Professional Documents
Culture Documents
Virgin Atlantic - India Entry
Virgin Atlantic - India Entry
Group Members
− Chakradhari Pratapagiri
− Kasun Prabasara
− Sonam Rinzin
− Rachana Lamichhane
INTERNATIONAL MARKETING
Entry of Virgin Atlantic Airways into INDIA
Table of Contents
Figure 2 Pestel Forces on virgin Atlantic when ente red INDIA .................................................... 6
Cross-Cultural Impact.............................................................................................................. 8
Impact of Economic Conditions ................................................................................................. 8
Consumption Behavior of Indian Market V/s UK Market ........................................................... 10
References ..................................................................................................................................... 30
2
Table of Figures
Figure 2 Pestel Forces on virgin Atlantic when ente red INDIA ...............................................5
3
Virgin Atlantic
Virgin which is synonymous with Richard Branson, who by 1984 earned reputation of a
visionary headed into aviation sector and within 16 years of his successful regime in
aviation industry starting its route from Great Britian to North America, he expanded
across the globe through various international streams but still a British Company, by
year 2000 he positioned Virgin Atlantic Airways as one of the major ventures of Virgin
Group with achievements like UK’s second ranked long haul airline’s, making its way
through countries like Australia, Caribbean, Asia and Africa operating chiefly from USA.
By Year 2000 Virgin Atlantic had an international establishment with London (UK) to
be its head office and alike a typical international marketing company, it had its
Africa, Japan, China, INDIA and USA being its host country. The fleet of Virgin Atlantic
Passengers
Aircraft Total Orders Options (Upper/Premium Notes
Economy/Economy)
Airbus Entry into
0 10 0 TBA
A330-300 service: 2011
1 Not in use
Airbus
6 0 0 240 (34/35/171) Exit from
A340-300
service: 2013
4
Airbus
19 0 0 308 (45/38/225) 2 stored
A340-600
Airbus Entry into
0 6 6 TBA
A380-800 service: 2013
344 (54/62/228)
Boeing 747-
12 0 0 451 (14/58/379)
400
452 (14/58/380)
Boeing 787- Entry into
0 15 8 TBA
9 service: 2013
14
Total 37 31
Figure 1: Fleet of Virgin Atlantic compiled by Wikipedia via Main source of CAA
Richard sold 49% stake in its hay days to Singapore Airlines on a profit sharing model with a
strategy of international market penetration at a decent 1.225 Billion pounds (Virgin History)
with a reputed player like Singapore Airlines, a reputed south Asian airlines during late 1999
(Virgin Atlantic) and early 2000 was a turning point on strategic international expansion which
will be our area of study in this assignment. VA’s entry into international arena; by August 2000
as ‘Virgin Blue’ in Australia where it also introduced a premium brand airline called Virgin
Australia in 2009. In September, 2004, Virgin Nigeria came into existence by providing good air
services within Nigeria. West Africa as well as North America and Europe were all connected
with Virgin Atlantic. By August 2007 Virgin started hoisting its flag in most of America’s
regions. In May 2010, virgin started its first operation of Virgin Atlantic services in Ghana.
5
market attractiveness apart from profit motivation. The air traffic from India to London was
observed quite early by Richard Branson, the over whelming progress and young globalized
country with not so rigid government policies was buttering on ice. As proven not to be wrong
the long haul journeys between Delhi to London of twice a week eventually went up by thrice a
day. Virgin Atlantic entered into a joint venture of 5 years with Air India on December 1999
through a code- sharing arrangement of sharing A-I flight quotas. Virgin Atlantic had its major
dominating the rest, Richard went on with Air India’s code-sharing agreement to enter the
market arena with the support of strongly existing airways AIRINDIA, however the agreement
restricted Virgin Atlantic from expanding to other bases other than Delhi individually, which
later hampered Virgin Atlantic Strategic movements into the sub-continent, As Air-India and
British Airways had a bilateral pact signed for 16 return journeys. This agreement between
British Airways and Air-India restricted Virgin Atlantic to fly only 2 flights from India. Virgin
Atlantic lobbied although at a late stage to procure a license to initiate its spread from Bombay as
platforms however with changing times Virgin Atlantic got a last pie when British Airways its
direct competitor was sanctioned by indian government 3 more journeys to london, while Virgin
Atlantic had to confine to just 2 which was not in competitive spirit, with a healthy and attacking
spirit Virgin Atlantic is still successfully running over a decade now, its competitors are still
running behind on line with Virgin Atlantic like Air Sahara, and Jet Airways. (India Infoline
Limited, 2010).
8
Cross-Cultural Impact
Virgin Atlantic is equally stressed with cultural factors that differed drastically from its western
approach, right through variation in food recipes to pricing choices, life styles of people more
often than not is a reflection of economic profiles of customers which differed between USA,
UK, Japan and INDIA, although INDIA was an emerging or developing country could not be on
par with developed countries in expense patterns, Virgin Atlantic at a cost learnt to understand
the Indian Customers habits and attitudes, opinions and emotions. Indian Consumers are
culturally too diverse although with in the same country, expectations and perceptions vary in
accordance to their origins in the sub-continent, this was quite a challenge for Virgin Atlantic
which over a period of time adapted to its local customer expectations and delivered services
nearing their perceptions on Virgin Atlantic. Indian Customers grow extremely concerned on
their Vegetarian and Non vegetarian food habits unlike in some of the nations. Similarly Virgin
Atlantic had to take into consideration each and every subtle aspect that relates to culture and sub
cultures of India for its long-standing relationship ambition with the country. They have a varied
upper, medium and lower. This presents a not so positive picture to any enterpreneur but not to
Richard, as he anticipated its growth quite early and designed the pricing policies in accordance
to consumer mindsets, which is more economic seeking population than luxury lifestyles that
come at a huge expense, to fit in favor of indian consumers Virgin Atlantic introduced a new
premium economy class layer between business and economic classes, indian flights of Virgin
9
Atlantic have a large quota alloted to Economic classes then Premium Economic followed by
Since It gives new and fantastic service comparing to Indian market had before (e.g.: Air India),
Virgin Atlantic kept on grabbing market share of frequent flyers between India and UK. They
positioned itself as a unique aviation provider in consumers mind in India. Yearly, the growing
flow of traffic is nearing about 1.5 Million passengers between India and UK. As there was lack
of direct flights, passengers used to travel using transit flights. Virgin Atlantic Airways is
Britain’s second largest long haul airline and currently operates 7 flights between India and the
UK, with daily services to London from Delhi that grab 20% market share of those passengers.
By May 2009, heat of recessionary period affected the Virgin Atlantic’s services on Mumbai –
London. Even though they had to stop the flights, they have made code sharing agreements with
Jet Airways to keep the customers with them, that is customers can fly from Mumbai to London
on Jet Airways and from there they can move onto Virgin Atlantic for their further journey to
New York, San Francisco and other places. According to Michael Burke, General Manager –
India Virgin Atlantic, they are market leader on Delhi – London route and are outstanding in
providing the best value for the money and customer service. (India Info line Limited, 2010).
11
Since its launch in the year 1984, Virgin Atlantic has enjoyed huge popularity, winning top
business, consumer and trade awards from around the world. Differentiation of their product by
taking the customers’ expectations one step further through communication with their customers
and service innovation is the specialty of Virgin Atlantic. Drive-thru check in and in-flight
India is the country known for its diversified cultures all around the nation. So before launching
its services there, Virgin Atlantic had to take into account Indian traditions and customs. Indians
have the traditions of treating guests with utmost respect, they have varied music taste and the
most important thing was the food. Beef is strongly prohibited in Indian culture. Thus, keeping
these things into mind, Virgin Atlantic had made changes in their standard menus by serving
their passengers with Indian food. India is a nation with a growing population with 25% (2007
est.) of population still below the poverty line. That means most of the Indian people who opt to
Different people have different needs and tastes and that needs and tastes are greatly influenced
by their country’s culture and traditions. Thus, In order to survive in that market (where India-
UK is supposed to be one of the busiest route), Virgin Atlantic had to make some changes to
meet Indian Customers’ needs. So Virgin Atlantic provided services to Indian Customers with a
mix of traditional Indian standards, on flight entertainment, music and games and many more
onboard amenities. Virgin Atlantic offers three classes in its flights initially but to make Indian
passengers feel pampered they introduced a new class named “Upper Class Suite”. Moreover,
12
local Indian staffs were hired so to overcome the cultural conflicts alike language convenience.
Arrival timing at Heathrow was 21:00 hours which was later changed to 18:00 hours for the
convenience of their passengers in commuting to destinations without having to look for a costly
temporary accomodation nearby. Most importantly, Virgin Atlantic had to make serious changes
in its food menus because of raising concerns from passengers like Martin (Mr. Martin Smith,
2010)
13
although the market was intensely growing competitve and the indian customers economic
choice of flights was acting against Virgin Atlantic‘s pricing philosophy, in order to accomodate
the prices virgin atlantic offered bundled packages and early registration offers along with its
famous mile club memberships that adds points adding to it there were no extra charges for any
auxillary services like picking up from origin, food and luggage charges unlike traditional budget
airlines. At one point of time Virgin Atlantic had to make its way out on bombay to london long
haul journeys for quite some time that it cited to be on pricing grounds which were not
generating revenue to meet its running expenditure. However later it resumed with the
December 2008), currently Virgin Atlantic charges about 500 GBP for a return journey from
delhi to london when booked a month before, which is quite reasonable when compared to other
airways. (VirginAtlantic,2010)
14
Virgin Atlantic is not known for it to be trumpeting with massive promotional campaigns but it
believes in a quality speaks for itself policy with a long-standing relationship vision with its
customers that being is its fundamentals behind promotions, but its messages have been very
catchy, fun but marketwise different like “Our Crew talk back” to convey that customer service
is different as when compared with orthodox Air India, “Ours is longer” for a long journy
together in a single go, “We do it thrice a day” – frequency of flights between delhi and london
as then it was the only airways with such a frequency, Virgin Atlantic stressed its medium of
advertising on print media. Different to its approach of television promotions in UK, they opted
for print media advert annually in India. Low cost but effective channels of reaching customers
like Direct mails, FM radio campaigns, SMS Marketing, Tele-Sales, selective product
placements are Virgin Atlantic’s usual marketing activities. Different to note with Virgin
Atlantic is the owner and CEO Richard Branson himself projecting freely in advertisements quite
casually and promoting the brand via his persona reflection of being fun loving but professional,
committed individual, etc. Unlike brands that spend on celebrities. Virgin Atlantic did modify its
strategy of promotions and advertisements narrowly and subtly according to the Indian consumer
market, nevertheless the brand ambassador remained himself both in UK and Indian
Advertisements.
15
As the product is intangible, the distribution channels doesn’t involve physical transportation of
goods like in case of any tangible products, Virgin Atlantic Airways running its operations from
Delhi and Mumbai as of now although it has plans of expanding it to other metropolitan cities by
2014 provides customers with online booking facility . ‘Authorized Agents’ of Virgin Atlantic
has networking across all major cities in India majorly with Delhi and Mumbai as their head
offices, Virgin Atlantic Airwaays (VG), Travel Planners (P) Ltd. A-244, etc. are some of them
and passengers as well book through sub agents of such authorized agents registered with
Sales Agents’ takes care of cargo apart from passenger bookings. Some of the major generals
Sales Agents for Virgin Atlantic are ‘INTERGLOBE’, JBW Aviation Pvt. Ltd, Group Concorde,
Ajanta Travels, Great India Aviation Services, Global Aviation Services, etc.
commissions to its ‘Authorized Agents’. Also on availability a passenger may buy a ticket from
the counter at Mumbai or Delhi just before boarding directly through Virgin Atlantic counters.
Almost all commonly available payment channels are open for a passenger to buy his tickets like
credit cards and debit cards, cheque payments to agents and Cash purchases. Unlike earlier there
are only online tickets issued to passengers with journey and passenger information.
16
Virgin Atlantic is a renowned company established by Richard Branson and has a lot of
intangible assets in its portfolio. The whole Virgin Businesses indicate Richard Branson image.
Before Virgin Atlantic entered into Indian market they should have taking into account that they
will be competing with the strong competitor in the market, which was British Airways. British
Atlantic did not have the great influence that British Airways had in Indian government and this
affected their businesses in India. Recently, they are overcoming this problem and becoming
steady in the busiest aviation route. When Virgin Atlantic entered into Delhi market they had so
many problems in starting their third flight in Delhi-London route, because they did not take into
consideration the business behaviour of Indian companies when signing the Code-Sharing
Agreement with Air India and Bilateral Agreement between the two countries. In 2005, Virgin
Atlantic had great negotiations and fought with the Indian Aviation Authorities for their business
expansions. When they obtained this right to expand from the authority, they started their
business expansions by establishing Mumbai-London route in that same year. But, for four years
now their businesses had not being doing so well in India which they said it was caused by
economic depression that adversely affected their businesses. Virgin Atlantic made use of
outdated aircrafts when they originally entered India, which was not suitable for their customers.
This made most of their customers to be switching to British Airways, which was their
immediate competitor.
17
Although, by the end of this year Virgin Atlantic is completing their ten years in Indian
subcontinent, but they are still finding it very difficult to get used to Indian culture. Most of the
times Virgin Atlantic delivered bad services to their Indian customers, which their customers
many times neglect it. According to open letter written by the founder and CEO of “Justmeans”
Mr Martin Smith (2010), he complained badly about the food served in the Virgin Atlantic
aircraft during a journey. He said that Virgin Atlantic is promising their customers to be the
world’s most sustainable airline, but when it relates to provision of good food they are
When Virgin Atlantic initially entered into Indian market they did not take their Indian
customers’ service delivery expectations very serious and recently they are becoming aware of
its bad impact on their business. Virgin Atlantic failed to consider their domestic competitors
such as Kingfisher and Jet Airways, which created a lot of problems for them in Indian market.
Virgin Atlantic was not giving their yearly annual report to their Indian customers that will
enable them to know more about the company’s overall services delivery and financial
performance. They planned themselves to possess different rock style and pop of culture, but
they are still not considered as having good corporate goodwill sometimes, which they suppose
to work on properly.
18
Dominating his enduring value to his unbeatable businesses, Richard Branson, the 48-year- old
chairman of the London-based Virgin Group, has parlayed a for conventional business wisdom
into a $3.5 billion international conglomerate and one of the world's most powerful and
recognizable brands. The goal of Virgin Atlantic was to “provide all classes of travelers with the
highest quality of travel at the lowest cost.” After teaser advertising entitled “WAIT FOR THE
ENGLISH VIRGIN…,” Virgin Atlantic launched their introductory flight from London to New
York on June 22, 1984. There are Upper Class, Premium Economy, and Economy, which are the
main positions of products. Each class is differentiated by the benefits associated with the
products. After entering to the aviation businesses, virgin could introduce new technological
ideas like personal music, movies, games, special J-class with lounges etc… After signing the
virgin could increase their destinations expand services by getting experience from established
airliner. They build their image as a new, innovative, “RED Hot”, has superb customer service
India was the virgin’s first south Asian experience that they had to face a big challenge.
For the first instant they had to compete with well established and experienced giants such as
British Airways and Air India. Although virgin had competitive advantage over Air India with
new technology, innovations and attractiveness they couldn’t understand the Indian culture as
Indian local air lines such as Jet. For compete with BA, they could use innovations to attract
customers for India – UK route, but at that time BA had great influence from the Indian
government that virgin didn’t have and this affected their businesses in India. In 2005 virgin had
to face number of problems regarding expansion of their flight frequent and they had to negotiate
19
with Indian Aviation Authorities and Air India to make some bilateral agreements. From the
Even though virgin celebrating their 10th anniversary in 2010 for India – UK route, they are still
finding problems for their business. Main reasons for this are, didn’t analysis the Indian culture
and customers in deep. For an example they started India – UK route with old Boeing 707
aircrafts that Indian didn’t prefer (Indian didn’t want to treat them as 3rd world customers), they
had more trouble with catering as Indian customers like more spicy foods than they provided.
Other reason is virgin totally depends on Branson’s image and his innovative ideas that can be a
reasonable for UK. But in India Branson is not a very popular as in UK, so that didn’t apply for
Indian Market. For marketing aspect virgin still can’t position its service clearly in customer’s
mind, like whether it is a budget airliner or a premium quality airliner. Though they tried to
differentiate by innovations mentioned above, it was not enough for grab the market share from
excising competitors. By May 2009, heat of recessionary period affected the Virgin Atlantic’s
services on Mumbai –London and they had to stop the service. This kind of highly economic
vulnerability, High break-even point and Lack of economies of scope are still creating problems
for virgin.
What virgin can do for win the Indian customers? First they have to transform core values into
unambiguous positioning strategy by make more innovations and use more marketing
communications with Hindi language as well. Apart from those, they have to use new strategic
way, like they have to show that they have local values such as spicy food. Finally they can use
strategic alliances with Indian government to expand the width of their business.
20
Richard Branson, the founder and the President of Virgin Atlantic is himself a brand ambassador
by doing extensive publicity of his image associated with the brand Virgin Atlantic. This might
prove to be good to some extent however, Branson’s face appearing everywhere in the in-flying
Advertisement plays an important role in selling products and services. Bollywood is famous all
around the world because of its excessive publicity. In spite of this, the Virgin Atlantic Airlines
has very few adverts. Thus, more expending can be done on advertisements and publicities of
Virgin Atlantic using some famous sportspersons or celebrities or singers rather than Branson all
the time and everywhere. Because of the influence of globalization, India is experiencing a huge
increase in the number of passengers, travelling to and from the country via air. Thus this share
of passengers can be grabbed by Virgin Atlantic (one with reasonable price) with some efforts
British Airways is the major competitor of Virgin Atlantic from the initial period. British
Airways has this very established and strong brand image. British Airways is quite traditional
whereas Virgin Atlantic is ‘modern’. If one has to choose comfort, British Airways is the better
option than Virgin Atlantic according to one of the customers Captainks, 2006. Since long haul
travelling is all about safety and comfort, Virgin Atlantic should not compromise on the seat
British Airways is renowned for its professional service; good food etc. Whereas Virgin
Atlantic’s offering is more of the differentiated product and services. Thus, proper trainings to
the amateur crew members of Virgin Atlantic can definitely assist the Virgin Atlantic to give the
Virgin Atlantic has been operating in India since 2000. Thus with already ten years of its service
in India, Virgin Atlantic is still unable to adapt Indian culture properly. And since Indians are
very strict with their culture, customs and traditions, it becomes vital for Virgin Atlantic to move
Quitting its Mumbai-London route because of drastic price drop, might have created bad
impression among its customers. Thus to compensate that loss of brand image and to regain its
lost customers, Virgin Atlantic should offer average price with high qualitative service.
Lufthansa, Jet Airways, Fly Emirates, British airways etc have increased their clients in India.
Moreover, because of their offering of world-class on board services, they have not just been
successful to attract the passengers but also attract them to use their services time and again.
Thus, to survive in the aviation industry with such strong competition and beat its strong
competitors, Virgin Atlantic must stick to its ‘product and service innovation’ theme and value
based pricing.
Conclusion:
22
As a step of Corporate Social Responsibility (CSR), Virgin Atlantic became the first commercial
airplane operator to fly a plane partially powered by bio fuels. Bio fuels are the cleaner and
Considering itself a challenger brand and with a strong commitment to challenge itself its
coming up with rebranding so as to maximize impact across social media channels. (Clark, 2010)
Winning the best Transatlantic Airline award at the 2010 World Airline Awards in itself is the
proof of Virgin Atlantic Airways clearly achieving some good levels of customer satisfaction
Thus, Virgin Atlantic has started its journey to become the world’s most sustainable airline and
with Richard Branson they will be able to soon reach that destination by taking the customer’s
Virgin the name itself conveys the brand image to the customers. On top of it Richard Branson
(chief executive and owner of Virgin) plays an important role in their company portfolio. During
virgin promotional adverts they don’t use celebrity; instead they use their CEO Mr Richard
Branson. Every customer associates Mr Branson with Virgin brand image. Virgin has created
300 branded companies worldwide and it currently employs 50,000 employees in 30 countries.
In July 2010, Virgin Atlantic celebrated its 10th anniversary of flying between London and New
Delhi. This particular flight route was success to the company. This route was launched in 2000
and was virgin’s twentieth destination with flights initially operating twice weekly. The flight
was extended to daily services from February 2005. Over the past decade, virgin has played a
major role in ensuring that India was an accessible destination for both business travellers as well
as leisure travellers. Before virgin came people were forced to fly via third countries and made
their journey extended by 5 hours more. Their direct flight service has reduced travelling times
During the ten years’ service. Virgin Atlantic flew over a million passengers to and fro India.
During this year 2010, Virgin plans to carry over 140,000 passengers. Due to recent ash cloud
the flights were severely affected. In their decade over services. Virgin Atlantic had made
changes in their customer services especially their in-flight services. Initially in the beginning of
their operations they were not accustomed to Indian culture. Hence there was mismatch in
customers’ expectations and what Virgin Atlantic have to offer in flight service. Mainly the
problems were communication barriers, food (since Indian prefer their own food) so changes
24
were made, for passengers travelling in all cabins three meals choices were made available- one
of which caters for the Indian palate and the British love of Indian foods. As a part off in-flight
entertainment services, Virgin Atlantic offers new releases of movies so that people can be
entertained in best possible ways. Even subtitles are available in English for Hindi movies.
Virgin have also recruited Indian employees on the flight to make the communication easier.
Initially in the beginning of its operations in India, Virgin was having difficult time finding its
own place since its niche market were narrowed down by their competitors ( British Airways)
which operates in more than 150 routes. Slowly they put on their momentum by giving good
services to the people. Even they have scheme going extra miles, which are given to those
customers who always travel in Virgin Flights. Virgin on the other hand has been trying its best
to get approval from Indian government to start their domestic flight. There had been three
meeting between Virgin Atlantic and Indian communication minister. Indian on other side fear of
market capitalization by the Virgin group and its influences on their other flights services. They
also don’t want foreign influences on their domestic market. Virgin stated that if they compete in
India’s domestic market, Jet airlines will be their closest competitor. Virgin also showed interest
on other markets such as Indian Telecom, music, financial services but Indian government was
not keen on the ideas showed by Virgin, since they are foreign company.
Conclusion
25
Fighting in an airlines industry is difficult for any airline’s company. Virgin have come across
their hardship and maintained their niche market. Several factors have contributed to their
success: the power of their Virgin name which makes them Unique among any other brands, Mr
Richard Branson personal reputation, and their unrivalled network of contacts, partners, good
employees and services. Over all virgin atlantic runs as a family rather than hierachy and this
makes them one of the unique airlines in the world develping at higher pace.
26
2000, as the market was gaining momentum and entry barriers were not too many, as there were
other airlines that were readily competing on prices like Air France, Iberia and a serious
competition with British Airways, which are even today offering low prices for a long haul
journey from Delhi or Mumbai to London, any new company can lease aircrafts alike kingfisher
which started as a domestic player by hiring a few and now operating internationally, because of
low barriers of entry and low exit barriers the market has grown competitive with low price
operators running on wafer thin margins. The impact of economic factors combined with
competition leading to a closure of its services in 2009 of its Mumbai to London long haul
operations leaving it with just Delhi to London, to and fro services for some time although they
have restarted their operations recently. Richard Branson chose to be a brand ambassador himself
by extensive publicity of his image associated with the brand Virgin Atlantic. Virgin Atlantic
although chosen not to be a price leader in the market but offer value for money as a strategy
with a qualitative market penetration, the brand made a firm standing now, although not
popularly advertised across through various marketing channels like TV advertisements, video
broadcastings at cinema halls, etc., some of popular brand mantras were “Let’s Get Physical”,
“Our Crew Talks Back”, “We Do It Thrice a Week”, “Hello Gorgeous”, trying to reflect the fun-
loving attitude of crew on flight. There was no consistency in frequency of advertisements and
took quite a time in striking a balance between its professional and fun cultures; it could be
because it has already established its name in the market. Its philosophy of difference in
operations is quite appreciable as the challenge with Indian market was intense. There are many
27
firsts in Virgin Atlantic like first operator to introduce on flight ticketing system, first to have
passenger control video screens at the back of the seat also ‘The premium economy’ started by
Virgin Atlantic was between economy and business class many of which are replicated by its
competitors. The under estimation of Air India on its code-sharing agreement which did not
permit Virgin Atlantic to expand with ease, certain procedural obstacles led to delay in
expansion which caused quite a situation to handle for management of Virgin Atlantic. Indian
culture is different and it took time for Richard to adjust to the cultural shocks when on board
massages and other luxury provisions were introduced in its business class which eventually
slowed down on Indian journeys and limited to its US and other international destinations.
Richard is a quick learner who catered to customers what was needed although failed on certain
instances in proper prior planning like caterers who serve food on flight to customers which he
readily admitted to the faults and catered what was liked by Indian customers.
specifications on energy efficiency projects taken up by Virgin Atlantic towards its responsibility
on climate. The emission reductions are reported between 2001 and 2006, while Indonesia
project is still in progress. Richard promised 10 years profit of travel business towards climate
http://www.virgin-atlantic.com/en/us/allaboutus/environment/bransonpledge.jsp
28
Conclusion:
Virgin made a quick and serious headway into the business with majority of its decade, operating
in losses. Virgin Atlantic has learnt on its journey through many crux situations which could
have been avoided had it well planned like Competitors Hold on the market, Indian consumer
behavior are being two important aspects of all. Now, stabilized with decent profits despite
decline in aviation industry due to recession impact, there is an immense possibility of vertical
growth with its current positioning in the industry and would not be surprising if it becomes a
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