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james rigney

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Information about james rigney
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Published on March 21, 2008

Author: UpBeat

Source: authorstream.com

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ME & NA Airfinance:  ME & NA Airfinance James Rigney Head of Strategic Planning 29th September 2004 Gulf Air:  Gulf Air National carrier of Abu Dhabi, Bahrain and Oman Established in 1950 Network operating from 3 hubs - Abu Dhabi, Bahrain and Oman - to over 50 destinations across the world. Project Falcon – Owners Expectation:  Project Falcon – Owners Expectation Commercial viability is imperative World Class competitive airline with world class customer service Generate traffic growth through a destination strategy Behaving and communicating with honesty, transparency and integrity To be proud of Gulf Air Project Falcon - 3 Year Recovery Plan:  Project Falcon - 3 Year Recovery Plan Fundamental Changes: World-class customer service Brand & marketing strategy Call centre in MCT People Redesign network planning concepts Leisure brand airline Focus on yield Cost Reductions and efficiencies To position Gulf Air as a World-class airline with unique Arabian hospitality Project Falcon - 18 December 2002:  Project Falcon - 18 December 2002 Gulf Air’s three owners, Abu Dhabi, Bahrain and Oman fully supported the three year recovery plan Gulf Air to be run on a commercial charter All inefficiencies must be eliminated LAST CHANCE for Gulf Air to be successful Business Mix:  Profitability Motivated People Schedule Integrity Safety Strategic Alliances Improved Network Yield Improvement Service Delivery Business Mix Cost Control Marketing Mix Competitive Environment/Advantages:  Competitive Environment/Advantages Traffic growth Retrenchments Fuel prices Global alliances & consolidations Low cost airlines Gulf & ME startups Competitors’ aircraft orders Product & marketing Cross subsidization Most comprehensive regional network 54 year old brand List of alliance partners National carrier for three states Customer base of six million Over 200,000 members of loyalty programme The New Gulf Air ……:  The New Gulf Air …… Vision To be a world-class airline in which the cultural richness and traditions of Arabia are brought to life Mission To offer true Arabian hospitality through genuine service creating a personalised travel experience that will ‘surprise and delight’ every Gulf Air passenger Ahlan wah Sahlan The New Gulf Air ……:  The New Gulf Air …… Passed six safety audits The New Gulf Air ……:  The New Gulf Air …… GF Holidays Arabian Golf Indian (Sept 04) European Asian Australian New livery New look FFP The New Gulf Air ……:  The New Gulf Air …… Sky chef Sky nanny Business plus Airport lounges The New Gulf Air ……:  The New Gulf Air …… E-check in kiosks SMS notifications Contact centre The New Gulf Air ……:  The New Gulf Air …… Air Cinema, Air TV, latest news with BBC World, Kids Cinema, Cartoon Network, up to 21 Air audio channels “Priceless” duty free “Air” award-winning inflight magazine Bookshop in the Sky The New Gulf Air ……:  The New Gulf Air …… Gulf Air Bahrain Grand Prix The New Gulf Air ……:  The New Gulf Air …… Skybeds First class Business class The New Gulf Air ……:  The New Gulf Air …… Graduate Entry Programme Engineering Apprentice Programme Cost of living adjustments Cadet Pilot Programme Ethics and transparency policy Bonus Empowering staff Enhanced communications The New Gulf Air …… “Getting you there when you need to be there?”:  The New Gulf Air …… “Getting you there when you need to be there?” Over 50 cities in 33 countries. Europe, the Middle East Africa, Asia, the Far East and Australia. New Destinations Kochin, Banglore, Kolkata, Alexandria, Salalah, Athens, Sydney, Birmingham The strongest regional network in the Middle East The New Gulf Air …… “Getting you there when you need to be there?”:  The New Gulf Air …… “Getting you there when you need to be there?” Building Alliances The New Gulf Air ……:  The New Gulf Air …… Higher levels of cost control Renegotiation of contracts Landing and Ground handling Catering Aircraft leasing Hotel accommodation SPAs Sourcing in aircraft at the right time/terms/price Pilot and cabin crew efficiency levels Optimisation of advertising spend Capacity optimisation Report Card:  Report Card 2003 RPKs up 14.5% ASKs up 16.5% Passenger revenue up 15.5% Cargo revenue up 18.7% Unit costs reduced by 8.2% FFP membership up 25% GF Holidays pax number up 46% Jan – Aug 2004 (YTD) RPKs up 40.4% ASKs up 32.3% Passenger revenue up 32.0% Cargo revenue up 23.6% Unit costs reduced by 2.0% FFP membership up 189% GF Holidays pax number up 32% Report Card:  Report Card Debt Equity Ratio June 2002 13:1 June 2004 2.6:1 Debt reduction during Project Falcon over $300m Access to Capital Standard Chartered Bank Syndicated loan $65m Al Ahli United Bank Al Ahli Bank Of Kuwait Samba Persia International Bank National Bank of Oman Bank Muscat Slide22:  “Hold the Management accountable to deliver the strategy and the bottom line” Project Falcon 18 December 2002 Project Falcon - Accountability All amounts in USD (Million) Note: 20 months into 36 month turnaround plan 2004 Break even budget Slide23:  Lower unit costs Maximise revenue Correctly serve low premium demand markets Effective asset utilisation Growth vehicle for Gulf Air ‘Fighter’ brand Test bed for new products and services Catalyst for change within the mainline airline Gulf Traveller Objectives Slide24:  Gulf Traveller – A Year in Review Average seat factor in excess of 70% 8,188 flights 1.4m passengers 4.6m ASKs 3.3m RPKs BD64m Pax revenue BD8.7m Cargo revenue 18% unit cost less than mainline The New Gulf Air ……:  The New Gulf Air …… Airline business turnaround of the year Centre for Asia Pacific Aviation Winner - Best airline ME&NA Travel Awards Winner – Skytrax Most improved airline Winner – Skytrax Best first class onboard food Winner – Skytrax Best business class check-in facility 2nd Best business class lounge 3rd Best first class lounge 3rd Best first class check-in facility

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