Air Transport Team Project Final-Compressed

Emirates Aviation University
FLY FALCON
Air Transport Team Project – BBA Aviation Management
Assessor: Ronak Jatin Lad
Group members: CEO - Jumana Raed 20201241287

Finance and Sales – Mohammed Jassim 20201241300
Product and Pricing – Ayham Hamdan 20201241271
Marketing and Branding – Harleen Kaur 20201241229
Human Resource and Quality – Maryam Moosa 20201241284
Table of Contents
CEO ………………………………………………………………………………………………………………………4
Introduction ……………….………………………………………………………………………………………..5
Fly Falcon Name …………………………………………………………………………………………………..5
Business Model ……………………………………………………………………………………………………5
Flight Destinations ………………………………………………………………………………………………6
Operating aircrafts ……………………………………………………………………………………………..6
Mission statement ……………………………………………………………………………………………..6
Vision statement …………………………………………………………………………………………………6
Tagline ………………………………………………………………………………………………………………..6
Objectives …………………………………………………………………………………………………………..7
Aims ……………………………………………………………………………………………………………………7
Legal setup fees ………………………………………………………………………………………………….8
Office location …………………………………………………………………………………………………….8
Ancillary products ……………………………………………………………………………………………….9
Year One + Catering menu ………………………………………………………………………..9
Year Two ………………………………………………………………………………………………….19
Year Three + Catering menu ……………………………………………………………………21
Year Four …………………………………………………………………………………………………30
Year Five ………………………………………………………………………………………………….31
All ancillary revenues …………………………………………………………………………………………32
First check-in baggage ……………………………………………………….………………………………33
Year One ………………………………………………………………….………………………………33
Year Two ………………………………………………………………….………………………………34
Year Three + Catering menu …………………………………….………………………………34
Year Four ………………………………………………………………….………………………………35
Year Five …………………………………………………………………….…………………………….35
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Product and Pricing ………………………………………………………………………………………….37
Year One + Year Two ………………………………………………………………………………38
Choice of aircraft ………………………………………………………………………………………………38
Brokerage Company ..…………………………………………………………………………….…………43
Total fuel ………………………………………………………………………………………………………….44
Total landing fees ……………………………………………………………………………………………..49
Total parking fees ……………………………………………………………………………………………..50
Flight ticket prices …………………………………………………………………………………………….51
Year Three, Four and Five ……………………………………………………………………….53
Marketing and Branding ……………………………………………………………………………………62

Marketing research …………………………………………………………………………………………..63
Market segmentation and target market ………………………………………………………….69
Internal and external business environment …………………………………………………….71
SWOT Analysis ………………………………………………………………………………………..71
Pestle Analysis ………………………………………………………………………………………..73
Porters Five Analysis ……………………………………………………………………………….75
Market competition analysis …………………………………………………………………………….77
Position strategy ……………………………………………………………………………………………….80
Place and distribution ……………………………………………………………………………………….85
Brand management …………………………………………………………………………………………92
Promotion plan …………………………………………………………………………………………………92
Marketing budget ……………………………………………………………………………………………..96
Year two ………………………………………………………………………………………………..97
Year three ……………………………………………………………………………………………..102
Year four ……………………………………………………………………………………………….107
Year five ……………………………………………………………………………………………..112
Human Resources ………………………………………………………………………………………….118

Organization structure and job roles ……………………………………………………………..119
Staff payroll ……………………………………………………………………………………………………119
Visa ………………………………………………………………………………………………………………..122
Ground handling services ………………………………………………………………………………122
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Employment contract ……………………………………………………………………………………126
Customer contact center ………………………………………………………………………………127
Quality check ………………………………………………………………………………………………..128
Risk assessment …………………………………………………………………………………………….129
Safety and security measures ……………………………………………………………………….130
Year Three ………………………………………………………………………………………….132
Year Five …………………………………………………………………………………………….136
Finance and Sales………………………………………………………………………………………….137

Sales forecast ……………………………………………………………………………………………….138
Year One …………………………………………………………………………………………….138
Year Two ……………………………………………………………………………………………140
Year Three …………………………………………………………………………………………142
Year Four …………………………………………………………………………………………..144
Year Five …………………………………………………………………………………………...146
Total expenses and total revenue ……………………………………………………………….147
Profit and loss statement …………………………………………………………………………….149
Income statement ……………………………………………………………………………………….151
Cash flow statement ……………………………………………………………………………………152
Balance sheet ………………………………………………………………………………………………153
Ratios …………………………………………………………………………………………………………..154
Conclusion ………………………………………………………………………………………………….155
Bibliography ……………………………………………………………………………………………….156
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CEO
4
Introduction
FlyFalcon Airline is a new startup, planning its first steps towards the air transport
industry. We are a new low-cost carrier, based in the United Arab Emirates, offering short haul
flights within the Middle East region. Initiating its home base in Al Maktoum International Airport,
the airline confidently strives to offer the foremost feasible service and experience to its
passengers, through a variety of selections of ancillary products, cheap flight ticket prices, and
overall comfort in flying with us. We will be offering international flights within the GCC nations,
where passenger demand is high. Initiating operations by January of 2023.
This report is a formulated five-year plan, in consideration to the major departments, that
are product/pricing, marketing, human resources, and finance. The plan is implemented to
ensure all departments are well-developed, supervised, and managed in a suitable manner, in a
way that we can generate revenue effectively. Hence, the ground of the plan is to convey the
viability through numerous justifications, primary and secondary research, and statistical data
collections.
FlyFalcon
The name of our airline is FlyFalcon, conveying UAE’s culture and heritage by the usage
of a potent symbol of nations strength. Moreover, the country’s national emblem is a falcon with
the flag painted on its chest, and the name of the country printed underneath it. Additionally,
the falcon is exhibited in the hand signal of Sheikh Mohammed Bin Rashid, ruler of Dubai, as a
symbol of victory. Furthermore, the national birds are commonly flown first class due to the
medical grade committed to their health and well-being. Therefore, our intention of using the
falcon in our airlines name is to assure our passengers that they will be taken care of and provided
with comfort when flying with us. The falcons represent our passengers.
Business Model
As a new business venture with a limited capital of AED 20 million, we had to be strategic
with our plan and the whole management of a startup entering a competitive market. Therefore,
we have selected to follow the low-cost carrier business model to ensure we operate our business
with minimal cost, and to maximize the load factor to amplify profit. We predict that the available
seat miles would remain constant, as we offer point-to-point routes for our passengers. Resulting
in granting us constant demand across the year, regardless of peak seasons.
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Flight Destinations
Within the five years, we have selected to fly two destinations. As a startup, we decided
to commence operations by offering flights to Medina, Saudi Arabia and Doha, Qatar. Within the
first two years of being an active airline, the flights will be rather limited due to lack of media
exposure and the lack of prominent presence in the market. However, in the following years
(years three, four and five), the flights are expected to double or even triple. Both destinations
are deemed as profitable through the conduct of primary and secondary research. Thus, we will
be offering daily flights for our passengers to the two destinations as illustrated in the five years
plan.
Operating aircrafts
The aircrafts we will be operating are the Bombardier Dash 8 Q400 and the ATR 72 600.
The aircrafts have a maximum capacity of 78 seats for Bombardier and 70 seats for ATR aircrafts.
In year one, only the Bombardier will be operated to fly passengers to their desired destinations.
In year three, the second aircraft will be introduced due to the increase of flights per destination
from four to ten daily flights.
Aircraft one – Bombardier Dash 8 Q400

- Will be used for all years one – five.
Aircraft two – ATR 72 – 600
- Will be used from years three to five.
Mission statement
FlyFalcon’s mission is to support the notion of ‘the sky is for everyone’, as they discover
the mesmerizing parts of the world and experience its serenity. Our mission statement mirrors
our beliefs in making flying accessible to people of any pay wage, since we believe that traveling
should be enjoyed by everyone regardless of financial status. Ultimately, we will be equipping
our passengers with low fare flights to a few of the most desired destinations, alongside comfort
in flying and ease in ticket buying.
‘The sky is for everyone. Uncover the unknown with us on our low fare flights. Let’s
connect the world together.’ – FlyFalcon
Vision statement
Our vision is to lead the industry and be the most preferred low-cost carrier, by offering
international flights deemed affordable to all. We are an honest airline, promising to stick to our
high standards and strictly placed objectives to secure the favorability and wellbeing of our
passengers.
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‘To be the most loved and trusted low-cost carrier within the GCC nations, providing the
upmost value of money travel. FlyFalcon aspires to lead the market whilst pertaining to our high
standards.’ – FlyFalcon
Tagline
‘Experience the new feeling of flying’ – FlyFalcon
Objectives
At Fly Falcons airlines, our objectives are as follows:
o Our passengers are our number one priority. Their wellbeing is our concern. We promise
that they will be taken care of and convey our reliability through our engagements with
them on our daily operations. Their satisfaction is immensely important to us.
o Providing convenience to our passengers with their purchase of flight tickets, ease in
selecting ancillary products, and comfort in flying with us. The passengers will be assisted
by our employees, from when they purchase their tickets online or through our ticket
counter at the airport, and until they reach their destination safely. We promise
maintaining smooth operational flow.
o Supporting our active and satisfied employees with zero intention of overworking them.
The work atmosphere will be dealt with and ensured to be kept in accordance with
standards of our airline. Incentives to excellent output will be granted to those who
deserve it.
o To attract profit by showcasing our potential to our passengers. That is by capturing the
markets attention through illustrating our potential and maintaining our competent
brand reputation. Alongside support of marketing department, as media exposure /
advertisement will be utilized.
o Satisfying our stakeholders who contribute to our operations success.
o Overall ensuring excellent quality of our on flight services for our passengers.
Briefly, our main objectives are grouped into cost and operational efficiencies and passenger
satisfaction.
Fly Falcon ensures that we will be prioritizing our customers in every step of their way,
whilst engaging with our services and employees. We want to bring everyone together, as our
mission is to make traveling accessible to all. Henceforth, we will safely manage the efficiency of
our air travel to ensure a rhythmic and smooth flow of our airlines operations. As for the
wellbeing of our employees, we are intending to create a healthy work place, with a positive and
motivating atmosphere. We will be taking excellent care of those employees working with us, by
being attentive to their needs and ensuring that their voices are heard.
Aims
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Fly Falcon aims to become the most reliable airline for international flights as a low-cost
carrier offering affordable flight tickets to their trusting passengers. As well as aims to be the one
of the most accessible airlines for individuals of any pay wage. We desire to fulfill our mission of
making the sky easy to access for everyone.
We want to be the most honest, reliable, authentic, and most favorable low cost carrier.
Legal setup fees

Dubai Airport Free Zone (DAFZA):
Registration fee – AED 7,000
License setup fee – AED 15,020 for general trading license.
Average business setup – 2 weeks.
Office Space Rent Fee – AED 16,625 monthly for Smart Desk Package.
AED 199,500 yearly
Office area – 6.65 sqm
Benefits – Strategic location and low cost of legal setup
Cost of setting up business in DAFZA in totality – AED 221,520
As part of the formal application stage, it is compulsory to apply for AOC:

1. Air Operators Certificate Fee – AED 50,000 for validity of two years.
Must be renewed every two years to ensure the cogency of the certificate.
The certificate must be applied for 90 days prior to intended date of revenue operations.
Overall price accumulation for legal set up fees yearly = AED 271,520
Office location:
Dubai, United Arab Emirates.
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Located nearby the Dubai International Airport, Terminal 2, DAFZ at the intersection of Al Quds
Street in Dubai.
Ancillary products
As part of ancillary products, we have concluded the common choices of in-flight catering, full
travel insurance and excess baggage allowance to propose to our welcomed passengers. This
should permit Fly Falcon, a low-cost carrier, to attract revenue by pleasing our passengers needs
on their short-haul flights within the Middle Eastern region. Briefly, ancillary revenue is the
income generated from products or services that are not a part of ticket price, of which provide
comfort to passengers.
The surveys conducted for each ancillary product was completed by 80 people per survey. The
data gathered from the surveys is used to determine the estimated demand percentage for each
of the items offered as part of inflight catering, insurance and excess baggage allowance for each
route.
Year One and Year Two:
Year One:
In-flight catering:
Sourcing – Fly Falcon has concluded to partner with Dnata in-flight catering, for a yearly
agreement. The contract showcases the meal options, its quantity and unit prices. Although,
based on the clear agreement, information on supplier negotiations, storage, distribution, and
logistics will all be managed by Dnata themselves. Moreover, the company is currently one of the
largest service providers across five continents, hence it’s convincing reasoning for settling with
it as our catering provider.
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The demand analysis of sales forecast revenue is the percentages of demand that was
assembled through primary research, by the implementation of numerous surveys, conducted
by our marketing team. Additionally, secondary research was performed for determining selling
price trends of other low-cost carriers, flying similar short-haul routes. These figures ultimately
showcase the estimated demand and revenue for each item, consisting of food and drinks menu.
The basis of the survey fulfilled, showcased that our potential passengers, would like to
be offered snacks and sandwiches as part of food options for on board catering. The results are
snacks calculated at 70% and the sandwiches at 80% of the total responses received. On the other
hand, for drinks the options that had the highest percentages were water and fresh juices, with
water at 77.50% and fresh juices at 72.50%.
On-board food items comprise of:
(Vegetarian and non-vegetarian options to suit all dietary needs).

Water Volvic (500ml, 0.5L)
Fresh juices Orange, Watermelon, and Lemon and
mint.
Snacks Pringles chips (small tub, 40g), and
chocolates (Mars bar (58g), Snickers bar
(50g), and Bounty (54g).
Sandwich 1. Grilled chicken.
2. Beef.
3. Tuna.
4. Marinated grilled vegetables.
5. Three cheese.
Cost of items – According to our annual agreement with Dnata Catering, the data compiled into
the table below convey the quantity, unit prices and total cost of all items included within the
flight catering, for two years period:
Items Quantity Unit price Total cost
Water (500ml, 0.5L) 10,100 AED 0.50 AED 5,050
Fresh Juice (500ml, 0.5L) 5,800 AED 1.50 AED 8,700
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Snacks 4,000 AED 3.00 AED 12,000
Sandwich’s 3,000 AED 6.00 AED 18,000
Monthly sub total AED 43,750

Year one sub total AED 525,500
(The flight may differ in order for specific days of the week, however, the routes remain the
same. For year one and two, there are four daily flights, twenty eight flights weekly in totality.)
The survey conducted was completed by 80 people. The data gathered is used to determine
estimated demand for each of the items offered as part of inflight catering, insurance and excess
baggage allowance for each route.
FlyFalcon Airline’s menu for inflight catering (year one and two):
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For year one, there are four flights daily:
Route One: DWC to DOH.
Sales forecast revenue (% of who will buy x

selling price)
Items Demand Price Daily Monthly Annual
revenue revenue revenue
Water (0.5L) 50% x 78 AED 2 per AED 78 AED 2,340 AED 28,080
seats = 500 ml
39
Fresh juice (0.5L) 50% x 78 AED 4 per AED 156 AED 4,680 AED 56,160
seats = 500 ml
39
Snacks 30% x 78 AED 7 AED 161 AED 4,830 AED 57,960
seats =
23
Sandwich’s 60% x 78 AED 12 AED 564 AED 16,920 AED 203,040
seats =
47
Totals of revenue generated AED 959 AED 28,770 AED 345,240
For route DWC to DOH:

Daily revenue generated = AED 959 for a single flight per day for the specified route.
Monthly revenue generated = AED (959x30) 28,770 AED for one flight daily so thirty flights monthly.
Yearly revenue generated = AED (28,770x12) 345,240 AED for the flights per month per year.
Route Two: DOH to DWC.
Sales forecast revenue

Items Demand Price Daily Monthly Annual revenue
revenue revenue
Water (0.5L) 65% x 78 AED 2 AED 100 AED 3,000 AED 36,000
seats = per 500
50 ml
Fresh juice (0.5L) 45% x 78 AED 4 AED 140 AED 4,200 AED 50,400
seats = per 500
35 ml
seats =
31
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seats =
50
Totals of revenue generated AED 1,057 AED 31,710 AED 380,520
For route DOH to DWC:

Daily revenue generated = AED 1,057 for a single flight per day for the specified route.
Monthly revenue generated = AED (1,057x30) 31,710 AED for one flight daily so thirty flights per
month.
Route Three: DWC to MED.

Water (0.5L) 55% x 78 AED 2 AED 86 AED 2,580 AED 30,960
seats = per 500
43 ml
Fresh Juice 50% x 78 AED 4 AED 156 AED 4,680 AED 56,160
(0.5L) seats = per 500
39 ml
seats =
47
seats =
27
For route DWC to MED:

Daily revenue generated = AED 895 for a single flight per day for the specified route.
Monthly revenue generated = AED (895x30) 26,850 AED for one flight daily so thirty flights per
month.
Route Four: MED to DWC.

Water (0.5L) 75% x AED 2 per AED 116 AED 3,480 AED 41,760
78 seats 500 ml
= 58
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Fresh Juice (0.5L) 50% x AED 4 per AED 156 AED 4,680 AED 56,160
78 seats 500 ml
= 39
Snacks 65% x AED 7 AED 350 AED 10,500 AED 126,000
78 seats
= 50
Sandwich’s 45% x AED 12 AED 420 AED 12,600 AED 151,200
78 seats
= 35
Totals of revenue generated AED 1,042 AED 31,260 AED 375,120
For route MED to DWC:

Daily revenue generated = AED 1,042 for a single flight per day for the specified route.
Monthly revenue generated = AED (1,042x30) 31,260 for one flight daily so thirty flights per
month.
Yearly revenue generated = AED (31,260x12) 375,120 for the flights per month per year.
All flights combined:

Flight routes Annual revenue generated from in-flight
catering per flight route
DWC to DOH AED 345,240
DOH to DWC AED 380,520
DWC to MED AED 322,200
MED to DWC AED 375,120
Total revenue AED 1,423,080
Total year one revenue for in-flight catering for all flights/all routes = AED 1,423,080
Excess baggage allowance:
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An additional product of ancillary that Fly Falcon will offer to its passengers is excess
baggage allowance, that is in regarding if baggage is overweight or the need of entering two
baggage’s as part of check-in. When flying with us, our passengers will be offered this ancillary
product if baggage exceeds stated limit.
As part of load package, for the Bombardier dash 8 Q400 aircraft, it is only permissible to
load 1.5 baggage’s per passenger. As the overhead compartment can easily fit in two 22 inches
sized suitcases, of which equates to 51 bags as a standard. Similarly, the ATR 72 600 aircraft, can
fit two carry on baggages per passenger.
The following information portrays the number of baggages, weight and the rate of cost:
1. Carry-on baggage for overhead compartment for both aircrafts:
Number of cabin baggage = one hand baggage and one personal item (laptop or purse or
handbag)
Maximum weight = 7 kg
Maximum size of cabin baggage = 55cm x 35cm x 20cm maximum (must include wheels and
handle)
Excess baggage rate = additional baggage will be chargeable at a rate of AED 12 per kg
For the personal item, it will be placed under the seat in front of them.
Cabin baggage restrictions:

o Any liquids over 100ml.
o Sharp items, like knives, scissors, blades or razors.
o Firearms.
o Flammable items.
o Compressed gases.
o Perishable goods.
2. Check-in baggage for both aircrafts:

This option is only offered to economy plus, economy basic do not get to enjoy this ancillary
product.
First check-in baggage price = AED 92
Number of check-in baggages = up to two permissible check-in baggage’s
Maximum weight permitted = 50 Ibs / 20 kg
Maximum size = Not more than 42.5 inches, 75cm x 55cm x 30cm maximum
Excess baggage rate = additional baggage will be chargeable at a rate of AED 12 per
kg
Sales forecast revenues for excess baggage allowance for year one:
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Route One: DWC to DOH.
Items Demand Price per Daily revenue Monthly Annual
additional kg revenue revenue
Excess 50% x 78 AED 12 per kg AED 468 AED 14,040 AED 168,480
baggage seats = 39
allowance
Route Two: DOH to DWC.

baggage seats = 47
allowance
Route Three: DWC to MED.

Excess 67.5% x 78 AED 12 per kg AED 636 AED 19,080 AED 228,960
baggage seats = 53
allowance
Route Four: MED to DWC.

baggage seats = 58
allowance

Flight routes Annual revenue generated from
excess baggage allowance
Total revenue AED 851,040
Total yearly revenue for excess baggage allowance for all flights= AED 851,040
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Insurance
Allianz travel Is a financial protection company selected for travel insurance for Fly Falcon.
The insurance package encloses charges of flight delay coverage, trip interruption or cancellation
coverage, lost baggage coverage and travel assistance, that ensures reimbursement of prepaid,
non-refundable expenses for our passengers. This ancillary product is to be offered to all
passengers.
We have partnered with Allianz Travel Insurance to offer full insurance package to our
passengers, that is optional. The comprehensive single trip package represents the following:
Benefits Coverage
Trip cancellation Up to AED 55,094
Trip curtailment Up to AED 55,094
Travel delay AED 183 per hour, up to AED 4,591
Emergency medical expenses $2,000,000 or AED 7,345,900
Emergency medical transportation AED 0
Baggage loss or damaged baggage AED 18,364
Baggage delay AED 367 per hour, up to AED 5,509
Alongside, availability of a 24-hour hotline for assistance and a pre-existing medical conditions
coverage. The price of the insurance package is AED 73 per passenger for a single MENA trip. The
selling price of the insurance is calculated to align with other low-cost carriers selling price of
single trip insurance.
Depending on the revenue generated, the insurance company will receive 20% of revenue
incurred based on our yearly agreement. That is based on the purchase of insurance packagers
by our passengers.
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Sales forecast revenue of insurance for year one:
Flight One: DWC to DOH.

Item Demand Price Daily Monthly Annual
AIG Insurance 37.5% x 78 AED 73 AED 2,117 AED 63,510 AED
package seats = 29 762,120
Total revenue generated = AED 762,120

20% given to Allianz Travel = AED 152,424
Revenue received by FlyFalcon = AED 609,696
Flight Two: DOH to DWC.

AIG Insurance 50% x 78 seats AED 73 AED 2,847 AED 85,410 AED
package = 39 1,024,920
Total revenue generated = AED 1,024,920

Flight Three: DWC to MED.

package = 31 814,680
Total revenue generated = AED 814,680

Flight Four: MED to DWC.

package = 43 1,130,040
Total revenue generated = AED 1,130,040

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Flight routes Annual revenue generated from single trip

allowance
Total yearly revenue for insurance for all flights= AED 2,985,408
Year Two
For year two, we decided to sustain the ancillary products by continuing with previous
items offered, however, we estimate a 5% projected increase in demand rate. The estimation is
based on the increase of brand awareness, supported by the marketing department, since our
airline will become more known by our target audience due to the overload of advertisements.
Moreover, the stable reputation of our secured flights will also be developed as we commence
operations in year one of operations. Since we are a startup, we need to build a healthy
relationship with our passengers to guarantee that they will choose our airline for their next
flight. As well as building a secured reputation within the market.
Additionally, another reasoning for the estimated projected increase is due to the growth
of demand during peak season. As part of our tactical plannings, we have selected two well-
known and well-loved destinations for our passengers to enjoy traveling to, of which increase
highly in demand during specific months of the year. Whether that is by religious reasoning, or
the attraction built by global events.
All the ancillary products offered in year two are the same as what was offered in year
one. Also, the quantities of items remain the same. Alterations to the products was not made
due to the strategical planning implemented to ensure revenue is being generated within the
first two years of operations.
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The same annual agreement with Dnata Catering will be continued for year two. Thus,
the cost of items for in-flight catering from Dnata = AED 525,500.
Sales forecast revenue for in-flight-catering:
Yearly revenue 5% projected increase Total revenue in

from year one per for year two addition to
flight projection
DWC to DOH AED 345,240 AED 17,262 AED 362,502
DOH to DWC AED 380,520 AED 19,026 AED 399,546
DWC to MED AED 322,200 AED 16,110 AED 338,310
MED to DWC AED 375,120 AED 18,756 AED 393,876
Total revenue AED 1,423,080 AED 71,154 AED 1,494,234
Total year two revenue for in-flight catering for all flights= AED 1,494,234
Sales forecast revenue for excess baggage allowance:

flight projection
MED to DWC AED 250,560 AED 12,528 AED 263,088
Total revenue AED 851,040 AED 42,592 AED 893,632
Total year two revenue for excess baggage allowance for all flights= AED 893,632
Sales forecast revenue for insurance:

flight projection
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DOH to DWC AED 1,024,920 AED 51,246 AED 1,076,166
MED to DWC AED 1,130,040 AED 56,502 AED 1,186,542
Total revenue generated for single trip insurance package from all flights =AED 3,918,348
Revenue received by FlyFalcon = AED 3,134,679
Year Three
For year three, there are ten daily flights. As we commence year three of operations, we
will be upgrading our ancillary products to balance the rise of demand of flying passengers. The
following tables illustrate in detail about the cost of products, their selling price, sales forecast
revenue and the overall products offered.
Inflight Catering:
In-flight catering consist of the previous items being water, fresh juices, snacks, and
sandwich’s, alongside an addition of cup instant noodles to the list. The cup noodles were
selected based on the survey responses conducted. However, since we are introducing this item
to our reoccurring and new passengers, we will introduce the item in smaller quantities in
comparison to other items, to test the items demand for the following flight routes.
The food items include the addition of:

Instant Cup Noodles Flavors:
1. Chicken
2. Beef
3. Vegetable
4. Tofu
Caffeinated drinks 1. English breakfast tea
2. Instant coffee
Cost of items – (annual agreement with Dnata Catering)

Items Quantity Unit Total cost
price
Water (500ml, 0.5L) 12,200 AED 0.50 AED 6,100
Fresh Juice (500ml, 7,000 AED 1.50 AED 10,500
0.5L)
Caffeinated drinks 3,000 AED 2.00 AED 6,000
Snacks 6,000 AED 3.00 AED 18,000
Sandwich’s 5,000 AED 6.00 AED 30,000
Cup Noodles 2,500 AED 4.00 AED 10,000
Monthly sub total AED 80,600
Yearly sub total AED 967,200
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The demand is calculated differently for each item, as the items that were offered in year
one and two, the demand was estimated by 5% projection increase. As for the new items, being
the caffeinated drinks and cup noodles, the demand was produced through the conduction of a
survey.
Sales forecast revenue for inflight catering:
Flight Route One: DWC to DOH. (Flight route is repeated twice daily)

selling price)
revenue revenue
Caffeinated 50% x 78 AED 5 AED 195 AED 5,850 AED 70,200
drinks pax = 39
Instant Cup Noodles 50% x 78 AED 9 AED 351 AED 10,530 AED 126,360
pax = 39
Revenue generated from the new two food items for one flight per route = AED 196,560
Revenue generated for two flights per route = AED 393,120
Flight Route Two: DOH to DWC. (Flight route is repeated twice daily)
Sales forecast revenue (% of who will buy x selling

price)
drinks pax = 23
Instant Cup 30% x 78 AED 9 AED 207 AED 6,210 AED 74,520
Noodles pax = 23
Revenue generated for two flights per route = AED 231,840
Flight Route Three: DWC to MED. (Flight route is repeated three times daily)
23
Sales forecast revenue (% of who will buy x selling
price)
revenue revenue
drinks pax = 47
Instant Cup 40% x 78 AED 9 AED 279 AED 8,370 AED 100,440
Noodles pax = 31
Revenue generated for three flights per route = AED 555,120
Flight Route Four: MED to DWC. (Flight route is repeated three times daily)

selling price)
revenue revenue
Caffeinated 40% x 78 pax AED 5 AED 155 AED 4,650 AED 55,800
drinks = 31
Instant Cup 60% x 78 pax AED 9 AED 423 AED 12,690 AED 152,280
Noodles = 47
Revenue generated for three flights per route = AED 624,240
Flight routes Annual revenue generated from in-flight

catering per flight route
DWC to DOH (two flights) AED 393,120
DOH to DWC (two flights) AED 231,840
DWC to MED (three flights) AED 555,120
MED to DWC (three flights) AED 624,240

24
Total year one revenue for in-flight catering of two new food items for all flights= AED 1,804,320
Previous food items alongside a 5% projected increase in demand:
Year Two 5% projected Total yearly revenue in
Projected Revenue increase for year addition to projection
two
DWC to DOH AED 362,502 AED 18,125.1 AED 380,627
DOH to DWC AED 399,546 AED 19,977.3 AED 419,523
DWC to MED AED 338,310 AED 16,915.5 AED 355,225
MED to DWC AED 393,876 AED 19,693.8 AED 413,669
The table above showcases the revenue generated from the food items, as part of in flight
catering, for one flight for each route. In year three, the amount of flights per route is increased
from 4 daily flights to 10 daily flights, therefore, the amount of revenue generated per route
differs and should showcase an immense growth, that is in comparison to previous years
revenue.
Year one and two – daily flights = 4 flights – weekly flights = 28 flights – monthly flights = 120
flights.
Year three, four, five – daily flights = 10 flights – weekly flights = 70 flights – monthly flights = 300
flights.
Since the flight numbers have increased on year three, the 5% projected increase of
revenue has to be multiplied by the number of operated flights to determine each routes
generated revenue, only from the items contained in year one and two inflight catering menu.
The table below portrays the calculations determined based on how many flights will be operated
for each route:
Amount of One flight per route Revenue generated

operated flights revenue generated from all the flights per
per route route
DWC to DOH Two AED 380,627 AED 761,254

DOH to DWC Two AED 419,523 AED 839,046
DWC to MED Three AED 355,225 AED 1,065,765
MED to DWC Three AED 413,669 AED 1,241,007
Total revenue AED 1,568,944 AED 3,907,072
25
Total year three revenue generated for previous food items in addition to increased flights= AED
3,907,072
The total revenues showcase a growth of 149% between year two and year three revenues.
The addition of previous food items revenue and the new food items revenue
generated:
Flight routes Previous food items New food items Total revenues
revenue for year three revenue
DWC to DOH AED 761,254 AED 393,120 AED 1,154,374

DOH to DWC AED 839,046 AED 231,840 AED 1,070,886
DWC to MED AED 1,065,765 AED 555,120 AED 1,620,885
Total revenue AED 3,907,072 AED 1,804,320 AED 5,711,392
Total year three revenue for in-flight catering for all flight routes = AED 5,711,392
26
FlyFalcon Airline’s menu for inflight catering (year three, four, and five):
27
28
Excess baggage allowance:
Remains the same every year.
Demand is based on project 5% increase.
Sales forecast revenue for excess baggage allowance:

from year two per for year two addition to
flight projection
MED to DWC AED 263,088 AED 13,154.4 AED 276, 242
Total revenue AED 893,632 AED 50,082 AED 943,714
Total year three yearly revenue for excess baggage allowance for one flight per route= AED
943,714
The amount of operated flights in addition to revenue generated for one flight
per route:
Amount of One flight per route Revenue generated

per route route
DWC to DOH Two AED 185,749 AED 371,498
DOH to DWC Two AED 229,251 AED 458,502
DWC to MED Three AED 252,512 AED 757,536
MED to DWC Three AED 276,242 AED 828,726
Total revenue AED 943,754 AED 2,416,262
Total year three yearly revenue for excess baggage allowance for all flight routes=
AED 2,416,262
29
Insurance
Remains the same every year. Demand is by projection of 5% increase.
Sales forecast revenue for insurance:

from year two per for year three addition to
flight projection
DOH to DWC AED 1,076,166 AED 53808.3 AED 1,129,974
MED to DWC AED 1,186,542 AED 59,327.1 AED 1,245,869
Total year three yearly revenue for single trip insurance package for one flight per route= AED
4,114,264
The number of operated flights in addition to revenue generated for one flight
per route
Number of One flight per route Revenue generated
per route route
DWC to DOH Two AED 840,237 AED 1,680,474
DOH to DWC Two AED 1,129,974 AED 2,259,948
DWC to MED Three AED 898,184 AED 2,694,552
MED to DWC Three AED 1,245,869 AED 3,737,607
Total revenue AED 4,114,264 AED 10,372,581
Total revenue generated for single trip insurance package from all flights = AED 10,372,581
20% given to Allianz Travel = AED 2,074,516
30
Year Four
For year four: projected 5% increase.
The cost of items for in-flight catering from Dnata = AED 967,200.
Sales forecast revenue for in-flight-catering

from year three for year four addition to
per flight projection
DWC to DOH AED 1,154,374 AED 57,718.7 AED 1,212,092
DOH to DWC AED 1,070,886 AED 53,544.3 AED 1,124,430
DWC to MED AED 1,620,885 AED 81,004.2 AED 1,701,889
Total year four revenue for in-flight catering for all flights= AED 5,996,920
Sales forecast revenue for excess baggage allowance

from year three per for year four addition to
flight projection
Total year four revenue for excess baggage allowance for all flights= AED 2,567,073
Sales forecast revenue for insurance

Total revenue generated for single trip insurance package from all flights = AED 10,891,208
31
Year Five
For year five, projected 5% increase.
The cost of items for in-flight catering from Dnata = AED 967,200.
Sales forecast revenue for in-flight-catering:

DWC to DOH AED 1,212,092 AED 60,604.6 AED 853,055
Total year four revenue for in-flight catering for all flights= AED 6,296,764
Sales forecast revenue for excess baggage allowance

Total year four revenue for excess baggage allowance for all flights= AED 2,693,925
Sales forecast revenue for insurance

32
Total revenue generated for single trip insurance package from all flights =
AED 11,435,765
All revenues generated for all years, per ancillary product:
Year Inflight catering Excess Baggage Insurance Total revenue

Allowance from all ancillary
products (AED)
One AED 1,423,080 AED 851,040 AED 2,985,408 5,259,528
Two AED 1,494,234 AED 893,632 AED 3,134,679 5,522,545
Three AED 5,711,392 AED 2,416,262 AED 8,298,064 16,425,718
Four AED 5,996,920 AED 2,567,073 AED 8,712,967 17,276,960
Five AED 6,296,764 AED 2,693,925 AED 9,148,607 18,139,296
In-flight catering – The strategic addition of more flights per route, and the incorporation of two
food items to the in-flight catering menu, attracted a higher revenue generated of which is
immensely evident in year three. The growth of revenue is estimated at 382% between year two
and three. Since the motive of ancillary product for the airline is to generate revenue, we predict
that we will flourish in year three of operations. Although, in years three, four and five, the rise
of revenue will be steady at around an increase of AED 200,00 per year due to stability in menu
offering and the number of monthly flights.
Excess baggage allowance – Unlike the other ancillary products, the revenue from excess baggage
allowance illustrates the slowest growth of approximately AED 40,000 per year for the first two
years. However, in year three there is a big rise in revenue, although it increases steadily in the
following two years.
Insurance – Similarly to inflight catering and excess baggage allowance, the increase in
purchasing single trip insurance for the short haul flights will convey a vast growth in year three
due to increase of daily flights per route. As shown in the table above, the highest revenue is
generated from the offering of insurance packages to passengers, henceforth, this ancillary
product is heavily profitable. Although the annual agreement states that 20% of the revenue
generated is shared with the insurance company, Allianz travel, we are still highly profiting from
the ancillary product based on the sales forecast revenue. As in comparison to the other ancillary,
it would generate the highest revenue despite the shared annual agreement.
33
Overall, year three will be our airlines most profitable year due to the immense growth in
generated revenue, in relations to ancillary product, especially insurance. Within the five years,
we predict that we will reach an estimated profit of AED 18 million from the revenue generated
from ancillary products.
First Check-In Baggage:
How likely will the passengers do check-in baggage per flight route? The revenue
generated from the purchases of first check-in baggage is based on demand percentages from
survey conducted by the marketing team. Based on the survey, implemented to determine the
demand rate, the stipulation was estimated at an average of 36.5% for all flight routes. The table
below conveys the data in further detail:
Year One
Sales forecast revenue for first check-in baggage:
Route Demand Selling Daily Monthly Yearly revenue
price revenue revenue
DWC to DOH 30% x 78 pax AED 92 AED 2,116 AED 63,480 AED 761,760
= 23.4
DOH to DWC 35% x 78 pax AED 92 AED 2,484 AED 74,520 AED 894,240
= 27.3
DWC to MED 40% x 78 pax AED 92 AED 2,852 AED 85,560 AED 1,026,720
= 31.2
MED to DWC 41% x 78 pax AED 92 AED 2,944 AED 88,320 AED 1,059,840
=
32
Total revenue generated AED 10,396 AED 311,880 AED 3,742,560
➔ Yearly revenue for monthly single flight for route DWC to DOH = AED 761,760
➔ Yearly revenue for monthly single flight for route DOH to DWC = AED 894,240
➔ Yearly revenue for monthly single flight for route DWC to MED = AED
1,026,720
➔ Yearly revenue for monthly single flight for route MED to DWC = AED
1,059,840
34
Year Two
Sales forecast revenue for first check-in baggage for one flight per route:
flight projection
DWC to MED AED 1,026,720 AED 51,336 AED 1,078,056
Year Three
from year two per for year three addition to
flight projection
Sales forecast revenue for first check-in baggage for all flights per route:
Routes Amount of Revenue from one Revenue x amount of flights
flights flight
DWC to DOH 2 AED 839,840 AED 1,679,680

DOH to DWC 2 AED 985,899 AED 1,971,798
DWC to MED 3 AED 1,131,958 AED 3,395,874
MED to DWC 3 AED 1,168,473 AED 3,505,419
35
Revenue from all flights of all routes AED 10,552,771
Total year three revenue for first check-in baggage for one flight of all routes =
AED 10,552,264
Year Four
DOH to DWC AED 985,899 AED 49,294.9 AED 1,035,193
Routes Number of Revenue from one Revenue x number of flights
flights flight
DWC to DOH 2 AED 881,832 AED 1,763,664

DOH to DWC 2 AED 1,035,193 AED 2,070,386
DWC to MED 3 AED 1,188,555 AED 3,565,665
MED to DWC 3 AED 1,226,896 AED 3,680,688
AED 11,080,403
Year Five
from year four per for year five addition to
flight projection
36
Routes Number of flights Revenue from one Revenue x number of flights
flight
DWC to DOH 2 AED 952,923 AED 1,905,846
DOH to DWC 2 AED 1,086,952 AED 2,173,904
DWC to MED 3 AED 1,247,982 AED 3,743,946
MED to DWC 3 AED 1,288,240 AED 3,864,720
AED 11,688,416
Revenues per year from all ancillary products:

Years Projected Revenue
One AED 9,571,680
Two AED 10,050,264
Three AED 10,552,264

Four AED 11,080,403
Five AED 11,688,416
37
PRODUCT AND
PRICING
38
YEAR 1 and YEAR 2 (2023/2024)
PART 1: Choice of aircraft
There are many aircraft brands and type that could be selected to operate to our
selected destinations, Madinah (MED) and Doha (DIA), in our first year. After thorough research
on various of aircrafts and its prices and looking for aircrafts that fit the requirements for
FLYFALCON it came down to two aircrafts to choose from, the ATR-72-600 and the bombardier
Dash 8 Q400.
FLYFALCON is looking for an aircraft that can accommodate the distance and time travel
to Madinah and Doha while keeping costs, such as fuel, repairs, and lease rate, down to a
minimal due to the constricted budget for the airline. Although FLYFALCON wants keep costs
low, we also heavily care about the overall quality of the planes and the overall satisfaction of
the passenger when on the plane. So, we insure to select and aircraft that’s comfortable and
safe for the passengers.
ATR-72 600
The ATR-72 600 is the newest aircraft from
the 72 family. The French made aircraft is a
twin engine turbo propeller plane
specifically made for short haul flights. The
all-improved ATR 72-600 is equipped with
the best technology the aviation industry
can offer. One of the most important
technology aspects of it is that it’s equipped
with one of the latest generations of
Integrated Modular Avionics (IMA),
developed by Thales Aerospace group, and
the same one as the one used in the Airbus
A380. IMA system has the capability to operate different applications at once, capture, and
share data. Compared to previous ATR aircrafts, the system requires less equipment to operate,
which ultimately reduces maintenance costs for the system while also improving the efficiency
of commutations between the systems. IMA system in the ATR-72 600 allows it to become
much lighter that its previous ATR planes since less equipment is needed which results in
reduction. The aircraft is also equipped with an Electronic Flight Bag (EFB), which are devices
that replaced regular paper checklists. The EFB is constantly up to date with all the data and
information needed for the plane and route that will be flown.
39
Away from the cockpit and into the main cabin,
the ATR-72 600 standard configurations can
accommodate up to 70 passengers. Compared to
some other turboprop planes, the 72 a wider cabin
which offers more room for comfort for passengers.
The aircraft is also equipped with new seats compared
to previous 72’s to provide more comfort for seated
passengers. Furthermore, the 72-600 overhead bins
have been reshaped and widened to increase storage
room compared to the 500.
In terms of fuel efficiency, due to its light weight and engines that are made for short
flights, it is one of the most fuel-efficient where the aircraft burns 762kg/hr in cruising altitude
which is a lower burn rate than other propeller plane competitors.
ATR-72 600 figures
AIRCRAFT DIMENSIONS AND NUMBERS

Number of seats on board 70 seats
Cabin crew needed 2 flight attendants
Number of exits 4 exits
Length, width, and height of aircraft 27.17m, 27.05m, 7.65m
Width and height of passenger cabin 2.26m, 1.91m
SEATING PLAN FOR STANDARD CONFIGURATION
WEIGHTS
Maximum take-off weight 22,800KG
Maximum landing weight 22,350KG
40
Maximum fuel load 5,000KG
ON-GROUND PERFORMANCE
Take-off distance needed 1,333m
Minimum Take-off speed (V2) 115 KIAS (213 KM/Hr)
Minimum Landing distance needed 915m
Ideal Landing speed 113 KIAS (209 KM/Hr)
IN AIR PERFORMANCE
Ideal climb speed 170 KIAS (314 KM/Hr)
Altitude climb rate 1,355 ft/min
Cruising altitude 20,000ft
Cruising speed 275 KIAS (510 KM/hr)
Fuel burn at cruising speed 762kg/Hr
Range at maximum payload 1,528 KM
LEASE PRICE (AED)
Lease price per year 220,374 AED
Total price for 12-month lease 2,644,488 AED
Bombardier Dash 8 Q400

The Dash 8 Q400 is a twin
turbo propeller plane made for short
haul to mid-range flights. The aircraft
is one of the most technologically
advanced aircraft within its market.
The Q400’s dual control cockpit is
equipped with an avionics system
that has been developed by Thales
avionics, which one the leading
companies in cockpit engineering.
The Aircraft is also equipped with
many navigation systems such as the TCAS II which is a traffic collision avoidance system. The
TCAS II is a much-improved system compared
to TCAS I. the TCAS I system gives you a
warning when another plane is on course to
collide, however the TCAS II gives a warning
as well as a command to either “pull up” or
“push down” depending on the altitude of
the other aircraft.
In terms of main cabin and passenger
comfort, the Q400 standard configuration can
carry up 78 passengers. Compared to other
propeller short-haul aircrafts, the Q400 is one
41
of the most comfortable and quietest planes due to the noise and vibration suppression (NVS)
technology developed by Ultra Electronics. This system is far away from the traditional use of
insulation to reduce sound. The aircraft is equipped a computer that collects data on propeller
speed receives as well as noise signals using hidden microphones that have been placed
throughout the cabin. The system then sends signals to vibration absorbers located on the
cabin’s frames, then, these absorbers will create vibrations to reduce the sounds produced by
the aircrafts engines.
The dash Q400 has much better performance stats compared to its closest competitor
the ATR-72. The Q400 is equipped with two P&WC PW150A which generate 5,700 HP each and
is strong enough to let the aircraft comfortably cruise at 340 KIAS (630 Km/Hr), which is 100
KIAS faster than the ATR-72. The Q400 can also climb altitude faster that other propeller
aircrafts. Within just 16 min, the Q400 would reach its cruising altitude of 25,000Ft.
additionally, flying at that altitude allows the aircraft to avoid some bad weather that can be on
the way.
The aircraft can carry a maximum of 5,242 Kg of fuel, and with its high performance, the
aircraft has a maximum range to fly up to 2500 km or 3.5 hours. However, the aircraft is not as
fuel efficient as the ATR-72 since the Q400 burns on cruising speed 900Kg/Hr.
Bombardier Dash 8 Q400 figures
AIRCRAFT DIMENSIONS AND NUMBERS

Number of seats on board 78 seats
Cabin crew needed 2 flight attendants
Number of exits 4 exits
Length, width, and height of aircraft 32.8m, 28.4m, 8.4m
Width and height of passenger cabin 2.51m, 1.95m
Seat width 0.44m
Aisle width 0.4m
SEATING PLAN FOR STANDARD CONFIGURATION
WEIGHTS
Maximum take-off weight 29,260KG
42
Maximum landing weight 28,010KG
Maximum fuel load 5,242KG
ON-GROUND PERFORMANCE
Take-off distance needed 1,300m
Minimum Take-off speed (V2) 120 KIAS (222 KM/Hr)
Minimum Landing distance needed 1,290m
Ideal Landing speed 120 KIAS (222 KM/Hr)
IN AIR PERFORMANCE
Altitude climb rate 1,563 ft/min
Cruising altitude 25,000ft
Cruising speed 340 KIAS (630 KM/hr)
Fuel burn at cruising speed 900kg/Hr
Range at maximum payload 2,500 KM
LEASE PRICE (AED)
Lease price per year 220,374 AED
Total price for 12-month lease 2,644,488 AED
Final Decision
Chosen Aircraft: bombardier Dash 8 Q400

Despite the bombardier Dash 8 Q400 may cost more to operate compared to the ATR-
72 due to the higher fuel consumption, it was selected over it for several reasons. The Q400 has
much better performance than the ATR-72 and can cruise at a much higher speed with means
the aircraft can reach the assigned destinations in a shorter time. Additionally, the aircraft has a
much better climb rate which makes it easier to avoid any terrain on the way after take-off,
thus making the aircraft a safer option. Furthermore, the Q400 provides more comfort for
passengers with its noise cancellation systems and wider cabin which is something FlyFalcon
thrives to provide for its passenger. The Dash 8 Q400 has a much longer range in comparison
with the 72 which allows the aircraft to travel to our assigned destinations (Prince Mohammed
International Airport (Madinah, Saudi Arabia), and Hamad International Airport (Doha, Qatar))
comfortably and have enough reserved fuel as part of the operations specifications
requirement’s part 119. Lastly, the Aircraft can carry more passengers as well as more luggage
which gives a higher chance of profits.
43
Livery for the bombardier Dash 8 Q400
Brokerage company used
Chosen brokerage company: DAE Capital
Type of lease: - Wet Lease AMCI
DAE capital is a private company based in Dubai, United Arab Emirates, that is
specialized in leasing Aircrafts. The company is considered to one of the largest and most
trusted aircraft leasing company in the whole of middle east. The 30-year-old company has
managed and leased over 430 aircrafts from different makes like Airbus, Boeing, bombardier
and many more.
Final price for lease
PRICE OF LEASE PER MONTH: 222,374 AED

PRICE PF LEASE FOR 12 MONTHS: 2,644,488 AED
PART 2: routes
Sunday to Thursday flight schedule
FLIGHT DEPARTURE ARRIVAL DEPARTURE ARRIVAL FLIGHT DAYS
NUMBER TIME TIME TIME
FF 001 Al Maktoum Hamad 7 AM 8 AM 1 hour Sunday –
international International Thursday
airport (DWC) Airport (DIA)
FF 002 Hamad Al Maktoum 10 AM 11 AM 1 hour Sunday –
International International Thursday
Airport (DIA) Airport (DWC)
FF 003 Al Maktoum Prince Mohammed 1 PM 4 PM 3 hours Sunday –
international International Thursday
airport (DWC) Airport (MED)
FF 004 Prince Mohammed Al Maktoum 6 PM 9 PM 3 hours Sunday –
International international Thursday
Airport (MED) airport (DWC)
Note*: all timings shown are in UAE local timing
Sunday to Thursday is considered to be weekdays for Qatar, which means business

purposes travels are highly demanded. Business travelers are likely to travel early in the
morning, especially when the destination is every close by, to reach to attend meetings and
44
other obligations they have on their business trip. The return from Qatar is a convenient flight
for people who came the day or few days before and want to be back early in Dubai to continue
with their jobs. In terms of the flight to Prince Mohammed International Airport, the afternoon
flight at 1 PM IS very convenient for passengers who are travelling for religious purposes. They
will arrive mid-day and pursue their religious practices as well as attend Maghrib prayer on time
at the holy mosque. An early evening flight back from Madinah is a very convenient option for
passengers who stayed up till sunrise performing their religious practices and need time to
sleep and rest before heading back to Dubai.
Friday to Saturday flight schedule

FF 005 Al Maktoum Prince Mohammed 7 AM 10 AM 3 hours Friday –
international International Saturday
FF 006 Prince Mohammed Al Maktoum 12 PM 3 PM 3 hours Friday –
International international Saturday
FF 007 Al Maktoum Hamad 5 PM 6 PM 1 hour Friday –
international International Saturday
FF 008 Hamad Al Maktoum 8 PM 9 PM 1 hour Friday –
International international Saturday
Airport (DIA) airport (DWC)
For Friday and Saturday, the time frames of the flights have been switched around.
During those days business activities to Doha are less compared to the other days whilst
religious purposes travel to Madinah increases. On Friday passengers flying to Madinah are
given a morning flight to arrive on time for the holy Friday Duhr prayer at Al Madinah Al
Munawara holy mosque. Later in the day, passengers travelling from and to Doha for leisure
purposes will have a convenient evening flight to fly back to Dubai. Same reasoning for
Saturday flights, since demand for business travel to Qatar is low and mainly for leisure reasons,
flights to their and back are in the evenings whilst to Madinah will stay in the morning for the
religious travelers.
PART 3: fuel
FlyFalcon will pursue the approach of fuel hedging for the next 5 years regarding
purchasing fuel. Fuel hedging is a method for an airline to have contracts for future fuel
purchases whilst maintaining to pay the current prices of fuel when the agreement has
45
occurred. This will allow FlyFalcon to avoid the expected raise in fuel prices and continue to pay
less for fuel compared to prices in the future.
Fuel hedging price for Jet-A1 fuel per KG: 3.65 AED
Fuel Calculation per year
FF 001, from DWC to DIA fuel needed

DURATION DISTANCE (KM) FUEL (KG)
TAXI 00:05 1 25
CLIMB 00:12 81 293
CRUISE 00:11 103 163

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 00:56 367 705
Number of flights per year: 261 flights

Total KGs needed per year: 705KG X 261 = 184,005 KG
TOTAL FUEL NEEDED IN AED: 671,618.25 AED
FF 002, from DIA to DWC fuel needed

TAXI 00:05 1 25
CLIMB 00:12 81 293
CRUISE 00:10 103 142

DESCENT 00:23 181 199
46
TAXI 00:05 1 25
TOTAL 00:55 367 648
Number of flights per year: 261 flights

Total KGs needed for per year: 648KG X 261 = 169,128 KG

FF 003, from DWC to MED fuel needed
TAXI 00:05 1 25
CLIMB 00:13 93 330
CRUISE 02:26 1,307 2,153

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,732
Number of flights in per year: 261 flights

Total KGs needed for per year: 2,732KG X 261 = 713,052 KG
TOTAL FUEL NEEDED IN AED: 2,602,639.8 AED
FF 004, from MED to DWC fuel needed

TAXI 00:05 1 25
CLIMB 00:13 93 330
CRUISE 02:01 1,307 1,785
47
DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,364

TOTAL FUEL NEEDED IN AED: 2,252,064.6 AED

FF 005, from DWC to MED fuel needed
TAXI 00:05 1 25
CLIMB 00:13 93 330
CRUISE 02:26 1,307 2,153

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,732

TOTAL FUEL NEEDED IN AED: 1,037,067 AED
FF 006, from MED to DWC fuel needed

TAXI 00:05 1 25
CLIMB 00:13 93 330
48
CRUISE 02:01 1,307 1,785
DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,364


FF 007, from DWC to DIA fuel needed
TAXI 00:05 1 25
CLIMB 00:12 81 293
CRUISE 00:11 103 163

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 00:56 367 705

TOTAL FUEL NEEDED IN AED: 267,618 AED
FF 008, from DIA to DWC fuel needed

TAXI 00:05 1 25
49
CLIMB 00:12 81 293
CRUISE 00:10 103 142

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 00:55 367 648


Total fuel needed per year
Flight Total cost per flight

(AED)
FF 001 671,618.25 AED
FF 002 617,317.2 AED
FF 003 2,602,639.8 AED
FF 004 2,252,064.6 AED
FF 005 1,037,067 AED
FF 006 897,374.4 AED

FF 007 267,618 AED
FF 008 245,980.8 AED
TOTAL COST (AED) 8,591,680.05 AED
PART 4: Total landing fees

AIRPORT NAME (CODE) NUMBER OF LANDINGS
Al Maktoum international airport (DWC) 730
Prince Mohammed International Airport 365

(MED)
50
Hamad International Airport (DIA) 365
1. Landing fees at; Al Maktoum international airport (DWC)
Landing fees: 12.80 AED per 1000kg

Total landing fee for aircraft per landing: 12.80 AED X 29.26 = 374.53 AED
Total landing fees for full year: 374.53 AED x 730 = 273,405.44 AED
2. Landing fees at; Prince Mohammed International Airport (MED)

Total landing fee for aircraft per landing: 36.63 AED X 29.26 = 1,071.79 AED
3. Landing fees at; Hamad International Airport (DIA)
Landing fees: 13 AED per 1000kg + 150 AED fixed charge

Total landing fee for aircraft per landing: 13 AED X 29.26 + 150 = 530.38 AED
Total landing fees
Airport name (code) Total landing fees in year 1
Al Maktoum international airport (DWC) 273,405.44 AED
Prince Mohammed International Airport 391,204.74 AED

(MED)
Hamad International Airport (DIA) 193,588.7 AED
TOTAL 858,198.88 AED
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PART 5: Total parking fees
Parking fee charges per airport:
AIRPORT NAME (CODE) Charging fee
Al Maktoum international airport First 6 hours free

(DWC) 200 AED for first hour
325 AED after first hour
Prince Mohammed International First 2 hours free
Airport (MED) 12.21 AED per 1000 KG for 8 hours
Hamad International Airport (DIA) First 2 hours free
10% of landing fee per hour (charged for 24 hours)
Since parking times at both Prince Mohammed International Airport (MED) and Hamad
International Airport (DIA) are only up to 2 hours after landing, FlyFalcon will not have to pay
parking fees for the airports.
Parking fees at Al Maktoum international airport (DWC)
Parking hours for the aircraft there per day: 9 pm to 7 am (10 hours)
Parking hours to pay excluding the free hours: 4 hours
Total parking fees per day: 200 + (325 x 3) = 1,175 AED per day
Total parking fees for the year: 1,175 AED x 365 = 428,875 AED
PART 6: total costs per year
TYPE OF COST TOTAL COST IN AED

Aircraft lease 2,644,488 AED
Fuel 8,591,680.05 AED
Landing fees 858,198.88 AED
Parking fees 428,875 AED
TOTAL 12,523,241.9 AED
PART 7: ticket price
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Ticket type
Flight Economy basic Economy plus

FF 001 (DWC – DIA) 950 970
FF 002 (DIA – DWC) 950 670
FF 003 (DWC – MED) 750 770
FF 004 (MED – DWC) 750 770
FF 005 (DWC – MED) 750 770
FF 006 (MED – DWC) 750 770
FF 007 (DWC – DIA) 950 970
FF 008 (DIA – DWC) 950 970
Economy basic and economy plus fare configuration
Economy basic Economy plus

hand baggage 7 kg 7 kg
Checked in baggage no 20 kg
Seat selection no yes
Reasoning for set prices
Flights to and from Doha (FF 001, FF 002, FF 007, FF 008)

our main compilator in the UAE as an LCC is FlyDubai. FlyDubai offers flights from and to
Qatar starting from a price range between 1,000 - 1,200 AED per flight, despite how short the
flight is. However due to the high demand for flights to Qatar, it brings it price up. Our set price
of 950 AED for basic economy wants to take away attraction from FlyDubai and bring it to us
due to the competitiveness of the price. Furthermore, due to FlyFalcon using a turbo propeller
plane and flying from DWC rather than DXB, our operating cost is significantly lower compared
to FlyDubai, which also allows us to comfortably offer a lower price compared to other
competitors.
Flights to and from Medina (FF 003, FF 004, FF 005, FF 006)

Medina is a religious destination for many Muslims in the UAE, and despite the flight
duration is 3 hours, which means it has a higher operating cost compared to Qatar, the flight
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must be at a low rate for it to be available for anyone who wants to go to practice their religion.
LCC competitor, FlyDubai, offers flights to medina starting from 750 AED for the basic economy.
With the lower operating costs for FlyFalcon compared to FlyDubai, FlyFalcon can offer a lower
price of 650 AED for the basic economy ticket to attract demand for FlyFalcon.
Extra checked-in baggage charge
10 AED for every 10 Kg extra.
YEAR 3, YEAR 4 and YEAR 5

(2025/2026/2027)
PART 1: Choice of aircraft

For the years, 3, 4, and 5. We will be introducing a new second aircraft our fleet to split
the two destinations to one per aircraft.
AIRCRAFT 1: Bombardier Dash 8 Q400

The same aircraft the was used for our first
two years, the Bombardier dash 8 Q400, will
continue to be used at FlyFalcon. The Aircraft will
continue the same wet lease contract with DAE for
the next 3 years. The Dash 8 will be used for our
longer flight destination to medina, precisely Prince Mohammed International Airport (MED).
The aircraft is well suited for this this type of short-mid range flight, with its range, technology,
and passenger comfort features, and will continue to fly passenger in and out of Medina.
AIRCRAFT 2: ATR 72 600
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The ATR 72 600 will be the new aircraft that will be added to our fleet. As mentioned
earlier, this aircraft is one of the best aircrafts in its propeller plane market. With its state-of-
the-art technology, developed by Thales group, or the wide dimensions for the aircraft to
increase comfort, the aircraft would a great addition to our fleet. with its shorter range
compared to the Dash 8, this aircraft will be used for flights to and from Hamad International
airport in Qatar. the Aircraft is much more fuel efficient compared to the Dash 8, which made a
better option and much more cost efficient to bring a new ATR 72 alongside our Dash 8 for our
flights to Doha rather than a second Dash 8. The aircraft will cost FlyFalcon a total 2,644,488
AED per year for the wet lease contract ($60,000 per month).
Livery for the ATR 72 600
Brokerage company used

Chosen brokerage company: DAE Capital
FlyFalcon will continue to wet lease the Bombardier Dash 8 Q400, as well as wet lease
the new ATR 72 600 from the company. Both aircrafts are priced at 220,374 AED per month.
Final price for lease for bombardier dash 8 Q400

PRICE OF LEASE FOR 12 MONTHS: 2,644,488 AED
Final price for lease ATR 72 600

PRICE OF LEASE FOR 12 MONTHS: 2,644,488 AED
Total lease price for both aircrafts per year: 5,288,976 AED
PART 2: routes
With the increase in fleet, FlyFalcon will change all its flight schedules and increase the number
of flights per day for each destination.
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Medina (MED) flight schedule on bombardier dash 8 Q400

FF 001 Al Maktoum Prince Mohammed 7 AM 10 AM 3 hours All week
international International
FF 002 Prince Mohammed Al Maktoum 12 PM 3 PM 3 hours All week
International International
Airport (MED) Airport (DWC)
FF 003 Al Maktoum Prince Mohammed 5 PM 7 PM 3 hours All week
FF 004 Prince Mohammed Al Maktoum 9 PM 12 AM 3 hours All week
International international
Doha (DIA) flight schedule for ATR 72 600

FF 005 Al Maktoum Hamad 7 AM 8 AM 1 hour All week
FF 006 Hamad Al Maktoum 10 AM 11 AM 1 hour All week
FF 007 Al Maktoum Hamad 1 PM 2 PM 1 hour All week
FF 008 Hamad Al Maktoum 4 PM 5 PM 1 hour All week
FF 009 Al Maktoum Hamad 7 PM 8 PM 1 hour All week
FF 010 Hamad Al Maktoum 10 PM 11 PM 1 hour All week
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Since FlyFalcon are bringing in a new aircraft, more flights can be accommodated for
each destination throughout the day. This increases the option of flights for passengers, and
they will be able to pick a flight more suitable to their need. The 7 hour stop for the dash 8 and
the 8 hour stop for the ATR 72 will be used to rest the plane as well as do any necessary
checkups and maintenance.
PART 3: fuel
Just like year 1 and 2, FlyFalcon will continue to fuel hedge for the next 3 years.
Fuel hedging price for Jet-A1 fuel per KG: 3.65 AED
Fuel Calculation per year for Medina (MED); Bombardier dash 8 Q400
FF 001 and FF 003, from DWC to MED fuel needed

TAXI 00:05 1 25
CLIMB 00:13 93 330
CRUISE 02:26 1,307 2,153

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,732

Total KGs needed for per year: 2,732KG X 730 = 1,994,360 KG
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FF 002 and FF 004, from MED to DWC fuel needed
TAXI 00:05 1 25
CLIMB 00:13 93 330
CRUISE 02:01 1,307 1,785

DESCENT 00:23 181 199
TAXI 00:05 1 25
TOTAL 02:59 1,581 2,364

Total KGs needed for per year: 2,364KG X 730 = 1,725,720 KG

Fuel Calculation per year for Doha (DIA); ATR 72 600
FF 005, FF 007, and FF 009, from DWC to DIA fuel needed

TAXI 00:05 1 50
CLIMB 00:20 122 279
CRUISE 00:18 134 191

DESCENT 00:17 109 131
TAXI 00:05 1 50
TOTAL 01:05 366 701
Number of flights in per year: 1,095 flights

Total KGs needed per year: 701KG X 1,095 = 767,595 KG
TOTAL FUEL NEEDED IN AED PER YEAR: 2,801,721.75 AED
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FF 006, FF 008, and FF 010, from DIA to DWC fuel needed
TAXI 00:05 1 50
CLIMB 00:20 122 279
CRUISE 00:15 134 168

DESCENT 00:17 109 131
TAXI 00:05 1 50
TOTAL 01:02 366 678
Number of flights in per year: 1,095 flights

Total KGs needed per year: 678KG X 1,095 = 742,410 KG
TOTAL FUEL NEEDED IN AED PER YEAR: 2,709,796.5 AED

Total fuel needed per year
Flight Total cost per flight

(AED)
FF 001 and FF 003 7,295,414 AED
FF 002 and FF 004 6,298,878 AED
FF 005, FF 007, 2,801,721.75 AED

FF 009
FF 006, FF 008, 2,709,796.5 AED
FF 010
TOTAL COST (AED) 19,105,810.25 AED
PART 4: Total landing fees

AIRPORT NAME (CODE) NUMBER OF LANDINGS NUMBER OF LANDINGS
FOR THE DASH 8 per year FOR THE ATR 72 per year
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Al Maktoum international airport (DWC) 730 1,095
Prince Mohammed International Airport 730 0

(MED)
Hamad International Airport (DIA) 0 1,095
1. Landing fees at; Al Maktoum international airport (DWC)
Bombardier dash 8 Q400:

ATR 72:
Total landing fees for full year: 291.84 AED x 1,095 = 319,564.8 AED
2. Landing fees at; Prince Mohammed International Airport (MED) (Dash 8)

Total landing fee for aircraft per landing: 36.63 AED X 29.26 = 1,071.79 AED
Total landing fees for full year: 1,071.79 AED x 730 = 782,409.47 AED
3. Landing fees at; Hamad International Airport (DIA)
Landing fees: 13 AED per 1000kg + 150 AED fixed charge

Total landing fee for aircraft per landing: 13 AED X 22.8 + 150 = 446.4 AED
Total landing fees for full year: 446.4 AED x 1,095 = 488,808 AED
Total landing fees
Airport name (code) Total landing fees in year 1
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(bombardier dash 8 Q400)

(ATR 72)
Prince Mohammed International Airport 782,409.47 AED

(MED)
Hamad International Airport (DIA) 488,808 AED
TOTAL 1,864,187.71 AED
PART 5: Total parking fees

Parking fee charges per airport:
AIRPORT NAME (CODE) Charging fee
Al Maktoum international airport First 6 hours free

(DWC) 200 AED for first hour
325 AED after first hour
Prince Mohammed International First 2 hours free
Airport (MED) 12.21 AED per 1000 KG for 8 hours
Hamad International Airport (DIA) First 2 hours free
10% of landing fee per hour (charged for 24 hours)
Since parking times at both Prince Mohammed International Airport (MED) and Hamad
International Airport (DIA) are only up to 2 hours after landing, FlyFalcon will not have to pay
parking fees for the airports.
Parking fees at Al Maktoum international airport (DWC)
Bombardier dash 8 Q400

Parking hours for the aircraft there per day: 12 am to 7 am (7 hours)
Total parking fees per day: 200 AED per day
Total parking fees for the year: 200 AED x 365 = 73,000 AED
ATR 72
Parking hours for the aircraft there per day: 11 pm to 7 am (8 hours)
Total parking fees per day: 200 AED x 2 = 400 AED per day
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Total parking fees for the year: 400 AED x 365 = 146,000 AED
Total parking fees per year: 229,000 AED per year
PART 6: total costs per year
TYPE OF COST TOTAL COST IN AED

Aircraft lease 5,288,976 AED
Fuel 19,105,810.25 AED
Landing fees 1,864,187.71 AED
Parking fees 229,000 AED
TOTAL 26,487,973.96 AED
PART 7: ticket price
Ticket type
Flight Economy basic Economy plus

FF 001 (DWC – MED) 765 785
FF 002 (MED – DWC) 765 785
FF 003 (DWC – MED) 765 785
FF 004 (MED – DWC) 765 785
FF 005 (DWC – DIA) 965 985
FF 006 (DIA – DWC) 965 985
FF 007 (DWC – DIA) 965 985
FF 008 (DIA – DWC) 965 985
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FF 009 (DWC – DIA) 965 985
FF 010 (DIA – DWC) 965 985
Economy basic and economy plus fare configuration
Economy basic Economy plus

hand baggage 7 kg 7 kg
Checked in baggage no 20 kg
Seat selection no yes
Reasoning for set prices

For both destinations, FlyFalcon will continue to provide similar prices as the previous
first 2 years, only with approximately a 1.5% to 2% price increase. the small increase has been
done due to the increase in our costs and to maximize revenue. Despite the increase, the prices
are still considered to be lower compared than other competitors, which means our prices are
still highly attractive to customers seeking to fly to Doha and Medina. Furthermore, by the 3 rd
year, FlyFalcon will be much more established in the market with loyal customers who wouldn’t
mind the small increase in price.
Extra checked-in baggage charge
10 AED for every 10 Kg extra.
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MARKETING
YEAR 1
Market research
Market research is a process for directly interviewing prospective
consumers to determine the feasibility of a new product or service. A company may use market
research to pinpoint its target market and learn more about its consumers' interest in a service
or product by asking for their opinions and other information. Focus groups, consumer
observation, surveys, and interviews are the four categories under which market research may
be classified. My approach of market research was a survey, where we spoke about the
questions and utilized monkeysurvey to generate the survey. We performed a poll to ascertain
what the market's needs are, and the results will help us decide if it is worthwhile to launch
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FlyFalcon airlines through this path or whether we should reevaluate our route selection. So,
these were the responses we got after performing the market research study.
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66
According to most respondents, people preferred going to Doha for leisure and Madinah for
religious purpose.
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Other (please specify):
• Any time of the year

• Off-peak seasons
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Other (please specify):
• Light snakes that covers up everyone’s taste
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The poll results assisted in determining what potential consumers
could anticipate if the service is made available in the market. Additionally, it helped in
determining the market's requirements, desires, and demands; Most significantly, survey
findings revealed that customers eager to travel for a variety of reasons. As a consequence, we
have a better awareness of what our clients anticipate from us.
Market Segmentation and Target Market

Market segmentation is a method of marketing that involves categorizing consumers
into subsets with the goal of catering to their tastes through the distribution of specific product
lines or categories. Diverse criteria, such as geography, demographics, behavior, and
psychographics, can be used to segment markets. Our airline will be able to target various
customer types of thanks to the market segmentation since they see the full worth of various
goods and services in various ways. Additionally, it will help us focus on the people we need to
approach, engage, and draw in. FlyFalcon Airlines' market segmentation is displayed in the
table below.
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In marketing, a target market refers to a specific group of people who are assumed to have a
high propensity to buy a product because they share demographic characteristics such as age,
income, and lifestyle.
Finding the right customers is an essential part of every business's strategy for developing,
packaging, and promoting a product. The target markets for FlyFalcon Airlines are depicted in
the diagram below.
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Urgent
Travellers
Loyal to
Business
loyalty
travellers
programs FlyFalcon
Target
Market
We're off Budget

again conscious
• We’re off again –Consumers who often take vacations and travel regularly
• Business travelers make up a sizable percentage of frequent passengers.
• Budget-conscious travelers search for the cheapest airline without having much
knowledge about the various airline offerings.
• Loyal Travelers – These individuals travel frequently, and since they always fly with the
same airline, the latter rewards them with perks and points.
• Urgent Travelers – They are a niche market category and do not fly regularly. Only
unforeseen circumstances force them to fly.
Internal and external business environment analysis
SWOT Analysis
• Strengths
o FlyFalcon Airlines will provide tickets at an affordable price so that more travelers will
choose to fly with us. As a result, the company will generate a high volume of revenue,
which will increase profitability.
o Since it is a new company, it guarantees safety and speed by using modern aircraft.
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o A creative, multi-functional, and energetic workforce.
o Staff satisfaction and financial security are key priorities for the organization, which helps
to ensure employee loyalty and also help to bind employee loyalty through incentives,
rewards, and programs for their achievements. Additionally, we will bind devoted
consumers by giving them with benefits and points in addition to our top-notch
customer service, which will help us win their loyalty. Flyfalcon will therefore ensure
both customer and employee loyalty.
• Weaknesses
o As the firm is just getting started, it may be tough to monitor all expenditures since
setting up an airline would involve significant investments. Additionally, managing
these costs on a monthly basis may be a challenging and expensive procedure.
o Since we are a budget airline, we make every effort to keep expenses down. As a result,
we only offer a few free amenities like food during flights. Our fleets also comprise of
small and narrow body aircrafts.
o There is no business or first class; we only provide economy class.
• Opportunities
o Due to customer-friendly service, growth, and other value-added services that

customers would pay more for, technology may be improved for cost savings on fuels,
maintenance, and contemporary methods like communicating with customers through
websites to enhance efficiency and boost profitability.
o Increased tourism leads to higher sales and profits, especially around the holidays,
which might be a great chance for FlyFalcon to increase passenger traffic. The fact that
Qatar is recognized for giving people of all nationalities employment possibilities makes
it advantageous to offer airline services to migrants.
o Social media influencers' expanding impact, broad reach and wide-ranging power can
aid in promoting FlyFalcon airlines.
o Due to the obvious changing economic conditions like that of COVID-19 restrictions,
certain carriers have become unsustainable. In the future, the company could either
combine with or acquire these companies.Additionally Globalization might aid
FlyFalcon's market expansion in the years to come.
• Threats
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o There are several competitors in the market, and FlyFalcon will encounter many of
them. in addition to the growing demand for low-cost carriers, which means there will
be more low-cost carriers operating in the aviation sector in the future, increasing
rivalry.
o Fuel price volatility is a significant concern to aviation, since it has a significant impact
on the viability and sustainability of the industry, particularly for price-sensitive low-
cost carriers.
o Weather is a variable that may change at any time, and variations in the weather like
snowstorms, severe winds, hurricanes, and tornadoes have a detrimental impact on the
aviation sector. Some passengers end up cancelling their flights due to delays, for which
the fares have to be refunded.
o A slump in the global economy may cause fewer people to travel.
PESTEL Analysis
• Political Factors
As a privately owned corporation, FlyFalcon Airlines solely receives support and financial
assistance from the UAE government. Additionally, since Qatar and Saudi Arabia have stable,
positive, and democratic ties with the UAE, moving people and goods won't be a problem, and
there will be air traffic.
• Economic factors
Since the aviation industry is affected by the introduction of FlyFalcon airways LCC before
other industries, it can result in a considerable economic benefit for a country or area. This is
because it has a positive influence on employment, GDP, trading, tourism, and productivity,
among other things. Additionally, the launch of Flyfalcon Airlines can also improve accessibility
to destinations, encourage repressed demand, and improve the allure of transportation for
those with lesser incomes.
• Social factors
As today's consumers have evolved, airlines, like other businesses, also contribute to
societal ideals. A corporation has to be aware about customer preferences, emerging trends,
and societal demographic shifts in order to operate in society.For the benefit of customers and
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to maintain a positive reputation in society, our airlines will put a strong emphasis on
hospitality services and offer the best possible services at a reasonable cost.
• Technological factors
Due to technology improvements, FlyFalcon Airlines now operates a fleet of modern

aircraft that is safe, fuel-efficient, and capable of long-distance travel. The new plane types
have the potential to drastically lower our operational expenses, increasing our
competitiveness and competitive edge. The use of technology in the ticketing and check-in
processes as well as the provision of services through mobile devices guarantees that the
standard of service may be raised. Lack of technological sophistication may result in clientele
loss. Moreover, the use of social media is another way to ensure that the aviation industry is
kept up with bigger social and technological advancements. Through the provision of improved
services and safety, increased technical improvements may help airlines turn a profit.
• Environmental factors
Environmental issues have the greatest influence on the aviation sector than on any other
business. Flyfalcon Airlines has been prompted to undertake significant strategy adjustments,
such as deploying aircraft that are more fuel-efficient and have lower emission rates, because
of increased public pressure to combat climate change.
• Legal factors
For the safety and security of passengers as well as air traffic, several rules have been
developed. Airlines must provide safe travel coupled with top-notch services under a number of
laws. All aviation-related laws and national laws are applicable to Flyfalcon airlines.As a low-
cost carrier with a base in the UAE, FlyfalconAirlines is subject to a number of legal
requirements and conditions of compliance in order to fly in the skies of Qatar and Saudi
Arabia, including licensing, GCCA rules, paying taxes to the government, and other legal issues.
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Porter’s Five Forces Analysis
• Barriers to entry
When entering the airline industry, large capital investments are required, and even when
airlines must leave the market, they must write down and sustain significant losses. This implies
that FlyFalcon could have exit and entrance obstacles. Additionally, not everyone can possess
the necessary knowledge and skills. Given that the UAE has a rapidly expanding economy and
an environment that fosters the establishment of new firms, there are very few variables in the
case of Flyfalcon that may cause it to withdraw from the market. Another challenging aspect to
manage is government rules.
• Bargaining power of suppliers
In Porter's five forces model for the aviation business, the influence of suppliers is a
significant force. Fuel, aircraft manufacturers, and labor are the three primary providers in the
airline sector. Because the oil price is set based on changes across the world, external factors
77
affect all of them. Two major providers of aircraft, namely Airbus and Boeing, constitute the
second factor. Consequently, these suppliers have considerable leverage in negotiations. Labor
is the third component; which always presents business with political and demand problems
due to union politics. Flyfalcon will need to choose its supply wisely during the first year in
order to minimize costs associated with switching suppliers.
• Bargaining power of buyers
In the avaition sector, there are many different types of buyers. While some prefer to go on
group excursions, other people select the avaition business for solo travel. Some individuals go
on vacation, while others go on business trips. The options that purchasers have when selecting
the aviation sector determines the bargaining power of these clients. Every business depends
on its customers, which is why it's imperative to build a strong clientele right away. It will be
simpler to draw in new clients with a solid, consistently expanding customer base as a basis.
Incentives will need to be created, various promotional techniques will need to be used, a
loyalty program will need to be put in place, and most importantly, our company will need to
deliver excellent services to all of its customers. Flyers are no longer forced to rely on agents,
middlemen, and the airlines themselves for all of their ticketing needs thanks to the advent of
online ticketing and distribution networks and due to the availability of several channels for
ticket purchases, consumers may engage in "price discovery," meaning that price changes do
not dissuade them from making purchases.
• Threat of substitute
For travelers looking to avoid flying, there are several options. Transportation options for
them include land, rail, and sea. Customers frequently switch brands at any time when they
have a wide range of alternatives, and this also occurs as a result of price fluctuations.
However, if time is of the essence, flying travel remains the best choice. Therefore, we may say
that this force is low to medium. In regional travel, when low distances make road and train
travel more affordable, this element has a greater influence. This aspect barely matters while
traveling internationally.
• Competitive rivalry
There are several reasons why there is fierce competition among various firms operating in
the aviation sector. There are a number of factors contributing to the fierce competition that
exists among various firms in the aviation sector. Due to the significant investments necessary
to enter the aviation industry, the market is mature, and the competitors stay in the sector for
a very long time.They compete on a variety of fronts, such as low prices, convenience, and
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better services, making it challenging for any brand to maintain its competitive edge.
Additionally, because the exit price and fixed costs are so high, the competitors must compete
on all fronts in order to stay in the industry.As a result, the sector is experiencing increasing
competition, and all businesses must continue to expand in order to succeed.
Market Competition Analysis

A competition analysis is a process that involves identifying rivals and
researching their offerings, financial results, and marketing strategies. Regular competitive
studies may assist you in identifying chances to innovate, market your company, product or
service improvement, and superiority over the competitors by doing frequent competitive
studies. Additionally, the market competition study will help us identify the special features of
our service that set it apart from those of our rivals.
Competitive Differentiation
Competitive differentiation is a positioning technique that a firm may
employ to distinguish its products and services from those of its competitors. It emphasizes
user preferences such as features, brand, price, and customer service. According to our market
analysis, there are several other low-cost airlines competing with Flyfalcon airways. To
withstand the competition in the aviation industry, Flyfalcon devises an inventive strategy for
competitive differentiation. There are four primary competitive differentiation strategies,
including market niche, cost leadership, best-cost, and differentiation strategy. Flyfalcon
airlines will implement a differentiation strategy, which requires a thorough understanding of
the demands and preferences of consumers. The firm must be compelled to innovate in order
to continuously meet these demands and requirements, and it must cultivate its brand in order
to retain its position and exposure. , and it must cultivate its brand in order to keep its position
and exposure. These characteristics will serve as a competitive differentiator for Flyfalcon
airlines.
• Direct competitor
o Fly Dubai
o Air Arabia Sharjah
o Air Arabia Abu Dhabi
o Wizz air
o Flynas
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These firms are also Low-cost carriers that provide air travel at competitive pricing. Therefore,
they are Flyfalcon airlines' direct competitors in the aviation industry.
• Indirect competitors
o RTA buses
o Taxi
Although they do not provide air transportation, these businesses are considered
indirect rivals since they offer economical road transportation service to Doha and Madinah.
Consequently, Flyfalcon airlines will face competition from such firms.
Evironment Direct
friendly flights
Increased
Fare prices
frequency
Optimum Customized
utilization service
of air-craft options
o Service differentiation:
In addition to our primary transportation services, we will also offer ancillary services to
our consumers. gratis lunches and luggage allowance, we will differentiate ourselves from the
competition by providing passengers with worry-free travel while on vacation, and we will also
implement a frequent flyer program for our customers. When our clients get at their
destinations on time, they will be pleased with the services we provide. With no connecting
flights, point-to-point itineraries allow travellers to complete the journey as quickly as possible,
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eliminating travel anxiety.Moreover, we want to build a relationship with environmentally
conscious passengers, so we are doing our best to provide superior service while minimizing
our impact on the environment. This is why we selected an aircraft that has fewer emissions,
does not harm the environment, consumes less fuel while having a large number of available
seats to accommodate our customers.
o Price
There won't be any discriminatory pricing on customers, and Flyfalcon Airlines will offer
costs that are commensurate with the caliber of our services and that fit all types of clients
(segments). Our goal is to provide our clients with the highest caliber service at a fair price.
Additionally, our airline will provide a number of customer-pleasing discounts and specials.
o Marketing:
To attract the attention of potential consumers, Flyfalcon airlines will employ

contemporary advertising strategies as opposed to antiquated methods, and we will make
every effort to avoid monotonous commercials. In addition, we will utilize marketing not just to
promote but also to establish relationships with our clients, as a result, they will always feel
linked to us, and we will acquire their trust.
o Customer service:
To fulfill our customers' demands and desires, we will make sure to offer the greatest
customer service. We will provide a feedback section on each of our websites so that users may
express their ideas and feedback on the products and services we offer. This will enable us to
learn more and enhance our offerings if necessary. The departments in charge will make sure to
take the comments into account as we carry out our business.
Because of its well-known brand and loyal clientele, the business will be able to stand
out from the competitors.
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Positioning Strategy
HIGH QUALITY
FlyFalcon
LOW PRICE
HIGH PRICE
LOW QUALITY
A positioning strategy, or strategic marketing approach, is a tactical marketing method

that aids in determining a company's market position and how it should be positioned to draw
in more customers. And is a strategy that focuses on setting a brand apart from its rivals.
FlyfalconAirlines will be the traveler's first choice because of its exceptional customer service
value, which include more flights to the desired destination, check-in procedures that are
different from those of its competitors, extensive implementation of promotional strategies, ,
and a schedule designed to accommodate travelers' needs and represent point-to-point
travelers on routes.Flyfalcon Airlines strives to give its customers the best possible service and
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wants to ensure that it offers the highest caliber transportation that meets their needs and
wishes at the most affordable prices. By the end of its first year of operation, our airline will be
positioned in the market according to the positioning map shown above.
Place and Distribution
Place
Dubai due to its strategic location at the intersection of multiple markets, is an excellent
spot for a firm to begin operations.
Distribution
To implement place and distribution strategy, we must make sure that FlyFalcon Airlines
services are easily and readily available to every potential consumer. Less marketing effort is
required to sell seats and tickets since LCCs offer lower pricing. This concentrates on the
strategies FlyFalcon will employ to guarantee that our product is easily available to all our
potential customers without running into any obstacles. The business will distribute its goods
using two different strategies.
o Direct Distribution
The ability for our clients to buy our services directly from us without the involvement of
a third party is ensured by this technique, which also aids in cost control. Our consumers will be
able to buy tickets and make seating reservations directly from us without encountering any
problems or difficulties thanks to the direct distribution method. Additionally, the techniques
we'll employ are as follows:
• Website
Through a dedicated company's website, customers will be able to plan and reserve
tickets whenever they want, day or night. To ensure the greatest possible reservation efficacy,
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this interface will be simple to use. Passengers will be able to view the flight schedules and
timings if they wish to pre-book flights. Additionally, the website will be a resource for all of our
clients who are interested in learning more about us and the services we provide.
The third-party firm that will help put up the website and mobile application is "Awery
aviation software," which is a well-known, international software developer and IT service
provider that supports the air freight and aviation sectors. Enterprise resource planning (ERP)
system Awery ERP manages sales, operations, finance, and HR services on a flexible, web-based
platform by automating business and financial procedures across departments. The Awery-
powered CargoBooking.aero website offers real-time air cargo prices and reservations and
connects with all cargo management programs. Awery, founded in 2009, is a company that
specializes in providing the worldwide aviation industry with individualized, all-inclusive
business cycle solutions.
• Mobile Application
The way firms conduct their operations has altered thanks to mobile applications. With
mobile application, we will be able to reach more of our customers directly and make it more
comfortable for them to. access our products. We will work with a third party to develop the
mobile application and make sure it is available through both the Apple Store and Google Play
store in order to provide this form of distribution.
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10th October 2022
RE: QUOTATION FOR AIRLINE IT SERVICES & MAINTENANCE

Dear Flyfalcon Airlines, please find attached quotation prices for your requested services.
SUBSCRIPTION CHARGES / MAINTENANCE
PRODUCT CODE / SERVICE PRICE (INCL. OF VAT 5%) TOTAL (12 MONTHS)
AW 1.11.12 - (AIRLINE TICKETING SYSTEMS) AED 162.34 AED 1,948.08
AS 1.01.23 - (ONLINE BOOKING OPERATIONS) AED 165.00 AED 1,980.00
AW 1.2.2.3 - (FLEET MANAGEMENT) AED 170.30 AED 2,043.60
GO 9.4.44 - (COMPLIANCE & AUDITS) AED 189.58 AED 2,274.96
AW 3.44.32 - (FLIGHT OPERATIONS) AED 205.80 AED 2,469.60
AW 6.6.43 - (CREW CONTROL) AED 157.91 AED 1,894.92
GO 9.4.332 - (ACCOUNTING AND FINANCE) AED 172.49 AED 2,069.88
GO 9.3.22.2 - (HUMAN RESOURCES) AED 194.51 AED 2,334.12
GO 9.3.22 - (CRM) AED 166.16 AED 1,993.92
AW 1.4.5 - (FUEL PRICING MANAGEMENT) AED 272.98 AED 3,275.76
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OA 2.2.2 - (PHONE APPLICATIONS - iOS) AED 450.00 AED 5,400.00
OA 2.2.1 - (PHONE APPLICATIONS- ANDROID) AED 322.45 AED 3,869.40
OA 2.44.1 - (WEBSITE INTERFACE - YEARLY BASIS) AED 41.67 AED 500.00
TOTAL COST AED 2,671.19 AED 32,054.24
60% ADVANCE PAYMENT
40% UPON SYSTEM OPERATIONAL
ONE TIME CHARGES
PRODUCT CODE / SERVICE PRICE (INCL. OF VAT 5%)
APPLICATION CREATION - ANDROID AED 5,200.00

APPLICATION CREATION - iOS AED 6,300.00
PUBLICATION COST: iOS APP STORE AED 363.62
PUBLICATION COST: GOOGLE PLAY STORE AED 84.48
TOTAL COST AED 11,948.11
60% ADVANCE PAYMENT
40% UPON SYSTEM OPERATIONAL
Thank you so much for your time! Please feel free to reach out to our regional MENA
team forfurther assistance.
REGARDS,
AWERY AVIATION SOFTWARE & TEAM
o Online agents
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The company will promote its tickets on well-known websites at a discount such as
booking.com, and these websites will provide information with Flyfalcon Airlines about its user
demographics user age, customers' spending habits, competitor activity, predicted travel
routes, and other vital details.
o Purchase directly from our office
o Indirect Distribution
With the help of a third party, our clients will be able to acquire our services through this
distribution strategy.
o Travel Agents
We will pay any travel agency firm who is willing to work with us, a 5% of the commission they
earn each month from selling our tickets in exchange for their assistance in spreading our
products to customers.
Brand Management
A marketing function known as brand management employs strategies to gradually
increase the perceived value of a product or brand. It aids in setting our business apart from
competitors. The brand image of a company's goods and services consists of much more than
simply a logo. FlyFalcon will be able to set itself apart from other businesses by establishing a
distinctive brand image, brand personality, and solid brand identification.
A strong brand identity will enable FlyFalcon to win the loyalty and trust of its customers.
Brand management will help the company become more well-known, helping the airline in
communicate its public image as an affordable, secure, and economical travel option that
combines freedom of movement, a high standard of care, and punctuality.
• Logo
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Our company's brand name, "Flyfalcon," was inspired by the GCC countries that we will
provide services to. The primary business colors for Flyfalcon will be red and gray. Grey stands
for intellect, dignity, honor, neutrality, and balance while red stands for vigor, prosperity,
creativity, warmth, and security toward the work within the firm and toward the consumers.
Fly Falcon stands by using a compelling emblem of a nation's might to communicate the
culture and legacy of the United Arab Emirates. A falcon with the flag painted on its chest and
the name inscribed beneath it serves as the nation's national emblem. Additionally, the falcon
is displayed as a symbol of triumph in Sheikh Mohammed bin Rashid's hand signal as the ruler
of Dubai. Since the national birds are frequently transported in first class due to the medical
grade's commitment to their health and well-being, our objective in using this image is to
provide flights at a reasonable cost, with the falcon in this case standing in for our guests.
The company's mission will be clear from the logo, eliminating the need for any
additional explanation.
• Tagline
“FlyFalcon- Experience the new feeling of flying”
In order for consumers to remember and understand our company's mission, we must
effectively express it. We so intend to convey to the market through the use of this catchphrase
by showing how new every flight feels and that the customers needs are our top priority and
that we would go above and beyond to meet our commitments. And the main goal of this
brand is to establish relationships with all demographics and treat them with respect.
Furthermore, we promise to provide every world citizen the greatest air travel experience.
o Aircraft designing
88
The company's aircraft will be easily recognizable wherever they fly if it has a prominent
logo and color scheme, whether it be regionally specific or global. Painting protects the plane
from things like fuel spills, salt, oxidation, and other corrosive elements. Brand recognition and
recognition of our airlines will be aided by having our logo painted on and designed for our
planes. In addition, "MASCO," a pioneer in the MRO sector that is a subsidiary of the Middle
East Airlines Group, will be responsible for the painting of our planes because of the company's
expertise in developing effective maintenance plans and repair procedures. However, in an
effort to reduce overhead, we will provide them with paint acquired from "Alibaba," a Chinese
global technology corporation specialized in e-commerce, retail.
Description Quantity Price Total

Aircraft Paint-Red 100 430 43,000
Aircraft paint-Grey 20 430 9,000
Labor cost 70,000
Total 122,000
• Uniforms
Fly falcon Airlines will supply the uniforms for the pilots, first officer pilots, flight
attendants, flight attendant supervisor, and customer support personnel. We designed a sleek,
89
elegant appear ance for the uniform that not only represents the company, but embodies
professionalism, consistency, and elegance. The pilot ranking will also be shown by the bottom
sleeves' golden stripes. Passengers will be able to differentiate airline crew members from
other types of staff thanks to the ability we will have to create a distinctive brand identity and
image. The uniform list and prices are as follows:
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91
92
Pilot uniform
Item Price (in AED)
Shirts 75
Blazer/coat 250
Pants 75
Belt 50
Pilot Cap 55
Necktie 40
Socks 20
Shoes 50.87
Epaulet 50.06
Total 665.93
Cabin crew uniform
Item Price (in AED)

Shirts 75
Blazer/coat 250
Pants 75
Knee-length dress 300
Cap for women 15
Scarf for women 29
Necktie 40
Belt 50
Socks/stockings 20
Shoes 50.87
Heels 92
93
Badges 22.20
Total 784.07
Other staff (Check-in employees, Supervisors)
Item Price (in AED)

Shirts 75
Blazer/coat 250
Pants 75
Skirt 65
Cap for women 15
Scarf for women 29
Necktie 40
Belt 50
Socks/stockings 20
Shoes 50.87
Heels 92
Badges 22.20
Total 784.07
Our corporate attire will be provided by “Gravity Uniforms.” One of the top providers of
uniforms for flight crew, cabin crew, and ground employees, Gravity Uniforms meets the
demands of the flight deck, flight attendants, and ground workers, assuring a fashionable and
professional appearance in addition to a great fit and comfortable wear.
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Each pilot, member of the boarding crew, and other employee will have two sets of
uniforms, and we will see to it that, if necessary, new uniforms are provided to them each year.
The first-year uniform expenses are shown below:
Job Number of Quantity Cost per uniform set Total cost

employees (AED) (AED)
Pilot 3 2 665.93 1,331.86
First officer 3 2 665.93 1,331.86
Cabin Crew-Male 3 2 583.07 1,166.14
Cabin Crew-female 3 2 528.20 1,056.40
Check-in employees-Male 2 2 333.07 666.14
Check-in employees-Female 3 2 368.20 736.40
Supervisor-Male 1 2 583.07 1,166.14
Supervisor-Female 1 2 618.20 1,236.40
Customer service agents-Male 4 2 333.07 666.14
Customer service agents- 4 2 368.20 736.40
Female
Total Cost 30 20 5,582.28 11,164.56
Promotion plan
Marketing promotion is a type of marketing communication that aims to persuade
target customers about the benefits of a good, service, or brand while also educating them
about the brand in order to raise sales and brand recognition. Increasing demand, showcasing
your goods, and differentiating it are the three main objectives of promotions. In order to
increase awareness, pique interest, spur sales, or foster brand loyalty for Flyfalcon airlines,
there are numerous types of promotional and advertising methods that we might employ.
Flyfalcon Airlines will utilize both conventional and digital marketing strategies since we can
spread the word about our new services by using a variety of promotional activities.
o Traditional marketing
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Traditional marketing is a sort of advertising that communicates with target audiences
in an offline way, such as through print, direct mail, phone, newspapers, magazines, and
outdoor advertising like billboards. This kind of marketing is more efficient and helps directly
reach specific consumers, whether through radio or newspapers. “Leads Dubai”, a reputable
third-party publisher, will oversee publishing FlyFalcon's advertisements.
o Digital Marketing
Digital marketing is the practice of promoting businesses through interacting with

potential customers online and through other digital media. Examples of this practice include
paid social media ads, email marketing, influencer marketing, and pay-per-click advertising. The
cultural, technical, and sociological changes occurring all around us have contributed to the
enormous growth of digital marketing. The affordability of web marketing is among its most
important benefits. Saving money and yet getting more leads is possible with digital marketing.
However, flyfalcon will continue with outdoor advertising, such as billboards,vehicle advertising
and social media commercials for the first year in order to build the brand. After raising
revenue and reaching break-even, the company will then launch increasingly significant
campaigns.
o Billboard advertising
It helps in contacting potential customers who are hard to get in touch with. Wider
audience reach, adaptability, and short lead time are all advantages of billboard advertising.
Flyfalcon will employ billboards as advertising tools, and they will be positioned next to heavily
used roads that is Sheikh Zayed Road and Emirates Road, which are both busy thoroughfares.
o Vehicle advertising
96
A practical and economical approach to advertise a business is through transit media,
often known as vehicle advertising. Buses, trains, taxis, subway cars, and transit shelters all
have signage and pictures on the inside and outside of their vehicles. With an almost limitless
target demographic, this marketing strategy offers a comprehensive media channel. The target
market may be reached more directly via vehicle ads. due to the advertising's proximity to the
target audience. The adverts so forge a more intimate connection with the potential customers
for the business. Fly falcon will rent 20 RTA taxis and the advertisement will be published on it.
Promotion Frequency Monthly cost (AED) Yearly costs (AED)

type
Billboards Billboards will be published thrice a year 50,000 200,000

Rooftop billboard =50,000 AED 75000
Bridge banners =75,000 AED 75000
Unipoles =75000 AED
Vehicle As per the advertising company “Leads” the 46,000 414,000

Advertising taxi advertisement costs 800 per taxi we rent
with 4 printings. The taxi advertising will be
valid for a month. Since, we will be
commencing our flight operations in 2023 to
only 1 destinations in year 1, we will use a
total of 20 taxis for advertisement.
20 taxis
1500 AED will be the rent for each taxi
1500 x 20= 30,000
And 800 AED will be the cost for printings on
each taxi.
800 x 20= 16,000
The taxi advertising will be valid for a month
the ad will be published 9 times a year
30,000 +16000=46000
46000 x9 = 414,000
TOTAL 246,000 614,000
o Social media advertising
Social media has now permeated every aspect of our lives and made it simpler for
individuals to interact and communicate with one another. Additionally, by inexpensively
publicizing their products or services to the global audience, social media platforms like
97
Facebook, Twitter, Instagram, YouTube, and Google have assisted in the growth of numerous
enterprises. Advertising on social media is a quick and efficient approach to reach your target
audience and expand your marketing initiatives.
By utilizing social media, Flyfalcon will be able to reach a larger and more diversified
prospective of potential customers through social media at a reduced cost, which will in turn
which can potentially result in high rates of return. In order to market, communicate with
consumers, develop a brand image, and raise brand recognition, Flyfalcon Airlines will use some
social media applications such as Facebook, Twitter, Instagram, YouTube, and Google. To draw
in a broader audience, we'll make sure these platforms are educational and well-promoted. To
do this, we will collaborate with influencers at a discount to increase our digital presence and
seek the help of expert digital marketers to help us increase our online visibility.
98
Promotional type Frequency cost (AED) Monthly costs Yearly Costs
(AED) (AED)
Instagram Ads 5 times a week 29.05 581 6,972
Facebook Ads 4 times a week 26.41 422.56 5,070.72
Twitter Ads 3 times a week 23.73 284.76 3,417.12
YouTube ads 4 times a week 35.56 568.96 6,827.52
Google Ads 3 times a week 11.46 137.52 1,650.24
LinkedIn ads 3 times a week 24.21 290.52 3,486.24
TikTok ads 5 times a week 36.73 734.6 8,815.2
TOTAL 187.15 3,019.92 36,239.04
Marketing budget
Cost Description Total cost (AED)
Website and Mobile application 32,054.24+ 11,948.11= 44,002.35
Agents 5% of the monthly sold tickets to be paid
Aircraft Design 122,000
Staff Uniforms 11,164.56
Promotional activities 614,000 +36,239.04= 650,239.04
TOTAL 827,405.95
Year 2
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Distribution
Our distribution methods will remain the same as the ones that will be used in the first
year. The business will distribute its goods using two different strategies mentioned below:
The only difference is that the expenses for mobile application and website update will
added
10th October 2022



TOTAL COST AED 824.12 AED 9,769.40
REGARDS,
100
We will still pay any travel agency firm who is willing to work with us, a 5% of the
commission they earn each month from selling our tickets in exchange for their assistance in
spreading our products to customers.
Promotion plan
Flyfalcon Airlines will utilize both conventional and digital marketing strategies in year 2 in
order to spread the word about our services. In order to attract, target, and tell the prospective
customers about our business, we will be implementing new promotional techniques and will
enhance the frequency of our present promotional efforts.
Traditional marketing
FlyFalcon will increase the frequency of billboards on Sheikh Zayed Road, Emirates Road
and Jumeirah in year 2.
o Vehicle advertising.
The frequency of vehicle advertising will be increased that is earlier only 20 taxis were
used and now we will add 10 more.
o Bus shelter Advertising
Bus shelter advertising, or promotional and marketing information put on bus stops and
stations countrywide to reach commuters in their daily routines, is a growing trend in the
advertising industry. It's one of the most effective advertising channels since it reaches 48
million adults in a regular two-week period.
Leads Dubai, a reputable third-party publisher, will oversee publishing FlyFalcon's
advertisements, and below are some options of locations that they are offering:
Zone 1- JUMEIRAH | AL WASL | AL SUFOUH | SZR | DIFC | SATWA | AL BARSHA | AL QUOZ
Zone 2- KARAMA | BUR DUBAI | OUD METHA
Zone 3- DEIRA | MAMZAR | RASHIDIYAH | FESTIVAL CITY | AIRPORT ROAD | AL QUSAIS |
DAFZA | MIRDIFF | RAS AL KHOR | AL KHAWANIJ | MUHAISNA
Our firm will go ahead with 2 locations from each zone.
Zone 1- JUMEIRAH | SZR
Zone 2- KARAMA | BUR DUBAI
Zone 3- DEIRA | DAFZA
Given the large volume of foot traffic in and around these areas, the advertisement will reach a
sizable audience.
101
type
Billboards Billboards will be 7 times a year 50,000 x 2 =100,000 445,000
Rooftop billboards twice =50,000 AED 75,000 x 2=150,000
Bridge banners twice =75,000 AED 75000
1 Unipole once =75000 AED 60,000 x 2=120,000
lamp post twice = 60,000 AED
Vehicle As per the advertising company “Leads” the 69,000 621,000

Advertising taxi advertisement costs 800 per taxi we rent
with 4 printings. The taxi advertising will be
valid for a month. Since, we are in our year 2
we will increase the frequency by adding 10
more taxis ,so we will use a total of 30 taxis
for advertisement in year 2
30 taxis
1500 AED will be the rent for each taxi
1500 x 30= 45,000
And 800 AED will be the cost for printings on
each taxi.
800 x 30= 24,000
The taxi advertising will be valid for a month
the ad will be published 9 times a year
45,000 + 24000= 69000
69000 x9 = 621,000
Bus shelter 13,000 AED will be the cost for publishing the 78000 156,000
Advertising advertisement at one bus stop plus mupis.
Flyfalcon airline will publish its
advertisement at 6 locations twice a year
13000 x 6= 78000
78000 x 2 = 156,000
TOTAL 407,000 1,222,000
Digital Marketing
102
The frequency of social media advertisements will be increase, as a result we can expect higher
prices.
Promotional type Frequency cost (AED) Monthly costs Yearly Costs (AED)
(AED)
Instagram Ads 7 times a week 29.05 813.04 9,756.48
Facebook Ads 5 times a week 26.41 528.02 6,336.24
Twitter Ads 5 times a week 23.73 474.06 5,688.72
YouTube ads 6 times a week 35.56 853.44 10,241.28
TikTok ads 6 times a week 36.73 881.52 10,578.24
TOTAL 187.15 4,360.14 52,321.68
o Influencer
The term "influencer marketing" refers to the practice of promoting a product or service
by collaborating with influential people who have earned the respect of their target market.
Because most people put more faith in the opinions of those they know and trust than they do
in commercials, this is a crucial marketing strategy. The terms "influencer" refers to those who,
by their posts on social media platforms like Instagram, YouTube, Snapchat, and others
(sometimes with the support of advertisers), have the power to sway the purchase decisions or
observable behaviors of their followers. Gaining an influencer's endorsement might help you
generate more leads and sales since their followers will subconsciously trust you because of the
influencer's endorsement. Numerous influential people have a massive amount of support from
their followers.
As part of an effort to expand the FlyFalcon airlines brand recognition, the airline will
partner with “Fahad Kaleem, Mohammed Magdi, Khalid Al Ameri and Salama Mohammed, and
Nora Achmaouri and Khalid Alherani ” through social media agencies as they have a massive fan
following, so we will reach a wide range of audience.
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Social Media Agencies-Videos Frequency Cost Monthly cost (AED) Yearly cost
(AED)
Knine Unit LLC 5 2,670.00 13,350 160,200
Outreach Advertising LLC 5 1,870.00 9,350 112,200
Total 10 4540.00 22,700 272,400
Marketing budget
Website and Mobile application updates 9,769.40
Promotional activities 1,222,000+ 324,721.68= 1,546721.68
TOTAL 1,556,491.08
YEAR 3
Place and Distribution
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- Place
Dubai due to its strategic location at the intersection of multiple markets, is an excellent spot
for a firm to begin operations.
- Distribution
Our distribution methods will remain the same as the ones that will be used in the first year.
The business will distribute its goods using two different strategies mentioned below:
The only difference is that the expenses for mobile application and website update will be
added.
10th October 2022

SUBSCRIPTION CHARGES /
MAINTENANCE
PRODUCT CODE / SERVICE PRICE (INCL. OF VAT 5%) TOTAL (12
MONTHS)
OA 2.2.1 - (PHONE APPLICATIONS- AED 322.45 AED 3,869.40
ANDROID)
OA 2.44.1 - (WEBSITE INTERFACE - YEARLY AED 41.67 AED 500.00
BASIS)
REGARDS,
105
Brand Management
• Aircraft Design
FlyFalcon Airlines is leasing one ATR-72-600 aircraft to accommodate its growing route
network, but the company's brand management methods will stay the same. For this reason,
we must have the new plane painted with our emblem and a design that will aid in the
promotion of our business. Our aircraft will continue to be painted by the same manufacturer,
MASCO. Again, we're going to do something quite similar to this in an attempt to save costs:
we're going to give them paint that we bought on "Alibaba." The price of painting will be
122,000 AED
Description Quantity Price Total

Aircraft Paint-Red 100 430 43,000
Aircraft paint-Grey 20 430 9,000
Labor cost 70,000
106
Total 122,000
• Uniforms
For the third year, Flyfalcon Airlines will expand its workforce and provide uniforms to its
new employees. Two pairs of uniforms will be provided to each employee.
Job Number of Quantity Cost per uniform set Total cost

employees (AED) (AED)
Pilot 3 2 665.93 1,331.86
First officer 3 2 665.93 1,331.86
Cabin Crew-Male 3 2 583.07 1,166.14
Cabin Crew-female 3 2 528.20 1,056.40
Check-in employees-Male 2 2 333.07 666.14
Check-in employees-Female 3 2 368.20 736.40
Customer service agents-Male 4 2 333.07 666.14
Customer service agents- 4 2 368.20 736.40
Female
Total Cost 30 20 5,582.28 11,164.56
Promotion plan
Flyfalcon Airlines will utilize both conventional and digital marketing strategies in year 3 in
order to spread the word about our services. In order to attract, target, and tell the prospective
customers about our business, we will be implementing new promotional techniques and will
enhance the frequency of our present promotional efforts.
FlyFalcon will increase the frequency of billboards on Sheikh Zayed Road, Emirates Road
and Jumeirah.
o Television Commercials
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A television commercial (also known as a television advertising) is a brief video
commercial seen on television, usually lasting no more than 30 seconds. Commercials appear
on television during commercial breaks and are a kind of advertising that helps businesses sell
their goods and services to a wider audience. This method of promotion has the potential to be
highly fruitful for businesses since it allows them to spread their message to a wide
demographic. Although it may be costly to create a television commercial, the ad will be money
well spent if it increases company revenue and/or promotes consumer familiarity with the
company's brand.The fly falcons commercial will air for 30 seconds every day over the 60-day
span of football games.

type
Billboards Billboards will be throughout the year (12 50,000 x 3 =150,000 780,000
times) 75,000 x 3=225,000
Rooftop billboards thrice =50,000 AED 75000 x 3=225,000
Bridge banners thrice =75,000 AED 60,000 x 3=180,000
Unipole thrice =75000 AED
Lamp post thrice = 60,000 AED
Television On a daily basis for a period of 60 days during 10,651.79 639,107.40

Commercials football game
TOTAL 10,651.99 1,419,107.40
Digital Marketing
The frequency of social media advertisements will be increase, as a result we can expect
higher prices.
(AED)
Instagram Ads 15 times a 29.05 1,743.00 20,916

week
108
Facebook Ads 12 times a 26.41 1267.68 15,212.16
week
Twitter Ads 10 times a 23.73 949.02 11,390.04
week
YouTube ads 9 times a week 35.56 1,280.16 15,361.92
TikTok ads 9 times a week 36.73 1,322.28 15,867.36
TOTAL 187.15 7658.00 91,895.00
• Search engine optimization
Optimization for search engines (SEO) is the process of optimizing a website to get a
better position in the search engine results page (SERP), hence increasing the volume of visitors
to the site. We want our website to be one of the top things that comes up in a Google search
for people looking for airline services in the United Arab Emirates. As a consequence, more
people will visit our website, which should lead to a rise in traffic levels. All told, we can expect
to pay AED 1,900.00 monthly; this service will be provided by Awery Aviation Software that
handles our website maintenance and updates

type
Search Will remain throughout the year (12 months) 1,900 22,800
engine
optimization
TOTAL 1,900 22,800
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Marketing budget
Website and Mobile application 9,769.40

updates
Aircraft Design 122,000.00
Staff Uniform 11,164.56
Promotional activities 1,419,107.40 +114,695.00 =1,533,802.40
TOTAL 1,676,736.36
YEAR 4
Distribution
• Direct Distribution
The only difference is that the expenses for mobile application and website update will added
110
10th October 2022

SUBSCRIPTION CHARGES /
MAINTENANCE
PRODUCT CODE / SERVICE PRICE (INCL. OF VAT TOTAL (12
5%) MONTHS)
OA 2.2.1 - (PHONE APPLICATIONS- AED 322.45 AED 3,869.40
ANDROID)
OA 2.44.1 - (WEBSITE INTERFACE - YEARLY AED 41.67 AED 500.00
BASIS)
REGARDS,
111
• Indirect Distribution
Promotion plan
In the fourth year, Flyfalcon Airlines is likely to face some rivalry in the market, which
would necessitate intensive promotion of all of the airline's offerings. In order to get the word
out about Flyfalcon Airlines, we will keep using both digital and traditional methods of
advertising. We plan to implement new promotional methods and increase the frequency of
our current promotional efforts in order to attract, target, and inform the prospective
customers about our business.
The frequency and cost of billboards on Sheikh Zayed Road, Emirates Road and Jumeirah
will remain the same in year 4 as in year 3.
o Radio broadcasting
Buying commercial airtime on radio stations with a large listenership is a tried-and-true

method of advertising that has been around for quite some time and gives a great platform for
businesses to get their names out there. It's a powerful and adaptable method for reaching a
wide audience at low expense. With the increasing time we spend in our vehicles, listening to
the radio for news and entertainment has become second nature. With so many English-
language Arabic-language radio stations available, it was only natural for Fly Falcon to choose to
air commercials on “Virgin Radio.”
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Promotion Frequency Monthly cost Yearly costs
type (AED) (AED)
Billboards Billboards will be throughout the year (12 50,000 x 3 780,000

times) =150,000
Rooftop billboards thrice =50,000 AED 75,000 x
Bridge banners thrice =75,000 AED 3=225,000
Unipole thrice =75000 AED 75000 x
Lamp post thrice = 60,000 AED 3=225,000
60,000 x
3=180,000
Radio 500 AED per slot 90,000 1,080,000

Broadcasting 6 times a day
500 x 6 x 30 = 90,000
TOTAL 90,000 1,860,000
Digital Marketing
The frequency of social media advertisements will be increase, as a result we can expect higher
prices.
(AED)
Instagram Ads 20 times a 29.05 2,324.00 27,888.00

week
Facebook Ads 14 times a 26.41 1,478.96 17,747.52
week
Twitter Ads 12 times a 23.73 1,139.04 13,668.48
week
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YouTube ads 18 times a 35.56 2,560.32 30,723.84
week
Google Ads 11 times a 11.46 504.24 6,050.88
week
LinkedIn ads 13 times a 24.21 1,258.92 15,107.04
week
TikTok ads 16 times a 36.73 2,350.72 28,208.64
week
TOTAL 187.15 11,616.20 139,394.40
o Influencers
To further its growth in the next year, Flyfalcon Airlines plans to strengthen its utilization
of influencer marketing. To this end, the company will renew its collaboration with "Fahad
Kaleem, Mohammed Magdi, Khalid Al Ameri and Salama Mohammed, and Nora Achmaouri and
Khalid Alherani" via social media agencies.
Social Media Agencies-Videos Frequency Cost Monthly cost (AED) Yearly cost
(AED)
Knine Unit LLC 15 2,670.00 40,050 480,600
Outreach Advertisting LLC 15 1,870.00 28,050 336,600
Total 10 4540.00 32,100 817,400
Marketing budget
Promotional activities 1,860,000 +956,794.40 =2,816,794.40
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TOTAL 2,826,563.80
YEAR 5
Distribution
• Direct Distribution
The only difference is that the expenses for mobile application and website update will added
10th October 2022

REGARDS,
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• Indirect Distribution
Promotion plan
In year 5, billboards on Sheikh Zayed Road, Emirates Road, and Jumeirah will appear at
the same intervals and at the same prices as they did in years three and four.
o Ticket Allotment
Give away complimentary tickets to notable people in the aviation industry who can
help spread the word about our company. They will spread the word about our company by
vlogging about our services and then having their thoughts published in the widely read
"airways" magazine.
Sam Chui and Josh Cahill are ideal to promote our airline because of their large fan bases and
the high regard in which they are held by the general public.
o Aviation experts and analysts’ interview (through news channels)
Interviewing aviation experts and analysts is a great way to expand our audience and
develop relationships with our subjects, and CNN's "Quest for Business" program assists us in
doing this. They are easier to implement and can have a significant impact on our readership.
It is much simpler and quicker to test hypotheses, ask questions, and fill in research gaps
when one can have an in-depth talk with an expert; such a dialogue may also aid in clarifying
objectives and uncover obstacles that may not be apparent to an outsider. Flyfalcon will not
incur any expense in promoting through interviews.
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type
Billboards Billboards will be throughout the year (12 50,000 x 3 =150,000 780,000
times) 75,000 x 3=225,000
Rooftop billboards thrice =50,000 AED 75000 x 3=225,000
Bridge banners thrice =75,000 AED 60,000 x 3=180,000
Unipole thrice =75000 AED
Lamp post thrice = 60,000 AED
Ticket 2 tickets 1500 1500

allotment
TOTAL 261,500 781,500
Digital Marketing

The frequency of social media advertisements will be increase, as a result
we can expect higher prices in year 4.
(AED)
Instagram Ads 25 times a 29.05 2,905.00 34,860.00
week
Facebook Ads 16 times a 26.41 1,690.24 20,282.88
week
Twitter Ads 12 times a 23.73 1,139.04 13,668.48
week
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YouTube ads 20 times a 35.56 2,844.80 34,137.60
week
Google Ads 11 times a 11.46 504.24 6,050.88
week
LinkedIn ads 13 times a 24.21 1,258.92 15,107.04
week
TikTok ads 18 times a 36.73 2,644.56 31,734.72
week
TOTAL 187.15 12,986.80 155,841.60
o Hold social media giveaways
Giving away prizes in contests is a great method to boost brand recognition and
exposure online. They're great for attracting new customers, expanding your reach on social
media, and expanding your subscriber list. You may achieve your business goals with only a few
giveaways. Although organizing a giveaway contest from scratch may seem like a huge
undertaking, but it really is not that difficult. FlyFalcon will give away 3 gift hampers that will be
customized by “Baskilicious Gifts” a Dubai based gift store and the hamper will contain a
keychain, cup, water bottle, t-shirt, airplane model, and a free ticket for travel to Doha or
Madinah.
This promotion will be hosted on the FlyFalcon Instagram account (@FlyFalcon).

Spectators may enter the contest with little effort and potentially win some amazing gifts.
The rules for entering the contest are straightforward, and all you have to do is accomplish the
following:
*Like our post,
*Leave a comment with "FlyFalcon,"
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*Share our post in your story”
o Email and Text message marketing
A targeted way to communicate with the correct audience is offered through email
marketing and SMS rather than blanketing them with adverts they don't care about. Those that
choose to opt in are obviously very interested in what you have to say. Also, the use of email
marketing to reach new customers is still a viable and inexpensive option. You can quickly reach
a large number of people with email marketing because to the ease with which you may scale
up your mailing list. You may expect to see a significant increase in qualified visitors by
employing this strategy. SMS marketing, on the other hand, is a potent tool for reaching certain
demographics. The average time it takes to read a text message is four minutes. As a result,
SMS marketing is widely regarded as the most effective method of communicating with this
audience.
By sending out text messages and emails, FlyFalcon Airlines will immediately reach its
target audience and inform them about deals, promotions, and new services. As a result, there
is a probability that these clients may become committed repeat buyers once they start
receiving regular updates and reminders from us. Reaching out to potential audience via text
message and email marketing is highly effective. A telecommunications firm's assistance in
getting our advertisements sent to prospective people via email and text message is essential
to making this happen. Etisalat is a popular UAE-based telecom that specializes in text message
and electronic mail advertising. Consequently, Fly Falcon will negotiate a contract with them.

type
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social media Freebies to three lucky entrants 3,750 3,750
giveaways Gift hamper cost=500 AED
Ticket cost = 750
Email and Text message –52,000 AED per month to send 80,000 960,000
Text message 1,000,000 SMS per month
marketing Email marketing-28,000 AED per month to
send 1,050,000
TOTAL 83,750.00 963,750.00
Marketing budget
Promotional activities 781,500 + 1,119,591.60= 1,901,091.60
TOTAL 1,910,861.00
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HUMAN
RESOURCES
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Year 1 & 2 (2023 AND 2024)
Organization Structure:
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CEO
Product Marketing Finance

HR Manager
Manager Manager Manager
Product Promotion
IT Specialist Accountant
Specialist Specialist
Operation
Flight Crew
Specialist
Airport Ground Call Center

Handler's Agents
Check-in
Employees
Job Roles
1. CEO: The chief executive officer is the highest-ranking individual in a company. He or

she is responsible for overseeing the overall operations of the company and making
major decisions. Aside from making these decisions, the CEO also has other
responsibilities such as overseeing the company's strategy and organizational structure.
2. Product Manager: The product manager is responsible for identifying the company's
larger goals and developing a strategy that will allow the company to achieve its goals.
He or she leads a team to create a successful product launch.
3. Marketing Manager: The marketing manager is responsible for analyzing the company's
current and potential customers, studying the market, coming up with marketing
strategies, and creating marketing promotions and branding.
4. HR Manager: The Human Resources manager is responsible for overseeing the

company's policies and procedures, as well as its employee-benefit programs. This
individual also has other responsibilities such as recruiting new employees and
developing training programs for all employees to maintain and achieve the required
quality plan.
5. Finance Manager: The finance manager is responsible for overseeing the company's
financial resources and budget planning. He or she also helps the executive
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management team make the best decisions possible by providing them with financial
advice.
6. Product Specialist: The product specialist is responsible for working with a team to
ensure that the company's products are delivered to its customers efficiently. He or she
has a wide knowledge of the industry and can analyze market trends and develop
strategies to improve the company's sales.
7. Operation Specialist: is responsible for the management of workflow throughout all

departments within a business. The purpose of this position is to optimize daily activities
and performance of the business across the board.
8. Airport Ground Handler’s: The airport ground handlers are responsible for sorting and
transporting freight and baggage. Their duties include identifying the intended
destination of the items and ensuring that they are transferred to the correct location.
9. Promotion Specialist: The promotion specialist is responsible for coordinating

promotional programs with other organizations and agencies. He or she also plans and
coordinates employee training programs. This individual serves as a liaison between the
company and various community groups and government agencies.
10. IT Specialist: The information technology specialist is responsible for ensuring that the
company's computer systems and networks are working properly. Their duties include
setting up and maintaining networks, security systems, and software upgrades.
Flight Crew
• Pilots: The pilots are responsible for transporting passengers and cargo. They
also perform other duties such as analyzing flight plans and determining the
safest routes.
• Cabin Crews: The cabin crew members are responsible for greeting and
welcoming the passengers as they board the plane. They also provide special
attention to the disabled and the elderly. They prepare meals and carry out
other tasks to make the passengers' experience as comfortable as possible.
11. Call Center Agents: The call center agents are responsible for answering the calls of
customers and providing helpful answers to their inquiries. They also listen to their
customers' issues and concerns and provide them with the necessary assistance to
maintain the company's positive reputation. These individuals perform various tasks to
ensure that the customers are satisfied.
12. Check-In Employees: The check-in employees are responsible for ensuring that all
passengers are checked in and issued boarding passes and labels. They additionally ask
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security questions, allocate seats, and handle other tasks related to the passengers'
experience. Other duties might include making sure that all disabled passengers have
access to facilities, walking them to and from the plane, and ensuring that all are
boarding in time. Additional duties may be performed by the check-in officers at the
boarding gate. These may include checking the passports and boarding passes of all
passengers.
13. Accountant: The accountant is responsible for preparing and analyzing financial reports
and statements for an organization. Their duties include ensuring that the company's
financial procedures are in compliance with generally accepted accounting principles.
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Staff Payroll
Employee Benefits
Complete Total
Num of Salary Basic Health Housing Education Transportation Per Total Per
Job Role: Employees (AED) Salary Insurance Allowance Allowance Allowance Month Year
CEO 1 55,000 33000 8800 6600 4400 2200 55000 660000
Product
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
Marketing
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
HR Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000

Finance
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
Product
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Operation
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Promotion
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
IT Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000

Call Center
Agents 8 9,000 5400 1440 1080 720 360 72000 864000
Call Center
Supervisors 2 12,000 7200 1920 1440 960 480 24000 288000
Accountant 1 30,000 18000 4800 3600 2400 1200 30000 360000
Pilot 3
First officer 3 Wet Lease, Salaries and Benefits are provided by the leasing company.
Cabin Crew 6
Check-in
Employees 5 18,000 10800 2880 2160 1440 720 90000 1080000
Check-In
Supervisors 2 21,000 12600 3360 2520 1680 840 42000 504000
673000 8076000
Extra benefits will consist of domestic membership to gym and spa facilities, discounts
on domestic restaurants and shops, lastly, all Fly Falcon employees will get discounted air fare
tickets which can be utilized for first degree family members only.
Visa
Expat employees needing a visa will undergo a medical check-up to apply for a working
visa and an Emirates ID. The cost of the service is approximately 3,000 – 4,500 AED depending
on the location of the employee.
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The prices of the procedures are:
AED
Quota Inspection 553
Quota AED 83
AED
Offer letter 243
Labour card payment Approximately ( Depends on the designation and AED

Company Category in Labor ) 2400
AED
Labor Insurance ( Depends on the Designation ) 262
AED
Inside Country Visa 1176
AED
Change Status 680
AED
Medical normal 330
AED
Emirates ID for 2 years 274
Labor Contract Submission in Tawjeeh ( Only selected designations are AED

required to do the Tawjeeh Training ) 166
127
AED
Medical Insurance - Basic 700
AED
Visa Stamping 493
Ground Handling Services:
Ground handling services will be provided by DNATA, which will include:
The process of marshaling an aircraft at an aerodrome involves preparing it for its

parking position. This usually begins when the aircraft approaches the apron and passes
through a Follow Me Vehicle. As it approaches the stand, the vehicle stops guiding the aircraft
and gives way to either ground personnel or an electronic Stand Entry Guidance System.
In most cases, wing walkers will work with the guidance system or marshaler to help
minimize the impact of ramp traffic on the aircraft's wing tip clearance.
On the way out, a marshal will inspect the area around the engine to make sure that it's
clear of hazards and that there are no indications of an engine fire. The marshaler will also use
Emergency Hand Signals to advise the crew about a potential fire.
Wing walkers will be provided if the aircraft is to be pushed off the stand. Wheel chocks
will be inserted once the aircraft is on-stand, and external services such as the boarding stairs
and passenger bridge will be connected or positioned. Some of these include the ground
electrical service and the air conditioning units.
Once the departure time has arrived, the baggage will be removed and taken off as
directed by the flight crew. The freight and baggage on the inbound plane will be off-loaded
using the appropriate equipment, such as split-loaders, fork trucks, and baggage belts. The
outbound items will be loaded onto the aircraft.
It's important to note that the handling of Dangerous Goods should be done correctly.
The load planner's instructions should be followed properly when it comes to loading an aircraft
with cargo. When refueling, the crew will move the plane to or from a maintenance facility on
an as-needed basis.
Depending on the requirements of the flight, the aircraft will be refueled according to
the procedures specified by the pilot in command or the dispatcher. In the event that the
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passengers are still onboard, certain protocols will be followed to ensure that the aircraft is
refueled.
The aircraft's water tanks will be refilled. In addition, the galley, lavatories, and the cabin
will be cleaned. In order to restock the toilets, the contents of the containers will be taken out.
Blankets and pillows will be replaced, and newspapers will be brought onboard.
The oven inserts and catering trolleys from the inbound flight will be taken out, and the
food for the outbound flight will be prepared.
The bar stock and the galley will also be restocked. Before the flight departs, the crew
will be given the necessary documents, such as a fuel uplift receipt, the aircraft load and trim
form, and the freight manifests and notifications for dangerous goods. The crew will
additionally be provided with the necessary documents if they complete their own load and
trim form.
In certain cases, an auxiliary power unit (APU) may be required to start at the sole
engine. In this case, a high-pressure air cart will be used to start the unit. In order to move the
aircraft off the ground, ground equipment will be used. When necessary, either the aircraft
ground de-icing or engine core and fan de-conditioning will be carried out.
The most common location where engine core de-icing is performed is at the parking
position. On the other hand, aircraft de-icing can be done at a remote facility or in-site.
The price list for the package for an Bombardier Dash 8 Q400 will cost 1,200,000 AED
per year.
129
Employment Contract
130
Customer Contact Center
Fly Falcon’s offices will be located at the intersection of

Al Quds Street in Dubai, nearby the Dubai International Airport
Terminal 2.
Fly Falcon has chosen the package of 6.85 sqm for
16,625 AED a month, with the additional of 15,000 AED for
licenses need and 69,310 AED for two sets of smart desks
provided by DAFZ, which includes all the necessities to operate
the office.
The reasoning behind the choosing of the office
locations is mainly influenced by how convenient the purchase
package is, as all the required legal and set up procedures can
be completed in the same building.
The package deal includes:

• Business license
• 2 Employment visas
*Additional visa quota can be applied
• Wi-Fi
• Fully Furnished, closed office space
with a desk.
• Electrical Fittings
• 24-Hour Security with CCTV
Surveillance
• Parking Facilities for Visitors
•
Quality Check
The quality of aviation is very important to the success of Fly Falcon. It involves ensuring
that the products and services that the company provides are up to the standard. This process
can be carried out through the establishment of a Quality Assurance Program. This system is
responsible for ensuring that the various activities of the company are conducted in accordance
with the latest procedures and requirements.
Plan
A quality management system is a process that aims to continuously improve an
organization's processes. It can be done through the establishment of a control and
management system that is designed to ensure that the company's operations are conducted in
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accordance with the latest standards and procedures. According to the International Standards
Organization (ISO), a quality management system is an organization's structure, procedures,
and resources that are designed to continuously improve its operations.
Control:
The procedure of Quality Control can be detailed as the following:
• The operation specialist is responsible for ensuring that the company's operations are
conducted in accordance with the latest standards and procedures. He or she is also
responsible for developing and implementing a comprehensive maintenance plan that is
designed to ensure that the company's resources are used properly.
• The product manager is responsible of overseeing the execution of standardized
maintenance tasks with the leasing company. Certified maintenance reports should also
be assigned to Fly Falcon for record keeping of the aircraft. Discrepancies or defects
generated and/or found during normal operation will be recorded, corrected, and
inspected to ensure serviceability and airworthy of the aircraft, components and/or
system involved.
• Non-performing maintenance personnel should be assigned to inspect the work to
ensure that it is in conformance with the standards established by the manufacturer and
the contractor. A functional check of the system that is affected by the work should also
be carried out before the final inspection.
• During the inspection process, the quality control inspector should inform the
maintenance personnel about any issues or irregularities that were found during the
work. They should also perform corrective actions and bring the work back into
conformity.
• The final decision regarding an issue involving an aircraft or component is made by the
product specialist. This is the person who decides on the issue after talking with the
maintenance personnel and the component or aircraft's manufacturer.
Assurance
The concept of quality assurance is a process that focuses on planning, techniques, and
procedures. It is a proactive tool that can help prevent defects. It considers various aspects of a
process, such as planning and completion, to identify potential issues that could lead to errors.
The goal of quality assurance is to identify gaps in the regulations or the organizational
requirements of an organization. This process is carried out to ensure that the various programs
and equipment used in the aviation industry are in compliance with the standards set by the
International Civil Aviation Organization (ICAO).
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Risk Assessment
The severity of a hazard is determined by the impact it has on an aircraft and its
occupants.The severity assessment process can be carried out by taking into account various
factors such as the exposure time of the crew, the impact of the hazard on the aircraft, and the
mitigating measures that are acceptable by the safety regulator. For instance, the use of an
aircraft collision avoidance system known as TCAS is considered to be a feasible and effective
solution to the mid-air collision hazard.
The severity of a hazard can be determined based on the credible effects it has on the
safety of an aircraft. In addition to the actions taken by the safety regulator, the other factors
that can affect an aircraft's operation are also taken into account.In certain cases, the most
severe effect will only be considered once the system has exhausted its options to affect the
outcome. For instance, if a bird strikes an engine of an aircraft, its impact can be transmitted to
multiple engines simultaneously.
Hazard Identification Sources

In the design and certification process, the safety assessment process is carried out to
identify and classify the various hazards that can affect an aircraft's operation. This step is a
good start to establishing a clear link between the operations and the design.
The safety reporting process involves various steps such as the establishment of a safety
occurrence reporting system and the analysis of data collected through various automated
tools. These tools are used by various organizations in the industry to collect and analyze
information about their operations. In addition to these, other procedures such as safety audits
and inspections are also carried out by the operators and service providers. These procedures
are usually carried out to improve the efficiency of the operations. The official investigations of
serious incidents and accidents are carried out by the state authorities.
Probability of Occurrence
The goal of the safety reporting process is to estimate the probability of a hazard
happening. This process usually involves using a classification scheme to perform a structured
review. In some cases, the data collected through the safety reporting process can be used to
provide a direct numerical estimate of the likelihood of a particular hazard happening. For
instance, it can be used to estimate the probability of a component failure.
133
Safety and Security Measures
The aviation industry is considered to be one of the most important industries in the
world, and safety is a top priority. There are various threats that can affect the operations of
the industry.
134
Among the most common threats to the industry are insider threats, which can affect
the operations of an airline. Some of these include civil unrest, which can impact the aircrew
during their stopovers away
from their home base,
terrorist activities, and issues
with human trafficking. Other
risks include illegal
immigrants and contraband.
A security
management system (SMS) is
a framework that enables an
organization to effectively
manage its security
operations. It provides a set
of principles and guidelines
that help it identify and
prevent threats.
The SeMS framework
is designed to help
organizations in the aviation
industry embed security
within their culture and
operations. It can be used by
any organization that
operates in the sector,
regardless of its size. It can
also help the Civil Aviation
Administration (CAA) develop
flexible and risk-based
oversight procedures.
Instead of relying on traditional procedures, a security management system can help
organizations make proactive practices. It can also improve communication and performance
within the organization, as well as with regulators. Moreover, it can enhance a company's
security culture and regulatory collaboration.
Through a robust SeMS, Fly Falcon can easily engage with its various departments and
assess and manage security threats and risks. It can also help the organization report incidents
and improve its efficiency.
The key elements of a Security Management System (SeMS)
135
he five core components of an effective security culture are evaluated using the SeMS
framework. You can see the list below with the subitems that are related to each component.
The implementation and conformance phases should also involve taking the necessary
measures.
136
Year 3 and 4 (2025 AND 2026)
Organization Structure:
CEO
Marketing
Product Manager HR Manager Finance Manager
Manager
Marketing
Product Specialist Hiring Specialist Finance Specialist
Specialist
Operation Promotion
IT Specialist Accountant
Specialist Specialist
Risk
Branding
Quality Specialist Manaegement
Specialist
Specialist
Airport Ground
Flight Crew
Handler's
Call Center Agents
Check-in
Employees
Job Roles
1. Marketing Specialist: The marketing specialist is responsible for developing and

implementing marketing strategies and pricing programs that are designed to reach
their target audience. They work with other marketing teams to increase awareness
about their company.
2. Branding Specialist: The branding specialist is responsible for developing and managing
a company's brand. They can also help with various promotional efforts, such as content
management.
3. Hiring Specialist: The hiring specialist is responsible for developing and managing a
company's hiring plans, as well as advertising our open positions online and offline. He
or she is also responsible for overseeing the various hiring stages.
4. Finance Specialist: The finance specialist is responsible for supporting various aspects of
the company's operations, such as payroll, accounts payables, and budgeting and
forecasting. He or she can additionally perform other tasks related to financial
management.
137
5. Quality Specialist: is responsible for ensuring that the final products of an organization
are of the highest quality. This individual also inspects and improves the finished goods
to meet the standards.
6. Risk Management Specialist: is responsible for identifying potential risks by analyzing

data, talking to staff members, and observing processes. He or she then produces
reports and presentations that detail findings and recommendations. The individual also
develops or uses risk assessment models and methodologies.
The addition of the new specialist employees is to aid the department managers, by
splitting the work. Therefore, branch managers can focus on the department performance
while utilizing the newly employees to continue the manager’s initial work.
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Staff Payroll:
Employee Benefits
Complete Total
CEO 1 55,000 33000 8800 6600 4400 2200 55000 660000
Product
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
Marketing
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
HR Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
Finance
Manager 1 50,000 30000 8000 6000 4000 2000 50000 600000
Product
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Operation
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Marketing
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Promotion
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Branding
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Quality
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Risk
Management
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Hiring
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
IT Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Call Center
Agents 8 9,000 5400 1440 1080 720 360 72000 864000
Call Center
Supervisors 2 12,000 7200 1920 1440 960 480 24000 288000
Finance
Specialist 1 40,000 24000 6400 4800 3200 1600 40000 480000
Accountant 1 30,000 18000 4800 3600 2400 1200 30000 360000
Pilot 6
Cabin Crew 12
Check-in
Employees 5 18,000 10800 2880 2160 1440 720 90000 1080000
Check-In
Supervisors 2 21,000 12600 3360 2520 1680 840 42000 504000
913000 10956000
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Ground Service Handling
Aircraft Type Monthly Rate Yearly Rate
Bombardier Dash 8 Q400 100000 1,200,000
ATR 72 600 112500 1,350,000
Total 212500 2550000
Quality Check:
Due to the acquisition of the newly aircraft to the Fly Falcon fleet, a quality specialist is
hired purely to keep monitoring the level of quality service being offered to the customers.
Risk Assessment:
Due to the acquisition of the newly aircraft to the Fly Falcon fleet, a risk management
specialist is hired purely to keep assessing and managing the level of risks in the operations of
the airline.
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Year 5 (YEAR 2027)
Staff Payroll:
Employee Benefits
Complete Total
CEO 1 57,750 34650 9240 6930 4620 2310 57750 693000
Product
Manager 1 52,500 31500 8400 6300 4200 2100 52500 630000
Marketing
Manager 1 52,500 31500 8400 6300 4200 2100 52500 630000
HR Manager 1 52,500 31500 8400 6300 4200 2100 52500 630000
Finance
Manager 1 52,500 31500 8400 6300 4200 2100 52500 630000
Product
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Operation
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Marketing
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Promotion
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Branding
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Quality
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Risk
Management
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Hiring
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
IT Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Call Center
Agents 8 9,450 5670 1512 1134 756 378 75600 907200
Call Center
Supervisors 2 12,600 7560 2016 1512 1008 504 25200 302400
Finance
Specialist 1 42,000 25200 6720 5040 3360 1680 42000 504000
Accountant 1 31,500 18900 5040 3780 2520 1260 31500 378000
Pilot 6
Cabin Crew 12
Check-in
Employees 5 18,900 11340 3024 2268 1512 756 94500 1134000
Check-In
Supervisors 2 22,050 13230 3528 2646 1764 882 44100 529200
958650 11503800
141
The staff payroll shall receive a 5% bonus on their ‘complete salary’ as a performance
award of year 4, and to strengthen employee loyalty to Fly Falcon.
FINANCE
142
Year 1 (YEAR 2023)
Sales Forecast:
Year 1
Sales Forecast Flights: FF 001 + FF 002

Load Pax Price Of Ticket - Price Of Ticket - Daily Monthly Quarterly
Quarter Factor (78) Economy (950) Premium (970) Revenue Revenue Revenue
1 82% 64 45 19 61,145.76 183,437.28 550,311.84
2 47% 37 26 11 35,046.96 105,140.88 315,422.64
3 54% 42 29 13 40,266.72 120,800.16 362,400.48
4 76% 59 41 18 56,671.68 170,015.04 510,045.12
Revenue: 1,738,180.08
Revenue of Both Flights 3,476,360.16

1 71% 55 39 17 41,867.28 125,601.84 376,805.52
2 42% 33 23 10 31,318.56 93,955.68 281,867.04
3 87% 68 48 20 64,874.16 194,622.48 583,867.44
4 56% 44 31 13 41,758.08 125,274.24 375,822.72
Revenue: 1,618,362.72

1 74% 58 40 17 43,636.32 130,908.96 392,726.88
2 46% 36 25 11 34,301.28 102,903.84 308,711.52
3 90% 70 49 21 67,111.20 201,333.60 604,000.80
4 79% 62 43 18 58,908.72 176,726.16 530,178.48
143
Revenue: 1,835,617.68

1 79% 62 43 18 58,908.72 176,726.16 530,178.48
2 44% 34 24 10 32,809.92 98,429.76 295,289.28
3 50% 39 27 12 37,284.00 111,852.00 335,556.00
4 72% 56 39 17 53,688.96 161,066.88 483,200.64
Revenue: 1,644,224.40
144
Year 2 (YEAR 2024)
Sales Forecast:
Year 2

Load Pax
Quarte Facto (78 Price Of Ticket - Price Of Ticket - Daily Monthly Quarterly
r r ) Economy (950) Premium (970) Revenue Revenue Revenue
63,382.8 190,148.4
1 85% 66 46 20 0 0 570,445.20
37,284.0 111,852.0
2 50% 39 27 12 0 0 335,556.00
42,503.7 127,511.2
3 57% 44 31 13 6 8 382,533.84
58,908.7 176,726.1
4 79% 62 43 18 2 6 530,178.48
1,818,713.5
Revenue: 2
3,637,427.0
Revenue of Both Flights 4

Load Pax
43,636.3 130,908.9
1 74% 58 40 17 2 6 392,726.88
33,555.6 100,666.8
2 45% 35 25 11 0 0 302,000.40
67,111.2 201,333.6
3 90% 70 49 21 0 0 604,000.80
43,995.1 131,985.3
4 59% 46 32 14 2 6 395,956.08
1,694,684.1
Revenue: 6
145
3,389,368.3

Load Pax
45,405.3 136,216.0
1 77% 60 42 18 6 8 408,648.24
36,538.3 109,614.9
2 49% 38 27 11 2 6 328,844.88
69,348.2 208,044.7
3 93% 73 51 22 4 2 624,134.16
61,145.7 183,437.2
4 82% 64 45 19 6 8 550,311.84
1,911,939.1
Revenue: 2
3,823,878.2

Load Pax
61,145.7 183,437.2
1 82% 64 45 19 6 8 550,311.84
35,046.9 105,140.8
2 47% 37 26 11 6 8 315,422.64
39,521.0 118,563.1
3 53% 41 29 12 4 2 355,689.36
55,926.0 167,778.0
4 75% 59 41 18 0 0 503,334.00
1,724,757.8
Revenue: 4
3,449,515.6
146
Year 3 (YEAR 2025)
Sales Forecast:
Year 3

Load Pax
1 77% 60 42 18 46,306.26 138,918.78 416,756.34
2 48% 37 26 11 28,866.24 86,598.72 259,796.16
3 93% 73 51 22 55,928.34 167,785.02 503,355.06
4 62% 48 34 15 37,285.56 111,856.68 335,570.04
1,515,477.6
Revenue: 0
3,030,955.2

Load Pax
1 71% 55 39 17 42,697.98 128,093.94 384,281.82
2 42% 33 23 10 25,257.96 75,773.88 227,321.64
3 87% 68 48 20 52,320.06 156,960.18 470,880.54
4 56% 44 31 13 33,677.28 101,031.84 303,095.52
1,385,579.5
Revenue: 2
2,771,159.0

Load Pax
1 88% 69 48 21 66,649.44 199,948.32 599,844.96
2 53% 41 29 12 40,141.14 120,423.42 361,270.26
147
3 60% 47 33 14 45,442.80 136,328.40 408,985.20
4 82% 64 45 19 62,105.16 186,315.48 558,946.44
1,929,046.8
Revenue: 6
3,858,093.7

Load Pax
1 82% 64 45 19 62,105.16 186,315.48 558,946.44
2 47% 37 26 11 35,596.86 106,790.58 320,371.74
3 54% 42 29 13 40,898.52 122,695.56 368,086.68
4 76% 59 41 18 57,560.88 172,682.64 518,047.92
1,765,452.7
Revenue: 8
3,530,905.5

Load Pax
1 84% 66 46 20 63,619.92 190,859.76 572,579.28
2 49% 38 27 11 37,111.62 111,334.86 334,004.58
3 59% 46 32 14 44,685.42 134,056.26 402,168.78
4 80% 62 44 19 60,590.40 181,771.20 545,313.60
1,854,066.2
Revenue: 4
3,708,132.4
148
Year 4 (YEAR 2026)
Sales Forecast:
Year 4

Load Pax
1 79% 62 43 18 47,509.02 142,527.06 427,581.18
2 50% 39 27 12 30,069.00 90,207.00 270,621.00
3 95% 74 52 22 57,131.10 171,393.30 514,179.90
4 64% 50 35 15 38,488.32 115,464.96 346,394.88
1,558,776.9
Revenue: 6
3,117,553.9

Load Pax
1 73% 57 40 17 43,900.74 131,702.22 395,106.66
2 44% 34 24 10 26,460.72 79,382.16 238,146.48
3 89% 69 49 21 53,522.82 160,568.46 481,705.38
4 58% 45 32 14 34,880.04 104,640.12 313,920.36
1,428,878.8
Revenue: 8
2,857,757.7

Load Pax
1 90% 70 49 21 68,164.20 204,492.60 613,477.80
2 55% 43 30 13 41,655.90 124,967.70 374,903.10
149
3 62% 48 34 15 46,957.56 140,872.68 422,618.04
4 84% 66 46 20 63,619.92 190,859.76 572,579.28
1,983,578.2
Revenue: 2
3,967,156.4

Load Pax
1 84% 66 46 20 63,619.92 190,859.76 572,579.28
2 49% 38 27 11 37,111.62 111,334.86 334,004.58
3 56% 44 31 13 42,413.28 127,239.84 381,719.52
4 78% 61 43 18 59,075.64 177,226.92 531,680.76
1,819,984.1
Revenue: 4
3,639,968.2

Load Pax
1 86% 67 47 20 65,134.68 195,404.04 586,212.12
2 51% 40 28 12 38,626.38 115,879.14 347,637.42
3 61% 48 33 14 46,200.18 138,600.54 415,801.62
4 82% 64 45 19 62,105.16 186,315.48 558,946.44
1,908,597.6
Revenue: 0
3,817,195.2
150
Year 5 (YEAR 2027)
Sales Forecast:
Year 5
1 80% 62 44 19 48,110.40 144,331.20 432,993.60
2 51% 40 28 12 30,670.38 92,011.14 276,033.42
3 96% 75 52 22 57,732.48 173,197.44 519,592.32
4 65% 51 35 15 39,089.70 117,269.10 351,807.30
Revenue: 1,580,426.64

1 74% 58 40 17 44,502.12 133,506.36 400,519.08
2 45% 35 25 11 27,062.10 81,186.30 243,558.90
3 90% 70 49 21 54,124.20 162,372.60 487,117.80
4 59% 46 32 14 35,481.42 106,444.26 319,332.78
Revenue: 1,450,528.56

1 91% 71 50 21 68,921.58 206,764.74 620,294.22
2 56% 44 31 13 42,413.28 127,239.84 381,719.52
3 63% 49 34 15 47,714.94 143,144.82 429,434.46
4 85% 66 46 20 64,377.30 193,131.90 579,395.70
Revenue: 2,010,843.90
151
1 85% 66 46 20 64,377.30 193,131.90 579,395.70
2 50% 39 27 12 37,869.00 113,607.00 340,821.00
3 57% 44 31 13 43,170.66 129,511.98 388,535.94
4 79% 62 43 18 59,833.02 179,499.06 538,497.18
Revenue: 1,847,249.82

1 87% 68 48 20 65,892.06 197,676.18 593,028.54
2 52% 41 28 12 39,383.76 118,151.28 354,453.84
3 62% 48 34 15 46,957.56 140,872.68 422,618.04
4 83% 65 45 19 62,862.54 188,587.62 565,762.86
Revenue: 1,935,863.28
Total Sales Forecast

Year 1 Year 2 Year 3 Year 4 Year 5
13,672,769.76 14,300,189.28 16,899,246.00 17,399,631.60 17,649,824.40
Total Expenses and Total Revenue:

Department Expenses Year 1 Year 2 Year 3 Year 4 Year 5
Legal Setup
271,520 271,520 271,520 271,520 271,520
Fees
CEO
Ancillary
525,500 525,500 967,200 967,200 967,200
Products
Aircraft
Product 2,644,488 2,644,488 5,288,976 5,288,976 5,288,976
Lease
152
Fuel 8,591,680 8,591,680 19,105,810 19,105,810 19,105,810
Landing
858,199 858,199 1,864,188 1,864,188 1,864,188
Fees
Parking
428,875 428,875 229,000 229,000 229,000
Fees
IT Services 44,002 9,769 9,769 9,769 9,769
Aircraft
122,000 0 122,000 0 0
Marketing Design
Uniform 11,165 0 11,165 0 0
Promotions 650,239 1,546,722 1,533,802 2,816,794 1,910,861
Salaries 8,076,000 8,076,000 10,956,000 10,956,000 11,503,800

Airport
HR Ground 1,200,000 1,200,000 2,550,000 2,550,000 2,550,000
Services
Office
69,310 20,000 20,000 20,000 20,000
Equipment
Total Expenses 23,492,978 24,172,753 42,929,430 44,079,258 43,721,124
Department Revenue Year 1 Year 2 Year 3 Year 4 Year 5
Ancillary
1,423,080 1,494,234 5,711,392 5,996,920 6,296,764
Products
Excess
Baggage 851,040 893,632 2,416,262 2,567,073 2,693,925
Allowance
CEO
Insurance 2,985,408 3,134,679 8,298,064 8,712,967 9,148,607
Check-In
9,571,680 10,050,264 10,552,264 11,080,403 11,688,416
Baggage
Finance Ticket Sales 13,672,770 14,300,189 16,899,246 17,399,632 17,649,824
Total Revenue 28,503,978 29,872,998 43,877,228 45,756,995 47,477,536
153
Profit and Loss Statement:
PROFIT / LOSS STATEMENT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
REVENUE
AED AED AED AED AED
TICKET SALES 13,672,770 14,300,189 16,899,246 17,399,632 17,649,824
ANCILLARY AED AED AED AED AED
PRODUCTS 1,423,080 1,494,234 5,711,392 5,996,920 6,296,764
AED AED AED AED AED
INSURANCE 2,985,408 3,134,679 8,298,064 8,712,967 9,148,607
EXCESS AED AED AED AED AED
BAGGAGE 851,040 893,632 2,416,262 2,567,073 2,693,925
CHECK-IN AED AED AED AED AED
BAGGAGE 9,571,680 10,050,264 10,552,264 11,080,403 11,688,416
TOTAL AED AED AED AED AED
REVENUE 28,503,978 29,872,998 43,877,228 45,756,995 47,477,536
LESS: EXPENSES
AED AED AED AED AED
FUEL COSTS 8,591,680 8,591,680 19,105,810 19,105,810 19,105,810
AED AED AED AED AED
WET LEASING 2,644,488 2,644,488 5,288,976 5,288,976 5,288,976
AED AED AED AED AED
SALARIES 8,076,000 8,076,000 10,956,000 10,956,000 11,503,800
OFFICE AED AED AED AED AED
EQUIPMENT 69,310 20,000 20,000 20,000 20,000
AED AED AED AED AED
PARKING FEES 428,875 428,875 229,000 229,000 229,000
AED AED AED AED AED
LANDING FEES 858,199 858,199 1,864,188 1,864,188 1,864,188
AED AED AED AED AED
IT SERVICES 44,002.35 9,769.40 9,769.40 9,769.40 9,769.40
AIRCRAFT AED AED AED AED AED
DESIGN 122,000.00 - 122,000.00 - -
AED AED AED AED AED
PROMOTIONS 650,239 1,546,722 1,533,802 2,816,794 1,910,861
AED AED AED AED AED
UNIFORM 11,165 - 11,165 - -
ANCILLARY AED AED AED AED AED
PRODUCTS 525,500 525,500 967,200 967,200 967,200
154
LEGAL SET UP AED AED AED AED AED
FEES 271,520 271,520 271,520 271,520 271,520
AIRPORT
GROUND AED AED AED AED AED
SERVICES 1,200,000 1,200,000 2,550,000 2,550,000 2,550,000
TOTAL AED AED AED AED AED
EXPENSES 23,492,978 24,172,753 42,929,430 44,079,258 43,721,124
AED AED AED AED AED
PROFIT / LOSS 5,011,000 5,700,245 947,798 1,677,737 3,756,412
155
Income Statement:
INCOME STATEMENT
Operating Revenues
AED AED AED AED AED
TICKET SALES
13,672,769.76 14,300,189.28 16,899,246.00 17,399,631.60 17,649,824.40
AED AED AED AED AED
ANCILLARY PRODUCTS
1,423,080.00 1,494,234.00 5,711,392.00 5,996,920.00 6,296,764.00
AED AED AED AED AED
INSURANCE
2,985,408.00 3,134,679.00 8,298,064.00 8,712,967.00 9,148,607.00
AED AED AED AED AED
EXCESS BAGGAGE
851,040.00 893,632.00 2,416,262.00 2,567,073.00 2,693,925.00
AED AED AED AED AED
CHECK-IN BAGGAGE
9,571,680.00 10,050,264.00 10,552,264.00 11,080,403.00 11,688,416.00
AED AED AED AED AED
Total revenue
28,503,977.76 29,872,998.28 43,877,228.00 45,756,994.60 47,477,536.40
Direct operating costs
AED AED AED AED AED
FUEL COSTS
8,591,680.05 8,591,680.05 19,105,810.25 19,105,810.25 19,105,810.25
AED AED AED AED AED
WET LEASING
2,644,488.00 2,644,488.00 5,288,976.00 5,288,976.00 5,288,976.00
AIRPORT GROUND AED AED AED AED AED
SERVICES 1,200,000.00 1,200,000.00 2,550,000.00 2,550,000.00 2,550,000.00
AED AED AED AED AED
PARKING FEES
428,875.00 428,875.00 229,000.00 229,000.00 229,000.00
AED AED AED AED AED
LANDING FEES
858,198.88 858,198.88 1,864,187.71 1,864,187.71 1,864,187.71
AED AED AED AED AED
Total direct costs
13,723,241.93 13,723,241.93 29,037,973.96 29,037,973.96 29,037,973.96
AED AED AED AED AED
Gross Profit/Loss
14,780,735.83 16,149,756.35 14,839,254.04 16,719,020.64 18,439,562.44
Indirect operating cost
AED AED AED AED AED
LEGAL SET UP FEES
271,520.00 271,520.00 271,520.00 271,520.00 271,520.00
AED AED AED AED AED
IT SERVICES
44,002.35 9,769.40 9,769.40 9,769.40 9,769.40
AED AED AED AED AED
AIRCRAFT DESIGN
122,000.00 - 122,000.00 - -
AED AED AED AED AED
PROMOTIONS
650,239.04 1,546,721.68 1,533,802.40 2,816,794.40 1,910,861.00
AED AED AED AED AED
UNIFORM
11,164.56 - 11,164.56 - -
AED AED AED AED AED
ANCILLARY PRODUCTS
525,500.00 525,500.00 967,200.00 967,200.00 967,200.00
AED AED AED AED AED
SALARIES
8,076,000.00 8,076,000.00 10,956,000.00 10,956,000.00 11,503,800.00
156
AED AED AED AED AED
OFFICE EQUIPMENT
69,310.00 20,000.00 20,000.00 20,000.00 20,000.00
AED AED AED AED AED
Total indirect costs
9,769,735.95 10,449,511.08 13,891,456.36 15,041,283.80 14,683,150.40
AED AED AED AED AED
Total operating costs
23,492,977.88 24,172,753.01 42,929,430.32 44,079,257.76 43,721,124.36
Net Profit / Loss
5,010,999.88 5,700,245.27 947,797.68 1,677,736.84 3,756,412.04
Cash Flow Statement:
CASH FLOW STATEMENT
CASH FLOW FROM OPERATING ACTIVITIES
AED AED AED AED AED

Net income
28,503,977.76 29,872,998.28 43,877,228.00 45,756,994.60 47,477,536.40
Net cashflow AED AED AED AED AED

from operations 28,503,977.76 29,872,998.28 43,877,228.00 45,756,994.60 47,477,536.40
NET INCREASE(DECREASE IN CASH)
CASH
AED AED AED AED AED
BEGINNING OF
20,000,000.00 8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12
THE YEAR
CASH END OF AED AED AED AED AED

THE YEAR 8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12 24,228,749.28
157
Balance Sheet:
BALANCE SHEET
ASSETS
CASH/CASH AED AED AED AED AED

EQUIVALENTS 8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12 24,228,749.28
AED AED AED AED AED

TOTAL ASSESTS
8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12 24,228,749.28
STAKEHOLDER'S
EQUITY
AED AED AED AED AED

CAPITAL 20,000,000.00 8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12
RETAINED AED AED AED AED AED

EARNINGS 28,503,977.76 29,872,998.28 43,877,228.00 45,756,994.60 47,477,536.40
TOTAL EQUITY AED AED AED AED AED

AND LIABILITIES 48,503,977.76 38,376,976.04 65,246,248.52 68,265,202.08 70,726,323.52
158
Ratios:
Ratio YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
AED AED AED AED AED

Operating Profit 5,010,999.88 5,700,245.27 947,797.68 1,677,736.84 3,756,412.04
Margin Ratio
AED AED AED AED AED

23,492,977.88 24,172,753.01 42,929,430.32 44,079,257.76 43,721,124.36
21% 24% 2% 4% 9%
AED AED AED AED AED

Gross Profit 14,780,735.83 16,149,756.35 14,839,254.04 16,719,020.64 18,439,562.44
Margin Ratio
AED AED AED AED AED

23,492,977.88 24,172,753.01 42,929,430.32 44,079,257.76 43,721,124.36
63% 67% 35% 38% 42%
AED AED AED AED AED

Return On
5,010,999.88 5,700,245.27 947,797.68 1,677,736.84 3,756,412.04
Capital
Employed Ratio
AED AED AED AED AED

20,000,000.00 8,503,977.76 21,369,020.52 22,508,207.48 23,248,787.12
25% 67% 4% 7% 16%
159
Conclusion:
Fly Falcon is a new venture entering the air transport industry, with a fund of AED 20
million to initiate its operations. The destinations offered are to Doha, Qatar and Medina, Saudi
Arabia, with a home base in Dubai, United Arab Emirates. To operate our daily flight operations,
we will be leasing the Bombardier Dash 8 Q400 to be flown in years one and two, as the two
destinations will be offered to our passengers. Afterwards, since we expect a growth in demand
of ticket purchases and passenger rates, we will be leasing the ATR 72 600 of which is a slightly
larger aircraft with a few more seating, to initiate flights in year three alongside operating our
initially leased aircraft, the Bombardier.
In year one, we are expecting to go through a loss due to the high payments required for
initiating operations as a startup. Subsequently, it is mandatory to strategically plan the next
years to ensure profit is being retained. Whether it is from flight tickets or ancillary products, it
was obligatory to use methods of marketing and others to attract more customers. Based on the
justifications within the plan, we expect to gain profit by year three, with assistance of revenue
generation and investments from stakeholders. As in that year, through analyzation of the sales
forecast revenue, we expect to showcase an elevated growth of revenue, in terms of flight tickets
and ancillary products. The revenue will be steadily growing in the following years due to
continuation of similar annual operations.
To illustrate further in regard to the sales forecast revenue, the ancillary products, we are
expecting to convey a growth of estimated 382% of revenue in comparison to year two and three
expected revenue. This is due to the changes in operations being the increase of daily flights, the
addition of a new aircraft and the incorporation of new items in inflight catering.
Within the five years plan, there will be an addition of an aircraft to the fleet, growth in
frequencies of flight demands to both routes, and overall increase in passenger incomings of
which promotes connectivity of the world and revenue generation. This will assist in our futuristic
plan of expanding our network and providing flights to more trending destinations. As we desire
to offer more destinations to our customers.
To conclude, at the end of the five years plan, Fly Falcon will be a successful and reliable
airline venture that will generate high revenue in terms of ancillary products and ticket pricing.
As based on sales forecast revenue, the demand rates of passengers will show immense growth,
especially in year three.
160
BIBLIOGRAPHY
Covid-19 impact on aircraft valuations & lease rates (2020) AV INTEL. Available at:
https://avintel.wordpress.com/2020/06/04/covid-19-impact-on-aircraft-
valuations-lease-rates/ (Accessed: October 19, 2022).
ATR 72-600 charter guide (no date) Anglo European. Available at:
https://www.angloeuropean.com/en/aircraft/charter-atr-72-600/ (Accessed:
November 19, 2022).
ATR 72-600 - price, Specs, photo gallery, history (no date) Aero Corner. Available at:
https://aerocorner.com/aircraft/atr-72-600/ (Accessed: November 19, 2022).
ATR: The N°1 choice in the Regional Market Advanced Technology - SKYbrary (no date).
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Emirates Aviation University

Assessor: Ronak Jatin Lad

Group members: CEO - Jumana Raed 20201241287

Marketing and Branding ……………………………………………………………………………………62

Human Resources ………………………………………………………………………………………….118

Finance and Sales………………………………………………………………………………………….137

Aircraft one – Bombardier Dash 8 Q400

Legal setup fees

As part of the formal application stage, it is compulsory to apply for AOC:

Year One and Year Two:

On-board food items comprise of:

(Vegetarian and non-vegetarian options to suit all dietary needs).

Items Quantity Unit price Total cost

Water (500ml, 0.5L) 10,100 AED 0.50 AED 5,050

Fresh Juice (500ml, 0.5L) 5,800 AED 1.50 AED 8,700

Sandwich’s 3,000 AED 6.00 AED 18,000

Monthly sub total AED 43,750

Route One: DWC to DOH.

Sales forecast revenue (% of who will buy x

For route DWC to DOH:

Route Two: DOH to DWC.

Sales forecast revenue

For route DOH to DWC:

Route Three: DWC to MED.

Items Demand Price Daily Monthly Annual

For route DWC to MED:

Route Four: MED to DWC.

For route MED to DWC:

All flights combined:

DWC to DOH AED 345,240

DOH to DWC AED 380,520

DWC to MED AED 322,200

MED to DWC AED 375,120

Total revenue AED 1,423,080

Excess baggage allowance:

Cabin baggage restrictions:

2. Check-in baggage for both aircrafts:

Route Two: DOH to DWC.

Route Three: DWC to MED.

Route Four: MED to DWC.

All flights combined:

Trip cancellation Up to AED 55,094

Trip curtailment Up to AED 55,094

Travel delay AED 183 per hour, up to AED 4,591

Emergency medical expenses $2,000,000 or AED 7,345,900

Emergency medical transportation AED 0

Baggage loss or damaged baggage AED 18,364

Baggage delay AED 367 per hour, up to AED 5,509

Flight One: DWC to DOH.

Total revenue generated = AED 762,120

Flight Two: DOH to DWC.

Total revenue generated = AED 1,024,920

Flight Three: DWC to MED.

Total revenue generated = AED 814,680

Flight Four: MED to DWC.

Total revenue generated = AED 1,130,040

All flights combined:

Flight routes Annual revenue generated from single trip