2009

ANUPAM SHREY
PREETISH
TANYA GHOSAL
SWATI JAIN
MOHAMMED AHMERUDDIN
SURBHI ROONGTA
NILESH
SECTION K

7/28/2009
JET AIRWAYS: ANALYSIS OF MARKETING STRATEGIES 2009
ABSTRACT
“Jet Airways will be the most preferred domestic airline in India. It will be the automatic first
choice carrier for the travelling public and set standards, which other competing airlines will seek
to match. Jet Airways will achieve this pre-eminent position by offering a high quality of service
and reliable, comfortable and efficient operations. Jet Airways will be an airline which is going to
upgrade the concept of domestic airline travel - be a world class domestic airline. Jet Airways will
achieve these objectives whilst simultaneously ensuring consistent profitability, achieving healthy,
long-term returns for the investors and providing its employees with an environment for excellence
and growth. ”

Mr.NareshG
oyal (Chairman, JetAirways).

Aviation industry plays a major role in today’s global economy. It facilitates trade, and acts as a
key interface between air and land based transportation of goods and passengers. It is a part of
international supply chain networks. Worldwide, the industry is expected to grow at an annual long term
rate of 5.6%. This growth is unevenly distributed between developed and emerging markets, the latter
growing at a much faster rate on a lower base. The sector is very competitive. Worldwide recession,
financial sector meltdown and environmental sensitivity are putting an increasing pressure on the
profitability of this sector, in addition to ongoing considerations such as terrorism and competition from
high-speed trains.
Aviation industry in the emerging markets has experienced rapid growth. These markets have
been highly regulated for several years, which are being gradually deregulated. This has led to the
emergence of a new set of customers, as well as of an aviation industry under private ownership. The
established players have started to experience increasing competition from start-up service providers.
These regions have also seen a series of mergers and acquisitions as airlines strive to become competitive
in cost as well as in coverage. These regions are facing many growth related issues, such as pilot and
other staff shortages. Airports and other aviation infrastructure are still being developed.
In this project one of the prominent players in Indian aviation scenario is discussed. Jet Airways.
It is the leading airline company in India with domestic as well as international operations. In the present
project under the guidance of our respected teacher Prof. T Venkat Ram Raj, we analyze the various
marketing strategies of this company which has enabled it to maintain its clout and position in this
competitive market of aviation. The various topics and concepts so far covered in marketing have been
generously applied and linked with the context of the company Jet Airways. Our main objectives of
preparing this project are:--

 To enhance strategic decision-making skills through analysis and integrated

perspectives.

 To understand core general management concepts as applicable to the aviation sector.

 To understand the concepts that shape the market offering.

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 To understand building of strong brands.

 To understand how companies create successful long term growth.

TABLE OF CONTENTS

ABSTRACT…………………………………………………………………….2
1. Introduction…………………..……………………………………………………………5

1.1 Jet Airways………………………………………………………………………...5

1.2 Company Perspectives………………………………………………………..……5

1.3 History……………………………………………………………………………..5

1.4 Origins……………………………………………………………………………..6

1.5 Surviving and Thriving in the Mid-1990s…………………………………..……..6

1.6 Late 1990s Price Wars…………………………………………………………….7

1.7 Challenges in the Early 21st Century………………………………………………7

1.8 International In 2004………………………………………………………………8

2. Developing Marketing Strategies and Planning…………………………………………9

2.1 Brand Value………………………………………………………………………..9

2.2 Consumer Promotion………………………………………………………………9

2.3 Trade Promotion…………………………………………………………………..10

2.4 Cross Selling………………………………………………………………………10

2.5 Awards………………………………………………………………………….....10

2.6 Recent Developments……………………………………………………………..11

3. Segmentation………………………………………………………………………………12

4. Scanning the Environment………………………………………………………………..13

4.1 Macro Environment……………………………………………………………….13

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4.2. Micro Environment……………………………………………………………….13

5. SWOT Analysis……………………………………………………………………………...14

6. Brand Indispensality ………………………………………………………………………...18

7. Global Environment…………………………………………………………………………19

8. Challengers…………………………………………………………………………………...20

9. Conclusion……………………………………………………………………………………21

10. References………………………………………..………....................................................22

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 1. INTRODUCTION
1.1
JETJET Airways ANALYSIS OF MARKETING STRATEGIES
AIRWAYS: 2009
The Aviation industry in India began with the birth of Tata Airlines, through the business relationship
between Mr. Nevill Vintcent, a Royal Air Force pilot and Mr. JRD Tata, the first Indian to get an A-
license. Tata Airlines became Air India in August 1946. In 1953, the Air Corporation Act nationalized all
existing airline assets and established the Indian Airline Corporation and Air India International for
domestic and international air services respectively.
These two companies enjoyed monopoly power in the industry until 1991, when private airlines were
given permission to operate charter and non scheduled services under the ‘Air Taxi’ scheme to boost
tourism. These carriers were not allowed at the time, to fly scheduled flights or issue air tickets to
passengers. As a result, a number of private players including Jet Airways, Air Sahara, Modiluft, Damania
Airways, NEPC airlines and East West Airlines commenced domestic operations. In 1994, following the
repeal of the Air Corporation Act, private players were permitted to operate scheduled services.
Ultimately the carriers with more efficient operations and strategies survived and by 1997, only Jet
Airways and Air Sahara made the cut from the original group. The mission statement says “Jet Airways
going to upgrade the concept of domestic airline travel to that of a LI world-class airline.
Vision Statement: Organization vision is to become the “Best Airline in the World”.
1.2 Company Perspectives
Jet Airways will be the most preferred domestic airline in India. It will be the automatic first choice carrier
for the travelling public and set standards, which other competing airlines will seek to match. Jet Airways
will achieve this pre-eminent position by offering a high quality of service and reliable, comfortable and
efficient operations. Jet Airways will be an airline, which is going to upgrade the concept of domestic
airline travel— be a world-class domestic airline. Jet Airways will achieve these objectives whilst
simultaneously ensuring consistent profitability, achieving healthy, long-term returns for the investors and
providing its employees with an environment for excellence and growth
1.3 History
Jet Airways (India) Private Limited is India’s leading private airline. It boasts a market share of about 45
percent. Jet operates a relatively young fleet of Boeing 737 jets and ATR72 turboprops. It carries about
seven million passengers a year. Its reputation for punctuality and outstanding service attracts a large
proportion of business travelers.
Jet’s founder and chairman is Naresh Goyal, an Indian expatriate living in London. Jet Airways,
completed forteen years of operations on May 05, 2007, they have pioneered benchmarks such as
automated ticketing at travel agency locations, automated flight alerts on GSM mobile phones, Tele-check
in, Return Tele-check-in, Through Check-in, City Check-in, satellite ticketing at corporate houses and the
unique three-tier frequent flier programme, Jet Privilege, in the domestic skies to make travel pleasant and
quicker. Jet Airways operates over 255 flights daily to 41destinations across the country. Jet Airways
today operates one of the youngest aircraft fleet in the world with an average age of 3.31 years. The fleet
consists of 33 Classic and Next-Generation Boeing 737-400/700/800 aircraft and eight Modern 62-seater
ATR 72-500 turbo-prop aircraft. The Airline offers Club Premiere (Business Class) in addition to
Economy Class on most of its Boeing 737 flights. The Airline has won several national and international
awards. The most recent being Business world ‘India’s Most Respected Company in the Travel and
Hospitality Sector’, for 2003, Travel Trade Gazette’s (TTG) ‘Best Domestic Airline Award’ for 2002
among 14 countries in the Asia-Pacific region, Air Transport World (ATW) ‘Market Development
Award’ for 2001, the Qimpro Gold Standard for 2001 and the Hospitality & Food Service (H&FS) ‘Best
Domestic Airline’ trophy four times. Jet Airways is proud that we are one of the few airlines in the world
to receive the ISO 9001 certification for our in-flight services.
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1.4 Origins
Company founder Naresh Goyal began his travel career in 1967 at the age of 18 as a general sales agent
JET AIRWAYS: ANALYSIS OF MARKETING STRATEGIES 2009

1. Developing Marketing Strategies and Planning

2.1 BRAND VALUES

The core focus of the brand is to be a world class airline. Towards this end it strives to offer passengers a
world class product, be it the world’s latest aircraft, a world class in-flight service or a business class
product comparable to the best in the world. It endeavors to ensure that the customer can depend on the
clockwork-like regularity of Jet Airways’ operations; and it promises to deliver a highly professional and
efficient brand experience – pre-flight, in-flight and post-flight.

2.2 CONSUMER PROMOTION

1) Jet Privilege was the first domestic frequent flyer programme in India to launch a three-tiered
programme (Blue, Silver and Gold) to recognize the differences in customer segments. It has the widest
alliances with international airlines for earning and redemption of miles, including British Airways and
KLM-Northwest, besides premium hotel chains, car rental services and financial services. With a
membership of over 300,000, it is the largest and fastest growing loyalty programme in the country.

2) Jet Escapes holiday packages have been developed in conjunction with leading hotel chains to
promote the domestic leisure market. This, along with Apex and Super Apex fares, for advanced
bookings at lower rates, has encouraged up-gradation of passengers from rail- to air travel.

3) Amadeus, a global leader in technology and distribution solutions for the travel and tourism industry,
announced a joint promotional offer with Jet Airways named ‘1A JET SET GO’ for promoting bookings
of Jet Airways & Jetlite on Amadeus between the period 01 February till 31 March ’09.
This promotion has been planned in such a way that all types and levels of travel agencies would be able
to participate and take away exciting awards and prizes. The prizes range from weekly Sodexho cash
vouchers, fortnightly tickets to domestic and international destinations, monthly prizes like X-Box
gaming systems, Sony Home theatres, Bose Sound Docks, Gold Jewelry, to a Bumper Prize of 3 nights
Package trip to Dubai where the hotel stay has been sponsored by Taj hotels.

4) Jet Kids, a branded in-flight product for children, is a reflection of the Jet Airways philosophy that
every passenger is equally important to the airline. It is a special programme for the younger patrons,
children between the ages 2 to 12 years, of Jet Airways. It was launched in the year 1999 keeping in mind

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that "how long the kid would be amused by clouds" and became an instant success with the kids. 1st July,
2003 marked the launch of the new JetKids programme with more excitement and offers.

5) The JPMiles customers earn allow them to reward themselves with their dream vacation on Jet
Airways and our Airline Partners. They can start redeeming their JPMiles for Award travel once they
have accumulated a minimum of 10,000 JPMiles or recorded a minimum of 10 activities in their Jet
Privilege account.

2.3 TRADE PROMOTION

1) It has also incorporated the RAPID system. This system quickly and accurately transforms the data on
passenger tickets and cargo air waybills into a stream of financial and strategic information. This enables
airlines to optimize revenue and gain a clear and accurate view of their customers' needs.

2) Jet Airways has launched an affiliate marketing programme as part of the airline's new digital
marketing strategy. The exclusive programme will be managed by Shoogloo Affiliate Marketing
(Shoogloo Network – Powered by OMG UK). Affiliate partners may integrate Jet Airways' booking
engine on their site and allow visitors to book Jet Airways tickets online. Apart from getting direct access
to the airline's customised booking engine, affiliate partners also get promotional content and banners on
a regular basis.

2. 4 CROSS SELLING

Jet Airways lead the market with value-added services. The Citibank-Jet Airways co-branded card is a
unique product that encourages subscribers to earn miles while dining or shopping. Jet Mobile service
provides mobile phone users with up-dates on flight schedules and flight timings.

2. 5 AWARDS RECEIVED FOR EXCELLENT CUSTOMER RELATIONS

1) The Freddie Awards honor excellence among loyalty programmes, and is considered the most
prestigious member-generated award in the travel industry. It provides travelers the opportunity to rank
airline and hotel frequent traveler programmes based on their own experience, through a system which
balances the popular vote with the overall merit and quality of the programme.

Jet Privilege won Freddie Awards 5 years in a row and in Freddie Awards 2008 – Jet Privilege brought
home 8 out of 9 categories.

2) Boeing Company award for maintaining the Best Technical Dispatch Reliability for 2002.

3) India’s Most Respected Company in the Travel and Hospitality sector by Business world (2003). And
in a glittering ceremony in February 2004, three Business Traveler awards for Best Business Class, Best
Economy Class and Best Service (Airport and In-flight).

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4) Jet Airways is also one of the few airlines in the world to have received the ISO: 9001:2000
certifications for its in-flight service.

2.6 RECENT DEVELOPMENTS

During the last two years, the brand has consolidated its market position of leadership, placing greater
emphasis on Customer Relationship Management. The Service Tracker, a system for collecting and
acting on passenger feedback within seven days, helps analyse trends and measure quality aspects such as
meals, in-flight service, on-time performance, etc.

It has also recently launched e-ticketing. This significant initiative enables its customers to book tickets
on the airline website. Passengers can now book, pay and print their Jet Airways e-ticket online from any
point globally and travel with paperless tickets across its network.

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2. SEGMENTATION
BASES OF SEGMENTATION: Segmentation by Jet Airways is done on the basis of following:

1) INCOME (DEMOGRAPHIC)

2) LIFESTYLE(DEMOGRAPHIC)

3) EDUCATION( PHYSIOGRAPHIC )

4)Geography (i.e:- based on city or Country)

1st three type of segmentation are covered in various classes offered by Jet airways in different aircrafts
described as above

FIRST CLASS

In this all seats convert to a fully-flat bed All seats in First have a 29-inch widescreen LCD monitor with
audio-video on-demand systems (AVOD), in seat power supply, and USB ports etc. Jet Airways is the
first Indian airline to offer fully-enclosed suites on its aircraft; each suite has a closable door, making for
a private compartment. Skytrax consumer airline reviewers recently rated Jet Airways First Class as
being 44th best in the world.So this is for very rich peole.

PREMIERE CLASS

Première (Business Class) on the Airbus A330-200 and Boeing 777-300ER international fleet has a fully-
flat bed with AVOD entertainment. Seats are configured in a herringbone pattern (1-2-1 on the Boeing
777-300ER, and 1-1-1 on the Airbus A330-200), with each seat offering direct access to the aisle.

ECONOMIC CLASS
This is a class for middle income group of people with normal seats and less luxurious service. The cost
of this class is the lowest .Its basically to attract people who travel in 1st and 2nd class A.C. Even a middle
class can effort this class.

GEOGRAPHIC:
Now majority of airlines operate only in major cities between which they can get traffic .Same way
jetairways operate in major cities where they get traffic and in major countries.so in india it operates in

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cities like Ahmedabad,Mumbai,Delhi,Hyderabad,Banglore,Chennai etc and in countries like
Lndon,America,South Africa,China,France etc.so this segmentation is done with the help of traffic data.

3. Scanning the Environment

4.1 Macro Environment
It includes the factors like Income of people, population, education, lifestyles, political
environment, tax etc i.e (external factors). The industry can’t do anything to change these factors so it has
to move along with them. In case of Jet Airways these factors have positive impact on it as income,
literacy, population etc are improving and lifestyles and culture in India also have positive impact on
jetairways. So Indian aviation industry as India. And negative impact of macro environment on jet
airways is mainly the increasing competition in the market fluctuation of fuel prices and taxes by
government.

4.2 Micro environment

It includes the factors which can be controlled by company such as management in company,
suppy chain distribution channel etc. Talking about jetairways suppy includes supply of various parts of
aircraft,supply of fuel,computer systems etc.Nw there no no major problems with the suppy chain as in
this industry u don’t need heavy spare parts regularly,and in case of fuel jet can do much about prices and
also supply sometimes become a problem so they store sufficient fuel for emergency.then talking about
management and relation with customers jet maintains good relation with customers also to increase loyal
customer base they issue membership card which gives benefit to regular users,also jet moves with the
technology it keeps on adding new improved planes.But still jet airways like many other airlines is
suffering loss because of tough competition and low rates

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4. SWOT ANALYSIS

STRENGTHS: Jet grasps the nettle, restructuring finally paying off

Financial discipline (not before time): Jet Airways' management is finally executing an effective
restructuring plan after some haphazard attempts over the past 18 months to come to grips with a rapidly
changing market.

Encouragingly, the airline generated a USD10.4 million net profit in the fourth quarter to 31-Mar-2009,
turning around a USD55.1 million net loss in the previous corresponding period and a USD44 million
loss in the third quarter. This was to some extent driven by exceptional items such as income from sub-
leasing aircraft, changes to depreciation charges and tax credits. Full year losses reached USD79.3
million in the 12 months ended 31-Mar-2009, following a USD63.1 million loss in the previous
corresponding period.

The improved fourth quarter operating result was achieved through an extensive cost cutting programme
that included network restructuring, the deferral of aircraft deliveries for the next 1-2 years,
rationalisation of personnel costs, restructuring of aircraft leases, debt restructuring, cash
conservation/cost savings measures and a focus on alliances. Jet stated the full impact of this
restructuring programme would be seen in the coming financial year.

Revenue fell 8.2% in the quarter to USD505.9 million, while EBITDAR margin in the fourth quarter
surged 13.1 ppts to 20.8% in the fourth quarter.

Jet Airways EBITDAR margin growth: 1Q08 to 1Q09

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WEAKNESSES: Brand confusion

Too many brands

A key strategy by Jet to "adapting to new market realities" and capture price sensitive markets is
its "Jet Konnect" product. Its third brand in the domestic market (after Jet Airways and JetLite) risks
further confusing the travelling public in a highly fragmented market.

A Risky Combination:
Although full details are yet to be released, Jet Konnect is expected to operate as a low fare brand
within the existing full service carrier's operations. The danger is that such a model could result in the
undesirable combination of low fares and high costs. Several carriers in Europe and North America have
failed with such an approach. As demonstrated by the Qantas/Jetstar example, a more successful strategy
is one where the low cost product is operated as an independent subsidiary with independent management
and a greenfield cost structure. That does not appear to be the intention with Jet Konnect.

OPPORTUNITIES: Growth options limited to short-haul

Short-haul international expansion: In terms of route development, Jet's long-haul ambitions have been
put on hold until market conditions improve. It is however planning to target short-haul (B737)
opportunities, with new services to Jeddah, Riyadh and additional services to ASEAN & SAARC region
destinations "in the near future". The expansion of its presence in these Middle East markets, particularly
Saudi Arabia, is crucial in defending Jet's network against the growing Middle East carriers, but also
creates opportunities for increased hubbing over Mumbai and Delhi to its strong domestic franchise and
points in Southeast Asia

Industry "consolidation"

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Jet is unlikely to be an active participant following its costly acquisition of Sahara, its ineffective
operational alliance with Kingfisher and strong motivation within Jet's founders to maintain its
independence. The potential for easing of foreign investment rules should support the share prices of
India's leading aviation companies, which could improve conditions for further capital raisings in the
medium term. Jet Airways' shares have risen strong since the election result.

Jet Airways share price growth: Jan-2009 to May-2009

Industry capacity rationalisation: Overall, some further consolidation activity in India is expected in
the next 12-18 months, especially in the LCC segment if oil prices stay above USD60 per barrel, which
could help to rationalise industry capacity. This would be a positive development for Jet.

THREATS: Ongoing economic weakness and competitive tension

Loss of pricing traction: Jet Airways' steep capacity reductions has meant its mantle as the dominant
Indian carrier has passed to Kingfisher Airlines - and with it the ability to influence pricing. Yields were
down sharply in the final quarter, increasing pressure on the airline to reduce its costs.

Revenue per RPKM: 1Q08 to 4Q09

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Jet's passenger numbers were down a significant 20% in the fourth quarter to 2.54 million, as the airline
reduced capacity by 9.3%. RPKs fell by 8.3%, resulting in a 0.8% improvement in passenger load factor
to 71.7%. The domestic market contracted 12% in the first quarter, with Jet ceding market share to
Kingfisher and the LCCs.

Indian carriers total passenger numbers and passenger number growth: May-08 to Apr-09

Jet's domestic market share has fallen to 17.8%, while JetLite's share remains around 7.4% for a
combined group share of 25.2%, 1.6 ppts below Kingfisher/Kingfisher Red.

Indian carriers domestic market share (%): Mar-2009

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5. BRAND INDISPENSABILITY:-
BRAND INDISPENSABILITY means the qualities possessed by a brand which are unique to that
particular brand and cannot be dissociated from it.

Some indispensable features of JET AIRWAYS are as follows:-

 In the very first promotion of its kind, in the Indian aviation sector, Jet Airways’ Jet Privilege,
India’s largest frequent flyer program, has entered into an exclusive partnership with TripAdvisor,
the world’s largest and most popular travel community, allowing Jet Privilege members to earn up
to 1000 JPMiles by sharing their hotel reviews on TripAdvisor.in., the world’s largest and most
popular travel community.

 The airline operates over 340 flights daily across 44 destinations within India and also operates
flights to Nepal, Sri Lanka, Singapore, Malaysia, United Kingdom, Thailand, Belgium & United
States of America on one of the youngest and best maintained fleets.

 Jet Airways Citibank Gold Card is the first airline co-branded credit card in the country which
earns JPMiles when you spend on the card and redeem for a free flight.

 It provides facilities like infant and child care, wheel chair assistance, medical emergencies,
etc.

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6. Global Environment
Air travel remains a large and growing industry. It facilitates economic growth, world trade,
international investment and tourism and is therefore central to the globalization taking place in many
other industries. Worldwide, IATA, International Air Transport Association, forecasts international air
travel to grow by an average of 5% a year till 2010. The most dynamic growth is centered on the
Asia/Pacific region, where fast-growing trade and investment are coupled with rising domestic
prosperity. Air travel for the region has been rising by up to 9% a year and is forecast to continue to grow
rapidly.

The airline industry has proceeded along the path towards globalization and consolidation,
characteristics associated with the normal development of many other industries. It has done this through
the establishment of alliances and partnerships between airlines, linking their networks to expand access
to their customers. Hundreds of airlines have entered into alliances, ranging from marketing agreements
and code-shares to franchises and equity transfers.

In the present recessionary times, many airlines have grappled with declining passenger numbers
and freight transport — often an important line of business for airlines. Sales of first- and business-class
tickets, in particular, have slumped as passengers have switched to economy class, depriving many
airlines of a major source of revenue that is unlikely to return soon. Airlines around the world responded

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recently with cost saving measures, including shelving investment plans, parking planes and reducing
salaries and the number of flights.

On the strength of its track record in India, Jet Airways had ambitious plans to create an
international network crisscrossing the United States, Europe, and Asia, and to break into the list of the
world's top five airlines.

The purchase of a new fleet of wide-bodied aircraft for international operations provided Jet with
an opportunity to reinvent its branding. Jet had a loyal customer base among Indians the world over, but
it needed to attract non-Indians and to expand into new geographies. The brand was already known and
loved in India, but had to sit comfortably with its international peer group and have the stature and
pedigree of leading brands like Singapore Airlines, Cathay Pacific, Virgin Atlantic, and British Airways.
Additionally, the domestic market had become very competitive, and the Jet brand was beginning to lose
its relevance and sheen to younger, lower-cost brands. The key challenge was to create a differentiated
image for Jet Airways globally while reenergizing the brand in India. The new image has helped Jet
Airways position itself as a leading international brand that embodies the spirit of the new India.

7. Challengers before Jet Airways..!

1. With Crude Oil experiencing major swings all through the past year and a
half; it is rather imperative for Jet Airways to minimize its spend on Oil by
means of hedging, etc.

2. Jet today risks standing in the Indian Market with not one; not two but
three brands namely Jet Airways, Jet Lite and Jet Konnect. The Market in
India is highly fragmented and adding on another brand can confuse the
already confused travelers even further.

3. The positioning of Jet Lite has in the past been a matter of concern for Jet
Airways. The Jet-Lite avatar has hit both the top-line as well as the bottom-
line of the company hard.

4. The market share of Jet Airways has been on a steady decline. The biggest
challenge for Jet Airways would be to maintain their lead in the private Air
Travel in India. Currently they are India’s second largest Airline behind
Kingfisher Airlines.

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Jet needs a marketing mix of promotion.

5. Challenges are to fill seats on exiting routes. Also; with more and more
players coming in and competition becoming fierce by the day; in the way
of providing cheaper air travel to the traveler; the airline is losing out on
profit margins.

Distribution network

1974 saw the birth of Jet Transportation which was later rechristened as
Jet Air. This GSA (General Sales Agency) provided sales and marketing
representation to Foreign Airlines in India.

By May of 1993; Jet Air had launched its commercial operations.

It was here that the rapport Jet Airways had built with Travel Agents as
a GSA for International Airlines in India helped their cause.

Today; Jet Airways offers its travelers

• The option of booking tickets online on its website

(www.jetairways.com) and also through its 24 hour helpdesk; it
acknowledges the fact that this market is all about relationships
and a personal touch goes a long way.

• Jet Airways realizes that a majority of its customers enjoy a

certain degree of comfort level with their travel agents. This
comfort level is not easily replaceable. Thus; acknowledging its
Travel Agents, Jet Airways regards its network very high and
enjoys the majority of its business coming in from this channel.

• Jet Airways also enjoys a global distribution contract with

Amadeus which offers Travel Agents.

A distribution network of more than 92,000 travel agencies worldwide.

8. Conclusion

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9. References

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