Envisioning Turnaround in Indian Aviation—The Case of Jet Airways

Jet Airways (India) Private Limited, one of India’s finest and largest private aviation companies commanded the Indian skies until 2005. On 5th May 1993, it began commercial operations. Five of the seven airlines that had been launched since 1992 had been grounded by the year 1997. It began with a fleet of four leased Boeing 737–300 planes. In the early 2000s, it surpassed the market leader, state-owned Indian Airlines, in passenger volume. Jet Airways was granted authorization to conduct international flights in 2003. However, as a result of changing market dynamics, Jet Airways became a victim of its own success. The corporation is in billions of dollars of debt, and the company’s closure has harmed almost 20,000 people. Porter’s Five Forces Framework and SWOT Analysis have been applied to interpret the strategic trajectory explaining characteristics in its different phases. This case examines the aspects that contributed to the end of one of India’s greatest airlines. The study’s observations provide a conclusion report on the challenges encountered by airlines. Moreover, a glimpse of the rise and fall of some of the major airlines is also highlighted.