As – is state• Vast and complex Ocean Freight Industry.• Top shipping lines prefer their own establishments.• Agency business opportunity depends upon the business model adopted by the line.• Major ports being owned by Govt. of India.• Ports development and terminal operations is outsourced at some ports.

Analysis•New shipping lines entering the market prefer the Liner Agent route.•Choice of Agents is done on the basis of specific parameters.•For India’s 12 major ports, total traffic increased 10.3% during FY2006.•Commodities at Major Ports: 2005-06

Root Cause•Huge volumes of trade in shipping.•Liner Agent business in shipping requires specialized work force, proven track record.•Port development and handling is highly capital intensive.

Recommendations•IGAT can look forward to the Agency business for Liners, leveraging upon its position as an airline GSA.• Port Operation and Port Development emerge as a different business opportunity.

Project Title: Feasibility study of representing sea freight in India

Name: Aakash Jain 4Q Analysis Sheet

Iron Ore20%

POL33%Others

16%

Coal14%

Containers14%

Fertilizers3%

Project Title : Statutory compliances applicable to IGE Name: Alok Kumar 4Q Analysis Sheet

As – is state• Prima facie it seemed that all the statutory

compliances were there.

Analysis• No registration under Contract Labour (Regulation &

abolition) Act.• Non filing of returns, No display of notices, Registers &

Records were not properly maintained in labour related laws.

• Leave Policy of the company differs from the Act.• Non filing of Softex forms & returns under STPI.• Late filing of Forms under the Companies Act.

Root cause• Communication gaps • Non fixation of responsibility [contract labour

(regulation & abolition) Act].• Non availability of checklist.

Recommendations• Fixing of specific job responsibilities.• Preparation of checklists to streamline the internal

process.• Steps should be taken to make MIS reporting

mandatory for all the departments of the company.

As – is state• Traditional decentralized Reservation & Ticketing system for IGAT Airlines.

Analysis•Productivity/utilization of reservation & ticketing staff is around 66%.•Cost of underutilized staff is 20 million rupees per annum.•About 85% of callers are travel agents.

Root Cause•Traditional decentralized system’s shortcomings.•No defined method to measure productivity and performance of reservation & ticketing department.•Travel agents are still the main channel to sell air tickets in India.•Sales team probably need better coordination with travel agents to pass on basic key information on time .

Recommendations• A contact center is required to improve operating efficiencies and create value for our customers.

Project Title : Business Case For Contact Center

Name : Amit Bharti 4Q Analysis Sheet

Distribution of Queries - As per Airlines

0%

5%

10%

15%

20%

25%

30%

35%

40%

DL UA VS TK SA MU

Airlines

% o

f E

ac

h Q

ue

ry

General query, reservation& Change of reservation

Reconfirmation Of Ticketsand fares

Frequent Flyer Plan,Mileage Redemption

Special fare, Baggageallowance

Agents calling for seats

Complains

Any other

Manager + supervisor to Executive ratio 1 : 2.7

Executive73%

Manager+ supervisor

27%

As – is state•Avenues of revenue for Indigo•Competitive fares.•Marketing strategies.•Customer relationship management.•Convincing customers by call center & group desk people.

Analysis•Tough Competition•Demand for discounts & benefits •Customer negotiates by making comparisons•Biggest competitor is spice jet- they give discounts/benefits,•No commission to agents.•Fare comparison with other airlines•Marketing strategies- IndiGo is still in process of starting ancillary services•IndiGo’s website needs to be made more interactive and user friendly.

Root Cause•No discounts/benefits are given •No benefits for cancellation.•Response time (in case group is more than 50 pax) is very high •Full service carriers are also offering competitive fares with respect to LCCs •IndiGo is right now 1 year old only, that’s why not much of advertisements or ancillary services.

Recommendations•Should come up with discount-offers & schemes like scratch cards, reward points, free tickets etc.•Should go for ancillary services like hotels, car rentals, in flight ads etc.•Response time in case of bookings should be reduced.•Should focus on Customer Value/Delight, quality of service•Regular interactions & follow up with customers regarding their journey, their experiences, expectations, suggestions etc.

Project Title : Scope & Avenues of Increasing Revenue in IndiGo

Name : Ashima Arora 4Q Analysis Sheet

As – is statePrior to this project :-• Lack of adequate research on Aviation Industry in Australia • Lack of data on Travel Management Companies in Australia• No research about Travel BPO companies • Initial research done on Indian Travel Technology Companies in Australia

Analysis•71% of the total airlines in Australia provide schedule services & 73% of the total airlines provide Charter Services•92% of Travel Management Companies have Internet Booking Engine•82% of the Travel BPO Companies are Indian and rest 18% belong to Australian and Rest Of the World category.

Root Cause •Huge potential lies in providing Frequent Flyer Program Services to Airlines• Travel Management Companies are Technologically equipped• Travel Management Companies are the most sought after target service segment for Travel Technology Companies• GDS & other Travel Technology Companies are the least targeted service segment for Travel Technology Companies.

Recommendations•Venture into Partnership•Cargo Management System to Jetstar•Solutions around Navitaire System for Airlines in Australia•Frequent Flyer Program & IBE Solutions•Solutions for Travel Technology & GDS Companies

Project Title : Market & Competitive Analysis in Australia

Name : Jagjit Singh Makar 4Q Analysis Sheet

59%

1%

82%

1%

51%

31%

0%

20%

40%

60%

80%

100%

Airlines GDS TMC TTC Non-Air BPO

Travel Technology Companies Service-Wise ConcentrationSchedule Airlines :

Frequent Flyer Program

Don’t Have

43%

Have

57%

Have Don’t Have

As – is state•Presently, in terms of business, Galileo is doing wonders.• As far as communication levels go; intra-departmental is excellent. • Same is the case with coordination levels.• Interdepartmental issue is a bit worrying; but wasn’t given due importance in spite of being apparent.

Analysis•Questionnaires and unstructured interviews paved way for a better insight.• Most feel, sales walk away with all credits at the end of the day.• Especially, services feel the pinch• But, being the professionals they are, they don’t let the pinch hamper the work processes.• The scene isn't good with inter-services too.• Although, no complaints but the “actual” coordination level is missing.

Root Cause•Scope of work pretty accurately defined.• As a result working schedule becomes too tight.• This results in limited inter-department interaction.• Hence, excellent intra department coordination and not so good inter department coordination levels• Inherent mindsets that doesn’t push people work beyond their scope of work.

Recommendations• Role swapping for employees to help them learn intricacies involved in each job.(Once in a month)• Active Galileo clubs to enhance level of bonding.• Peer- peer appraisal. Each function appraises the other.• Just like appreciation board, a private log book to record the comfort levels of employees in terms of conducive working environment.( To be kept at the disposal of the concerned authority)

Project Title : Enhancing Interdepartmental Coordination

Name : Nihar Parida 4Q Analysis Sheet

As – is state•New Dimension for IGT•Analyzing the trend in the IT Industry•No Data available on the Travel Technology Market sizing (Global and India)

Analysis ITES accounts for 20% of the total IT industry, and the segment is estimated to have grown by 38.5% y-o-y to reach

US$ 7.2 Bn in FY06. Global spending by the Travel industry on Technology ranges from US$ 13 Bn to US$ 16 Bn• IT & ITeS Sector garnered US $ 1.3 Bn worth of M&A deals in 2006.

Root Cause• IGT is poised for a high performance Top line

Growth.• Organic Growth post a specific point will get

difficult.• To steam the growth and achievement of the

vision of the company, there are two possibilities:

- Inorganic growth - New verticals

RecommendationsFor Inorganic Growth –•3-4 companies with complementary offerings to be short listed as potential targets for future alliances

For New Verticals -•Automated Visa Application System•Portable Communication Devices•Airport Management system•CRM Management•Revenue Management

Project Title :Industry analysis of the M&As in the IT Industry

Name: Soumya Prakash 4Q Analysis Sheet

5.2

7.2

3.4

2.71.6

11.90%

16.80%

15.70%

18.30%

19.80%

0

1

2

3

4

5

6

7

8

FY02 FY03 FY04 FY05 FY06E

US

$ B

n

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

%

Revenue of ITeS-BPO Share of ITeS in the Indian IT Industry

As – is state

• Revenue recognition & reporting practice Process–Billing Cycle–Invoicing–Receivable–Operating Cycle–Reporting Practices

Analysis

Root Cause•Entire manual process•No Revenue Assurance Team •Absence of contracts•Productivity not defined•Absence of real time information•Large operating cycle

Recommendations•On line tracking mechanism•Central data base for analysis of billing data•Raising of invoices as & when due•Real time information should be made available. Receivable Report instead of fortnightly should be weekly

Project Title : Revenue Recognition & Reporting Practices in IGT

Name : Vikas Kataria 4Q Analysis Sheet

Process Revenue Leakage

Remarks

Billing Information

Yes No standardization

Invoicing Yes Long Processing time

Receivable No Disorganized

Operating Cycle

NA Variations in Operating cycle

Reporting practices

NA No Standardization

As – is state•Basic Policies (Transfer & Relocation, Travel, Leisure Travel, Leave, Mediclaim, Mobile, General office guidelines) in place.•Target was to benchmark policies within the domestic aviation industry.•IndiGo has initiated such a project for the 1st time.

AnalysisOTHER AIRLINES IN COMPARISON TO INDIGOAIRLINE/POICIES KINGFISHER SPICEJET GO AIR JET LITE AIR DECCAN

GENERAL OFFICE Nearly same Nearly same Nearly same Differs Differs

LEAVE POLICY Differs Differs Nearly same Differs Nearly same

TRAVEL POLICY Differs Not available Nearly same Nearly same Nearly same

TRANSFER POLICY Nearly same Not Available Not Available Nearly same Nearly same

MOBILE POLICY Nearly same Nearly same Not Available Not Available Not Available

RECRUITMENT AND REMUNERATION POLICY Own Policy Not Available Not available Not available Own policy

MEDICLAIM POLICY Nearly same Not Available Not Available Nearly same Not Available

TRANSFER POLICY Nearly same Not available Not available Nearly same Nearly same

Root Cause• IndiGo does not have any formal structured recruitment policy• There is a link up between two or more departments, for example revenue in finance and commercial.• Authorized access should be allowed only.

Recommendations• Should come up with formal structured recruitment policy.• Access Control Policy could be introduced.• Multi tasking / Job rotation could be introduced.• Periodical survey and analysis of the organizational culture could be done.• More employee centered strategy could be adopted.

• Emphasis could be given on employee retention.

Project Title: Best HR practices across aviation in India Name : Navneet Kumar 4Q Analysis Sheet

As – is state

• Highly competitive market

• No formal mechanism in place for recording the feedback from the customers

Analysis

• Informal Mechanism

•

Root Cause•Time Constraint• No formal deep dive on this aspect

Recommendations

• Questionnaire to measure C Sat

levels with Timelines• Timely Analysis, Implementation and Monitoring

Project Title: Customer Satisfaction Survey

Name : Shruti Wadehra 4Q Analysis Sheet

Sales Representative (1)

Client (2)

Complaints/Feedback (3)

Respective Departments(4)

visits

recordsreports

Fol

low

up

Daily Call Logs

30%

70%

Queries

Complaints & other issues

As -is state•Tremendously increasing competition.• More demanding customer base•Sales effectiveness initiatives necessary to adapt to continuous change happening in market.

Analysis•Competitors more equipped with latest sales tools and technology (CRM, sales force automation) •Sales structure of some other

organizations more focused

towards increasing market• penetration.•Presence of IGAT

airlines amongst

agents favorite

airlines is less.

Root Cause•No standard sales process for IGAT products.• less equipped with latest sales tools and technology.•Lack of value added selling to the customers

Recommendations• Implementation of CRM would increase revenue, increase customer retention and reduce sales cost.• Implementation of formal process of sales training and sales coaching (by sales managers) that would drive the effectiveness of the entire sales team• Facilitate key account management in order to influence clients lifetime value.•Educating Travel agents them through training and seminars on client satisfaction. • More focus to be given on the corporate by segmentation of corporate on basis of industry every year.• Revenue targets for reservation team to generate indoor sales.

Project Title : Assessing Sales Effectiveness

Name : Simpi Singh 4Q Analysis Sheet

Austrian0%

9W7%

VS14%

Malaysian0%

United3%

Air france6%

LH23%

Thai8%

SQ0%

EK10%

A.I9%

B.A20%

VS

B.A

A.I

EK

SQ

9W

Thai

LH

Austrian

United

Air france

Malaysian

Agents favorite airlinesAIRLINES

ACTUAL PRODUCTIVITY PER SALES PERSON

DL 1271.92

VS 932.56

MU 893.15

SA 775.10

TK 485.00

UA 980.34

NZ 821.23

RG 276.39

SK 413.22

DATA FOR 2006-07, figures in lacks

As – is state• Observations for process of Credit upload and agents reconciliation.•Credit card fraud control process - parameters set for fraud control a) same card used twice in a single day, b) single transaction>7500•Group booking process - group=10 or more Pax. If no. of Pax.>50 request comes to the office for fare quote by Revenue mgt. team.

Analysis•Upload process done manually. Checking of online bank statement to be done every half an hour - it is done every hour.•The fraud control process deals with the PNRs that are filtered after applying the parameters. This has resulted in controlling the fraud by credit card.

Root Cause•The process for credit upload and agents reconciliation -manually done, if automated may result in faster response from TAs, less manpower and more control and transparency.•The fraud control process is not done on a 24/7 basis which then may not be able to contain fraud committed at odd hours.

Recommendations•The Credit upload and agents reconciliation process should be automated.•The parameters for fraud control, at present three, should be increased and it should be made a 24/7 process.•If possible, the process should be automated which will result in more control over such fraud.

Project Title : Study of IndiGo’s sales and distribution system

Name : Abhishek Shashwat 4Q Analysis Sheet

As – is state•Changing aviation industry•No quantification of benefit•No clear Value Proposition defined•Online operation from Delhi & Mumbai only

Analysis•Currently lacking in terms of global expertise •Have limited online city operation & also we don’t have enough capacity to markets like South-East Asia, China & Gulf•Not able to quantify our offering to the principals•Do not offer value added services like PRA or call center•Our service offering is not very flexible •We do not use enough technology to optimize & measure our business activities

Root Cause•No formal method of analyzing & defining cost-benefit to the customers•Less focus on understanding customers’ expectation•Less focus on other regions like south & east

Recommendations•Strategic partnership with global players like APG or Aviareps can help us to enhance our expertise & global market reach•Using software solutions to collect, mange & access right information at right time, will help us to take right effective decisions. (CRM)•Using software technology we can measure & manage our resources, also the outcome of business processes. (ERP)•A 24/7 centralized call center & value added service like PRA , virtual N/W can help us to increase our competitive differentiation & service quality• Catering to different geographies with more online operations fro different cities will increase our revenue & market presence•Charging flexible commission based on service package will offer flexibility to the principals

Project Title : Evaluating GSA Value Proposition

Name : Chiranjib Biswas 4Q Analysis Sheet

+

As –is•The project concept is new and has not been worked upon previously•Critical information and data relating to the project is to be searched•Based on the data analysis recommendations has to put forward.

Analysis•Travel and Hospitality is expected to be among the industries with highest growth in the IT spend with a growth rate of 5.1 % •Hospitality companies are investing significant time and money in the areas of distribution, PMS/CRS projects and Web site re-engineering(e.g., over 70% of companies surveyed are investing in distribution) •CRM, yield management and wireless projects represent the second tier, while approximately 20% of companies studied are investing in POS, Sales&Catering and self-service kiosks

Root Cause• The direct distribution model in the form of hotels branded websites is growing rapidly as compared to hotel intermediaries.• Investment in areas like CRM and Yield Management and PMS represents opportunity for IGT.

Recommendations•Can provide solutions for CRM to the Hotels as our data analysis has showed CRM software Industry is growing and showing an optimistic trend for future IGT can also develop internet booking engines for hotels.Can act as a consolidator of the loyalty points for a specific set of Hotels•·Need to partner with existing solution providers for the followings systems:

Property Management Systems

Yield Management System•IGT can choose solution providers with whom it can collaborate on following parameters

Highly Experienced And Skilled Organization

Solutions/Extended Services

Clientele

Project Title : Exploring areas of opportunity for IGT in Hotel Systems

Name : Natasha Prasad 4Q Analysis Sheet

0%

10%

20%

30%

40%

50%

60%

70%

Share in hospitality

(in % )

2003 2005 2006 2008

Years

Hotel Branded Websites Intermediary Websites

21%

21%

21%

29%

29%

29%

43%

64%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Kiosks

S&C

POS

Wireless

Yield Mgmt

CRM

Web site

PMS/CRS

Distribution

0100002000030000400005000060000700008000090000

100000

IT spend ($m)

2004 2005 2006 2007 2008

Years

Consumables

Grocery

Restaurants and Hotels

Speciality retailers

Wholesale durable andnondurable goods

As –is state• No research was available on emerging trends in travel industry with support to Technology• No research on E-CRM• No research on Medical Tourism •. No research on Travelers Tools Features

Analysis•Travel and Tourism represents approx.11% of world wide GDP•Online Travel booking will continue to increase 36% as against 23%•Technology plays crucial role in Online and offline travel firms in areas of E-commerce, Online Marketing, Distribution strategies, Customer service, Customer Relationship Management (CRM) and emerging technologies.•India has attracted 1,50,000 medical tourists •Medical Tourism is expected to bring an additional $1.1- 2.2 billion in annual revenue.

Root Cause • Huge potential lies in E-CRM with features like Content Targeting, E- Catalogue, Feedback Mechanism• More opportunities in Direct Distribution, Direct connectors, One Interface Booking•Customer Driven Packaging ( Eg. Studio Apartments)

Recommendations• Search Engine Features• Traveler Tools Features• Medical Tourism• E- CRM Features•Travel preferences based search• Rich Media Content• Integration of more Payment Gateways

Project Title : New Competency areas in Travel industry for IGT

Name : Prajakta A. Kale 4Q Analysis Sheet

As –is• Agency sales done on a prepaid basis. •Agency deposits amount into IndiGo bank account after which it is given credit to book tickets worth that amount. •Agents’ upload reconciliation is done regularly on a daily, weekly and monthly basis. •This reconciliation involves reconciling the revenue received with the uploads processed.

Analysis• Agency deposits amount into IndiGo bank account in the form of cash/cheque/ICICI bank transfer. •In case of cheques and bank transfers agency has to send a copy of the deposit slip as proof of deposit. •Once deposit slip is received, amount is uploaded to the agency on the basis of which the agency can make bookings. •In case of any issues or clarifications, Finance refers to Commercial for clarifications.

Root Cause•On the basis of the study conducted, an understanding was obtained of the process sales through agents. •An understanding was also obtained of the process of reconciliation and revenue realization from agents.

Recommendations•Since the scope of the project was restricted to a study of the process followed, it did not involve any recommendations to be made. •It was felt however that though the process was exhaustive enough, an automation of the agents’ reconciliation process would be advisable as this would enable the executives to devote more time to other activities.

Project Title: Study the credit upload & agents’ reconciliation process at IndiGo

Name : Kabir Daru 4Q Analysis Sheet

As – is state• Presentations related to product are available on company’s website.• Product wise information is available as initial database.• No comparative study material related to products are available as initial database on our website.

Analysis• Online booking making it easier for travelers to book and travel.• Galileo has rich content & Follows all IATA regulations.• One of the new trend:- Single point for travel content.• More & more internet & web technology usage.• Galileo has many exclusive products for greater competitive edge like Galileo Leisure, booking spice jet using GFI, I{tq} Financials, Dynamic e-ticketing, Galileo 360° Fares, Galileo desktop internet access, G.U.I. APF IV etc.

Root Cause• We are lagging in the field of online business.

•Don’t have online booking engine.

Recommendations• Opportunity in the form of online space. • Can take service of third party to develop online booking engine.• Content has moved beyond images & should include audio and live video.•Leverage out newer & latest technologies like internet, web 4.0 & mobile for better & enhanced product.

Project Title : Study of GDS products in the market

Name: Chandrakant Singh 4Q Analysis Sheet