|
Day 1: 10 June 2008 Tuesday
|
08.50 | Organiser’s welcome remarks
|
| UNDERSTANDING THE REGULATORY DEVELOPMENTS AND ISSUES
AFFECTING INDIA’S DYNAMIC AVIATION MARKET |
|
09.00 | Keynote: Implementing new government initiatives to develop India’s potential as the world’s fastest growing aviation market
India’s dynamic aviation market is being redefined by changing regulatory policies, increased privatisation of airports and growing infrastructural developments.
- Providing an update on regulatory developments pertaining to open skies policies and intra-regional liberations
- Mapping out the Civil Aviation’s new initiatives to encourage airlines to take up new international routes
- Addressing the concerns related to foreign ownership, international rights and bilateral agreement to encourage greater participation from foreign airlines
|
| |
|
09.30 | Regulators & airlines panel discussion: The roadmap governing India’s aviation industry for the next 5 years
The Ministry Civil aviation, Airports Authority of India, the Planning Commission and Ministry of Finance are the leading regulatory authorities that often come together to make joint decisions on the policies and regulations affecting India’s aviation industry.
- Emerging government initiatives that aim to propel India’saviation market to greater heights
- Outlining India’s recent collaboration with regional regulators to create a more liberal aviation market
- Evaluating the possibility of establishing airport cities in India to drive the growth of India’s aviation market
- Understanding how leading regulators and airlines can collaborate to steer the India’s aviation industry towards sustainable profitability
|
| | VK Kalra, Executive Director, Airports Authority of India
|
10.15 | Morning refreshment
|
| CEO EXECUTIVE INTERVIEWS: THE AVIATION LEADERSHIP
CHALLENGE |
|
10.45 | CEO Executive interview: Understanding the evolving business models in India to build Kingfisher & Deccan into India’s world class airline
India’s volatile aviation industry has gone through a series of merger and acquisition in recent years. With the current merger, the three major groupings in India namely, Air Deccan/ Kingfisher, Air India/Indian and Jet Airways/Sahara now control about 83% of the domestic market. After the dust has settled, many airlines in India that have merged are faced with the challenge of creating a new business model that can seamlessly integrate two distinctively different corporate entities.
Some questions that may be covered at this session include:
- Integrating the Kingfisher and Deccan brand to create the necessary synergies for improved cost performance
- Creating an innovative “hybrid” business model that enables Kingfisher to offer both the lowest and highest fare in the market
- Identifying profitable new routes for both Kingfisher and Deccan to drive the Group’s bottom line success
- Deciding how a full service carrier and low cost carrier should best merge while preserving their own business model and culture to become one world class airline.
|
| |
|
11.30 | CEO Executive interview: Etihad’s growth story in India
Understanding the role of Middle East airlines in serving the US/Europe and India market
- Capitalising on new opportunities arising from the further opening of air links between UAE and India
- Addressing the challenges faced when tackling issues pertaining to foreign ownership and bilateral agreements
- Giving an update on Etihad’s vision and upcoming expansion plans into India
|
| |
|
12.20 | Networking lunch sponsored by Radixx
|
13.10 | Pratt & Whitney Client Case Study
|
| REVENUE MANAGEMENT FOR YIELD MAXIMISATION |
|
13.30 | Crafting the right revenue management strategies to achieve maximum yield and profitability
The difference between full service airlines and low cost carriers is slowly diminishing. Full service airlines are offering long haul services at low fares to compete with low cost carrier, especially during the peak seasons. Forecasting the right number of seats
(inventory) at the right prices to appeal to different customer segment and “cream the market” are critical for optimal revenue management.
- Overcoming challenges of balancing between setting optimal selling price versus accurate forecasting customers’ demand
- Maximising one’s yield through effective inventory control and creating an optimal pricing structure
- Achieving high seat factor without losing substantial profitability in the face of stiff price competition from low cost and full service carriers
- Aligning revenue management strategy with innovative marketing to encourage customers to forward buy
|
| | Urs Weiss, Director, Head of Revenue Management & Pricing, Swiss International Airlines P K Gupta, Executive Director-Sales & Mktg, Passenger SBU, Air India, Air India
|
14.15 | Jet Airways’ revenue management strategy: Developing new
value propositions for the passenger market in face of stiffening competition
This session will give an update on Jet Airway’s growth strategy in India, Asia and Europe. Gain insight on how Jet Airways navigated through the challenges of operating an airline in India and work
towards optimal revenue management
- Understanding how Jet Airways structured its pricing strategy to effectively target different customer segments
- Maximising one’s yield through effective inventory control to maximise seat factor and profitability
- Understanding how full service airlines can compete with low cost airlines by adopting the right mix-fare strategies
|
| |
|
14.40 | Speed Networking
|
15.10 | Afternoon refreshments
|
| ACHIEVING AIRLINE OPERATIONAL EXCELLENCE WITH ADVANCED INFORMATION |
|
15.40 | Customer Focused Enterprise: The airline of the future
- Understanding the complexity and importance of consistent passenger experience and CRM in airlines
- Developing an integrated approach to understanding customer needs - IBM point of view
- Gaining a new perspective on key aspects of CRM in the airline of the future
- Understanding the importance of change management and organizational transformation
- Leveraging on key technology enablers in CFE: BusinessIntelligence and SoA
|
| |
|
16.00 | Leveraging technological enablers to boost the efficiency of airline systems and business processes
- Creating the optimal IT infrastructure design by selecting the right IT solution mix
- Capitalising on information and optimisation solutions to improve airline efficiency
- Improving your on-line reservation systems to optimise channel management
|
| |
|
|
MAXIMISING ANCILLARY REVENUE AND INNOVATING TRAVEL
DISTRIBUTION |
|
16.45 | Spicejet’s success story: Creating an effective on-line
distribution strategy to boost revenue streams via the internet
In India, broadband penetration rate is low, risk of online fraud is high and only a small proportion of the total population has access to the internet. Despite all these challenges, more than 90% of Spicejet’s revenue is generated from online bookings and through credit card transactions. This session will examine how Spicejet managed to overcome the challenges of utilising the internet as an important on-line distribution channel for ticket sales in India.
- Understanding the underlying factors that may prevent Indian consumers from buying travel products online to manage the challenges that e-commerce in India may present.
- Examining the role of IT in Indian airlines to overcome the fraud challenge arising from credit card transactions
- Partnering with online travel portals, security vendors and service providers to offer new services and increase Spicejet’s customer reach
|
| |
|
17.10 | Collaborating with the tourism industry to achieve ancillary revenue maximization
In India, ancillary revenues represent an alternative revenue stream that has been underutilised. Airlines have evaluated a whole myriad of non ticket revenue sources to increase airline revenues such as online booking, ticket-related charges, check-in and seat
selection, checked baggage and on-board sales.
- Exploring innovative ways to boost ancillary revenues beyond online check in, priority boarding, lounge access and free baggage entitlement – what else can be done?
- Exploring new means of generating in-flight advertising to boost non-ticket revenues
- Mapping out a lucrative win-win arrangement with service providers and hotels to improve non-core airline service quality
|
| |
|
17.35 | Close of conference
|
18.00 | Post conference Aviation Investor Forum & Dinner
|
|
Day 2: 11 June 2008 Wednesday
|
08.50 | Organiser’s welcome remarks
|
| GAINING AN INSIGHT ON THE LATEST AIRPORT DEVELOPMENTS IN INDIA |
|
09.00 | Mapping out new government initiatives to modernise India’s airport networks
The Airports Authority of India (AAI) manages a total of 122 airports in the country, which include11 international airports, 94 domestic airports and 28 civil enclaves. Effective management of the metro
and non metro airports for tighter collaboration will be crucial for the future growth of India’s aviation market.
- Discussing the successful privatisation of India’s airports to achieve world class standards
- Exploring the use of military airports to address India’s challenge of having too few airports and a growing number of airlines
- Giving an update on regulatory developments affecting airspace
management to alleviate the issue of congested airspace in India
- Outlining the roadmap for developing metro and non metro airport for the next 10 years
|
| | VK Kalra, Executive Director, Airports Authority of India
|
09.30 | Bangalore International Airport: The Route to First Class
The new international airport at Bangalore will open for public service on 2 April 2008. Positioned as a transit hub for the whole of South-East Asia, the Bangalore International Airport’s stated aim is to be as efficient and functional as the Zurich airport in
Europe, said to be the most efficient airport in that region.
- Giving an update on Bangalore airport’s infrastructural development focusing on growing the retail, food and beverage outlets around the airport and the improved efficiency it can bring to airlines flying to India
- Comparing Bangalore and Hyderabad International Airports and their roles in addressing the issue of airport inadequacy in India
- Developing a new breed of business models for airports in India that can drive bottom line success
- Evaluating the need for a new breed of airports designed to cater specifically to LCCs
|
| | Albert Brunner, Chief Executive Officer, Bangalore International Airport
|
10.00 | Morning refreshments
|
10.30 | Airport Operators Panel: Managing airport inadequacies in
India to accelerate the industry’s growth
Inadequate airport facilities are some of the major challenges faced by the India aviation market. With a 10% increase in flights per year, military bases have begun taking civilian planes. This session explores the supporting role that India’s airports must play to help alleviate some of these challenges faced by India’s aviation market.
- Uncovering the latest operational issues faced by Indian airports and the contingency plans used to ensure smooth business continuity
- Getting an update on what are the latest private-publicpartnerships and projects that are being undertaken in India
- Gaining an update on what are the maintenance bases and line station doing to support the growth of aviation in India?
- Understanding the role of technology in propelling airports into first class status.
- Discussing the latest trends in airport business models in Asia
|
| | VK Kalra, Executive Director, Airports Authority of India Albert Brunner, Chief Executive Officer, Bangalore International Airport Anna Roy, Director, Ministry of Civil Aviation Diegon Rincon, Director of Planning and Design, Mumbai International Airport Mr S Bharath, Managing Director, Cochin International Airport Limited
|
| SECURING AVIATION FINANCING & LEASING FOR AIRLINES |
|
11.15 | Overcoming the key challenges faced in aircraft financing and leasing: a carrier perspective.
- Exploring the use of innovative leases to finance aircraft purchase
- Striking a balance between the cost and benefits of fleet expansion when deciding on buy-or-lease decisions
- Creating the blueprint for a successful fleet expansion strategy
|
| |
|
11.45 | Chief Financial Officer Panel: Exploring the use of innovative leases to enjoy very competitively priced financing for aircrafts purchases
- Evaluating India’s leasing market - what are the recent trends and developments?
- Understanding how India’s export credit rules will affect airlines and lenders?
- Finding the right combination of asset lending and credit to achieve the optimal finance mix
- Exploring the use of hedging to cushion the impact of high oil prices
|
| | Osman Oureshi, Managing Director of Industrial Verticals, Istithmar World Capital
|
12.00 | Networking lunch
|
| DEVELOPING SUSTAINABLE AIRLINE BUSINESS MODELS |
|
13.30 | Executive leadership interview: New JetLite CEO, Maunu von Lueders.
Changes at JetLite’s helm: Reinventing business model innovation through new leadership
Jet Airways India Ltd has recently appointed Maunu von Lueders, a Finnish national, as the new CEO of its low-cost carrier Jet Lite (India) Ltd, a wholly owned subsidiary of Jet Airways (India). This interview session with Maunu von Lueders will provide an insight into JetLite’s new business model innovations and future expansion strategies under the new leadership. JetLite, the low-fare subsidiary of India’s private airline Jet Airways, is planning to launch operations to the Middle East by the middle of this year. Some questions that may be covered at this session include:
- Innovation lessons in aviation from new Jetlite CEO: Moving from Scandinavia to India
- Jetlite’s spreading wings: Expanding Jetlite’s market footprint to make greater inroads into middle east aviation market space international network
|
| |
|
14.00 | CEO Executive Interview: Go Air CEO
|
| |
|
14.30 | Creating the blue print for a profitable point-to-point long haul low cost carrier
With a rapid growth in new middle class consumers across Southeast Asia, China and India, there is huge market potential in offering long-haul travel to this group of consumers who have disposable income for the first time. Critics of the low-cost long haul model felt that LCCs adopting this approach may not be able to enjoy the same cost savngs in the short-haul model. Today, we see long cost long haul as a growing trend and the next frontier for LCCs. This session aims to give an update on how the stand-alone opportunity for low cost long haul can be best capitalized.
- Addressing the challenges in ensuring successful execution of the low cost long haul strategy to achieve operational maximization
- Leveraging on effective “un-bundling” the long-haul air travel product to keep the cost structure as effective as the short haul low-cost model
- Evaluating on whether the low cost long haul model can work in India
|
| |
|
15.00 | Afternoon refreshments
|
15.30 | Case study presentation: Creating a profitable and unique airline business model
Paramount Airways is a full-service airline that has been modeled along the lines of an LCC. In some cases it has been more aggressive than others when attacking costs. When LCCs (lowcost carriers) were the buzzword, Paramount went for a fullservice, business class airline. This session evaluates Paramount’s unusual approach to just serve the southern region in India, adopt cost cutting measures like a LCC but offers full services.
- Developing a winning formula to simultaneously improve load factor and average revenue per customer
- Adopting aggressive cost cutting measures to break even and achieve sustainable financial growth
- Partnering with airlines and hotels to alleviate the problem of high hotel room rates in India and improve ancillary revenues
|
| |
|
16.00 | International and domestic airline panel: Evaluating the evolving role of India’s aviation industry in the global aviation market
The strategic geographic location of southeast Asia allows southeast Asia carriers to serve 2 increasingly important aviation markets – China and India. China is known to have relatively better infrastructure compared to India while India represents the world’s fastest growing aviation industry. The Middle East aviation market in comparison to India is more lucrative though smaller in terms of customer size and air traffic volume. This session will provide insights on what are the potential opportunities and challenges that India- the world’s fastest growing aviation market present for both domestic and international airlines.
- Leveraging on the opportunities that the dynamic India’s aviation market may behold for international
- LCCs and full service airlines
- Exploring the evolving role of Indian airlines both full service and LCC in the global aviation market
- Sharing the experience of securing the necessary traffic rights to achieve optimal network development for airlines
- Understanding how international airlines can leverage on India as a transit hub for the whole of South-East Asia when expanding their international routes
- Giving an update on what are some of the international airlines’ vision and upcoming expansion plans into the India aviation market
|
| | Rosalynn Tay, Chief Commercial and Marketing Officer, Tiger Airways
|
16.45 | Close of conference. See you in 2009!
|
|
Post conference Aviation Investor Forum & Dinner
|
17.45 | Cocktail
|
18.30 | Panel discussion: Discussing the evolving aviation value chain in India and its impact on investment opportunities in India
Indian aviation has been transformed in the last 5 years and the current government has shown exceptional leadership and vision to date in supporting the growth of the sector. But in 2008, as annual airline industry losses are expected to have mounted to in excess of US$700 million, a key point for discussion will be airline viability in the current environment. This is critical for the entire aviation value chain and for the investment that will take place in the sector, not just in airlines, but also airports, ancillary services and the wider tourism industry. This forum will debate the measures that can be taken by government and industry to address this unsustainable scenario. Other key issue for discussion will relate to the regulatory environment. Last year’s CAPA Investor Poll revealed that key issue which inhibited investor interest in Indian aviation was the absence of a simple, predictable and transparent policy and regulatory structure, which made it difficult to forecast revenue streams and potential returns. The forum will review the progress that has been made on this front in the last 12 months, with a particular focus on the airport and ancillary services sectors.
- Debating on the measures that can be taken by government and industry to ensure airline viability in India’s dynamic and competitive environment
- Addressing the need for a simpler, predictable and transparent policy and regulatory structure to encourage foreign investment in India’s aviation sector
- Sharing the latest developments within the airline, airport, ancillary service sectors and tourism industry and its impact on the entire aviation value chain
|
20.30 | Networking dinner
|
