WHAT IT IS TO BE A GOOD LEADER AND ITS IMPORTANCE- TANVI PANT

WHAT IT IS TO BE A GOOD LEADER AND ITS IMPORTANCE- 
TANVI PANT

There are as many definitions of leadership as there are leaders. Each leader has a unique style and strategy, influenced by personality and the challenges faced in the leadership role. While styles of leadership vary, there are qualities that all great leaders share. People look to leaders to guide them in their actions. Good leaders are role models for the people they lead, motivating them, supporting them and facilitating communications among them. In business, good leadership translates to long-term success with high morale and a high rate of employee retention. In the military, stakes are high for leaders. Successes and failures are not measured in dollars but in lives saved and lost. The importance of leadership in society should not be underestimated. People need laws and rules to govern their actions. Organizations of any size take on the personalities of their leaders. Good leadership helps shape a positive attitude, promotes harmony and facilitates maximum productivity.There are many different styles of leadership. Not every style is suited to every situation. The importance of leadership in health care organizations, for example, takes on a different meaning than the importance of leadership in the military. The healthcare field is changing, with new laws, regulations, standards of care and payment options. A good leader must stay abreast of the changes and recognize that long-established leadership beliefs may no longer hold.

The qualities of a leader in the management of a business differ from the qualities of the leader of a sports team because the goals and outcomes of these services organizations are different, although they share some common ground. Good leaders adapt their leadership style to bring out the best in the people they lead.

TANVI PANT

Alfa Business Center for Development International Management School by Patricia Persis Emmanual

Alfa Business Center for Development 
[An International Management School]
by 
Patricia Persis Emmanual

Online  Management School Project called
Alfa Business Center for Development
Need
Managing Team
Alfa Business Center for Development
[International Management School ]

Head Managing Team   :
Anushri Keshri
-Head School Of Social Media
-Asst Head School Of Social Media
-Head Linkedin Studies
-Head Facebook  Studies

Asst Head Managing Team   :
-Patricia Persis Emmanual
-Head School Of Aviation Studies
-Head School Of HR Studies
-Asst Head School Of Aviation Studies
-Asst Head School Of HR Studies


Asst Head Managing Team   :
Shweta Upreti
-Head School Of  Finance Studies
-Asst Head School Of  Finance Studies
-Head School Of  Social Media Studies
-Asst Head School Of  Social Media Studies

Asst Head Managing Team   :
Kumari Roshani
-Head Admission Dept
-Asst Head Admission Dept
-Head School Of  Internship
-Asst Head School Of  Internship

Asst Head Managing Team   :
Amisha Bohra
-Head  Admin  Dept
-Asst Head Admin  Dept
-Head School Of  e Commerce
-Asst Head School Of  e Commerce


See .......
https://aerosoftin.blogspot.com/2020/06/online-management-school-project-called.html

Aviation MRO Providers see the Post CoVid19

How Aviation MRO Providers see the post-CoVid19 Future Business 
https://www.alfabloggers.com/2020/06/aviation-mro-providers-see-post-covid19.html

As airlines reduce their fleets, expecting it will take years until passenger demand returns to pre-crisis levels, MRO providers have to deal with excess capacity while having to support in-service aircraft under renewed cost pressure.

IATA does not expect air traffic to regain pre-crisis levels before 2023. Against this backdrop, airlines are pushing back delivery schedules and phasing out older, more maintenance-intensive aircraft earlier than previously planned.

Lufthana MRO
Source: Lufthansa
Lufthansa Group intends to reduce its approximately 760-strong fleet by 100 aircraft by 2023. The aim is to operate the same traffic volume that year as in 2019, but with a smaller, more efficient fleet, group chief executive Carsten Spohr said earlier this month.

“It certainly looks like we are facing into a prolonged period of overcapacity in the MRO market – locally and globally,” says David Doyle, Lufthansa Technik’s vice-president of corporate strategy, business development and innovation management.
The German MRO provider expects that airlines will reactivate new, fuel-efficient aircraft first and leave older equipment, especially aircraft requiring major checks, on the ground until last – if they return to the air at all. “[MRO] players with access to the new technology fleets [will be] in a better position to ramp up their operations first,” Doyle says.

Air France Industries KLM Engineering & Maintenance senior vice-president business development Johann Panier says that the MRO provider had already been in a “smooth transition” from servicing legacy aircraft types to new platforms, like the Boeing 787 and Airbus A350, before the pandemic, which has “accelerated” that process and will “transform” the MRO market.
But it is not just older aircraft that are facing early retirement – A380s are perhaps the most prominent example of still-young equipment that will not return to the skies at the same numbers. Cirium data shows that all but four aircraft of the global fleet of 239 A380s were parked on 21 May.
Air France and Lufthansa – two of the type’s three European operators – have accelerated their A380 retirement plans. Air France has terminated their entire A380 fleet with immediate effect, while Lufthansa reduced its from 14 to eight aircraft. The German carrier still views the reactivation of the remaining aircraft merely as “an option”, it says.
Doyle acknowledges that “the A380 and A340 were the workhorses of the Lufthansa long-haul fleet, so we will feel the impact if they don’t return to service”. Lufthansa Technik’s efforts in recent years to expand its service capabilities for the A350, 777 and 787 will be beneficial, he says.
Overcapacity will hurt
Irrespective of specific aircraft types and repair capabilities, however, Doyle warns that an anticipated global fleet reduction will put MRO providers under pressure: “Overcapacity always leads to irrational market behaviour and that will certainly end up hurting some players in the MRO industry.”
Lufthansa Technik’s adjusted EBIT declined to €4 million ($4.4 million) during the first quarter, from €123 million in the same period of 2019, its parent disclosed earlier this month. The group says that lost income from hour-based service agreements with third-party airline customers that are flying less or not all because of the pandemic is “increasingly having an impact on Lufthansa Technik”.
Government-supported furlough schemes have enabled some MRO providers to reduce staff levels in the immediate aftermath of the crisis and to delay decisions about potentially adjusting their operation. But what happens when these government schemes end?
Airlines and manufacturers have already announced job cuts. Rolls-Royce plans to make 9,000 redundant: 17% of its global workforce. Chief executive Warren East said in May: “Our airline customers and airframe partners are having to adapt and so must we.” While governments are trying to assist businesses, he notes they “cannot replace sustainable customer demand that is simply not there”.
Richard Brown, managing director of UK-based aviation consultancy Naveo, says a key issue is lack of clarity how airlines will recover from the crisis. “That [question] is going to impact how many people you need in your business,” he says.
He warns, however, that laying off skilled workers will result in a loss of “knowledge and insight” for MRO providers and that executives must be careful not to “mortally wound the business”.
“If you lay off… experienced mechanics, then that creates a problem when you want to ramp [up] again… They [business leaders] have to be careful about making deep cuts in the actual people that do the work, unless they are very confident about bringing those people back – or equivalent – quite quickly when the work returns.”
Recovery Time
Either way, maintenance providers will need staying power until the outlook becomes clearer. Panier expects that “the MRO market will take time to recover”. Noting fleet overcapacity, premature legacy-aircraft retirements, and the possibility that airlines will defer maintenance and use green-time engines rather than overhaul engines, he says there is “a lot of uncertainty” surrounding the support of aircraft that have returned to service.

“It’s still too soon to know exactly what will be the level of airlines operations and, as a consequence, how the [carriers] will manage their maintenance and what will be the impact on the MRO business.”

Doyle notes the likelihood that a wave of used serviceable material (USM) could become available as not all parked aircraft will return to the air. While this might reduce demand for maintenance on these aircraft, Doyle argues that increased USM availability could be advantageous for MRO providers. “This is an opportunity for MROs to work with airlines to effectively utilise the pool of surplus material they are sitting on,” he says.

At the height of the lockdown measures in April, Lufthansa Technik disclosed that it had sold a substantial volume of rotable components to US spare-parts specialist AvAir. The equipment, which included 9,000 line-replaceable units, represented a majority of the MRO group’s rotable “overstock” and had become available for sale because of improved spares management, Lufthansa Technik said at the time, noting that the sale had been arranged before the onset of the coronavirus outbreak.

In Doyle’s view, Lufthansa Technik’s international network does not represent a high risk despite the hiatus of airline operations. He says the MRO provider’s comparatively large footprint and broad range of capabilities has provided “some balancing portfolio effects” as the crisis affected some operations more than others.

This is echoed by Panier, who describes AFI KLM E&M’s international network as a “strength”. He argues: “The MRO market needs reliable players backed by a global network… Our worldwide shops and logistic centres have allowed us to bring adapted solutions to our customers in order to ensure them the best support.”

However, AFI KLM E&M admits it has been a challenge to maintain pre-crisis service levels while the workload sharply decreased amid widespread fleet groundings. Panier notes that the reduction of flight activity has given MRO providers opportunities to complete certain maintenance tasks on parked aircraft, but says also: “Definitively, we prefer to let the aircraft fly and adapt our maintenance programme to the airline operations instead of maintaining grounded fleets.”

Like other airline-affiliated MRO providers, AFI KLM E&M will thereby likely be in a better position than third-party maintenance specialists because the group has immediate access to its parent’s fleet. However, airlines battling with liquidity will think twice about completing maintenance on aircraft that are not in service and won’t return to the air soon.
Uptick in MRO activity
Still, Etihad Airways Engineering reported earlier this month an uptick in MRO demand as customers “from around the world” reacted to the grounding of aircraft by bringing forward maintenance work “that was initially planned towards the end of the year”.

The work includes C-checks, major structural modifications, passenger-to-freighter conversions, painting, and – for the MRO provider’s Abu Dhabi-based parent carrier – a cabin-refurbishment programme spanning 96 aircraft.

“We have been doing our best to find the opportunity amidst the crisis,” states Etihad Engineering vice-president technical sales and customer service Frederic Dupont. “We have taken advantage of the grounding period and used it to carry out maintenance services to ensure the entire fleet is operating at its optimal and will be uninterrupted by maintenance requirements as services return.”

The MRO provider says its activity includes “preservation maintenance” for its parent and third-party customers that parked aircraft in Abu Dhabi.

Airlines that do return aircraft to the air will likely put renewed pressure on MRO providers and other suppliers to save costs. In late May, SAS chief executive Rickard Gustafson sounded a warning that ramping up flight operation after widespread fleet grounding would be a “costly” process for all airlines and could spur further industry consolidation.

Speaking during a financial results briefing on 28 May, Gustafson highlighted that costs would increase as airlines reactivated aircraft and routes, while passenger demand might not recover until later. “There will be some costs initially where you very quickly get your full costs back while it will probably take some time before demand and revenues catch up.”

In order to conduct the ramp-up as efficiently as possible, SAS has structured its operation in what Gustafson describes as “blocks of activity” that can be gradually build up – or withdrawn again – depending on demand. Referencing maintenance costs among other operational costs – for example those relating to aircraft provisioning, crewing, airport and ATC services – Gustafson said those aircraft that were flying must be operated with “maximum” efficiency.
Consolidation looming
The pandemic seems set to accelerate consolidation among airlines, and Brown is certain it will have a similar effect on the MRO sector. Pointing out that OEMs typically have better access to capital, a broader range of activities – often spanning both the civil and military arenas – and superior profitability to independent MRO providers, Brown foresees that the latter will come under pressure.
“History has shown OEMs are able to weather the storm,” he says.
Brown acknowledges that small, independent MRO providers might be more flexible and able to respond to individual customer requirements and perhaps also provide lower costs than OEMs or larger MRO competitors. But he believes that the independents will be “very exposed” to the crisis, having, in the past, found it “tough in a downturn”.
He expects to see increased merger and acquisition activity. “There is a lot of private equity capital that is still very anxious to invest in aerospace,” he notes, so it will not, in his view, be a challenge to find buyers – though finding buyers willing to pay the asking price may prove more difficult.
Brown also wonders whether the unprecedented scale of disruption and the likely downturn could lead to a more fundamental power shift. Citing government bailouts for several airlines and manufacturers – even while some also announced large-scale job cuts – he posits that governments may be in a stronger position now that they can provide much-needed lifelines, or may simply be faced with the prospect that businesses will go under without help. “Do politicians have more of an impact now… or is this the time when politicians will accept it [restructuring]?” he asks. “Is this the time that unions are at the weakest?”
New Opportunities
Doyle expresses optimism that the upheaval will ultimately result in new opportunities for service providers like Lufthansa Technik. “Crises always bring about a rethink of strategies,” he observes. “I expect to see a lot of airlines making radical changes to their MRO and procurement strategies.”

Those providers with a comprehensive range of service will benefit more than specialists, he suggests. Noting that other transportation sectors have moved to “broader risk and reward models”, he says: “We could see some airlines outsourcing larger parts of their MRO budgets to single providers in performance-based contracts.”

Panier sounds similarly hopeful that the AFI KLM E&M could ultimately benefit from the downturn. He says that keeping maintenance costs under control and protecting cash positions will be central for airlines. Given that new-generation aircraft like the 787 and A350 require “huge investment” in spare-parts stocks, he argues that MRO providers can lighten the load by delivering access to scale effects and equipment pools.

“Each airline may have a different approach as far as fleet status and own challenges are concerned. With our advanced processes and our state-of-the-art engineering expertise, no option will be out of the reach,” says Panier.

He warns that MRO providers must be able to tailor their services to airlines’ requirements – especially given the uncertainty in the aviation sector and wider economy, and vows: “We must adapt and be ready to support our customers in a changing environment.”
This analysis is written by Michael Gubisch, part of Cirium’s London-based reporting team.
As airlines reduce their fleets post Covid19, MRO providers have to manage the excess capacity while having to support in-service aircraft at lower cost.
Newer technology, fuel-efficient aircraft are restarting flying first leaving older models on the ground or to be phased out.  Therefore MROs with access to the new technology fleets are in a better position to ramp up their operations first.
A wave of used serviceable material (USM) could become available as not all parked aircraft will return to the air. While this might reduce demand for maintenance on some aircraft, the increased USM availability could be an opportunity for MROs to utilise the pool of surplus material. 
For the new-generation aircraft like the B787 and A350 that require investments in spare-parts stocks, the MRO providers could lighten the load by delivering access to scale effects and equipment pools.
Airlines could also make some radical changes to their MRO and procurement strategies like outsource larger parts of their MRO budgets to single providers in performance-based contracts.
MRO providers will need to tailor their services to new airlines’ requirements post Covid19.

Ankona Roy  MBA HR 
Manager HR  [ Internship InCharge]
AirCrews Aviation Pvt. Ltd.
ankonaroy@Air-Aviator.com
+91 70310 27893

Tanisha Madhu (BBA)
Asst HR Manager
AirCrews Aviation Pvt. Ltd.
tanishamadhu@air-aviator.com
www.AircrewsAviation.com

+91 70708 00875

Alfa Aviation Team

ALFA AVIATION
http://asiaticair.in


About Us :
“In short, the goal of this new airline is to be known to the passenger and the cargo customer by its proposed motto: "We've got a job to do, and we do it every day - for you!"

This new airline will base its business and marketing strategies on achieving high, and profitable, load factors through absorption of unmet demand in three key air-traffic categories: unserved and under-served routes on which high unmet demand currently exists or can be readily developed; serving key niche markets where demand is either unmet or poorly served; and meeting peak traffic demands on certain key regional, seasonal, and variable routes where very high load factors can be predicted despite existing but lower-quality competition, or where competition cannot meet the demand.
In addition, the proposed new airline will be designed around, and operated utilizing, the most up-to-date electronic, informational, and aviation technologies to ensure low operating and marketing costs, maximum efficiency in deployment of its resources, and a high level of customer service and convenience. And it is this final element - dedicating the airline, its staff, and its organization to providing a high level of customer service and convenience, and efficiently meeting the needs, wants, comfort, and safety of the passenger - that will assure the proposed airline's rapid acceptance in the marketplace and its long-term growth and success.
Starting an airline is tough. Running a profitable airline is even tougher. From start-up Fly Air airlines to established industry leaders, the process involves constant learning and adaptation.
Few businesses have as many variables and challenges as airlines. They are capital-intensive. Competition is fierce. Airlines are fossil fuel dependent and often at the mercy of fuel price volatility. Operations are labor intensive and subject to government control and political influence. And a lot depends on the weather.
But the intrepid entrepreneur is not alone. The Start-up  team assists entrepreneurs in launching new airlines. From concept through launch, Start-up offers guidance, review, analysis, data, resources, contacts, and referrals to qualified start-up airlines.

Characteristics leading to the success and profitability of this new carrier will be:

• Provision of high-quality service on routes and in markets that currently are either unserved, poorly served, or under-subscribed by existing carriers, thereby setting both a new trend and a new pace in air service to and within the South-eastern European region.
• Employment of cost-effective, up-to-date regional aircraft that will be sized right for the market and the route, leading to higher load factors, reduced costs, improved efficiency and flexibility, greater passenger comfort and satisfaction, and higher net profits. Outfitting these aircraft with the latest aviation technologies and navigational equipment will help ensure the highest level of reliability, punctuality, safety, and customer satisfaction.
• Utilization of the latest electronic and informational technologies in sales and marketing; reservations, ticketing and check-in; scheduling and resource planning; cargo tracking; and operational oversight. Such techniques as internet marketing, reservations, and sales; electronic ticketing and check-in; online quality control, resource planning, operational oversight, cargo and baggage tracking, and customer service, all will reduce staffing requirements while offering ease-of-use and greatly enhanced access by, and convenience to, the customer.
• Recognition that not everyone is geared for the electronic world, leading the proposed airline to provide a high level of non-electronic service as well, particularly to the many newer, less-experienced travellers - but future loyal customers - found in the region.
• Ensuring a friendly, cooperative, enjoyable, yet highly professional face to the customer.
• Development and implementation of cooperation’s, associations, and partnerships with other larger, more established, and highly regarded airlines both within and beyond the region to provide an extensive range of connections, through fares, frequent-flyer mileage sharing, and other passenger and client advantages through interline arrangements, code shares, common hubbing, and so forth.

Mission :

The proposed new airline's mission, simply stated, is to fill a niche in the growing air-travel and cargo markets linking Western Europe, and points beyond, to South-eastern Europe and Turkey; to achieve high, and profitable, load factors by identifying and serving key routes and city pairs currently unserved, under-served, or poorly served, and where significant unmet demand exists; and to set a new standard for air service and professionalism both within the target market region and beyond.
By utilizing the latest aviation, electronic, and informational technologies, and by designing effective and efficient systems and building in quality control from the outset, we aim to ensure the highest level of service, operations, and safety, all based around the needs, wants, comfort, and convenience of the passenger and the cargo client. This combination of technology, service orientation, and quality oversight will help keep costs at a minimum and maximize profits to the airline and its investors. It also will help build the strong customer satisfaction and excellent reputation that will enable the airline to build solid, and crucially important, interline arrangements necessary to expand its scope and customer attraction in the early stages, and which will lead to continued long-term growth both within the target market area and, looking toward the future, beyond.
 Keys to Success :

• Employing an experienced, highly professional management team that combines vision; realism; financial ability; solid knowledge of the aviation business; familiarity with, and belief in, the utilization and benefits of the latest aviation, electronic, and informational technologies; on-the-ground knowledge of the region and markets to be served; realization of the crucial importance of an organization's personnel to its success; and a total familiarity with, and commitment to, the overall mission and goals of the proposed new airline.

• Intelligent, progressive, and aggressive marketing that identifies the airline as a different kind of player, one that is sharper and smarter, and with a higher level of professionalism and operational standard than is the norm in the target region. Concentration on safety, with highly trained, dedicated, and professional personnel, caring for the passenger and the passenger's needs and wants, the advantages offered by advanced technology, and straightforward, understandable, highly competitive tariffs and fare pricing, all will form key pillars of the marketing strategy.

• Identification, through careful market research, of unserved or under-served routes and city pairs in the target market area with sufficient passenger demand to enable high load factors and profitable operations utilizing the category of aircraft envisaged.

• Use of an all-jet fleet of newer, modern, Western-built regional aircraft that offer a high level of comfort, safety, and fuel and operational efficiency and flexibility, which meet all normal aviation standards, and which offer sufficient, but not excessive, passenger and cargo capacity on the envisaged routes.

• Use of advanced electronic and information technology to reduce staffing and other operational costs; expand the potential market base; readily capture sales opportunities; simplify and speed passenger, baggage, and cargo handling; and enhance customer convenience and satisfaction.

Company Locations and Facilities :

1. The tax and business regime in place in the selected locale. A low profit tax rate and a regulatory and political climate supportive of business, and particularly foreign investment, are key considerations.


2. The availability of relatively low-cost facilities suitable for basing both the business and aircraft-support operations, as well as the aircraft, is another key consideration.


3. The availability of sufficient landing and parking slots and gate facilities to permit the desired level of service at the base airport.


4. The ability to interconnect with one or more major carriers for onward interline arrangements both within Europe as well as to trans-Atlantic and global destinations.


5. A location that, given the maximum range of the selected aircraft, will enable non-stop flights to the most important destinations within the new airline's service area in South-eastern Europe and Turkey and, at most, one-stop service to more distant or secondary destinations.


6. The existence of relatively high-traffic volume between the base location and one or more key interchange points to provide sufficiently high load factors between the base location and onward destinations and points of origin.


7. The existence of a reasonably high level of cargo traffic, including opportunities for interline trans-shipment of both inbound and outbound cargo.


8. The support of a larger airline with which the proposed new airline can establish a particularly close working relationship.


9. The support of local airport and aviation authorities to facilitate establishment, certification, and ongoing operation of the airline and its aircraft.


10. A location outside of the U.K. to facilitate British trade finance on acquisition of the new aircraft, should decisions be made to acquire British-built Avro aircraft as previously noted, as well as to purchase, rather than lease, the aircraft.


11. A range of other factors, including the availability and cost of local skilled workers, the growth potential of the market selected, year-round climatic and weather conditions as they may affect flight operations, the "cache" of the locale for marketing purposes, the cost and convenience or difficulty involved in command and control of the airline involving key personnel, some of whom may be based at various other locations, and so forth.


Services :

As demonstrated throughout this business plan, it is clear that a strong growth potential exists for the future, and the airline will gear itself toward sensible, well-based growth and solid financial and business planning.
The proposed new airline has the potential to become a strong, well-established, and - as the numbers indicate - extremely profitable carrier, starting from now.

Pricing Strategy : 

Like everything else about it, the new airline's pricing strategy will also set it apart from the pack and will form a key aspect of its overall marketing strategy.
We intend to change that, and will not only make our business more predictable and "user-friendly" to the passenger, but also will help fill our planes and make our financial direction more predictable and clear to our management and our bankers as well.
The game plan is simple enough, offer customers good service to places they want (or need) to go to, and at a fair and predictable price. Competition on the basis of price alone has spelled disaster for more than one carrier (start-up and veteran alike), and once down that slippery slope it is hard to turn back. And while price is clearly an important factor driving the marketplace, it is by no means the only one. It will not be our aim to be the lowest-priced competitor in the market.

Promotion Strategy :

The overall concept and design of the airline sets the stage for its promotion. Marketing and promotion will stress the unique qualities of the airline and the points that set it apart. Strong public relations combined with well-placed, well-designed, distinctive advertising appealing directly to people who are the airline's prospective customers will help get the word out.
Special effort must be made to develop and operate a highly functional, fast, rock-solid, and user-friendly website for online information, reservations, and e-ticketing. Internet marketing, combined with conventional non-Web marketing, will steer people to the website. The more customers use the website, the easier and more pleasant the experience will be for them, and the more economical and efficient, and predictable, will be the process for the airline.

Sales Strategy : 


The airline's sales strategy will flow from its overall concept and marketing approach. Mass marketing, but with a personal touch utilizing airline employees as spokesmen and women to explain that "I have a job to do, and I do it everyday - for you!", will aim to steer as many people as possible either to the airline's website, or to its telephone-based customer-service representatives. While clients are free to utilize their own travel agents, and the airline may also want to be accessible through general travel sites such as Travelocity, the more customers that can be encouraged to use the airline's own reservations and ticketing services, the less revenue will have to be shared in the form of expensive commissions.
E-reservations and e-ticketing, combined with e-check-in, make the most sense for any customers who have online access, and also for the airline itself. But nonetheless, the airline must not lose sight of the fact that many people do not have access to the Internet, or do not care to use it to arrange their travel, or perhaps just prefer a more personal touch, and so other means of access must always be readily available.


Management Team :

A complete management team, covering the elements of administration, aviation, and finance, is being assembled. This team brings together a wide range of skills and backgrounds covering the key areas needed to form, launch, and operate the airline, and from a range of national origins.










Operating Environment:
Start-up airlines must be aware of and operate within a framework of regulations, standards and guidelines. Included here is basic information on some of the primary international agreements and programs that shape the operating environment for commercial aviation.
Learn about a set of international rights that allow a country's airlines to enter the airspace of another country or land there.
Find out more about ETOPS, or Extended Operations, a collaborative industry/government program allowing airplanes to fly routes with longer diversion times.

Business Planning :
Successful start-up airlines begin with a sound business plan. This detailed planning document typically includes:
• Analysis of the market and competition
• Brand positioning
• Description of the business and opportunity
• Details about the operation
• Management team biographies
• Discussion of risks and obstacles
• Pro forma financial statements/projections
• Capitalization plan
• Brand development
• Implementation strategy.

The business plan is the fundamental starting point for working effectively with the Start-up consulting team. Start-up provides free review services of the business plan and corresponding financials. We offer constructive suggestions, question assumptions, and challenge the entrepreneur to prove the concept just as prospective investors might. For entrepreneurs requiring assistance in preparing the plan itself, Start-up can suggest advisors worldwide who specialize in such services.

Becoming a Customer:
Whether you are starting a new airline ,adding your first aircraft to your existing fleet, or you are new to maintaining aircraft, we have the products, services, and information resources needed to get you off the ground and keep you flying.
Relationship
Creating a business relationship can provide access to:
• Parts
• Drawings
• Documents
• Support services needed for the introduction, operation and maintenance of your aircraft

What do you need?
If you are a Maintenance Repair and Overhaul (MRO) or repair station, please see the Intellectual Property Management - Licensing Questionnaire.
In order to obtain goods and services, it will be necessary to enter into an agreement and set-up an account. To begin the account set-up process, complete and submit a Customer Questionnaire. This questionnaire must be completed and submitted electronically.
Upon receipt of the completed questionnaire and based upon the information you need to:
1. Start the process of establishing an account so your company can do business.
2. Assign your company a customer code which will identify your company for future business transactions.
3. Identify you as the owner, operator, or lessee of the aircraft.
4. Offer you a Customer Services General Terms Agreement (CSGTA) and its supplemental agreements:
1. Supplemental Agreement for Electronic Access (SA-EA)
2. Supplemental Agreement for Electronic Enabling (SA-eE)
5. Provide you with certain documents at no charge when the CSGTA and its supplements are signed and appropriate insurance is obtained.

Smarter flight decks :

While fully automated planes are still a far-flung prospect, Safety Line believes that using data to better inform pilots can pay off. The start-up aims to improve aviation safety and efficiency by applying AI to operational data.
To improve airline operations applying data to competency-based, adaptive training which will adjust to changing industry requirements. 

However, the amount of data being generated in aviation has exploded, and the tools used to mine that data have matured. Only artificial intelligence can make sense of that much data, to find the markers signalling proficiency buried in the noise. We are building the tools that will make objective measures of human competency possible. And demonstrating this in one of the most conservative and safety-conscious industries on the planet will prove that it can be done everywhere else.

Smoother bookings and better service :

Our start-up is taking-on the complexities of travel distribution by simplifying the booking flow and expanding payment options, which might support new entries of travel services providers while giving airlines full control over the sale of their seat inventory. 
AI will be able to show agents, how to take a complaint from a customer, and create the opportunity to make that customer satisfied again...The aviation industry is going through an amazing transformation to become more customer-centric and efficient.


Happy crowd :

We give the travel industry the channel and smart data they need to offer deep personalization to travellers—especially for activities and experiences—but really for anywhere in the traveller journey.

Personnel Plan :

Along with aircraft acquisition and operating costs, personnel costs represent one of the two largest cost factors faced by the new airline. Additionally, the airline's personnel will largely determine the success of the venture. Therefore, it is crucially important to develop and implement an effective personnel operations and compensation plan.
The Personnel Plan for the new airline reflects the stress on the use of technology to reduce staffing and costs, and the concomitant stress on customer service. Consequently, staffing is heavier (with individual function directors) in such areas as information technology and oversight of such functions as human resources, flight safety, flight maintenance, and ground operations than might otherwise be the case with a smaller regional airline. On the other hand, functions such as sales and marketing, bookkeeping and finance, and personnel management are reduced, with the assumption being that the effective use of advanced, cost-efficient informational technologies in these areas will make up for the reduced staffing, resulting in significant cost savings while providing superior results at less effort.

CONTACT

       We appreciate your interest in the Alfa Aviation Team.

Shweta Upreti   MBA 
Manager HR (Internship InCharge)
Aircrews Aviation Pvt Ltd
shwetaupreti@alfabloggers.com
www.AircrewsAviation.com
Vcard
shwetas.vcardinfo.com
LinkedIn:
https://www.linkedin.com/in/shweta-upreti-6b669a1a9
Quora:
https://www.quora.com/profile/Shweta-782
Bio:
https://www.portrait-business-woman.com/2020/05/shweta-upreti.html



Swarnima Singh (MBA) 
Head Start-Ups
+918934050242
AirCrews Aviation Pvt. Ltd.
www.AircrewsAviation.com
swarnimasingh@alfabloggers.com
https://www.portrait-business-woman.com/2020/05/swarnima-singh.html

https://www.alfabloggers.com/2020/06/alfa-virtual-startups-list.html

Alfa HR Team.

ALFA HR SERVICES 
                          
ABOUT US:
“We’ll be with you every step of the way” 
People-related costs-including compensation and benefits-are now the single largest budget items for most companies, propelling HR into a more strategic, integrated role in fulfilling the organization’s overall strategy and goals. But to leverage that new status and make a positive impact, you need specific expertise. The HR Team, human resources outsourcing firm, is committed to providing expert human resource services and support to a wide variety of industries. Our team of friendly, seasoned professionals has the education, skills, and knowledge to ensure that your organization’s HR department is operating legally, efficiently, and strategically. And with a full spectrum of services available, we’re your one-source alternative to maintaining an in-house human resources department.
Our HR solutions are designed to provide companies with a single resource which is dedicated to managing and supporting all HR and employment processes, thus allowing them to focus on the key business areas.

We have the capability to undertake most of the HR administrative activities such as:
• EDB and HRM services
• Payroll and compliance services
• Assessment and training services
• Training and Placement cell Outsourcing services


We serve businesses of all sizes - small, medium, and large multinational corporates, and in multiple domains.. We manage critical HR processes, thus bringing significant operational excellence and seamless integrated delivery.
Our human resource outsourcing services will include activities throughout the entire duration of the employee life-cycle, right from on boarding to retirement or outplacement. We partner with client organisations to fully assist them in the transformation of their HR model to bring about maximum value to the business.


OBJECTIVE :

• To establish and maintain an adequate organisational structure and a desirable working relationship among all the members of company by dividing of organisation tasks into functions, positions, jobs and by defining clearly the responsibility, accountability, authority for each job and its relation with other jobs.

• To secure the integration of the individuals and groups with an organisation, by reconciling individual/team with those of an organisation in such a manner that the employees feel a sense of involvement, commitment and loyalty towards it.


Our Mission & Values :

The mission of The HR Team is to delight our clients by providing excellent service and quality solutions to support their human resources requirements. To this end, we have established the following core values:
• Quality control through the establishment of process guidelines and quality standards for each HR service provided.
• Eliminate duplication of effort, increase efficiency and thereby create efficient, cost effective, affordable HR.
• Consistent service in everything we do for our clients.
• Create a new paradigm in HR outsourcing by pioneering new processes, questioning existing solutions, and thinking forward.
• Embracement of the need for employees to constantly learn and develop, beginning with our own staff.
• Focus on teamwork and the benefits it brings to every corporate environment.
• Honesty, integrity and an exceptional work ethic into everything we do.
• Provide human resources expertise that understands business needs.

What We Can Do For You :

We focus on Human Resource Administration, processes and systems, so you can focus on people! As companies are aware, the day-to-day burdens involved in administering benefit and other Human Resource programs are enormous. These burdens are growing dramatically at a time when senior management is asking the HR function to move beyond administration and play a more strategic role in helping their organisations meet broad business objectives.
This is where The HR Company can support you. We can support you and find administration solutions that minimise internal burdens whilst maximising the level of service and support available to your employees.

Looking to build a better workplace environment? Look to the HR Team.
Every service we provide is delivered with the commitment to exceed our clients’ expectations. We take our client relationships seriously and we value the trust you place in us.
Your HR needs and most pressing priorities become our biggest concerns, too. And forget the cookie-cutter approach that other HR firms often take. We bring a holistic approach to HR outsourcing, focused on developing cost-effective human resource solutions that respond specifically to your needs and fit your corporate culture. It’s our great honour to help you create a workplace where your employees are motivated and engaged, resulting in better outcomes and increased profitability. It’s a win-win all the way around.

Our Culture
Culture develops in every organization-in ours as well as in yours.
At The HR Team, we’ve created a positive, cohesive environment rooted in integrity and collaboration. We have profound respect for our clients, as well as for one another. Quality runs rampant here and delivering superior customer service is our ultimate goal. We set the bar high and nothing delights us more than when our clients refer us to their friends and colleagues, trusting that they are in good hands.

Our Team
The HR Team is focused on helping you succeed by taking care of the things that may be distracting you from the bigger picture.
We take a holistic approach to HR outsourcing, creating customized solutions that fit your unique needs and corporate culture. Creating thoughtful human resources strategies and blending them with the best client support available sets us apart from others in our industry. When you choose The HR Team, you have a compassionate partner you can trust for sound HR guidance, now and for the future.



SERVICES :

• HR Outsourcing
• HR Consulting
o Performance Management
o Manager Coaching and Guidance
o Market Compensation
o HR Audits
o Employee Surveys
o
How do you strike the right balance between the interests of your organization and the needs of your employees?
The HR needs of every industry have one thing in common: they’re focused on people, all of whom have differing, complex needs. However, what differs is the strategy required to effectively develop, implement, and manage industry-specific HR processes. The HR Team works with organizations of varying sizes, industries and sectors, bringing innovative best practices and customized programs designed to nurture your greatest asset: your people.
Whatever your situation, we’ve got a solution that fits. Whether you’re growing and you need a more formal HR process, or you’re seeking some sound advice about employee relations, we have the experience to understand your needs and help you become more efficient. Some of our clients elect to outsource most or all of their HR services to our qualified professionals, while others use our HR consulting solutions to complement their existing team and alleviate their sometimes complicated workload.
We’re proud to serve a variety of industries, ensuring that regardless of the type of organization, we’re equipped to meet your unique HR needs with experience, innovation, and exceptional support.
• Trade Associations & Non Profit Organizations
• Technology
• Construction
• Financial Services
• Professional Services
• Government Contracting
• Energy

CONTACT

       We appreciate your interest in the Alfa HR Team.

Shweta Upreti   MBA 
Manager HR (Internship InCharge)
Aircrews Aviation Pvt Ltd
shwetaupreti@alfabloggers.com
www.AircrewsAviation.com
Vcard
shwetas.vcardinfo.com
LinkedIn:
https://www.linkedin.com/in/shweta-upreti-6b669a1a9
Quora:
https://www.quora.com/profile/Shweta-782
Bio:
https://www.portrait-business-woman.com/2020/05/shweta-upreti.html



Swarnima Singh (MBA) 
Head Start-Ups
+918934050242
AirCrews Aviation Pvt. Ltd.
www.AircrewsAviation.com
swarnimasingh@alfabloggers.com
https://www.portrait-business-woman.com/2020/05/swarnima-singh.html

https://www.alfabloggers.com/2020/06/alfa-virtual-startups-list.html

Alfa Guide Team.

ALFA GUIDES
https://www.guidebylocal.com


Start-up Guide is a publishing and media company that produces guidebooks and online content to help entrepreneurs navigate and connect with different start-up scenes across the world. As the world of work changes, its mission is to guide, empower and inspire people to start their own business anywhere.

About our book :
Start-up Guide books are just like traditional guidebooks in that they can be carried everywhere and provide you with helpful tips on your entrepreneurial journey.
Each book is packed with essential information about doing business in the city or region, as well as profiles of start-ups, coworking spaces and programs based there. Each title also contains insightful interviews with local experts and inspiring stories of entrepreneurship.
Start-up Guide goes digital :
Since the first Start-up Guide book was published, we’ve learned a lot and now feel confident exploring new formats to reach a wider audience. By producing online content, we can take a deeper look at local ecosystems across the globe and stay up to date on innovative initiatives. Just like our books, our media website strives to guide, empower and inspire people to 
#startupeverywhere.
“Our VISION is that there are talented people everywhere whose potential can be unlocked to make an impact on the world through entrepreneurship.”
“Our MISSION is to empower communities of talented and motivated people to build technology businesses that positively impact the world, no matter their location, background, race, age, or sexual orientation.”
We believe that :
• Great companies start with great people.
• Great companies can be built anywhere.
• Great companies are not built alone.
• Anyone can change the world through entrepreneurship.
• Focus is one of a founder's greatest challenges.
• Start-ups are much harder than you think.

Assessing Risks :

An entrepreneur needs to identify the various risks that confront the venture and make an assessment of their importance to his or her specific situation. The act of starting a business is inherently risky:
1. There is no guarantee that customers will like your products or services enough to purchase them.
2. Entrepreneurs frequently borrow money to finance their venture in its earliest stages; there is a chance that they will not make sufficient profits to be able to pay these loans back.
3. As a business expands, the founders will invariably have to delegate responsibility for certain tasks to employees whom they do not know well. The employees bring uncertainty and risk related to their skills and performance.
4. Entrepreneurs do not know the correct price for their product at the beginning; they may have to raise prices or change their business model, running the risk of alienating customers.
5. Whenever a business ventures into a new market or launches a new product line, there are risk involved with the logistics and geography.
6. Business owners also have to face risks that are external to the day-to-day operations of their companies. These risks include natural disasters (earthquakes, tsunamis, volcanos), freak accidents (plane crashes, car accidents) and long-term environmental changes (global warming, freshwater depletion, etc).
Entrepreneurship involves accepting those risks that are necessary or unavoidable, while taking steps to mitigate those that can be controlled. Given that reducing down to zero is impossible (or extremely expensive), individual entrepreneurs must decide where on the spectrum of risk-taking they stand. What kind and how much risk are you prepared to accept? The answer to this question will depend on your specific situation; good entrepreneurs are the ones who can successfully answer it. In the rest of this article, we will outline the risks faced by most businesses and offer some strategies for mitigating them.
Talent Risk :
There are two major risks that every start-up confronts regarding its team: (a) the risk of hiring the wrong team members and (b) the risk of losing good team members. These impact of these risks to the business are highest during the early stages of the company when it is dependent on a small core team; as the firm grows and is able to hire more staff, these risks get diversified and are reduced. However, there are good mitigation strategies in place to manage them.
FOUNDING TEAM
During the early stages, the survival of a start-up rests to a large extent on the industriousness and talents of the founding team. Risks include unskilled co-founders, disagreement amongst founders over money or direction of the business, and the departure of a talented founder. One good way to mitigate these risks is by choosing someone you already know well as a co-founder, as opposed to rushing into an ad hoc arrangement with someone you meet online or at a Meetup. To reduce the chances of knowledge gaps, make sure that you choose co-founders with skills complementary to your own. Think about drawing up a written founders’ agreement to minimize the probability of disputes about ownership and responsibility for individual aspects of the business. Once you have a good team, you can reduce the risk of losing them by providing them equity that vests over time. In other words, tie the individual success of your team members with the success of your business.
EMPLOYEES
As your business grows and you delegate responsibility to employees, part of the success of your venture will rest in their hands. The earlier the hire, the more critical an individual is to the success of your company. To minimize the risk of working with the wrong person, hire slowly and fire fast. Multiple interviews with core team members are useful for getting a second or even third opinion on the hiring decision. Give applicants practice assignments as part of your recruitment process; those that are successful should be placed on a trial period as a further way of testing their suitability. Employees who do not perform as expected, who are persistently negative, critical or abusive are a threat to your business and should be let go as quickly as possible. Assuming the employee has a good attitude, some knowledge deficits are inevitable; you should cultivate such employees and provide them training to overcome any skill gaps. In general, a smart and hard-working employee should be retained even if there is a gap between his or her specific skills and your needs.
To prevent key employees from leaving, offer adequate financial compensation and add clauses to their contracts that prevent them from joining competitors. An options plan whereby employees are awarded equity that vests over time is also a strong mechanism to retain good employees. Similarly, spreading an annual bonus award over a period of time (such as four equal payments each quarter of the following year) is also a good strategy to retain good employees.
Legal Risk
Below is a list of common legal risks that businesses face; successful management of these risks is essential to the long-term health and sustainability of the business.
COMPLIANCE
Businesses that get on the wrong side of government regulations can face fines and even prosecution. To avoid this problem, companies should ensure that they comply with all the regulations that affect their business, including business licenses, employment laws, corporate governance, and tax compliance. Depending on your chosen industry and jurisdiction, compulsory insurance might be required for certain aspects of your business.
Errors & Omissions
Businesses run the risk of loss and legal liabilities resulting from inadequate or failed internal processes, fraud, human error in processing transactions, etc. These risks can be minimized by establishing standardized operating procedures and adding control steps at appropriate points in the process workflow. Furthermore, businesses should obtain a professional liability insurance that protects companies and individuals against claims made by clients for inadequate work or negligent actions.
Intellectual property
To discourage competitors from stealing your innovation, consider investing in copyrights, trademarks and patents. Very small businesses should assess whether the costs of potential litigation (including opportunity costs) justify the expense of IP protection.
Work safety
To protect your employees and avoid falling foul of Health and Safety legislation, entrepreneurs should formulate contingency plans for emergencies such as fires and explosions.

"A STARTUP IS AN ORGANIZATION FORMED TO SEARCH FOR A REPEATABLE AND SCALABLE BUSINESS MODEL" 

BUSINESS" IN 3 MONTHS 
80% Start-ups failed last year, which is a bleak statistic for aspiring entrepreneurs. This consulting sessions is dedicated to those who have just started, or would like to start a new business. Your dream of becoming a successful entrepreneur can become a reality, but it's going to take hard work. Start your path to success by attending this consulting sessions and learning how to develop and execute a winning start-up module. Agenda is: 

1. How to validate your business idea?
2. How to create prototypes business model of your idea?
3. How you choose the best legal structure of your start-up?
4. How to create a magnetic web presence?
5. How to create creative logo and slogan for your start-up?
6. How to protect your creative?
7. How to choose right banking partner?
8. How to choose consultant for compliances for your start-up? 9. How to create good corporate profile? 
  
10. How to create a good marketing plan?
11. How to create good social media presence of your start-up? 12. How to create good business networking?
13. How to choose office space that suits to your audiences? 14. How to create performing team?
15. How to gain trust of your audiences in your business? 

"THE TYPE OF BUSINESS STRUCTURE YOU CHOOSE CAN HAVE AN IMPACT ON MULTIPLE ASPECTS OF YOUR BUSINESS, INCLUDING THE DEGREE OF CONTROL YOU HAVE, TAXES, POTENTIAL PERSONAL LIABILITY, COMPLIANCES AND RELATED COSTS, ABILITY TO RAISE FUNDS AND YOUR EXIT STRATEGY. HENCE, THIS IS A VERY IMPORTANT CHOICE WHICH CAN BE CRITICAL TO THE LIFE AND SUCCESS OF YOUR BUSINESS! 
There is no clear-cut answer as to which legal structure is more suitable. That would depend on what you want from your business, and how you want it. Therefore, you have to ask yourself certain questions before you proceed with comparing different legal structures:- 
1. How much of funding will you need for the business, other than your own investment? Can you arrange it privately, or would you need external assistance?

    2. What do you want your ownership share to be? If you are willing      to share the ownership and profits, how much of it and with whom? Your relatives and acquaintances? Or complete outsiders? 
3. How much control do you want to retain over your business decisions and management?

4. Are you too focused on presenting a strong image to outsiders?

5. Are you okay with bearing higher tax, ongoing administration and compliance costs and more paperwork for the sake of other benefits?

6. Do you plan to up your business scale significantly in coming years? How much growth potential do you look forward to?

7. Will you also need significant amounts of outsider funding to carry out your expansion plans?

8. Do you want the business to continue the way it is, in case something unfortunate happens to you?

9. How much ease of transferability do you want? 
"IN A COMPETITIVE ENVIRONMENT, DISTINCTION & MEMORABILITY IS EVERYTHING" 
STATUTORY NAME APPROVAL 

Test 1 :- Whether the name is prohibited? Certain terms, such as those indicating governmental association, are either downright prohibited or allowed only after special approvals. 

Test 2 : Whether a Company with same name exists? This would involve conducting a search on Ministry’s database to ensure that your proposed name does not entirely resemble that of an already existing company. 

Test 3 : Whether the name is actually a ‘distinct name’? Some additional principles may deem a name as non- distinguishable, even if it does not completely resemble another company’s name. 

Test 4 : Whether a Trademark is registered with the proposed name? This would involve conducting a search on Trademark Department’s database to ensure that there is no registered trademark with the same name in concerned business class. 

"YOUR WEBSITE IS THE WINDOW OF YOUR BUSINESS. KEEP IT FRESH, KEEP IT EXCITING" 
All websites for start-ups should be:

1. Have a solid domain name. The competition for good domain names is getting fierce, so be a little flexible, but use good sense!

2. Responsive, agile, easy to use with well-constructed pages.

3. Optimized for mobile visitors, as mobile browsing has now surpassed desktop browsing.

4. Branded with your business logo, taglines and colors, but not be excessively graphic either. A clean layout is required for offering better visibility.

5. Informative, engaging and creative. Incorporate an FAQ section into it.

6. Frequently updated with news, updates and promotional offers.

7. Accurate; consumers will want accurate product information and full details of your services, without which they may take their business elsewhere.

8. Created with the business and target audience in mind. Banks and nightclubs can never have similar looking websites!

9. Encourage some curiosity and interest.

10. Be convincing. Including testimonials is recommended.

11. Be secure. 

"THINK YOUR TAGLINE AS THE BIGGEST CLUE, IN THE SMALLEST AMOUNT OF WORDS INTO WHAT YOU DO & HOW PEOPLE CAN BUY OR HIRE YOU" 

Logo:

1. It must capture the essence of the business. You cannot be a financing institution and have a glittery and gaudy logo!

2. It has to be memorable and impactful.

3. The color scheme should be bold and eye-catching, but not overwhelming or awkward. Strong but simple is the key

4. Don’t use design tools that enable easy copying (eg. Clip Art).

5.Analyze the logos of your competitors and decide how you will differentiate yours from them.

6. Don’t be a blind trend follower. That defeats the primary purpose of a logo: giving you an identity. 
  
Slogan :
1. Be reflective of your business mission/ give a tiny glimpse of what you promise to deliver.

2. Be customer focused and attempt to evoke emotions. 

3.Be short and simple, so that it is easily memorable. No need to use complex and uncommon words that are likely to require a reference to the dictionary!

4. Be distinct from others in the industry. 

"APPROXIMATELY 90 PERCENT OF NEW PRODUCTS FAIL AND IF A STARTUP CAN’T GAIN AT LEAST A PORTION OF THE CREDIBILITY THAT AN ESTABLISHED COMPANY HAS, IT COULD EASILY FIND ITSELF AMONG THAT SAD MAJORITY" 

BUSINESS = TRUST THE TWO SIDES OF A COIN 
HOW TO GAIN TRUST 
Think about the start-up entrepreneur who is trying to convince a team of stakeholders and investors to pursue a new and innovative idea without a proven concept. Or the entrepreneur who runs into production problems and needs his business partners to extend credit for a few days, weeks or even months. 
  
Sure, there are many great characteristics that can be attributed to successfully maneuvering these situations, but having the credibility will help the entrepreneur to encash instantly.
Basically all start-ups are born from a person or group of people and an idea. Young organizations require customers and it can only be attracted if credibility is gained at the nascent stage. 

"CORPORATE PROFILE IS A SOUL OF YOUR COMPANY SO KEEP IT PURE." 
The word “profile” itself means a face, a portrait, a description or we can say a story! A profile explains the entire story hidden behind pictures, representations and brief descriptions. It is the face of something which gives the small idea of bigger plans. 
That is why, each corporate also needs its profile. A torch that can throw light on its vision and mission is what a corporate profile means. No matter if your business is small or large, long term or short term, your idea always needs to be recognized and corporate profile gives you this recognition. 
As we make individual profiles on various social sites, show our interests and achievements, likewise a business also needs to have its profile that can show its objectives, its activities, its values and its interests. A corporate profile is a collection of all this information, organised in a way so that you can be empowered to get more value from this data. Your corporate profile builds an image on viewer’s mind and provides answer to hundreds of queries already. It is an attractive way to pull customers towards your business, bend people towards your idea, create the goodwill, 

increase the credibility, grow with your values and ultimately achieve your vision and mission. 

"IF YOU DON'T HAVE A SOCIAL MEDIA PRESENCE, YOUR COMPANY IS AT A COMPETITIVE DISADVANTAGE." 
A CREATIVE IDEA PLUS A FRESH NETWORK IS THE BEST WAY TO GO FROM ZERO TO 
No matter what you sell and who you sell it to, using social media as a marketing tool can help you grow your brand and pad your wallet. Lacking social profiles on platforms such as Facebook, Twitter, Instagram, LinkedIn, and Pinterest would be a strategic miss for those companies looking to reach greater exposure in the digital market. Handling a strong social media presence is an efficient way to build your company’s reputation and showcase your business. By regularly updating your prospects on all the brand and social happenings, they subconsciously start to view your company as an authority. From a marketing perspective, it delivers the best chances for brands to create a massive community of loyal and active customers. It delivers instant information in the digital marketplace, thus giving businesses the ability to advertise their products, going beyond distance. Social media marketing is one of the most affordable ways to brand your business. Promoting your products on social media platforms will increase your return on investment (ROI). With a strong social media strategy you can achieve business miracles in the market. 

"YOU DON’T BUILD A BUSINESS.YOU BUILD PEOPLE, AND THEN PEOPLE BUILD YOUR BUSINESS." 
The combination of a great idea, a solid business model, and high financial resources are not enough to achieve success. Hiring the right team is therefore extremely important for any start up business, since it is the team that plays a vital role in understanding and executing the founder's vision. The thought process is of founder however converting the idea into reality is entirely on the shoulders of good team members .A successful start-up in one sentence is simple: Great people build great products, get great customers and eventually will build a great company. As simple as it sounds, doing it right is incredibly difficult. You will face a lot of challenges in the early days of your start up and the more successful you are, the bigger your team gets, the harder it gets to keep your team members aligned and your start up on track. The one thing that you should keep in mind is that at the end of the day, everything, good or bad is caused by the people in your team. 

“NEVER START A BUSINESS JUST TO MAKE MONEY START A BUSINESS TO MAKE A DIFFERENCE”

CONTACT

       We appreciate your interest in Alfa Guide Team.

Shweta Upreti   MBA 
Manager HR (Internship InCharge)
Aircrews Aviation Pvt Ltd
shwetaupreti@alfabloggers.com
www.AircrewsAviation.com
Vcard
shwetas.vcardinfo.com
LinkedIn:
https://www.linkedin.com/in/shweta-upreti-6b669a1a9
Quora:
https://www.quora.com/profile/Shweta-782
Bio:
https://www.portrait-business-woman.com/2020/05/shweta-upreti.html



Swarnima Singh (MBA) 
Head Start-Ups
+918934050242
AirCrews Aviation Pvt. Ltd.
www.AircrewsAviation.com
swarnimasingh@alfabloggers.com
https://www.portrait-business-woman.com/2020/05/swarnima-singh.html

https://www.alfabloggers.com/2020/06/alfa-virtual-startups-list.html