Where to Invest Housing Vs Stock Market Essay Example | Topics and Well Written Essays - 500 words

Where to Invest Housing Vs Stock Market - Essay Example This also means that the investors have to rationally decide investing into different markets and instruments which coincide with their investment preferences therefore, choosing between investing into stock market or housing market is based on such investment preferences. It is generally believed that prices in housing market tend to inflate at the time when stock market performs better. This correlation suggests that a high performing stock market tend to improve the overall economic environment which also supports other markets. However, what is also important is the fact that while considering making a decision to investing into housing or stock market is dependent on the returns offered by the alternative investments at the acceptable level of risk. (Blake, 2000). Therefore, if all other things do not change; investor will make a decision where return is higher and risk is minimum. What is however, most critical is the fact that investors often face dilemma when the respective risk profiles of markets start to show greater volatility. It is very well known that making an investment into stock market is the riskiest investment because stock markets, historically, have shown greater volatility, hence greater risk, over the long period of time.

Importance-Performance Evaluation Essay Example for Free

Importance-Performance Evaluation Essay 1. 0 Introduction Patronage of any product or service is a function of the satisfaction a consumer derives from its usage. In the case of hotels, patrons tend to equate good service to the facilities and amenities which make their stay as pleasurable and comfortable as can be desired for their money’s worth. It is, therefore, imperative that the hotel management carefully considers customer feedback in addressing hotel improvement initiatives. The purpose of this report is to undertake an Importance-Performance Evaluation of the City Hotel as commissioned by the Griffith University Hotel based from the ratings given by selected business and pleasure travelers on how important the existing hotel facilities were to them and the performance of these facilities in meeting their needs. Preliminary calculations were performed to find the means and standard deviations for each facility which aided in the identification of the five highest and five least most important facilities, as well as the facilities which garnered the five highest and five lowest performance ratings. A scatter plot was then drawn with benchmarks set to indicate acceptable levels of importance and performance. Statistical analysis using the t-test was also conducted to identify significant differences on the respondents’ perceived importance of each hotel facility. Findings revealed that the over-all mean of the importance and performance rating are 2. 83 and 3. 15, respectively. Facilities with the highest importance and performance ratings are in-room cable television and family restaurant, respectively. The two types of travelers differed significantly in their perception of the importance in eight of the 17 facilities evaluated. 2. 0 Research methods This paper made use of Importance-Performance Analysis (IPA) to identify hotel facilities which are performing well and those that need particular attention from management for improvement and to detect significant differences in the perceived importance of each facility. Utility of the IPA for use in this paper stems from the fact that results may be graphically displayed and interpreted on a two-dimensional grid, simultaneously indicating importance and performance dimensions of the hotel facilities being evaluated. The IPA method of assessment makes use of four sets of data, namely the means, standard deviations, scatter plot and the t-statistic. The t-test was performed using a 0. 05 level of significance. 3. 0 Results Figure 1. Importance – Performance Mean and SD and t-test Results Figure 1 displays the mean and standard deviation of each of the 17 facilities of the City Hotel as evaluated by its patrons, as well as the results of the t-test performed on the importance ratings given by the two types of travellers. As shown in Figure 1, the five most important hotel facilities are the in-room cable television, in-room broadband connection, a-la-carte restaurant, express check-out and the free daily newspaper; while the five least important facilities are the express check-in, valet parking, wireless broadband connection throughout hotel, mini-bar, and tennis courts. The over-all mean of the importance ratings is 2. 83. The facilities with the five highest performance ratings are the family restaurant, express check-out, tennis court, in-room broadband, and in-room pay movies. The five lowest performance ratings were given on the following facilities : wireless broadband connection throughout hotel, valet parking, in-room cable television, mini-bar and tour booking service. The over-all mean of the performance ratings is 3. 15. As expected of an IPA, the scatter plot in Figure 2 presents a visual of the importance and performance ratings. The plot also shows established benchmark standards indicative of acceptable levels of importance and performance. The sector defined by the quadrant at the top right indicates high importance and performance, where facilities are said to be performing well. Hotel facilities identified to be performing well include in-room broad connection, a-la-carte restaurant, swimming pool, express check-out, free daily newspaper and games room. On the other hand, the area covered by the quadrant at the top left portion of the plot signifies facilities of low importance but high performance, and are probably facilities which are being over-resourced like room service, family restaurant, tennis courts and in-room pay movies. Meanwhile, the quadrant at the bottom right portion represents facilities which are of high importance but were given low performance ratings. Such facilities are those that need attention from the management, namely the gymnasium and the in-room cable television. Finally, the quadrant at the bottom left portion of the plot contains the facilities with low importance and performance such as the wireless broadband connection throughout the hotel, mini-bar, express check-in, valet parking and tour booking service. These are the facilities with no real issue to focus attention on. Figure 2. Importance-Performance Scatter Plot Figure 3 next page represents the results of the t-test performed between business travelers and pleasure travelers to ascertain any significant differences in the means of their ratings on the perceived importance of each facility at 0. 05 level of significance. Results of the t-test revealed that there were significant differences in the importance ratings between the business and pleasure travelers in terms of the following facilities: in-room broadband connection, family restaurant, gymnasium, in-room pay movies, express check-in, free daily newspaper, games room and tour booking service. Variable Group P-value Significance (P0. 05) Business Pleasure in-room broadband connection 3. 29 3. 21 0. 01 Yes wireless broadband connection throughout hotel 2. 26 2. 23 0. 09 No room service 2. 64 2. 61 0. 07 No a-la-carte restaurant 2. 97 2. 93 0. 1 No family restaurant 2. 86 2. 88 0 Yes mini-bar 2. 2 2. 18 0. 42 No swimming pool 2. 92 2. 91 0. 22 No gymnasium 3. 01 2. 99 0. 02 Yes tennis courts 1. 94 1. 94 0. 15 No in-room pay movies 2. 95 2. 98 0 Yes in-room cable television (foxtel) 3. 8 3. 8 0. 46 No express check-in 2. 8 2. 84 0. 01 Yes express check-out 2. 86 2. 81 0. 05 No valet parking 2. 53 2. 49 0. 19 No free daily newspaper 2. 74 2. 69 0 Yes games room 2. 95 2. 99 0 Yes tour booking service 2. 84 2. 9 0. 02 Yes 4. 0 Conclusions In summary, the evaluation of the facilities of the City Hotel using IPA indicated that the three facilities with the highest importance and performance ratings and are considered as the strongest areas of service in the hotel are in-room broadband connection, a-la-carte restaurant and express-check-out. Management should see to it that these strengths should be well maintained and upgraded whenever possible. Meanwhile the weakest areas are the tour booking service and valet parking. Future improvement plans should include strategies to revitalize the said facilities in order to ensure continued patronage and possibly improve City Hotel’s share of the market. 5. 0 Recommendations Based from the findings and conclusions, the following recommendations are being forwarded : (1) Institute a check-out survey among the hotel guests on how the hotel can be of better service to its patrons particularly in the areas of tour booking service and valet parking. This way, management will be appraised of what measures to undertake to enhance customer satisfaction; (2) Review how the other hotels are delivering their tour booking and valet-parking services and take on initiatives which will make City Hotel’s facilities comparable or the best among its class; (3) Undertake an environmental scan on all facilities being offered by the City Hotel in order to single out problem areas, apply potent solutions and improve service on all facilities, prioritizing areas that need attention like the gymnasium and the in-room cable.

The Grapes of Wrath - Fear, Hostility, and Exploitation in Chapter 21 E

Fear, Hostility, and Exploitation in Chapter 21 of The Grapes of Wrath Steinbeck's intercalary chapters in The Grapes of Wrath have nothing to do with the Joads or other characters of the novel, but help describe the story in different terms. They are similar to poems, offering different viewpoints of the migration, and clarifying parts of the story that the reader might not understand. An excellent example of this use can be seen in chapter 21, where an examination of the attitudes of migrant Okies and the residents of California reveals the changing nature of land ownership among the changing population of California and gives greater meaning to the fierce hostility that the Joads meet in California. The first section of chapter 21 explores the plight of the Okies, who are simple people forced to leave their homes when industrial change complicates their lives. Steinbeck writes, "Their senses were still sharp to the ridiculousness of the industrial life. And then suddenly the machines pushed them out and they swarmed on the highways." This statement relates the beginning of the novel, with particular emphasis on the death of Grampa and Granma. When industrial farming hits the agrarian midwest, the Joads are forced off their land and driven to migration, deserting the house in which they have lived for so long. Before long, Grampa dies of stroke. His life is tied to the land and cannot keep up with such rapid change, and when he dies Granma is sure to follow. The paragraph continues: "The movement changed them; the highways, the camps along the road, the fear of hunger and the hunger itself, changed them. The children without dinner changed them, the endless moving changed them. They were mig... ... and banks. The 'fermenting anger' which Steinbeck describes also relates to the novel's title, as grapes serve as a symbol of the migrants, and the wrath represents their anguish and hardship. The thin line between hunger and anger is broken by the changes in land ownership, and retaliation of the workers is the inevitable result. Within four pages, Steinbeck greatly clarifies and expands upon his story by examining the different emotions and reactions of his general character groups. He takes two sides of an argument and applies them to a third body rather than pit them against each other. By mastering the use of the intercalary chapter, he is able enrich his story with deeper thought and explore it outside the boundaries of his main characters. In this manner, Steinbeck is able to write a four-page chapter which holds great meaning to a 581-page novel.

Analysis of Kingfisher. Essay

Introduction: Kingfisher Airline is a private airline based in Bangalore, India. The airlines owned by Vijay Mallya of United Beverages Group. Kingfisher Airlines started its operations on May 9, 2005 with a fleet of 4 Airbus A320 aircrafts. The airline currently operates on domestic routes. The destinations covered by Kingfisher Airlines are Bangalore, Mumbai, Delhi, Goa, Chennai, Hyderabad, Ahmedabad, Cochin, Guwahati, Kolkata, Pune, Agartala, Dibrugarh, Mangalore and Jaipur. In a short span of time Kingfisher Airline has carved a niche for itself. The airline offers several unique services to its customers. These include: personal valet at the airport to assist in baggage handling and boarding, accompanied with refreshments and music at the airport, audio and video on-demand, with extra-wide personalized screens in the aircraft and three-course gourmet cuisine. Kingfisher is one of only 6 airlines in the world to have a 5 star rating from Sky tax, along with Asian Airlines, Malaysia Airlines, Qatar Airways, Singapore Airlines and Cathay Pacific Airways. In a short span of time Kingfisher Airline has carved a niche for itself. The airline offers several unique services to its customers. These include personal valet at the airport to assist in baggage handling and boarding, exclusive lounges with private space, accompanied with refreshments and music at the airport, audio and video on-demand, with extra-wide personalized screens in the aircraft, sleeper seats with extendable footrests, and three-course gourmet cuisine. HISTORY Kingfisher Airlines is a subsidiary of the UB Group, one of the largest beverage companies in the world. The branding of the airline is linked to that of Kingfisher Beer, India’s largest brewery. The airline, which is headed by the charismatic Dr Vijay Mallya, took to the skies in May 2005, and attracted attention for its high quality product with personal in flight entertainment in every seat; custom interior designs for each aircraft; valet assistance at airports and complimentary hot food and beverages. The airline initially operated a single class service but subsequently introduced a highly acclaimed First Class, allowing it to compete with Jet Airways for the high yield corporate market. In addition to its A320 family aircraft used on domestic routes, Kingfisher Airlines also operates ATR-72 turboprops on regional sectors. Under current Indian regulations, which require airlines to operate 5 years domestic service before being granted international rights, Kingfisher will not be permitted to operate overseas until 2010. However, the airline has very clear international ambitions, with an order book for 45 wide body aircraft, including A330s, A340s, A350s and A380s. In just over two years, Kingfisher Airlines has achieved a market share of 10% and has one of the most aggressive expansion plans of all Indian carriers during 2007. In Jun-07, it dramatically increased its influence in the market with the acquisition of a 26% shareholding in India’s largest LCC, Air Deccan, for approximately USD130 million, and an open offer for a further 20%. Through schedule coordination and joint operations in ground handling, training, and maintenance, the carriers are projecting annual cost savings of over USD70 million. There will also be greater coordination between the two brands, with Air Deccan to adopt the Kingfisher image in its logo and to switch to a red, rather than a blue color scheme. The combined Kingfisher/Deccan group has a market share of just over 30% and a product range spanning from the price-sensitive, first-time flyer, to the high yield business traveler, making I tone of the key pillars of the airline industry. The airline which started its operation on 9th May 2005, following the lease of 4 Airbus A320 aircraft. As of July 2007, Kingfisher operates only on domestic routes; however it has announced plans to start flights to the USA with Airbus A380 aircraft. The airline is  owned by the United Beverages Group under the leadership of Vijay Mallya (which also owns the popular Indian beer of the same name). The airline promises to suit the needs of air travelers and to provide reasonable air fares. Kingfisher Airlines’ main â€Å"luxury† component is its In-Flight Entertainment System, a first among Indian airlines. The airliners in-flight Mobile Phone and Internet Services will be provided by On Air starting 2008 for long haul flights. VISION â€Å"The Kingfisher Airlines family will consistently deliver a safe, value-based and enjoyable travel experience to all our guests.† VALUES  Safety  This is our overriding value. In our line of business, there is no compromise. Service  We are all in the hospitality business; we must always seek to serve our guests and gain their trust, goodwill and loyalty. Happiness  We seek to build an organization with people who choose to be happy, and will Endeavour to influence our guests and co-workers to be happy too. Teamwork  We will succeed or fail as a team. Each one of us must respect our colleagues regardless of their rank, and we must work together to ensure our mutual success. Accountability  Each one of us will be held accountable for the successful execution of our duties, commitments and obligations, and we will strive to lead by example. MISSION â€Å"Kingfisher Airlines will have ‘Fly the Good Times’ approach and this will reflect in the experience we will offer to passengers.† SERVICES DOMESTIC Kingfisher First The domestic Kingfisher First seats have a 48 inch seat pitch and a 126 degree seat recline. There are laptop and mobile phone chargers on every seat. Passengers can avail of the latest international newspapers and magazines. There is also a steam ironing service on board Kingfisher First cabins. Every seat is equipped with a personalized IFE system with AVOD which offers a wide range of Hollywood and Bollywood movies, English and  Hindi TV programmers’, 16 live TV channels and 10 channels of Kingfisher Radio. Passengers also get BOSE noise cancellation headphones. Domestic Kingfisher First is only available on selected Airbus A320 family aircraft. Kingfisher Class The domestic Kingfisher Class has 32-34 inch seat pitch.  Every seat is equipped with personal IFE systems with AVOD on-board the Airbus A320 family aircraft. As in Kingfisher First, passengers can access movies, English and Hindi TV programmers’, a few live TV channels powered by Dish TV, and Kingfisher Radio. The screen is controlled by a controller-console on the seat armrest. Ear cup headphones are provided free of cost to all passengers. The default channel shows, alternating every few seconds, the aero plane’s ground speed, outside temperature, altitude, distance and time to destination, the position of the aircraft on a graphical map, and one or more advertisements. Passengers are served meals on most flights. Before take-off, passengers are served bottled lemonade. Economy class meal on-board a Kingfisher Airlines domestic flight. Kingfisher Red After Kingfisher Airlines acquired Air Deccan, its name was changed to Simplify Deccan and subsequently to Kingfisher Red. Kingfisher Red is Kingfisher Airline’s low-cost class on domestic routes. A special edition of Cine Blitz magazine is the only reading material provided. Kingfisher Airlines is the first airline in India to extend its King Club frequent flyer program to its low-cost carrier as well. Passengers can earn King Miles even when they fly Kingfisher Red, which they can redeem for free tickets to travel on Kingfisher Airlines or partner airlines. INTERNATIONAL Kingfisher First The international Kingfisher First has full flat-bed seats with a 180 degree recline, with a seat pitch of 78 inches, and a seat width of 20-24.54 inches.[32] Passengers are given Merino wool blankets, a Salvatore Ferragamo toiletry kit, a pyjama to change into, five-course meals and alcoholic beverages. Also available are in-seat massagers, chargers and USB connectors. Every Kingfisher First seat has a 17 inch widescreen personal television with AVOD touch screen controls and offers 357 hours of programming content spread over 36 channels, including Hollywood and Bollywood movies along with 16 channels of live TV, so passengers can watch their favorite TV programmers’ live. There is also a collection of interactive games, a jukebox with customizable playlists and Kingfisher Radio. Passengers are given BOSE noise cancellation headphones. The service on board the Kingfisher First cabins includes a social area comprising a full-fledged bar staffed with a bartender, a break-out seating area just nearby fitted with two couches and bar stools, a full-fledged chef on board the aircraft and any-time dining. A turn-down service includes the conversion of the seat into a fully flat bed and an air-hostess making the bed when the passenger is ready to sleep. Both Kingfisher First and Kingfisher classes feature mood lighting on the Airbus A330-200 with light schemes corresponding to the time of day and flight position. Kingfisher Class  The international Kingfisher Class seats offer a seat pitch of 34 inches, a seat width of 18 inches and a seat recline of 25 degrees (6 inches). Passengers get full length modacrylic blankets, full size pillows and meals. Each Kingfisher Class seat has a 10.6 inch widescreen personal television with AVOD touch screen controls. The IFE is similar to that of the international Kingfisher First class. It can also be controlled by a detachable remote-control console fitted in the armrest. This device can be used to control the IFE, reading-lights, play games and even has a credit-card swipe for shopping on Kingfisher’s ‘Air Boutique’. It also has a facility for sending text-messages, though the service isn’t provided by Kingfisher. CARGO Kingfisher Xpress Kingfisher Xpress is a new Door-to-Door cargo delivery service from Kingfisher Airlines. Kingfisher Xpress same day service will be India’s  first and only same day delivery by air service. In-flight entertainment Kingfisher’s IFE system is the Thales Top Series i3000/i4000 on-board the Airbus A320 family aircraft, and Thales Top Series i5000 on-board the Airbus A330 family aircraft provided by the France-based Thales Group. Kingfisher was the first Indian airline to have in-flight entertainment (IFE) systems on every seat even on domestic flights. All passengers were given a â€Å"welcome kit† consisting of goodies such as a pen, facial tissue and headphones to use with the IFE system. Now, passengers of Kingfisher class are not given â€Å"welcome kits† but, as mentioned earlier, a complimentary bottle of lemonade and earphones for use with the IFE are still given. The in flight magazines are special editions of magazines owned by Mallya’s media publishing house (VJM Media) viz. Hi! Blitz for domestic flights and Hi! Living for international flights. Initially, passengers were able to watch only recorded TV programming on the IFE system, but later an alliance was formed with Dish TV to provide live TV in-flight.[34] And in a marked departure from tradition, Kingfisher Airlines decided to have an on-screen safety demonstration using the IFE system; however the conventional safety briefing by the flight attendants still exists on many flights. King Club The Frequent-flyer program of Kingfisher Airlines is called the King Club in which members earn King Miles every time they fly with Kingfisher or its partner airlines, hotels, car rental, finance and lifestyle businesses. There are four levels in the scheme: Red, Silver, Gold and Platinum levels. Members can redeem points for over a number of schemes. Platinum, Gold and Silver members enjoy access to the Kingfisher Lounge, priority check-in, excess baggage allowance, bonus miles, and 3 Kingfisher First upgrade vouchers for Gold membership. Platinum members get 5 upgrade vouchers. Kingfisher Lounge Kingfisher Lounges are offered to Kingfisher First passengers, along with King Club Silver and King Club Gold members. Lounges are located in: Bangalore International Airport Chennai International Airport  Chhatrapati Shivaji International Airport (Mumbai) Cochin International Airport (Kochi) Indira Gandhi International Airport (Delhi) London Heathrow Airport Netaji Subhash Chandra Bose International Airport (Kolkata) Rajiv Gandhi International Airport (Hyderabad) However, note that the airline has suspended operation in London, Kochi, Kolkata and Hyderabad. AWARDS AND ACHIEVEMENTS Kingfisher Airlines frequent flyer programme, King Club has won Top Honors at the 21st Annual Freddie Awards in the Japan, Pacific, Asia and Australia region. King Club has won the Freddie Awards 2008 in the following categories: Best Bonus Promotion Best Customer Service Best Member Communications (First Runner-up) Best Award Redemption (First Runner-up) Best Elite Level (Second Runner-up) Best Website (Second Runner-up) Program of the Year (Second Runner-up) Kingfisher Airlines has received three global awards at the Skytrax World Airline Awards 2010 Named Best Airline In India / Central Asia; Best Cabin Crew – Central Asia. Kingfisher RED named Best Low Cost Airline in India / Central Asia. NDTV Profit Business Leadership Award for Aviation. India’s only 5 Star airline, rated by Skytrax and 6th airline in the world. Rated India’s Second Buzziest Brand 2008 by The Brand Reporter. Ranked amongst India’s Top Service Brands of 2008 by Pitch Magazine. Voted as India’s Favorite Airline. Rated as Asia Pacific’s Top Airline Brand. Brand Leadership Award. Economic Times Avaya Award 2006 for Excellence in Customer Responsiveness. India’s No. 1 Airline in customer satisfaction by Business World. Rated  amongst India’s most respected companies by Business World. Rated amongst India’s 25 Innovative Companies by Plan man Media in 2006. The Best Airline† and â€Å"India’s Favorite Carrier’ in a Survey conducted by IMB for The Times of India. Best New Domestic Airline for Excellent Services and Cuisine by Pacific Area Travel Writers Association (PATWA). Service Excellence 2005-2006 for a New Airline by Skytrax. Ranked third in the survey on India’s Most Successful Brand launch of 2005 under the Brand Derby Survey conducted by Business Standard. Busiest Brands of 2005 by agency fans and The Brand Reporter. Rated amongst the Top Ten Internet Advertisers by Yahoo. Rated amongst the top ten in the Best Television Commercial Jingles by NDTV. Best New Airline of the Year Award for 2005 by Centre for Asia Pacific Aviation (CAPA) Award in the Asia-Pacific and Middle East region. Listed in the top 100 most trusted brand in The Brand Trust Report. POLITICAL FACTORS 1) Open sky policy 2) FDI limits: 100% for Greenfield airports 74% for the existing airports 100% through special permission 49% for airlines ECONOMICAL FACTORS 1) Contribution to the Indian economy. 2) Rising cost of fuel. 3) Investment in the sector of aviation. 4) The growth of the middle income group family affects the aviation sector. SOCIAL FACTORS 1) Development of cities leads to better services and airports. 2) Employment opportunities. 3) Safety regulations. 4) The status symbol attached to a plane travel. TECHNOLOGICAL FACTORS 1) The growth of e-commerce and e-ticketing. 2) Satellite based navigation system. 3) Modernisation and privatisation of the airports. 4) Developing green field airports with private sector for example in Bangalore the airport corporation limited. ENVIRONMENTAL FACTORS 1) The increase in the global warming. 2) The sudden and unexpected behavior of the atmosphere and the dependency on whether. 3) Shortage of the infrastructural capacity 4) Tourism saturation. LEGAL FACTORS 1) FDI limits 2) Bilateral treaties 3) Airlines acquisitions and the leasing cost. STRENGTHS Strong brand value and reputation in the minds of customers. Quality of the service. Route rationalization. First airline to have a new fleet of airbuses. Quality and continuous innovation. WEAKNESSES Still a not in profit organization. High ticket pricing. Facing a tough competition from competitors. OPPORTUNITIES The expanding tourism industry. The non penetrated domestic market. International market. Untapped air cargo market. THREATS Competitors Infrastructure issues. Fuel price hike. Tourism saturation Economic slowdown. Promotions and sponsorship declining. STP ANALYSIS SEGMENTATION Geographic Region Density Social Classes Income Level TARGETING Kingfisher First company executives Kingfisher Class lower middle, upper middle, lower upper segment POSITIONING Lifestyle Benefits Quality P’s PRODUCT Fleet Size Aircrafts International Foray PROMOTIONS Advertisements Magazine and Newspaper ads Exposure at non-corporate event Participation in International Air shows Endorsing celebrities like Katrina Kaif and Yana Gupta PRICE Dynamic pricing model – Multiple fare levels Uniform rules No hidden restrictions. Pricing model – 8 different levels Discounts provided from time to time PEOPLE Backbone of the brand Extensive trainings Hospitality industry and consider their customer as guests Interpersonal skills, aptitude, and service knowledge PLACE Online Booking – www.flykingfisher.com Online Booking – Yatra.com, MakeMyTrip.com, ezeego1.com Credit Cards & Debit Cards Payment SMS / Call Outlets in every major city and at every airport across the country PHYSICAL EVIDENCE Personal valets Exclusive lounge space Hi! Blitz Gourmet cuisine world class cabin crew 5 trendy video- Fun TV; 10 music stations -Kingfisher Radio PROCESS Booking the ticket – online booking or tele-booking or from any of the kingfisher outlet COMPETITORS Company Sales (Rs.Million) Current Price Change (%) P/E Ratio Market Cap.(Rs.Million) 52-Week High/Low Jet Airways (I) 127768.30 305.85 6.38 0.00 26405.26 518/167 Spice Jet 28795.08 29.50 8.66 0.00 14288.32 43/15 Kingfisher Airlines 62333.79 12.95 2.78 0.00 8747.08 44/13 Global Vectra Helico 2315.75 9.70 -0.10 0.00 135.80 26/9 Jagson Airlines 97.25 4.10 2.50 0.00 82.69 10/3 MARKET SHARE PROFIT & LOSS STATEMENT Mar’11 Mar’10 Mar’09 Mar’08 Jun’07 12 Months 12 Months 12 Months 12 Months 12 Months INCOME: Sales Turnover 6,233.38 5,067.92 5,269.17 1,456.28 1,800.21 Excise Duty 0.00 0.00 0.00 0.00 0.00 NET SALES 6,233.38 5,067.92 5,269.17 1,456.28 1,800.21 Other Income 0.00 0.00 0.00 0.00 0.00 TOTAL INCOME 6,422.58 5,140.00 5,863.60 1,504.92 1,830.19 EXPENDITURE: Manufacturing Expenses 3,466.83 2,911.81 3,715.47 1,297.51 1,597.06 Material Consumed 56.69 40.89 51.19 43.79 45.94 Personal Expenses 680.54 689.38 825.42 244.96 247.72 Selling Expenses 659.07 687.02 683.82 85.00 17.90 Administrative Expenses 426.21 418.41 546.47 110.20 154.00 Expenses Capitalised 0.00 0.00 0.00 0.00 0.00 Provisions Made 0.00 0.00 0.00 0.00 0.00 TOTAL EXPENDITURE 5,289.34 4,747.51 5,822.36 1,781.46 2,062.61 Operating Profit 944.04 320.41 -553.19 -325.17 -262.40 EBITDA 1,133.24 392.49 41.24 -276.54 -232.42 Depreciation 203.02 162.80 133.20 18.28 17.67 Other Write-offs 38.01 54.49 38.39 18.31 26.25 EBIT 892.20 175.20 -130.35 -313.13 -276.34 Interest 2,340.32 2,245.59 2,029.33 434.44 466.05 EBT -1,448.12 -2,070.39 -2,159.68 -747.57 -742.39 Taxes -455.35 -700.00 -546.38 -494.45 3.40 Profit and Loss for the Year -992.76 -1,370.39 -1,613.30 -253.12 -745.79 Non Recurring Items -107.62 -405.38 4.47 64.98 312.12 Other Non Cash Adjustments 72.99 31.28 0.00 -0.9 14.09 Other Adjustments 0.00 97.27 0.00 0.97 0.00 REPORTED PAT -1,027.40 -1,647.22 -1,608.83 -188.14 -419.58 KEY ITEMS Preference Dividend 0.00 0.00 0.00 0.00 0.00 Equity Dividend 0.00 0.00 0.00 0.00 0.00 Equity Dividend (%) 0.00 0.00 0.00 0.00 0.00 Shares in Issue (Lakhs) 4,977.79 2,659.09 2,659.09 1,357.99 1,354.70 EPS – Annualised (Rs) -20.64 -61.95 -60.50 -18.47 -30.97 CASHFLOW STATEMENT Particulars Mar’11 Mar’10 Mar’09 Mar’08 Jun’07 Profit Before Tax -1,520.78 -2,417.92 -2,155.21 -682.59 -416.18 Net Cash Flows from Operating Activity -2.23 -1,665.09 -645.78 -541.52 -552.58 Net Cash Used in Investing Activity 38.05 235.13 206.63 13.82 119.48 Net Cash Used in Financing Activity -81.72 1,464.55 290.11 -9.23 993.68 Net Inc/Dec in Cash and Cash Equivalent -45.90 34.60 -149.04 -536.93 560.57 Cash and Cash Equivalent – Beginning of the Year 206.47 171.87 320.91 817.05 256.47 Cash and Equivalent – End of the Year 160.57 206.47 171.87 280.12 817.05 BALANCE SHEET Particulars Mar’11 Mar’10 Mar’09 Mar’08 Jun’07 Liabilities 12 Months 12 Months 12 Months 12 Months 12 Months Share Capital 1,053.83 370.39 371.02 145.89 135.47 Reserves & Surplus -4,005.02 -4,268.84 -2,496.36 52.99 249.23 Net Worth -2,951.19 -3,898.45 -2,125.35 198.87 384.70 Secured Loans 5,184.53 4,842.43 2,622.52 592.38 716.71 Unsecured Loans 1,872.55 3,080.17 3,043.04 342.00 200.00 TOTAL LIABILITIES 4,105.88 4,024.15 3,540.21 1,133.26 1,301.41 Assets Gross Block 2,254.26 2,048.14 1,891.80 322.33 340.77 (-) Acc. Depreciation 682.37 493.62 316.29 43.55 33.74 Net Block 1,571.89 1,554.51 1,575.52 278.78 307.03 Capital Work in Progress. 673.35 980.60 1,630.95 346.25 357.62 Investments. 0.05 0.05 0.05 0.00 0.41 Inventories 187.65 164.88 147.25 48.64 61.62 Sundry Debtors 440.53 322.49 229.84 27.16 35.24 Cash And Bank 252.36 206.47 171.87 280.12 817.05 Loans And Advances 5,380.19 4,604.31 3,640.42 832.48 149.76 Total Current Assets 6,260.73 5,298.13 4,189.37 1,188.41 1,063.68 Current Liabilities 4,463.86 3,908.03 3,814.63 687.31 449.15 Provisions 62.11 46.77 45.55 9.52 6.94 Total Current Liabilities 4,525.97 3,954.80 3,860.18 696.83 456.09 NET CURRENT ASSETS 1,734.76 1,343.34 329.19 491.58 607.59 Misc. Expenses 125.84 145.64 4.51 16.64 28.75 TOTAL ASSETS (A+B+C+D+E) 4,105.88 4,024.15 3,540.21 1,133.26 1,301.41 FUTURE STRATEGIES Market Penetration Can tie up with Corporate and Government Companies by Providing Unique Travel Solutions for Professional and Personal Use. Can implement programs implemented by South West Airlines to penetrate market. Product Development Seek additional distribution channels such as more tie ups and Collaboration. Collaboration with international carriers, bilateral discussions over seats and code sharing between the carriers. Market Development Special offerings for first time fliers. Try to find out new customer group such as old-retired persons. Diversification Can enter into other Transport Services like Bus Services between Major Cities and Other Services. PROBLEM IDENTIFICATION Current Indian scenario : Air travel For majority of people preference-No frills – low cost airlines Kingfisher competing with both the â€Å"no frills – low cost† airlines as well as those with frills. Three unique classes of service :– Kingfisher First (Business class) Kingfisher Class (Premium economy) Kingfisher Red (Low fare) Current segmentation based on social class & income level Social classes: which use full carrier services and those which use first class services of the railways Income level : Low cost carrier for those who travel by first class railway Problem with positioning Brand relates to Lifestyle RECOMMENDATIONS Needs to change brand perception Currently perceived as Lifestyle slogan Red color of crew :Reflects Royalty Over dependence on brand image of Mr. Mallaya Jet airways : Reflects professionalism Advertisement reflecting Value for Money Gain operational efficiencies through alliances as with Jet Airways Leverage Upon: New fleet, Unmatched flight service Innovative ideas-LIVE TV with 16 channels Air Boutique, in Kingfisher Airlines A joint promotion, i.e. using MakeMyTrip services and flying Kingfisher Airlines. By partnering with Kingfisher Airlines, further convenience in travel is offered at no extra cost- Added value Fleet size expansion SUGGESTION Reduce the labor cost Simplify the flight operations Offer more transparent pricing Get smart on fuel The process of acquiring spice jet if complete would make kingfisher the largest player in the aviation industry Different modes of pricing should be taken care of. CONCLUSION After doing a study of this project representing on Kingfisher Airlines, I have come to a conclusion that Kingfisher Airlines is one of the largest and most widespread airlines of the country providing its services not only in India as well as outside India also. It has alliance with many other airlines in this sector. Kingfisher Airlines offers world class services to the customer at a 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 the 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 Kingfisher Airlines is serving its customer in an appreciated way and going to be in the list of best services providers in coming years.

Indian Telecom Sector Employability Skills

( Employability Skills for Indian Mobile Phones Telecom Sector First Author: Rishi Kapal, BE, LLB, PGPM (Vice President-Sony Mobile Communications, India) Abstract It may not known to many that after Alexander Graham bell invented the first telephone, Motorola’s Martin Cooper is understood to have created the first mobile phone, followed by IBM-Bellsouth making the first Smartphone. However, in the present day, not much is heard about the companies that pioneered the mobile and Smartphones revolution.Indian telecom sector story is only getting better by the day, however, the growth sustenance and leveraging technology for better use in only possible if our population could be transformed to a real productive employment asset. In this paper, the important aspect of employability in Indian telecom Sector will be highlighted INTRODUCTION Indian telecom industry underwent a high pace of market liberalization and growth since 1990s and now has become the world's most competitive an d one of the fastest growing telecom markets.The Industry has grown over twenty times in just ten years, from under 37 million subscribers in the year 2001 to over 846 million subscribers in the year 2011. India has the  world's second-largest  mobile phone user base with over 929. 37 million users as of May 2012. It has the  world's third-largest  Internet user-base with over 137 million as of June 2012. [pic] THE RISE OF INDIA MOBILE PHONES INDUSTRY The explosion of mobile phones sector is attributed to the following three factors: 1. Opening up of new technology 2. Convergence of computing and telephony 3. Mobile Phones EnablementOPENING UP OF NEW WIRELESS TECHNNOLOGY Till 2010, India was a pure-play GSM and CDMA technology driven country whereas rest of the world had moved to 3G(HSPA+) and few advanced nations(like Japan) already launching LTE(Long Term Evolution) high speed wireless technologies. Post the 3G and BWA auctions in India, the wireless technology landscape s tarted changing and alongside it brought the need for differently (enhanced) skilled professionals to handle new technology and associated devices. A brief snapshot of the wireless technologies deployed in India is below: [pic]India today is on the forefront of telecom services and related content. This changes the way the telecom products are conceptualized, priced, launched and their life cycle is managed. Not much of this is known to the budding leaders during their academic orientations. CONVERGENCE OF COMPUTING AND TELEPHONY In today’s world, computers are used to make voice calls (Gtalk, Skype) and phones are used for data access. So each device has evolved from its original function and become multi tasked. This convergence of devices ecosystem is happening due to the following:For most time in computing technology, microprocessors were traditionally associated with computers and other IT related products. However, since the last two years, phones are also sold based o n the GHZ speed of processor that makes them run, various related aspects like single core, dual core and quad core processors. Now, this has brought about a major shift in consumer behavior whereby a buyer actually decides about a phone not just by looks and geeks but begins with the processor strengths and data speeds supported.This all comes with perceived compromise on battery life however the mobile phones processor manufacturers are fast gaining ground in terms of optimizing battery life for higher processor power. MOBILE PHONES ENABLEMENT A natural question about why is the mobile phone industry growing at a strong pace is obvious. Firstly, India is now moving to be a strong mobile replacement market. The mobile sales ratio is skewed to replacement buyers as compared to first term buyers as per industry sources. Hence there is a two-fold demand now.Alongside, mobile phones have become the first internet access device for the youth and hence the mobile internet penetration mom entum is making up the volume. Lastly, a mobile phone is no longer a luxury and is affordable by anyone, at a cost as low as $15. All these factors are leading to a strong growth in mobile phone sales. MOBILE PHONES DISTRUBUTION SYSTEM Let us now examine the mobile phones sales and distribution systems to better understand the required skills that need to be acquired by professionals aspiring to work in this sector. [pic]The firs layer does product sell-in to the second layer which in-turn works for shop level product placement and sales. The final sales to end customer is referred to as Sell thru. The mobile distribution model is extremely dynamic and need of the hour may change regularly due to competitive launches and initiatives. Each product has its own merits, positioning and technological implications. Traditional models of distribution don’t always work in realms of the mobile words due to the amount of need-of-the-hour and flexibility mechanisms required to be adopte d. EMPLOYABILITY SKILLS FOR THE MOBILE SECTORROI : Relationship, Ownership, Initiative †¢ Relationship: mobile phone industry is too diverse and needs one on one relationship mapping with the ecosystem stakeholders in product development and distribution. The †¢ Ownership: professionals without adequacy of understanding of ownership will not cut it into the telecom †¢ Initiative: India is a distribution led mobile market, unlike the mature markets like US where wireless operators dominate mobile phones sales channel. Every skilled professional aspiring for working in the Indian telecom sector needs to have self initiative to innovate reach and execution.Alongside the above, the professionals must understand that the mobile phones propositions are undergoing a change: VRS (Value, Range, Service) †¢ Value : value proposition to the customers is fast changing with the advent of Smartphones †¢ Range: Customer associated with brands that have a range(portfolio) a nd not one off products(iPhone is an exception) †¢ Service: Post sales support for sophisticated devices has become a strong reason to buy. As per the nationwide study conducted by MeriTrac, of marks secured by 2264 MBAs who sat for tests by recruiting companies, only 21% were found to be actually employable.The latest figures show a sharp decline – the last such survey done in 2007 placed employability at 25%. Drawn from over 100 B-Schools beyond the Top 25 in the country, the students who were covered by the survey were tested for verbal ability, quantitative ability and reasoning. This despite the fact that more and more B-schools are mushrooming across the country churning out hundreds upon thousands of freshly-minted MBAs every year. There are other cornerstones of employability skills required in the mobile sector that are influenced by †¢ Consumer purchase behavior †¢ Mobiles Operating System CONSUMER PURCHASE BEHAVIOR [pic]The above purchase behaviors d ictate a different skill set required in professionals dealing with individual or a mix of groups above. A person aspiring to work in the mobile sector must know the purchase behavior intricacies that are closely linked to the technology supported by the phones. MOBILE OPERATING SYSTEMS There are few dominant mobile operating systems viz Android, iOS, Symbian and RIM OS that are most dominant in India. Windows is a fast emerging ecosystem supported by Microsoft and Nokia. A professional must know the advantages of each OS so that the right strategy of product and marketing management can evolve.The strength and diversity of operating system is also ensuring that a mobile phone becomes much more than a mere communication device. It now is a gadget that effects and influences one’s lifestyle, something no one can deny or ignore. [pic][pic] A mobile phone does off jobs of a compass, mirror and a rattler as well. These contemporary, un-orthodox applications are becoming a reason to inquire and buying a phone by many. SUMMARY Indian telecom sector will provide employment to around one crore people by 2012, a study by PwC has said.The telecom industry will provide about 28 lakh direct jobs and around 70 indirect jobs by 2012, the study commissioned by the Cellular Operators Association of India (COAI) and done by PwC said. While the above aspiration is good to have however the industry is able to attract talent but struggling to get the right one. The employability skills required for mobile sector include a thorough understanding of mobile phones technology, various operating systems, consumer purchase behavior, OEM to Market distribution model and multi screen convergence.There are too many mobbing parts in the Indian mobile phone industry and the same are not evidently addressed as a subject matter in various institutions. It is important for colleges to step up and recognize that lack of employability skills for the telecom and especially mobile phone sec tor leaves the new industry entrants in a very awkward and â€Å" I don’t know much† state of mind. This can definitely be changed with institutions opening up their gates to industry professionals and to consulting companies specializing in transition of classrooms to telecom corporates.Steadily, now certain learning and development organizations are evolving that dedicatedly focus on transition programs for students, aimed at the telecom and mobile phones sector. Organizations like MindActiv Consulting (www. mindactiv. co. in) are pioneering in this critical requirement and having the right industry resources at their disposal. Strong and structured programs by MindActiv and such organizations are going to be much more required in the immediate future when the push back for better employable andidates will come from the telecom industry itself. References: 1. The Indian Telecom Services Performance Indicators June 2012, TRAI 2. Economic Times Article August 2011: Tel ecom sector to provide 1 crore jobs by 2012: Study 3. Times of India, August 7, 2012: Only 21% MBAs in India employable: Survey 4. Industry sources About the author: Rishi Kapal completed his schooling from Delhi Public School, RK Puram in 1989. This was followed by a degree in Electronics Engineering in 1993 from Shivaji university.He started his career with HCL in 1993 and during his ongoing career span of 19+ years, has worked with coveted organizations like Tata Telecom, Ericsson, Castrol, Sony Ericsson and Qualcomm to name a few. Presently, Rishi is a Vice President with Sony Mobile Communications. During his professional tenure, Rishi completed his PGPM from International Management Institute and LLB from CCS University. Rishi is passionate about instilling employability skills in the budding new leadership generation and is closely associated with the academia sector for guest lectures and grooming students for their first corporate interface.He has a strong knowledge of mana gement practices required in students pursuing graduate and post graduate courses and has prepared specific training and orientation modules for employability skills enhancement in students. ———————– The total revenue of the Indian telecom sector grew by 7% to  [pic]283,207  crore  (US$53. 53 billion)  for 2010–11 financial year, while revenues from telecom equipment segment stood at  [pic]117,039  crore  (US$22. 12 billion).The depicted increase in telecom penetration has been facilitated with a strong and every growing mobile phone industry, reaching an unprecedented proportion of more than 12Million handsets sold in India every month. IOIP: Most popular, individual pays for the phone and owns it IOCP: Individual owns the phone, paid by the company COCP: Company purchases and provide the phone to employees LTE TDD and HSPA+ is already launched in India. The country is now neck to neck with the world on av ailability of latest wireless technologies.Alongside, consumers are much more aware of the broadband phenomenon and the benefits this advent can deliver. The access device for the new technologies has to be a mobile phone since other consumer equipments are bulky and more appropriate for inhouse only. With this evolution, the need for skilled workforce in technology, strategy, sales, marketing and operations and much more diverse and unique as compared to that exists today. The Indian handset market is growing consistently with a rate of over 12% annually, of which the Smartphones base is expected to grow at a rate of over 60% year of year.The advent of operating systems like Android along-with new broadband wireless internet access technologies is opening up the mobile phones space in India. The OEM (Original Equipment Manufacturer) works on three retail engagement models: †¢ Master national distributor: imports the products and then associated with regional partners for place ment and sales †¢ Direct Billing: to exclusive stores and conglomerates of high importance †¢ Entrepreneurial Regional partners: Distributors with strong regional command and those who want to deal directly with the company.With the changing shape of Indian telecom sector and need for the skilled population to keep up with the industry resources requirement, there are six dimensions of employability skills that the professionals must have in order to leap into the telecom sector. Each of these dimensions is unique in terms of the capability build up required in professionals, especially graduates and post graduates. Mobile phone industry is part of a unique eco system and must be studied and imbibed from close quarters.