INR, Jet increased it’s
current liabilities during first 2 quarters of 2013 as its short term
borrowings increased from 1952 crore INR to 2480 crore INR this
year
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Jet's trade payables have increased for the first two quarters of this
financial year by Rs 680 crore from Rs 4752 crore in last financial
year to Rs 5432 crore for the half year ended September 30.

12. 
Jet has shown minimal growth in its revenues from Rs 4,137
crore in the corresponding quarter of previous year to Rs 4,194
crore in Q2 of this financial year, an increase of just 1.4 per cent
whereas its expenses on jet fuel and aircraft lease rentals have
all gone up significantly.
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Jet Airways paid to oil companies Rs 1810 crore for the second
quarter up from Rs 1681 crore for the same quarter last year and
it also paid more money to aircraft leasing companies increasing
its expenses by Rs 792 crore for the quarter when compared to
the second quarter of FY12-13
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Jet Airways expects to conclude 334 million $ sale to Etihad by
year-end

13. 
Jet Airways should discontinue loss making routes where airport
charges have increased but there is no increase in revenues from
those routes
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Jet Airways should think of adding flights to profit making routes
like Gulf and ASEAN markets
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Jet Airways should sale/sale and leaseback some of its aircrafts.
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Revised fare
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staff restructuring
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Effective marketing strategies & pull customers
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Join global airlines alliance

14.  Diverting part of its fleet based on the demand supply scenario
 Unique business model with presence across segments
 Leasing out owned fleet to capitalize on the demand-supply mismatch.
 Sell the old aircraft
 Presence in 75 countries therefore route sharing is also an option
 Network expansion
 Termination of non-profitable routes
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Focus on International segment- key driver for profitability
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Improving domestic business
◦ strong brand image
◦ increase its domestic capacity and capture a greater share of the demand
supply

15. 
Proposed Jet-Etihad deal will bring immediate revenue growth and
cost synergy opportunities for both the airlines and will help
strengthen the balance sheet
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Key cost benefits and cost synergies in fleet
acquisition, maintenance, joint purchasing opportunities for
fuel, spare parts, equipment and catering supplies as well as external
services such as insurance and technology support will come
through
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Other areas of co-operation will include joint training of
pilots, cabin crew and engineers

16. 
All this above will result in accelerated return to sustainable profitability.

Jet announced that they were ready to sell a 24% stake to Etihad at US$379
million

Jet Airways plans to raise external commercial debt worth $300 million to
replace its existing high cost loans. The total debt is a little over Rs 11,700
crore, of which Rs 7,300 crore is an aircraft acquisition loan. The rest is
working capital and other short-term debt.
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The airline will save around $30 million (Rs 183 crore) in reduced interest
outgo after the debt restructuring.
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http://www.domainb.com/aero/airlines/20130803_air_tickets.html

17. Thank You