Wednesday, August 5, 2009

Re: [prpoint] PR Disaster - Indian Private Airlines

 

BNK and others by participating in this discussion,are greatly contributing to our  understanding of the subject.

In this context,I would like to bring to attention a crucial point made by Prof C.K.Prahlad,business strategy guru.In his presentation to Indian business over the years,Prahalad has emphasised that Indian business was over focused on Govt levies and taxes.Indian business has learnt to live with it and has developed great managerial skills to emrge as one of the very profitable enterprenuuers.Indian companies provide a rate of return on investment that is not available to many firms abroad. Govt rates,levies and taxes therefore arenot as mucha hindrance as it is made out by Private airlines.

Busines Standard and Times Now news brought out that the Private Airlines rattled the sabre mainly to stall revival programmes for national carriers Air India. For years private arilines are eyeying to buy this flagship and have developed nexus with political and bureaucratic forces to sabotage AI and avoid competition. Ai's problems are not only because of poor management and political interference but also becasue of a quiet conspiracy to make it sick so that they can reduce its valuation and gobble it up cheap.

I Can narrate an inside the Govt story of how vested interest sobotaged Ai from acquiring badly needed aircfaft replacements.

Around 1990s,civil aviation ministry proposal to provide funds for new craft acquisitions went to Public Investment Board (PIB) as required for all proposals involving Rs300+ crore investment.PIB delayed proocessing this and ultimately rejected this on the ground that such acquisition would enhance the value of AI and in the event of Govt wanting to disinvest in Ai,buyer would find it difficult to finacne such purchase. A very disingenious argument because the proposal was for funding new aircraft acquisition and there was no talk of AI disinvestment yet the funding proposal was stalled. This reduced AI fleet to 19 compared to 40 aircraft need and foregin airlines benefitted as they could operate flights where Ai should ahve operated.

The present Civil aviation minister the other day announced that heads would roll in AI if they did not perform.But he is presiding over it for more than 5 long years and appointed its chief from the civil services who had no ariline business experience and he was the one who gave preferential treatment to private airlines over AI. AI is gettinng internally and externaly sobotaged.

S.narendra

 

I think the Morarji formula should be applicable all captains of the industry, just not airline! We are in our  businesses/professions by choice and by any compulsion.

bnk

2009/8/4 S. Narendra <sunarendra@gmail.com>
 

Mr Desikan by recalling Morarji Desai meeting with small and medium newspapers has brought out a very pertinent point.I worked with Mr Deasai when he was FM.He was physically straight like a ram rod :so also in his talk and action.

1. Reg airlines,when private players rushed into this glamour business,the ATF price was higher than present.So also state levies on ATF. Airport charges were higher.Yet many entered the business.Did these players not factor such business environment?


2. Internationally airline business is a fair weather business and most airlines have gone down and existing ones are struggling.Excepting South West arilines in uSA that is very innovative other domestic one in US are struggling.Inernational arilines such as Singapore has monopoly businsses related to airlines and cross fund their operations.

3. The most unconvincing  argument advanced at the FIA press conference was that the government was repsonsible for Airlines bottom lines.

4. There was no honest introspection on the way Pirvate players were running their business,mostly based on their egos and fanciful business plans.In 2005 Paris airshow these players competed with each other to fill the order books of the craft manufacturers.

5. Airtraffic grew not only becasue the economy was doping well but also becasue many had decided to acquire traffic by giving away seats free of cost.


6.If a business is not viable, you exit.

S.Narendra.

2009/8/3 Raghavachari Desikan <raghavachari.desikan@gmail.com>
 

Dear Srinivasan,
Here's  my experience with Moraji Desai as finance minister.
may be you 'll find it interesting to share with your group.R.Desikan.
 

Sir,

I would like to share with your readers an experience with Morarji Desai when he was the finance Minister.

I was a member of a delegation of small and medium size newspapers and magazines association of the country. We wanted to appeal to the FM requesting him to subsidize the newsprint prices or reduce taxes related to printing & publishing fo small and medium size media. We waited for the FM under a shamiana. He came, sat down and listened to the leader of the delegation patiently. Then, he relpied. : "Friends, can any one of you tell me if I had asked any one of you to publish a newspaper or magazine as the FM?

There was no answer from any one of us as we none of us did. He continued," You started your paper because you wanted to make money as a business. You have to manage your business yourself. The government  cannot come to your aid by subsidy. Namaskar".

This statement is applicable to the CAPTAINS of our airlines. I only hope the Government  will abide by the Minister's statement released today.

 

R.Desikan

Trustee

Consumers Association of India

Chennai 600 041.

Phone: 044 2449 4576/78,



2009/8/3 CABSFORD Public Relations <cabsford.publicrelations@gmail.com>

 

I understand that the threatened strike by private airlines has been since withdrawn. The tough stand taken by the Government and the late realisation by the private airlines managements that the public opinion is not on their side has worked.
 
It would have been prudent on the part of the private airlines to form an effective committee comprising representatives of all operators and then go on a month long campaign to apprise the public in general and their users in particular about what their problems are, how these could be addressed and by whom and once this is done how the public would be benefited by it. After the month long campaign, they should have planned their next course of action. They should have also taken a lesson from the way the Government tackled the Truck Operators and OIL Officials' strikes a few months ago.
 
Needless to add, all through the media should have been fed with what message they wanted to convey to the government and the people. Their PR exercise was bad indeed.
 
Nurul Islam Laskar
CEO, CABSFORD PR
Block B, Central IT College,
Dr. R.P. Road, Dispur,
Guwahati  781006 Assam India
cell: 0 99541 91836
Tel: 0361-2381724 Fax: 0361-2235768
 
 






--
Regards
BNK
Call:  CDMA: 93210 48332
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B N Kumar
CEO
Concept PR - Winner of "Agency of the Year 2007"  award from PR Council of India
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