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This report in DW.com looks at the problems behind the suspension of all operations at India's Jet Airways.  Jet Airways faced little competition in its early years in the early 1990's and was a success as a full service airline competing with state controlled Air India and Indian Airlines. By 2005 the emergence of low cost carriers operating on thin margins and using a cost efficient model of operation hit Jet Airways hard. It still operated as a full service airline failing to change its model to tackle a cost conscious growing Indian market. The $500 million used to acquire a weak budget airline Air Sahara was a costly move leading to a writeoff of the entire investment and a lost opportunity to adapt Jet Airways to the new cost efficient models roiling the airline industry in Asia.  It is difficult to operate in a environment where a depreciating rupee could add an additional burden from volatile oil prices for cost of fuel to operate. Airlines that operated on razor thin margins such as Indigo and SpiceJet used cost and efficiency parameters as key to flying passengers. Jet Airways failed to make this the priority, continuing to operate as a full service airline. The favorable oil price environment for a brief period in 2015 was not used by the airline to streamline costs.  Add to this the effect of Goods and Services Tax which increased costs by 18%, the effects of demonetisation in reducing passenger ability to buy with cash, and the 5% tax on jet fuel in 2018, creating a financial crisis at Jet Airways.  In the end banks decided not to extend further financing for the airline to operate and looked for a large buyer. ...

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India's second largest airline SpiceJet looks for new investors after posting 5 straight quarters of losses in the highly price sensitive Indian airline market. SpiceJet needs about 6 billion rupees to solve cashflow problems, according to CFO of the Sun Group, which owns SpiceJet. IndiGo is now the only airline making a profit in India. Jet Airways sold a stake to Etihad Airways, Air Sahara was absorbed into Jet Arways in 2006, Kingfisher is deeply in debt and grounded all planes. Analysts say the price of fuel is 60% higher in India than the average globally and customers price shop intensively, as a result airlines do not have enough cash flow for a week.

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India's airline market has grown from 51 million passengers in 2010 to 138 million in 2018. 600 planes are in operation with 859 on order. The airline industry in India is experiencing intense competition and putting some airlines such as Jet Airways in trouble as they compete with low cost carriers such as Indigo.

Jet Airways has temporarily stopped operating its 115 planes on about 1000 routes as it has failed to win new funding. This could lead to higher prices. Fuel prices and depreciation of the rupee hurt Jet Airways.  A problem for Indian airlines is the thin margins and the uncertain oil price environment. Etihad Airways took a 24% stake in Jet Airways but that partnership has not prevented Jet from having problems with lenders.

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Storm Ciara and its jet stream effect at 260 mph made it possible for a flight from New York to London to reach over 800 mph. The British Airways trans-Atlantic flight made it in 4 hours 56 minutes, 80 minutes ahead of schedule setting a new record.

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The WSJ shows options to travel to Europe from the US for under $200 one way on new budget airlines set up by Iceland (Play airline), Norway (Norse Atlantic Airways), Britain (Condor Airlines), France (French Bee), Italy (Neos). Add in bags and meals and it could run to about $400 one way as you pay for everything else extra. One would travel to that country to locations such as Reykjavik, Oslo, London, Paris, Milan, and connect to other parts of Europe. Flights are from New York, Los Angles, San Francisco, Miami. With fares for Delta, United, and other carriers up significantly this offers another option.

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A report from India's Directorate of Civil Aviation given to the New York Times shows problems at most of India's airline companies. This includes a lack of enough pilots at Air India Express, shortage of engines and a lack of enough pilots at Kingfisher Airlines, two year delay in auditing the international operations of Jet Airways, not enough instructors for the Boeing 737 at SpiceJet, and investigations for Indigo that were never completed. According to the Center for Asia Pacific Aviation, the number of people taking flights in India has increased to 150 million in 2011, triple the number in 2004. Analysts and regulators believe that during this surge in demand for air travel the airline companies lacked enough pilots, flight trainers, safety experts, and maintenance engineers. One of the problems facing the industry is the severe price competition leading to losses at most of the airlines. The losses in the Indian airline industry range from $5 to $6 billion in the past 5 years, with expected losses of another $2 billion in 2012, according to Kapil Kaul, South Asia chief of the Center for Asia Pacific Aviation....

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Lufthansa and Etihad Airways have asked for permission to begin Airbus A380 flights into India. India is a major market for the A380 which can carry as many as 800 passengers in all economy seating. The Indian government is taking a new look at the A380 after earlier concerns of protecting domestic airlines. Etihad is planning on taking a 24% stake in domestic airline Jet Airways and the sector is being opened up to foreign competition.

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The sudden collapse of Thomas Cook, and the immediate layoff of its 20,000 employees comes as a shock as it is an old company trading since 1841 on the stock exchange. The name was synonymous with travel in Britain and in British Commonwealth countries. The analysis in the Times of London shows management was to blame. First with overexpansion under one CEO, even though online travel booking was taking off. He was fired, and followed by sharp cutbacks with another CEO who was fired, followed by last minute efforts to save the company as it faced huge debt loads and interest load even though its revenues were up by 6%.

In a situation similar to that faced by Jet Airways, an Indian airline, which also had overexpansion and debt load problems, the banks had second thoughts and turned down any new financing to support the company as being too risky.

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Lufthansa sees profit drop 599 million euros in 2008, compared to 1.66 billion euros in 2007. 2007 sales were inflated by 500 million euros in asset sales. 2008 sales also reflect awritedown on the stake in Jet Blue Airways of the USA. Sales rose 11% to 24.87 billion euros, boosted by consolidation of Swiss International. Lufthansa plans to takeover Austrian Airlines, increase its holding in BMI, and acquire astake in SN holding, the parent company of Brussels Airlines.

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Legal experts say the complaint does not match the settlement by the Justice Department in the merger of American and US Airways. Whether the settlement increases competition after the merger and protects consumers also hinges on what the competition is- Delta and United, or Southwest, Jet Blue and other lowcost carriers. One view is that Southwest appeals to a different group of customers and is a different type of airline, and providing more competition from low cost carriers in New York and Washington DC does not affect the competition between the larger airlines.

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Adam Neumann, the 40 year old startup founder of WeWork, which is basically a subleaser of real estate space, resigns. Aggressive brash attitude, a party heavy lifestyle, unpredictable decision making,  are cited by WSJ as reasons he lost the confidence of investors. Mr. Dimon of JP Morgan Chase was a key banker for the company. Chase under Dimon pursued startups in the hope of doing the IPO's. The company has substantial losses, and new management was brought in after Softbank decided Neumann should leave. Growth was fast, losses also mounted fast to $1.6 billion. WSJ says many investors decided that WeWork was not a tech company so much as a overvalued real estate company that engaged in business of leasing office space tricked out in millenial friendly decor. The greed for outsize returns has led to the accumulation of capital that could otherwise be spent wisely on infrastructure and other improvements in health and education, even though many of the gains in tech are behind us.  Recently the head of Uber was also asked to resign for an aggressive approach and questionable management style, also with substantial losses, and new management brought in. Fast expansion in an imprudent manner affects established companies. It led to collapse of India's Jet Airways, Britain's Thomas Cook in 2019. Yet the huge amount of capital of tens of billions of dollars wasted as investors seek outsize returns and are disappointed, is a pattern seen mostly in capital markets in the U.S. and to a lesser extent in Europe, China, Japan. The ideas piggyback on some aspect of tech already developed and are not major tech advances by and of themselves, and many as in the case of WeWork are touted as tech because of the catch and appeal of the word for everyone hoping to make an outsize return.    ...

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Jet Airways expansion in the international market with flights to the US from India, with its sights set on the premium class passengers and the kinds of amenities they like to see now offered by the likes of Singapore and Emirates airlines. Jet has a $3.7 billion fleet expansion underway. It has service to 40 Indian cities and is profitable in the Indian market.

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Conversation with Richard Branson of the airlines Virgin Atlantic, Virgin America. He talks about how he founded Virgin and how he sold Virgin Records to focus on the airline business. Virgin is British Airways biggest competitor. He started the airline by calling the head of Boeing to get a secondhand 747 which he could return in one year to cap the downside risk, showing he's both brash and has an eye for the numbers and for the customers.

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Discount airline Azul carried 2.2 millon passengers in its first year. It was founded by David Neeleman of Jet Blue Airways. Azul operates out of Campinas, a city near Sao Paulo, with 14 Embraer jetliners covering 16 cities. Plans are to add 4 desinatios in 2010, and increase the fleet to 21 by end of 2010 and 33 by end of 2011, according to Neelman. Azul now has about 4% market share in Brazil with plane occupancy at 80%.

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Qatar's sovereign wealth fund supports PSG Paris and Qatar Airways supports Bayern Munich. Barcelona is one of the richest clubs along with PSG but says this report it has wasted a lot of money about $950 million getting players that it later deemed not needed, 30 players for that amount since 2014.This includes Coutinho who scored 2 of the 8 goals of Bayern in the 8-2 Bayern win over Barcelona. Bayern also played with Thiago Alcantara a player released by Barcelona. All the time Barcelona was looking at players to support Messi and making bad decisions. It released Neymar to PSG for $260 million even though it had second thoughts about the merits of that decision, just because of the money. For what you get for the money Bayern got key players for under $120 million to beat Lyon. Manchester city spent $600 million by contrast to put together its team. For Bayern its home grown talent comes from Thomas Muller and Alaba. Lewandowski and Goretzka were signed up. The best talent comes from youngsters Serge Gnabry of France and Alphonso Davies of Canada, for a combined $21 million. PSG also has broken the bank in signings but it has cooled down since and is calmer now. It signed Mbappe for $160 million, a critical piece of the plan for PSG. PSG coach Tuchel brought back Chuopo Moting for free and he was the hero for the win over Atalanta in the closing minutes. Simply an act of faith in his players by Tuchel from old times when Tuchel coached the youth leagues, which he loved doing.  Bayern chairman Rummenigge says "we'll try to save money." Making the best use of money starting with homegrown talent and young promising players is a winning game. At key points in the game with Barcelona, Davies and Coutinho showed the value of this approach. ...

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Spirit Airlines strategy to charge for almost everything from snacks to bags, reservations on the phone and other items for a flight- making it a bare bones flight like that of European budget carrier Ryanair- has proven very successful. Spirit's net profit per plane is now the highest by far in the U.S. airline industry. Spirit leads with $2.06 million profit per plane, followed by Delta at $1.21, United $1.19, JetBlue $0.51, Southwest $0.32, US Airways $0.21, and American at a negative $2.32 million, according to Ascend and FactSet Research. Spirit has stayed away from business fliers, instead pursuing the frugal flyer, other than the seat everything has a price. Boarding passes cost $5, water $3. Spirit started the trend to charge for bags. Southwest has moved away from the no frills arrangement and Spirit is gutsily moving that way. Carryons in the overhead bin run $30-$45. Compared to other airlines which get only 6% of revenues from add on charges, Spirit gets about 50%. Since 1989 Spirit earned $289 million, compared to $1 billion for way larger Southwest. Bill Franke, a former CEO of America West Airlines in 1990's, bought Spirit with the idea of modeling it on Ryanair in Europe, after Spirit could not turn a profit flying Midwest passengers to Florida. He teamed up with CEO Baldanza to run the operation on a hands on basis with only 1% going for advertising, and Franke doing some of the ads in emails. Running flight on a tight schedule means late flights and with tight seating and strict refund policies, Spirit has many complaints. It has the worst on time performance in the industry. Yet it has planes running close to capacity in today's frugal customer environment. Prices are about 30% lower than competitors according to industry analysts. Franke and Baldanza seem to revel in this, sensing that they have struck the right tone for a frugal flier, and outdone cost pioneer Southwest. ...

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The close ties developed in the postwar years between Japan and Boeing. Japanese suppliers supplied 16% of the 767 model in 1982, growing to 21% in 1995. By 2011 with the 787 Dreamliner Japan's role had increased to 35%. ANA and JAL almost exclusively use Boeing planes, shutting out Airbus from the Japanese market. New upstart airlines are beginning to order from Airbus. The Japanese government also supports suppliers of Boeing in Japan. Employment is also a consideration as 43% of employment in Japan's aviation industry is linked to Boeing. The battery on the Dreamliner 787 is supplied by Kyoto based GS Yuasa Corp., and Kanto Aircraft Instrument Company near Tokyo makes the circuit board that runs the battery. Battery related fires have led to grounding of 17 Dreamliners operated by ANA and 7 Dreamliners of JAL airlines in Japan. All Nippon Airways is the first and largest operator of the new Dreamliner aircraft. So tight is the relationship that Airbus has in total about 44 planes flying in Japan, with newer airlines such as Skymark expected to use the new Airbus A380 superjumbo aircraft in 2014. ANA and JAL typically do not bargain hard on pricing with Boeing because this supports Japanese manufacturers. ANA managers say it was involved in the design of the jet, including the use of a durable Japan made paint. In the 1990's Boeing studied Japanese manufacturing methods to improve work on its assembly lines, which goes on till today....

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As Air Deccan goes with Kingfisher airlines, this group will intensify the competition with Jet Airways which also operates Sahara airlines, and with Indian airlines which is the smallest of the three groups. Kingfisher has promoted its brand by offering premium .meals and other features for a higher price. With rapid growth in the airplane market and bigger passenger market with the shift from rail to flights the market will continue to develop in new ways.

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Etihad Airways is in talks to take a 49% stake in Alitalia. Air France-KLM SA did not pursue a 300 million euro fundraising rights issue and as a result its stake dropped from 25% to 7.1%. Etihad gets a presence in Europe with the stake and it is part of a strategy to take minority stakes in other airlines to feed passengers to the airline. Stakes in other airlines include Aer Lingus, Air Berlin, and Darwin Airline.

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Delta, United Continental and European airlines face competition from newcomers with lower costs and new fuel efficient fleets. Airlines from the Gulf region, Etihad Airways, Emirates Airlines, and Qatar Airways, are taking customers away from the established airlines on longhaul transatlantic, Asian and European routes.