Project Report

(Submitted For the Degree of B.Com Honours in Accounting &

Finance / Marketing under West Bengal University)

Title of the Project

A study on Financial Performance of Air
India post-merger Scenario
Submitted by
Name of the Candidate: Tapti Sharma
University Registration No: 1052221502369
College No: 08
Name of the College: Barasat College

Supervised by
Name of the supervisor: Dr. Sanjeev Kumar Srivastaw
Name of the College: Barasat College

Month & Year of Submission

July, 2025
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Annexure-1

Supervisor’s Certificate

This is to certify that Ms TAPTI SHARMA student of B.Com. Honours in

Accounting & Finance / Marketing of BARASAT COLLEGE under the
West Bengal State University, Barasat has worked under my supervision
and guidance for her Project Work and prepared a Project Report with
the title. Her work is genuine and original to the best of my knowledge.

Signature:
Name: SANJEEV KUMAR SRIVASTAW
Place: Barasat Designation: Associate Professor
Date: Name of the College: Barasat College

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Annexure-2

Student’s Declaration

I hereby declare that the Project Work with the title A study on
Financial Performance of Air India post-merger Scenario submitted by
me for the partial fulfillment of the degree of B.Com. Honours in
Accounting & Finance / Marketing under the West Bengal State
University, Barasat is my original work and has not been submitted
earlier to any other University / Institution for the fulfillment of the
requirement for any course of study.

I also declare that no chapter of this manuscript in whole or part has

been incorporated in this report from any earlier work done by others
or by me. However, extracts of any literature which has been used for
this report has been duly acknowledged providing details of such
literature in references.

Signature:
Name: TAPTI SHARMA
Address: Salika, Howrah-711106
Place: Howrah Registration No.: 1052221502369
Date: Roll No.: 08

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 ACKNOWLEDGEMNT

I wish to express my sincere gratitude to the college authorities,

especially, to our principal, who provided us with an opportunity to
pursue graduation in commerce under the West Bengal University.

I am also greatly thankful to the commerce UG Board of studies of our

University, for the inclusion of this project paper in our B.COM
curriculum. This has not only helped me to gather practical knowledge
on the intricate calculation of the financial world, but also has exposed
me towards the range of real-life financial policy and practice followed
by corporate group.

I would like to convey my thanks to the Faculty of commerce of our

College for their needed cooperation and encouragement.

I am also thankful to the college authority for allowing me to use the

computer lab, internet facility and college library for the completion of
my project.

I would like to thank my college, Barasat College for providing me with

the platform and the opportunity to Work on a project on the topic “A
study on Financial Performance of Air India post-merger Scenario”
which facilitated Learning research and presentation skills. I would also
like to thank my parents and friends for directly or indirectly helping me
in the project.

Signature of Student
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 CONTENTS
SL NO. PARTICULARS PAGE NO.

INTRODUCTION

1.1 Background of the study

1.2 Literature Review
CHAPTER 1 1.3 Need of the study
1.4 Objective of the Study
1.5 Limitation of the study
1.6 Research Methodology

CONCEPTUAL FRAMEWORK

CHAPTER 2 2.1 Overview

2.2 National Scenario
2.3 international Scenario

CHAPTER 3 Presentation of Data

Analysis & Findings

CHAPTER 4 CONCLUSION AND

RECOMMENDATION

CHAPTER 5 Bibliography

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 CHAPTER 1:
INTRODUCTION

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 INTRODUCTION

The aviation sector in India is one of the fastest-growing in the world,

driven by economic growth, rising middle-class income, and
government initiatives. The sector includes commercial airlines, cargo
transportation, airport infrastructure, and allied services.

The Indian aviation sector is poised for sustained growth, supported by

government initiatives, private investments, and rising consumer
demand. However, challenges like high costs and infrastructure
constraints need to be addressed for long-term success.

As there are many aviation sector in India but this project is all based
on the particular sector of India that is Air India.

1.1BACKGROUND

Air India is the flag carrier airline of India, headquartered in New Delhi.
Established in 1932 by J.R.D. Tata as Tata Airlines, it was later renamed

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Air India in 1946. It became a government-owned airline in 1953 and
operated under the state-run entity for several decades before being
privatized in 2022, returning to the Tata Group.

As one of India's largest airlines, Air India operates domestic and

international flights across major destinations worldwide. It is a
member of the Star Alliance, offering global connectivity to passengers.
The airline is known for its Maharaja branding, reflecting Indian
hospitality and culture.

Air India plays a crucial role in India's aviation industry and continues to
modernize its fleet and services under Tata Group ownership, aiming to
regain its position as a world-class airline.

Between 2021 and 2023, Air India underwent a significant

transformation, marking a new chapter in its history. After decades of
financial struggles and government bailouts, the airline was officially
handed over to the Tata Group on January 27, 2022, following a
successful ₹18,000 crore bid in October 2021. This acquisition signified
Air India's return to its original founders after 68 years. Under Tata’s
leadership, the airline embarked on an ambitious journey to regain its
lost prestige, focusing on operational efficiency, service quality, and
financial restructuring.

One of the first major steps taken by the Tata Group was the
appointment of Campbell Wilson as CEO in June 2022, along with other
senior executives from Singapore Airlines and other leading global
carriers. This leadership overhaul was aimed at bringing in fresh
strategies and expertise to revamp Air India’s operations. A key area of
focus was improving customer experience, which had suffered over the
years. The airline worked on enhancing in-flight services, revamping
cabin crew training, and prioritizing on-time performance.

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Additionally, efforts were made to upgrade aging aircraft interiors, an
issue that had been a major source of passenger dissatisfaction.

Recognizing the need for modernization, Air India announced one of

the largest aircraft orders in aviation history in February 2023, with
470 new aircraft ordered from Airbus and Boeing. This included Airbus
A350s, A321s, A320s, and Boeing 787s, 777X, and 737 MAX. This move
not only reinforced the airline’s commitment to expanding its fleet but
also signaled a strong comeback on both domestic and international
routes. Alongside fleet expansion, the Tata Group also initiated the
merger of Air India with Vistara, its joint venture with Singapore
Airlines, to create a stronger and more competitive full-service airline.
Regulatory approvals were in process by 2023, with full integration
expected by 2024.

Despite these positive developments, challenges remained. Air India

had to overcome legacy operational inefficiencies, high competition
from IndiGo and international carriers, and lingering customer
concerns over outdated aircraft interiors and service quality. However,
with modernization, fleet expansion, and a strategic merger, the
airline made significant progress toward rebuilding its brand and
regaining its position as a leading global carrier.

1.2 LITERATURE REVIEW

Early History and Growth
 1932: Air India was originally established as Tata Airlines by J.R.D.
Tata, who piloted its first flight from Karachi to Bombay (now
Mumbai).
 1946: The airline was renamed Air India when it became a public
limited company.

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  1953: The Government of India nationalized Air India along with
other domestic airlines under the Air Corporations Act, making it
the country's official flag carrier.

Expansion and Challenges

 During the 1960s-1980s, Air India expanded its international
operations, becoming known for its premium services and Maharaja
mascot.

 However, by the 1990s, competition from private airlines and

financial mismanagement led to operational challenges.

 The merger with Indian Airlines in 2007 was aimed at improving

efficiency but resulted in financial losses and operational difficulties.

Privatization and Tata Group Takeover

 Due to mounting debts and inefficiencies, the Government of India
decided to privatize Air India.

 In2021, Tata Sons, the original founder of Air India, successfully bid
₹18,000 crore ($2.4 billion) to acquire the airline.

 InJanuary 2022, Tata officially took control, marking the airline’s

return to private ownership.

Government Initiatives
Privatization and Ownership Transfer

In January 2022, the Indian government completed the privatization of

Air India, transferring ownership to the Tata Group. This strategic move
aimed to revitalize the airline by leveraging private sector efficiency and

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management practices. Post-privatization, Air India has embarked on
an ambitious overhaul to reclaim its position as a leading global airline.

Fleet Expansion and Modernization

Under Tata Group's stewardship, Air India announced plans to acquire

470 new aircraft from Airbus and Boeing, representing a $70 billion
investment. This includes models like the Airbus A320neo and Boeing
737 MAX, aimed at expanding both domestic and international
operations. Additionally, the airline leased 36 aircraft—11 Boeing 777s
and 25 Airbus A320s—to quickly enhance its fleet capacity.

Operational Enhancements

Air India has focused on improving its cabin products through new
deliveries, leases, and retrofit programs. Efforts include upgrading
existing aircraft interiors and enhancing customer service standards.
The airline is also investing in training and maintenance facilities to
support its expansion plans.

Industry Collaborations

Air India has rejoined the Federation of Indian Airlines (FIA),

collaborating with regulatory authorities and industry stakeholders to
address key areas such as safety, passenger amenities, and aviation
protocols. This partnership aims to foster growth and enhance safety
standards within the Indian aviation sector.

Government-Led Repatriation Efforts

During the COVID-19 pandemic, the Indian government launched the

"Vande Bharat Mission," utilizing Air India and its subsidiary, Air India
Express, to repatriate Indian nationals stranded abroad. This massive
evacuation effort underscored Air India's crucial role in national
emergencies.These initiatives collectively demonstrate the concerted
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efforts by the Indian government and the Tata Group to transform Air
India into a modern, efficient, and customer-centric airline, contributing
significantly to the growth and development of India's aviation industry.

1.3 NEED OF THE STUDY

Understanding Air India’s Role in Indian Aviation

 Air India is India’s flag carrier and plays a crucial role in connecting
domestic and international destinations.
 Studying its operations helps understand its contribution to the
aviation industry, tourism, and trade.

Impact of Privatization

 With the acquisition of Air India by Tata Group, it is important to

analyze how privatization has influenced its financial
performance, service quality, and operational efficiency.
 The transition from a government-owned entity to a private entity
brings significant changes that need to be examined.

Financial Performance and Turnaround Strategies

 Air India has historically faced financial losses, and studying the
restructuring strategies, including cost-cutting measures, fleet
expansion, and revenue generation tactics, is crucial.
 Understanding whether the Tata Group’s management can turn
Air India into a profitable venture is an area of interest.

Contribution to India’s Economy and Employment

 Air India is a major employer in the aviation sector and

contributes to GDP through its operations.
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  Studying its role in job creation, skill development, and aviation
sector growth is significant.

1.4 OBJECTIVE OF THE STUDY

The objective of this study is to analyze the transformation of Air India,
particularly after its privatization and acquisition by the Tata Group. It
aims to evaluate the airline’s financial performance, operational
efficiency, and strategic initiatives undertaken to enhance its
profitability and sustainability. The study seeks to assess the impact of
privatization on service quality, customer satisfaction, and brand
perception while examining Air India’s competitive positioning in the
Indian aviation sector. Additionally, it aims to understand the airline’s
role in the Indian economy, focusing on its contributions to
employment, tourism, and international connectivity. The research also
intends to explore Air India’s fleet expansion, route network, and
technological advancements to determine how these factors influence
its overall growth. Furthermore, the study will analyze the effects of
government policies, regulatory frameworks, and market dynamics on
the airline’s operations. By identifying key challenges and
opportunities, the study aims to provide insights and recommendations
for Air India’s future expansion and sustainability in the highly
competitive global aviation industry.

1.5 LIMITATION
• Political Environment
Air India has faced several limitations in the political environment,
primarily due to historical government control and regulatory

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challenges. For decades, excessive government interference led to
inefficiencies in decision-making, route selection, and pricing strategies,
often prioritizing political interests over profitability. The delayed
privatization process further hampered its ability to operate
competitively, as frequent policy shifts created uncertainty in its long-
term planning. Furthermore, diplomatic relations and geopolitical
tensions affected its international operations, sometimes leading to
restrictions on air routes and higher operational costs. Although the
Tata Group’s acquisition of Air India has reduced direct political
interference, the airline still operates within a regulated environment
where policy decisions and global political factors continue to impact its
growth and competitiveness.

• Economic Environment
Air India faces several limitations in the economic environment that
impact its operational efficiency and profitability. High operational
costs, driven by rising fuel prices, expensive aircraft maintenance, and
airport fees, make it difficult to sustain competitive pricing. The airline
also struggled with a massive debt burden, exceeding ₹60,000 crore
before privatization, leading to frequent government bailouts and
financial instability. Intense competition from low-cost carriers like
IndiGo and SpiceJet, along with international airlines such as Emirates
and Qatar Airways, further pressures Air India to improve efficiency and
service quality. Macroeconomic factors like inflation, economic
slowdowns, and currency fluctuations also affect its cost structure and
revenue streams. Additionally, the airline has historically relied heavily
on government policies and subsidies, limiting its financial
independence.

•Social Environment

Air India faces several limitations in the social environment that impact
its reputation, customer satisfaction, and workforce management.
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Historically, the airline has struggled with a negative brand perception
due to inconsistent service quality, frequent delays, and outdated
aircraft interiors. Changing consumer preferences, especially among
younger travelers who prefer budget airlines like IndiGo and SpiceJet,
have further reduced its market appeal. Additionally, customer
expectations for high-quality service and seamless digital experiences
have increased, but Air India has lagged behind in adopting modern
customer service technologies.

•Technological Environment
Air India faces significant limitations in the technological environment,
which affect its efficiency and competitiveness. One of the major
challenges is its outdated IT infrastructure, with legacy booking systems
and reservation platforms that are prone to glitches, making it less
seamless compared to global airlines. The airline’s fleet also relies on
older aircraft models, which are less fuel-efficient and require frequent
maintenance, placing it behind competitors who have adopted newer,
more technologically advanced planes. Additionally, Air India’s digital
presence, including its website and mobile app, lags behind, offering a
less user-friendly experience than the streamlined digital interfaces of
other carriers. The airline has also been slow to embrace AI and
automation for things like personalized customer service and predictive
maintenance, which are widely used by competitors to enhance
operational efficiency. Furthermore, Air India faces cybersecurity risks,
having experienced data breaches in the past, which highlight the need
for better security measures.

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1.6 REASEARCH METHODOLOGY
RESEARCH DESIGN:-

TYPE OF RESEARCH
There are so many types of research but we mostly use i.e.

Exploratory Research

Descriptive Research

The design chosen for this project was “DESCRIPTIVE RESEARCH

DESIGN”. Which is used when the purpose of the research is to?

Describe the characteristics of the certain groups.

Estimate the proportion of the people in a specified population who

behave in a certain way.

Make specific predictions.

DATA COLLECTION
SECONDARY RESEARCH

The secondary data means the data which is available publicly and can
be used for the study. The data is secondary data and it is collected
from the financial statements, the annual report of the company, some
books and the website of the company.

For secondary data collection the research instruments are:

 Published material are on internet

 Annual report of Air India
 Reports and record

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 CHAPTER 2:
CONCEPTUAL
FRAMEWORK/NA
TIONAL/
INTERNATIONAL
SCENARIO

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2.1 Overview
MARKET STRUCTURE

Type of Market Structure: Oligopoly

 The airline industry in India is dominated by a few major players,
such as IndiGo, Air India, Vistara, SpiceJet, and Akasa Air.
 High entry barriers exist due to high capital requirements,
regulatory constraints, and airport slot limitations.
 Airlines engage in price competition but also differentiation
through service quality, network reach, and loyalty programs.

Key Features of Air India’s Market Structure

 Government Influence: Previously a government-owned airline,
Air India is now privately owned by Tata Group, giving it more
flexibility in operations and strategy.
 Product Differentiation: Competes with full-service and low-cost
airlines, offering premium services (business class, lounges, and
international routes).

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  Interdependence among Competitors: Pricing, flight schedules,
and routes are influenced by competitors like IndiGo and Vistara.
 Economies of Scale: Being a large airline, Air India benefits from
cost efficiencies in fleet management, maintenance, and
operations.

Market Position and Competition

 Domestic Market Share: Competes primarily with IndiGo (largest
market share), Vistara, SpiceJet, and Go First (now grounded).
 International Market Share: A strong presence in international
routes, especially in the US, UK, Middle East, and Europe, facing
competition from Emirates, Qatar Airways, and Singapore Airlines.
 Mergers & Acquisitions: The merger with Vistara (Tata Group +
Singapore Airlines joint venture) strengthens its position as a
premium airline.

Challenges in the Market

 Intense Price Competition: Low-cost carriers like IndiGo and

Akasa Air offer cheaper fares.
 Regulatory Compliance: Must adhere to government regulations,
fuel pricing policies, and safety norms.
 Customer Preferences: Growing demand for budget airlines over
full-service airlines.

Future Prospects
 Fleet Expansion: Air India is investing in new aircraft (Airbus &
Boeing orders) to enhance service quality and network reach.
 Strategic Partnerships: Star Alliance membership boosts its
global connectivity.

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  Digital and Service Upgrades: Enhancing in-flight experience and
loyalty programs to attract premium customers.

Entry Barriers-
Additionally, the stringent government regulations related to aviation
safety, licensing, and foreign ownership create further obstacles.
Another major challenge is airport slot availability, as prime slots at
key airports like Delhi, Mumbai, and Bengaluru are already occupied by
established airlines, limiting new entrants' access to profitable routes.
Economies of scale also play a crucial role, as larger airlines like Air
India benefit from cost advantages in operations, maintenance, and
fuel procurement, making it hard for smaller competitors to match
their pricing. Furthermore, brand recognition and customer loyalty
programs give Air India an edge, as passengers often prefer trusted and
established airlines over new entrants. The intense price competition
from low-cost carriers like IndiGo and SpiceJet further discourages new
players, as operating profitably in such a competitive environment is
challenging. Lastly, technological and service differentiation, such as
premium international services and alliances like Star Alliance, create
another barrier by making it harder for new entrants to offer
comparable services.

Firm is a price – setter

Air India, as a full-service airline, operates in an oligopolistic market,
where it has some degree of pricing power but is also influenced by
market competition. Unlike low-cost carriers that focus purely on price
competition, Air India differentiates itself through premium services,
international connectivity, and brand reputation, allowing it to act as a

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price setter in certain segments. With its merger with Vistara and
strategic expansion under Tata Group, Air India can influence ticket
pricing, especially in long-haul international routes and premium cabin
classes where competition is limited. However, in the domestic market,
it faces strong competition from low-cost airlines like IndiGo and Akasa
Air, requiring it to balance competitive pricing with service
differentiation. While Air India does not have absolute pricing power,
its strategic position, government ties, and network expansion enable it
to set prices within a competitive range rather than being a pure price
taker.

Long run profit > = 0

In the long run, Air India's profit is expected to be greater than or equal
to zero (≥ 0) due to its strategic advantages and market positioning. As
a part of the Tata Group, Air India benefits from strong financial
backing, operational synergies, and its ongoing merger with Vistara,
which enhances its market presence. The airline is focusing on fleet
modernization, service quality improvements, and expanding
international routes, all of which contribute to long-term revenue
growth. Additionally, as a full-service carrier with access to premium
customer segments and membership in Star Alliance, it has a
competitive edge in high-margin international travel. Despite
challenges like fuel price volatility and competition from low-cost
carriers, economies of scale, brand loyalty, and improved operational
efficiency will help Air India achieve at least zero or positive economic
profits in the long run. However, maintaining profitability will depend
on cost management, customer satisfaction, and effective competition
strategies.

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Page | 22
OPEN SKIES POLICY:-
Meaning:-
It means unrestricted access by any carrier into the sovereign territory
of a country without any written agreement specifying capacity , ports
of call or schedule of service.In other words an open skies policy would
allow the foreign airline of any country or ownership to land at any port
on any number of occasion & with unlimited seat capacity.

Need:-
In order to promote Travel & Tourism, India should adopt an open skies
policy. The current policy restricts the access of foreign airlines.As a
result potential tourist are not offered a choice of airline or seats when
travelling to india.The situation get worse during Holiday season when
it is difficult to get a seat either into the country or out of it.

MARKET OPPORTUNITIES:
 India’s aviation market is one of the fastest-growing in the world
due to increasing disposable incomes and rising middle-class
travelers.
 Increasing business and leisure travel between India and major
global destinations presents an opportunity to expand
international operations.
 Tata Group’s investment in Air India includes fleet modernization,
improving fuel efficiency and passenger experience.

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  Leveraging major hubs like Delhi, Mumbai, and Bengaluru to
connect domestic and international passengers efficiently.
 Enhancing in-flight experience, lounges, and loyalty programs
(Flying Returns) to compete with global airlines.
 Dedicated freighter services and partnerships with logistics
companies can increase revenue streams.
 Implementing AI-driven customer service, online booking
enhancements, and personalized travel experiences.
 Air India’s entry into the Star Alliance network allows it to
collaborate with international airlines for seamless connectivity.
 Investment in sustainable aviation fuel (SAF) and carbon offset
programs can attract environmentally conscious travelers.

BILATERAL TREATIES:-
Bilateral treaties play a crucial role in Air India’s international
operations by facilitating air service agreements between India and
other countries. These treaties, known as Bilateral Air Services
Agreements (BASAs), enable Air India to operate scheduled flights to
various international destinations, ensuring access to foreign markets
while promoting connectivity and trade. Under these agreements, both
countries negotiate the number of flights, routes, capacity, and
regulatory conditions, allowing Air India to expand its global presence.
Additionally, these treaties help in securing landing rights, traffic rights,
and code-sharing opportunities with foreign airlines, enhancing
passenger convenience and airline profitability. As India continues to
strengthen its global aviation partnerships, Air India benefits from
increased operational flexibility, route expansion, and enhanced
competitiveness in the international aviation market.

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Indian Bilateral Treaties

Air India operates international flights under India’s Bilateral Air

Services Agreements (BASAs), which the Indian government has signed
with over 100 countries. These agreements define the number of
flights, routes, and capacity that airlines from both countries can
operate. Key bilateral treaties include agreements with major aviation
markets such as the United States, United Kingdom, Canada, UAE,
Singapore, Germany, and Australia, allowing Air India to expand its
global reach. These treaties facilitate landing rights, traffic rights, and
code-sharing arrangements with international airlines, improving
connectivity for passengers. Additionally, India's Open Sky Agreements
with nations like the U.S., UK, and Japan provide Air India with
unrestricted access to these markets, enhancing its competitiveness.
With Tata Group’s revival plan, Air India is leveraging these treaties to
increase operations, launch new routes, and strengthen its
international network, aligning with India’s growing aviation and trade
ambitions.

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FACTOR INPUTS:
Air India fares are among the highest in the world. For instance, a
typical Delhi-Banglore round trip costs Rs 12,000 – the same as it would
from Delhi to Singapore.

Major Factor Influencing Price :-

Demand and Supply

 Higher demand (holiday seasons, festivals, weekends) leads to

higher prices.
 Lower demand (off-peak seasons, mid-week flights) results in
lower prices.

Fuel Costs.
 Aviation fuel prices are a major operational expense.
 Fluctuations in crude oil prices impact ticket prices.

Government Regulations and Taxes

 Airport charges, GST on airfare, and fuel taxes affect pricing.
 International routes may have additional regulatory costs.

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Competition
 Pricing strategies of competitors (IndiGo, Vistara, Emirates,
etc.) impact Air India's ticket prices.
 Budget airlines may force competitive pricing.

Loyalty Programs and Discounts

 Frequent flyer programs and credit card partnerships offer
discounts.
 Special deals for senior citizens, students, or corporate travelers
impact price variations.

PASSENGER TRAFFIC:

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Fiscal Year 2022-23: Air India carried approximately 18.5 million
passengers, marking a substantial recovery and growth compared to
previous years.

March 2024: Air India recorded an all-time high in international

passenger traffic to India, with 1,157,803 passengers, showcasing a
strong demand for its international services.

April 2024: Air India, including Air India Express, transported

approximately 3.47 million passengers, achieving a domestic market
share of 24.4%.

NATIONAL AND INTERNATIONAL SCENARIO

2.2 NATIONAL SCENARIO
Air India, India’s flagship carrier, has undergone significant
transformation in recent years, especially after its privatization. Since
its acquisition by the Tata Group in 2022, the airline has been focusing
on modernization, fleet expansion, and service enhancement to reclaim
its global reputation. The company has placed record-breaking aircraft
orders, revamped its customer service experience, and integrated AI-
driven solutions for operational efficiency. Domestically, Air India
competes with strong players like IndiGo and Vistara, while
internationally, it aims to expand its presence in key markets such as
North America, Europe, and the Middle East. The government’s
disinvestment of Air India marked a major shift in India’s aviation
policy, reflecting a broader push toward privatization and efficiency in
public enterprises. Despite challenges like high fuel costs and intense
competition, Air India’s renewed strategy under Tata’s leadership
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signals a promising future for the airline in India's evolving aviation
landscape.

2.3 INTERNATIONAL SCENERIO

Air India, India's flagship carrier, has undergone significant
transformation on the international stage, especially after its
acquisition by the Tata Group in 2022. The airline is aggressively
expanding its global footprint by modernizing its fleet, enhancing
service quality, and strengthening partnerships with international
carriers. With substantial aircraft orders from Boeing and Airbus, Air
India aims to compete with global aviation giants, particularly in the US,
Europe, and Middle East markets. The airline is also leveraging strategic
alliances through Star Alliance to improve connectivity and operational
efficiency. However, challenges such as intense competition from
Middle Eastern airlines, fluctuating fuel prices, and regulatory
complexities continue to shape its global positioning. Under Tata’s
leadership, Air India is striving to re-establish itself as a world-class
airline, focusing on customer experience, punctuality, and network
expansion.

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 CHAPTER 3:
PRESENTATION,
ANALYSIS AND
FINDINGS

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 COMPANY PROFILE

AIR INDIA
Founded October 15, 1932
Commenced operations October 15, 1953
Hubs Indira Gandhi International Airport (DEL) –
New Delhi (Main Hub)
Chhatrapati Shivaji Maharaj International
Airport (BOM) – Mumbai (Secondary Hub)
Frequent Flyer Program Flying Returns
Airport lounge Maharajah Lounge
Subsidiaries Air India Express
AIX Connect (formerly AirAsia India)
Air India SATS (AISATS)
Fleet Size 200 aircraft
Destinations 45 cities across India
43 international
Company slogan Air India – Truly Indian
Headquarters Air India Building, Nariman Point, Mumbai,
Maharashtra, India

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Key People Natarajan Chandrasekaran – Chairman of Tata
Group
Campbell Wilson – CEO & Managing Director
of Air India
Sandeep Verma – Chief Financial Officer (CFO)
of Air India.
Revenue ₹51,365 crore
Profit ₹21,365 crore
Employees 18,000 people

NET PROFIT OF JET AIRWAYS IN CRORE

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 OPERATING PROFIT OF JET AIRWAYS

MAJOR LOSS RESULTING FACTORS:

Rising Fuel Prices
Air India, like other carriers, faced immense pressure when crude oil
prices spiked, as it directly impacted their fuel costs. The airline
struggled to absorb these price increases due to its already strained
financial position. Fluctuating fuel prices made it difficult for Air India to
maintain consistent pricing for tickets, leading to reduced profitability.
In times of rising oil prices, Air India was also unable to pass the full cost
onto passengers due to intense competition from low-cost carriers and
international airlines. As a result, rising fuel prices not only hurt Air
India's bottom line but also exacerbated its existing operational
inefficiencies, further deepening its financial troubles.

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Congestion
Congestion in Air India has been a significant issue, particularly due to
its aging fleet and inefficient operations. The airline often faces
overcrowded flights, especially on popular domestic and international
routes. The root cause of this congestion lies in limited aircraft
availability, as Air India's fleet has struggled to keep up with demand
and modern standards, leading to frequent delays and cancellations.
Additionally, the airline's schedule planning and route management
have contributed to inefficiencies, further aggravating the situation.
Coupled with overstaffing and operational mismanagement, these
issues have impacted passenger experience, causing frustration among
travelers. The congestion also extends to check-in counters and
baggage handling, creating a ripple effect that affects the overall travel
experience.

High Airport (aeronautical) Charges

High airport (aeronautical) charges have been one of the significant
factors contributing to Air India's financial challenges. These charges,
which include landing fees, parking fees, ground handling costs, and
other operational expenses levied by airports, have often been on the
higher side, especially at major international airports where Air India
operates. As a state-owned carrier, Air India has not always had the
same level of negotiating power as private carriers when it comes to
reducing such fees, which has put additional pressure on its cost
structure. The high aeronautical charges are particularly burdensome
for Air India given its already strained financial position, aging fleet, and
the competition from private airlines that can operate more cost-
effectively.

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Substitutes Availability
Indian Railways:
With the emergence of the Low Cost Carriers (LCC), the passengers who
would have traveled in I / II class AC via rail considered the option of
LCCs advantageous owing to marginal cost difference as compared to
the rail travel. The Indian Railways took few measures to compete with
LCC and to retain and improve its position and passenger base namely,

 Faster trains between short to medium distances

 Improving connectivity & maintaining on-time schedules
 Introducing entertainment amenities
 Re-structuring the rail fares
 Providing a reliable e-ticketing facility
 Improving the overall quality of services offered.

Given the provision of such improved rail facilities and with the recent
increase in air fares, the price conscious passengers who would have
weighed the option of traveling in a LCC are again opting for rail travel.

Cut-throat Competition faced by Premium Airlines on their

Pricing
The arrivals of LCCs lead to wearing down the market share of the
premium airlines. To moderate the decline in market share, the
premium airlines were forced to reduce their fares and this in the long
run lead to a pricing war amongst the airlines with the single objective
of increasing their market share. Thus, it was a lose-lose situation to all
concerned and bleeded the air carriers.

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FDI in Aviation: Feasibility and Impact
Analysis for various stakeholders

Foreign Direct Investment (FDI) in the aviation sector, particularly in a

national carrier like Air India, can have significant implications for
various stakeholders. For the government, FDI brings much-needed
capital, potentially easing the financial burdens of state-owned airlines
while enhancing the airline's global competitiveness. The infusion of
foreign investment can also stimulate the aviation sector's growth,
benefiting infrastructure development, job creation, and regional
connectivity.

For Air India, FDI offers a chance for modernization, better

management practices, and improved customer service due to the
expertise and technology that foreign investors bring. This can lead to
enhanced operational efficiency and a stronger market position
domestically and internationally. However, such a shift may also lead to
concerns about the loss of national control and autonomy over key
decisions, particularly in strategic matters like route allocation and
service standards.

For employees, the impact can be twofold. On one hand, foreign

investment may result in enhanced job security, training, and career
opportunities, thanks to the improved financial health and professional
expertise of the company. On the other hand, there might be
restructuring, changes in organizational culture, or a shift in
management priorities, which could lead to uncertainty or job
displacements.

For consumers, the benefits of FDI include potentially better service

quality, lower fares, and expanded international connectivity. However,
the consolidation of market power due to foreign control may also

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reduce competitive pressures, leading to higher fares or fewer choices
in the long term.

In conclusion, while FDI in Air India could drive growth and efficiency, it
requires careful consideration of its social, economic, and cultural
impact to balance the interests of all stakeholders.

Factors that are not in favor of investments.

 Financial Instability: Air India has faced long-standing financial
challenges, including high debt and losses, which can make it a
risky investment for potential stakeholders.
 Operational Inefficiencies: The airline has struggled with
inefficiencies in operations, including outdated fleets, poor
maintenance, and underutilized resources, which could deter
investors looking for profitable returns.
 Government Control and Bureaucracy: As a state-owned entity,
Air India’s decision-making processes are often slowed down by
government policies, bureaucratic red tape, and regulatory
constraints, potentially hindering the agility required by
investors.
 Competition from Private Airlines: The growing competition
from well-established private airlines like IndiGo, SpiceJet, and
others, which offer more efficient and cost-effective services, can
make it harder for Air India to attract investment.
 Management Challenges: Frequent leadership changes and a
lack of consistent management vision have plagued Air India,
creating uncertainty about its future performance and direction.

Factors that support investments

 Government Support: As a state-owned carrier, Air India has the
backing of the Indian government, which can provide financial

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 support, policy guidance, and regulatory advantages, making it
more stable for investors.
 Market Potential: India’s growing aviation market, with increasing
demand for both domestic and international travel, offers
substantial growth potential for Air India to expand its market
share and improve profitability.
 National Carrier Status: As the national airline, Air India holds a
strategic position in the country’s aviation sector, benefiting from
brand recognition and a loyal customer base.
 Global Connectivity: Air India has a wide network of international
routes, providing investors with access to a global market and
increased opportunities for expansion, especially in high-demand
international sectors.
 Fleet Modernization: The airline is in the process of upgrading
and expanding its fleet, with newer aircraft offering improved fuel
efficiency, reduced maintenance costs, and better passenger
experience, which can attract investment.
 Privatization Potential: The Indian government has been
exploring options to privatize Air India, which may lead to better
management, efficiency, and an improved financial outlook,
making it an attractive investment opportunity.

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 SWOT Analysis of Air India

Strengths: Weaknesses:
 Strong Brand Recognition  High Operational Costs
 Extensive Global Network  Poor Financial Health
 Government Backing  Aging Fleet
 Large Fleet Size  Service Quality Concerns
 Hub Connectivity  Employee-Related Challenges
 Recent Privatization & Tata
Group Ownership

Opportunities: Threats:
 Market Growth in India  Intense Competition
 Fleet Modernization  Fluctuating Fuel Prices
 Strategic Alliances &  Regulatory Challenges
Partnerships  Economic Slowdowns
 Improved Customer  Customer Perception
Experience
 Expansion of Cargo
Operations

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 Recent Initiatives and Developments
Recent initiatives and developments at Air India have been focused on
revitalization and expansion following its acquisition by the Tata Group
in 2021. One of the most significant changes is the airline's ongoing
fleet modernization with a massive order of 470 aircraft from Airbus
and Boeing, aimed at enhancing its domestic and international
operations. The airline is also undergoing a digital transformation,
improving customer service, online booking systems, and in-flight
entertainment. Additionally, Air India is expanding its global footprint
with more routes to the US, UK, and Middle East, aiming to capture a
larger share of the international aviation market. The airline's focus on
premium services has led to upgrades in business class offerings and
airport lounge facilities. Air India has also been strengthening its
partnerships, with Singapore Airlines owning a stake in the merged
entity of Air India and Vistara, further boosting its global
competitiveness. Furthermore, the airline is working on sustainability
initiatives such as investing in more fuel-efficient aircraft to align with
green aviation standards.

Some major initiatives undertaken by the government

are
The government of India has undertaken several major initiatives to
support and strengthen the civil aviation sector, particularly to boost
the growth of Air India and the broader aviation ecosystem. One of the
key initiatives is the Regional Connectivity Scheme (UDAN), which aims

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to make air travel affordable and increase connectivity to underserved
and remote areas, benefiting Air India's regional expansion. Another
significant step is the privatization of Air India in 2021, where the
government transferred ownership to the Tata Group, addressing the
airline's mounting debt and operational inefficiencies while paving the
way for its revitalization. The government has also encouraged foreign
direct investment (FDI) in the sector, allowing up to 49% foreign
investment in domestic airlines, which has helped attract global
partners and investors. In addition, the government has been focusing
on the modernization of airport infrastructure, enhancing existing
facilities and building new ones to accommodate growing air traffic.
With initiatives aimed at sustainable aviation such as promoting the
use of green fuels and eco-friendly aircraft, the government is aligning
with global environmental standards.

REASONS TO INVEST

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