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Day 1: 10 June 2008 Tuesday
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8am | Registration and coffee
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8.50am | Chairman’s opening remarks
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| UNDERSTANDING THE REGULATORY DEVELOPMENTS AND ISSUES AFFECTING INDIA’S DYNAMIC AVIATION MARKET
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9am | 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 regulation policies, increased privatization 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
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9.30am | Regulators & airlines panel discussion: The road map governing India’s aviation industry for the next 5 years
The Ministry Civil aviation, the Airport Authority of India, the Planning Commission and the 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’s aviation 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
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| | VK Kalra, Executive Director, Airports Authority of India
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10.15am | Morning refreshment
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| CEO EXECUTIVE INTERVIEWS: THE AVIATION LEADERSHIP CHALLENGE
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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.
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10.45am | 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.
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11.30am | 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
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12.15pm | Networking lunch sponsored by Radixx
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1.30pm | Driving India Aviation Growth through OEMRO Partnership
- Supporting the growth of India aviation industry
- Bringing 80 years of experience to deliver value today
- Offering industry leading products and services
- Developing the engine for the next generation aircraft today
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| | Gregory (Greg) Gernhardt, Vice President of Pratt & Whitney Commercial Engines & Services, Asia/Pacific., Pratt and Whitney
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| ACHIEVING REVENUE MANAGEMENT FOR YIELD MAXIMISATION |
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1.50pm | Panel: Crafting the right revenue management strategies to achieve maximum yield and profitability
The difference between full service airlines & 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
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| | P K Gupta, Executive Director-Sales & Mktg, Passenger SBU, Air India, Air India Urs Weiss, Director, Head of Revenue Management & Pricing, Swiss International Airlines
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2.35pm | 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 an 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
- Maximizing one’s yield through effective inventory control to maximize seat factor and profitability
- Understanding how full cost airlines can compete with low cost airlines by adopting the right mix-fare strategies
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3.05pm | Speed Networking
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3.35pm | Afternoon refreshments
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| ACHIEVING AIRLINE OPERATIONAL EXCELLENCE WITH ADVANCED INFORMATION |
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4.05pm | 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: Business Intelligence and SoA
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4.25pm | Panel: 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.
- Capitalizing on information and optimization solutions to improve airline efficiency
- Improving your on-line reservation systems to optimize channel management
- Sharing on the role of IT in ensuring smooth flight operations safety and quality
- Leveraging online marketing technology to help airlines achieve operation efficacy
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| | Rick Ellerbrock, Enterprise Solution Strategist, Jeppesen Commercial and Military Aviation
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| MAXIMISING ANCILLARY REVENUE AND INNOVATING TRAVEL DISTRIBUTION |
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5.10pm | 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 utilizing 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
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| ASSESSING THE INVESTMENT OUTLOOK IN INDIA |
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5.50pm | Indian Aviation at a Crossroads
- Understanding the crisis faced by Indian aviation today
- How we got here, and how we should move ahead
- The need for fundamental reform of the local and global industry
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6.10pm | Case study presentation on Changi Airport International: Leveraging on the new investment opportunities arising from India’s recent Merchant Airport Program
Change Airport International (CAI) is partnering Bengal Aerotropolis Projects Ltd for the proposed Durgapur Aerotropolis - the first private Aereotropolis in India under the newly introduced Merchant Airport Program. This has paved the way for fully privatized airports in India that are 100% owned by private developers. This session will explore CAI’s overall experience when investing in India’s airports.
- Giving an overview on CAI’s investment projects in India
- Sharing an investor’s perspective on the new opportunities arising from the Merchant Airport Program
- Giving an update on CAI’s vision and upcoming expansion plans into India
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6.40pm | Close of conference
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6.50pm | Networking cocktail and dinner
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Day 2: 11 June 2008 Wednesday
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8.50am | Chairman’s opening remarks
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| | Rick Ellerbrock, Enterprise Solution Strategist, Jeppesen Commercial and Military Aviation
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| GAINING AN INSIGHT ON THE LATEST AIRPORT DEVELOPMENTS IN INDIA |
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9am | Keynote: Mapping out new government initiatives to modernise India’s airport networks
The Airport 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 privatization 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
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| | VK Kalra, Executive Director, Airports Authority of India
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9.30am | Case study on Mumbai International Airport: Developing new innovations to achieve first class standards
The annual passenger traffic at Mumbai International Airport is expected to reach 28 million by 2010 from 17.5 million passengers in 2005-06. As part of its commitment to provide a world-class airport to the city of Mumbai, MIAL has initiated efforts to create a technology driven business environment and is poised to become a transit hub for South East Asia. At the same time, the Mumbai airport is severe space-constrained where outdated airport facilities and unauthorised encroachments take up all the available space. Development of new facilities will have to be done within and on top of existing facilities while maintaining operations and minimising disruptions. This session will explore Mumbai International Airport’s growth strategy and how they addressed some of some of the issues listed above.
- Comparing Mumbai International Airports and other existing airport business models in India and how each can help address the issue of airport inadequacy in India
- Giving an update on Mumbai International Airport’s infrastructural developments to address the problem of air traffic and land congestion faced by airlines
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10am | Morning refreshments
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10.30am | Airport Operators Panel: Managing airport inadequacies in India to accelerate the industry’s growth
The outlook for India airport development has never been more dynamic and exciting. Some recent developments include the introduction of the Airport Merchant Program, the possibility of 100% privatised airports in India, the debate on allocation of military air space to commercial airlines to alleviate the problem of air traffic congestion in India. 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
- Discussing the latest private-public-partnerships and projects and new Merchant Airport program 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 model in Asia
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| | Kapil Kaul, CEO, India and Middle East, Centre for Asia Aviation VK Kalra, Executive Director, Airports Authority of India Anna Roy, Director, Ministry of Civil Aviation
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11.15am | Hyderabad International Airport: India's first world class green field airport.
This session will provide an insight on Hyderbad International Airport’s perspectives on the recent airport developments in India and explore Hyderbad International Airport’s growth strategy to develop into a world class airport.
- Giving an update on Hyderbad International Airport’s infrastructural development and future expansion plans
- Developing a new breed of business models for airports in India that can drive bottom line success
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| SECURING AVIATION FINANCING & LEASING FOR AIRLINES |
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11.45am | Financial 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
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12.30pm | Networking lunch
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| DEVELOPING SUSTAINABLE AIRLINE BUSINESS MODELS |
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1.30pm | CEO Executive interview: 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
- Expanding Jetlite’s market footprint to make greater inroads into the India and middle east aviation markets
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2pm | Innovation lessons from Go Air CEO: Taking Go Air from good to great
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2.30pm | 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
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3pm | Afternoon refreshments
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3.30pm | 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 (low-cost carriers) were the buzzword, Paramount went for a full-service, 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
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| | Suresh Nair, Vice President of Commerical Operations, Paramount Airways
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4pm | International and domestic airline panel: Assessing the airline opportunities and challenges in dynamic India
The evolving role of the India aviation market has impacted the global aviation landscape in changing new ways, presenting a host of opportunities as well as challenges for both domestic and international players who have a stake in the India aviation market. This session will provide insights on the changing role of Indian airlines both full service and LCC in the global aviation market. It will also discuss the potential opportunities and challenges that India- the world's fastest growing aviation market present for both domestic and international airlines, full service and low cost carriers.
- Leveraging on the opportunities that the dynamic India aviation market may behold for both international and domestic LCC and full service carriers
- Outlining the market potential, constraints and challenges faced when operating an airline in India
- Understanding how international airlines can leverage on India as a transit hub for the whole of South-East Asia when expanding their international routes
- Creating the optimal growth strategy to successfully differentiate oneself from local and international competition
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| | Suresh Nair, Vice President of Commerical Operations, Paramount Airways
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4.45pm | Close of conference
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