02638nam a22004811i 4500 000707998 CaToSAGE 20240202172917.0 20200121181116.8 m|||||o||d|||||||| cr ||||||||||| 200121s2018 enka fo 000 0|eng|d NEZPRACOVANÝ IMPORT 9781529709612 (ebook) : No price (OCoLC)1141332477 CaToSAGE eng CaToSAGE rda pn UtOrBLW a ii HE9796.I4 D59 2018 658.27 Dixit, Mukund R., author. AirAsia India 2017 / Mukund R. Dixit, Sanjay Kumar Jena. London : Indian Institute of Management, Ahmedabad, 2018. 1 online resource : illustrations. text txt rdacontent computer c rdamedia online resource cr rdacarrier SAGE Business Cases Originally Published InDixit, M. R., & Jena, S. K. (2018). AirAsia India 2017. IIMA/BP0422. Ahmedabad, India: Indian Institute of Management, Ahmedabad. The AirAsia India 2017 (AAI) case presents the situation faced by Tony Fernandes, the CEO of the AirAsia group of companies, in 2017, when he had to respond to the changes in aviation policy made by the Ministry of Civil Aviation (MCA). As per the changes, an airline operating in India could start its international operations without having five years of domestic flying experience provided it deployed 20 of its aircraft or 20% of the total capacity, whichever was higher, for domestic operations. Operating international flights was more lucrative than domestic routes as the price difference between domestic and international aviation turbine fuel was substantial. By July 2017, AAI had a fleet size of only eleven planes. If Fernandes decided to fly international, he had to buy another nine aircraft. Before that he had to turnaround AAI's domestic operations. The company was struggling to achieve its breakeven even after three years of domestic operations. Description based on XML content. elektronické knihy fd186907 czenas electronic books eczenas AirAsia. Airplanes, Company India Management Case studies. Aeronautics, Commercial India. Jena, Sanjay Kumar, author. SAGE Business Cases. SAGE Knowledge https://sk.sagepub.com/cases/airasia-india-2017 Plný text SBC EB NEPOSILAT EB