Showing posts with label jobs in Canada. Show all posts
Showing posts with label jobs in Canada. Show all posts

Tuesday, 28 August 2012

Strategic Alliance between Jet Airways (India) Ltd, the country’s largest airline by passengers carried, and Deutsche Lufthansa AG



The civil aviation ministry has approved a strategic alliance between Jet Airways (India) Ltd, the country’s largest airline by passengers carried, and Deutsche Lufthansa AG that will enable them to sell seats across each other’s networks, in the process pushing state-owned Air India deeper into the red.

The blanket approval for the code-sharing arrangement between Jet and the German airline could be a step towards the Indian carrier joining Star Alliance, the world’s largest airline network.

Code sharing is an agreement between two airlines that allows each to book seats on the other’s flights as it would on its own.

Teaming up: Jet Airways wants to cover almost the entire Lufthansa network in Europe and North America, and other routes. In return, Lufthansa will be able to book seats on Jet’s domestic flights. Photo: Hindustan Times
Typically, the arrangement is restricted to a few select sectors, but Jet sought approval to cover almost the entire Lufthansa network in Europe and North America, and other routes. In return, Lufthansa will be able to book seats on Jet’s domestic flights.
“This will help them expand their market. We have granted them in-principle approval for it this week,” said a aviation ministry official, who declined to be named.

Jet did not reply to an email and phone calls seeking comment. Lufthansa declined to comment.

Lufthansa had mentored Air India to join Star Alliance, which has since denied entry to the government-owned carrier on grounds that it hadn’t met some membership conditions, Mint reported on 2 August. Air India had rejected these claims.

Jet Airways chairman Naresh Goyal and Star Alliance’s chief executive officer Mark Schwab had met earlier this year to discuss plans for Jet to join the network; Jet applied to the aviation ministry on 16 July seeking approval to join the club, which would make it the partner of choice for other members of the alliance flying to India.

Teaming up with Lufthansa could ease Jet’s entry into Star Alliance.

The aviation ministry, as per standard protocol, sought Air India’s views on Jet Airways’ request to co-opt Lufthansa. Air India “strongly opposed” the move, an official at the flag carrier said on condition of anonymity.

“It’s miserable to see what is being done,” the Air India official said.

Air India, in an estimate to the ministry, said it risked losing Rs. 92 crore annually on just one single route—Mumbai-Munich—as a result of the code sharing between Jet Airways and Lufthansa. The approval covers several dozen more routes.

Civil aviation minister Ajit Singh told Parliament last week that Air India’s loss on international routes had reached Rs. 1,700 crore in the three years from 2009-10.

Steve Forte, a former Jet Airways chief executive officer, said a blanket code sharing arrangement could mean Jet was preparing to sell a stake to a foreign airline when the Indian government changes rules to allow it. At present, Indian rules permit foreign investment of up to 49% in domestic carriers, provided the investor isn’t an airline.

“Perhaps Jet is getting ready for foreign participation, particularly in view of Goyal’s reversal on his previous position of being against it,” Forte said adding, “Whatever the reason, both airlines can advertise a larger network and it should be somewhat detrimental to Air India.”

Jet will be able to attract more passengers to its domestic network if it decides to fly to European points such as Munich and Frankfurt from places such as Hyderabad and Bangalore and could even relocate its existing European hub from Brussels to the Lufthansa-fed Munich or Frankfurt, said a foreign airline executive who asked not to be identified.

For Lufthansa, the code sharing means taking on Emirates, this executive said.

“You have to look at who Lufthansa fears...who is threatening to eat their lunch? The answer is, of course, the Middle-Eastern carriers,” this executive said, adding that Lufthansa has realized that it can’t serve all the destinations that Emirates serves profitably.

The executive explained that the German airlines flights to Hyderabad and Kolkata have failed. Emirates, Etihad, Qatar Airways and Turkish Airlines together fly to 85 cities in Europe, this person explained. “That is obviously very unsettling for a large European carrier.”



Happy Landings ..........

Capt Shekhar Gupta
CEO
AeroSoft Corp
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http://www.aerosoft.in
http://www.aerosoftorg.in
http://www.aerosoftcorp.in
E  :  shekhar@aerosoft.in
 












 

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Govt approves Jet, Lufthansa strategic alliance
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New Delhi: The civil aviation ministry has approved a strategic alliance between Jet Airways (India) Ltd, the country's largest airline by passengers carried, and Deutsche Lufthansa AG that will enable them to sell seats across each other's networks ...
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Friday, 24 August 2012

Will cloud murder the channel?' and other stupid questions

8900




Why you shouldn't believe the hype....

During a recent cloud computing webcast in which I was participating, a solution provider asked: “How much time do we have left before cloud computing completely disrupts the channel?”

It’s a surprising question – as nonsensical as it is simple, much like the viral video produced by The Onion on Hewlett-Packard’s cloud ambitions: The faux reporter asks a developer: “How much capacity do the HP cloud users have access to?” The developer answers: “One thousand.”


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What would you say to a question about when the channel will die? I said: “Thursday.”

When will the channel die?
Actually, what I should’ve done is completely dismiss the question and the sentiment. Both are a reflection of something we’ve long suspected: Value is dead, and hype has taken over the market.

Analyst firm Gartner has even come out with a positioning statement calling cloud computing “the most overused and hyped term” in technology, which is sweet irony considering Gartner was one of the chief architects of defining and popularising "the cloud".

The vendors saw this coming a decade ago. Every technology brought to market over the last 10 years has been an iterative improvement to previous generations, not a net-new product. We’ve been fielding better, simpler and more affordable products, not new technologies.

Yes, the iPhone is remarkable. Yes, tablets are amazing. And, yes, the cloud is revolutionary. But we’ve had all of these for many, many years. The first touch-screen, app-driven smartphone was released in 1992 by IBM. The first tablet (not counting anything on Star Trek) was released in 1993, again by IBM. And the first cloud services – initially known as application service providers – have been around since the mid-1990s.

With each technology iteration comes improvements in performance, usability, manageability and total cost of ownership. Moreover, with each iteration the need for complex professional and managed services decreases, thus decreasing the value to which solution providers can add.

The advent of cloud computing is completely disrupting the remaining value potential as solution providers are increasingly relegated to a sideline role. Worse, cloud computing is creating a barrier-to-entry: End user expectations for capacity, performance and functionality are advancing faster than the market can deliver.

Once again, vendors recognised this more than a decade ago and have been steadily eroding their channel partners’ positioning by recapturing value-add services for their own delivery. Solution providers have been compensated for this switch with back-end incentives – and it’s gotten to the point where the average solution provider is almost entirely dependent on promotional incentives, rebates and spiffs for their profitability. Now, with the "cloud" skyrocketing, vendors want more of what’s left, leaving partners to scramble. How much time does the channel have left, indeed.

10 tough truisms about the channel’s future
Vendors will deny this to the hilt, claiming they rely on partners for their livelihoods. Ensuring partner profitability, they’d say, is essential to their own viability. They will even point to “reference architectures” as tools for partners to supply value to their customers. Reference architectures are, in fact, wonderful tools for homogenising solutions, ensuring everyone has access to the same technology – but, as economist Karl Schramm said: “When everyone has access to the same technology, the technology has no value.”

Is value completely dead in the channel? Hardly. There’s still plenty of opportunity for solution providers to define themselves in new value propositions that advance their position in the market and ensure profitability. Cloud brokering and management; on-premise integration; back-up automation and Big Data; mobile enablement and management; and process consultation and implementation services are among many of the emerging opportunities.

Value in the channel will only die if solution providers allow it to. Solution providers – as a whole – have done a wonderful job of surrendering value. Now is the time for them to take responsibility for their own futures and profitability: by defining what will make them different and how they will bring more benefit to their customers.















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As per more then 350 search Engines including AltaVista, Bing, Google and Yahoo
Expert Team Of Aerosoft is Best Aviation SEO KPO Team in Asia
 
Best Aviation Managers in Asia:

Best HR Manager in Asia :
Er Reema Chordiya [ BE (CS) MBA (HR)] 
reemac@aerosoftorg.in

Best HR Manager Manager Operations in Asia :
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anubha.barod@aerosoftseo.com

Best Manager Marketing in Asia  :
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AnkitaM@aerosoftorg.in

Best Aviation Software Engineer Cum Aviation Blogger in Asia:
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Your Good Times tell the World Who You Are and Your Bad Time tells You What The World Is

Your Good Times  tell the World  Who You Are and  Your Bad Time  tells You  What The World Is Manbir Kaur Director AirCrews Aviation Pvt Ltd...