Sustainable Strategies in Indian Aviation: A Case Study of Vistara Airlines

Author(s)	Dr. Jyoti Dashora, Ms. Jasleen kaur, Ms. Sasina T V, Mr. Pushpendra Chandra
Country	India
Abstract	Launched as a joint venture between Tata Sons and Singapore Airlines in 2015, Vistara has established itself as a high-end, full-service airline in India's jackfruit aviation industry. Unlike low-cost airlines, Vistara implemented a three-class cabin system on domestic routes: economy, premium economy, and business class. The airline prioritizes customer participation, operational efficiency, and timeliness, fusing Singapore Airlines's service quality with Tata's hospitality. Despite obstacles such as price sensitivity, legal restrictions, and rivalry, Vistara has grown his network and fleet, preserving its specific brand. The airline has worked outside the variables such as the Kovid -19 epidemic, transferring fuel prices and changing the taste of the customer. Its reputation for high-end journey is the result of its marketing strategy and unique service offerings. This research examines Vistara's market status, business model and solution to industry issues. We can learn more about the airline's success elements and lessons for the large aviation industry by checking its expansion.
Keywords	Sustainability, Service quality, Airline Industry, Mergers and acquisitions
Field	Business Administration
Published In	Volume 7, Issue 2, March-April 2025
Published On	2025-04-17
DOI	https://doi.org/10.36948/ijfmr.2025.v07i02.41631
Short DOI	https://doi.org/g9f4sc

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