Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/22468
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dc.contributor.advisorSugathan, Anish-
dc.contributor.authorGupta, Sakshi-
dc.contributor.authorDesarda, Suyog-
dc.date.accessioned2019-09-25T02:28:49Z-
dc.date.available2019-09-25T02:28:49Z-
dc.date.issued2017-
dc.identifier.urihttp://hdl.handle.net/11718/22468-
dc.description.abstractAjay Singh, the new Chairman and Managing Director of SpiceJet was contemplating on the course of action he should take to salvage the airline. The creditors were hounding for their dues. The lessors were taking away the aircraft. Oil companies refused to supply ATF. The irregular flight cancellations in the peak holiday season was worsening the customer confidence. Singh had taken ownership of the company that he had co-founded in 2004. Everything had been going well when he had retired in 2010. However, the past 4 years had led to crippling of the finances of the airline. How could he see his baby die?en_US
dc.language.isoen_USen_US
dc.relation.ispartofseriesSP_2289;-
dc.subjectSpicejeten_US
dc.subjectIndian aviationen_US
dc.titleCase on Spicejet turnarounden_US
dc.typeStudent Projecten_US
Appears in Collections:Student Projects

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