A Study on Customer Satisfaction Level Of

Air Arabia Services At Chennai International Airport

PROJECT REPORT

Submitted by

SHERYL ANGELINE REBECCA M

Reg no : 239207230031

Under the guidance of

Dr.M.GOVINDASOLAI
Associate Professor-MBA (Airline & Airport Management)

In the partial fulfillment of the requirement for the award of

M.B.A (Airline & Airport Management)

DEPARTMENT OF MBA (Airline & Airport Management)

NEHRU COLLEGE OF AERONAUTICS AND APPLIED SCIENCES

COIMBATORE – 08

2023-2025
 CERTIFICATE

This is to certify that the project report entitled “A Study on Customer Satisfaction
Level Of Air Arabia Services At Chennai International Airport” is a Bonafide
record work done by SHERYL ANGELINE REBECCA M, register no:
239207230031 in the partial fulfillment of the requirement for the award of M.B.A
(Airline & Airport Management).

DEAN & DIRECTOR SUPERVISOR

Dr.P.R.BALAJI Dr.M.GOVINDASOLAI
Dean & Director Associate Professor
NCAAS MBA (A&AM) - NCAAS

Submitted for Viva voice Examination held on

INTERNAL EXAMINER EXTERNAL EXAMINER

 ACKNOWLEDGEMENT

First of all, I immensely and whole-heartedly thank Dr.P.R.Balaji, Dean &

Director, NCA&AS, and Prof.E.Mallika, HOD for giving me this opportunity and
approval to do my project work.

With deep sense of gratitude, I extend my earnest and sincere thanks to my guide
Dr.M.Govindasolai, Associate Professor, for his kind guidance and
encouragement for completing my project successfully.

At this pleasing moment of having successfully completed my project, I wish to

express my sincere thanks to all my Faculty Members of MBA Airline & Airport
management for their valuable suggestions and support.

I am externally grateful to my FAMILY for the constant support and I am thankful

to GOD without which I would not been what I am today.
 DECLARATION

I, SHERYL ANGELINE REBECCA M, hereby declare that the project report

entitled “A Study on Customer Satisfaction Level Of Air Arabia Services At
Chennai International Airport” submitted in partial fulfillment of the requirement for
the award of M.B.A (Airline & Airport Management) is a record of the original work done
by me under the guidance of Dr.M.GOVINDASOLAI, Associate Professor
MBA(A&AM) during my study at Nehru College of Aeronautics and Applied Sciences,
Coimbatore during the year of 2024.

SIGNATURE
 CONTENT

CHAPTER No. TITLE PAGE No.

CHAPTER 1 INTRODUCTION 1

CHAPTER 2 COMPANY PROFILE 11

CHAPTER 3 ABOUT THE STUDY 24

CHAPTER 4 REVIEW OF THE 29

LITRATURE
CHAPTER 5 RESEARCH 35
METHODOLOGY

CHAPTER 6 ANALYSIS AND

INTERPRETATION 42
CHAPTER 7 FINDINGS, SUGGESIONS 96
AND CONCLUSION
BIBLIOGRAPHY 102

APPENDIX 104
 ANALYSIS AND INTERPRETATION - TABLE
S No. TITLE PAGE No.

1. AGE GROUP OF THE RESPONDENTS 42

2. GENDER CATEGORY OF THE 44

RESPONDENTS
3. MARTIAL STATUS CLASSIFICATION OF 46
THE RESPONDENTS
4. EMPLOYMENT STATUS OF THE 48
RESPONDENTS
5. ANNUAL INCOME OF THE RESPONDENTS 50

6. RESPONDENTS PURPOSE OF TRAVEL BY 52

AIR ARABIA
7. RESPONDENTS FREQUENCY OF TRAVEL 54
BY AIR ARABIA
8. RESPONDENTS OPINION TOWARDS THE 56
AIRLINE FARE
9. RESPONDENTS LEVEL OF SATISFACTION 58
TOWARDS THE QUERIES BY AIR ARABIA
STAFFS
10. RESPONDENTS OPINION TOWARDS THE 60
BAGGAGE SCREENING ISSUES
11. RESPONDENTS OPINION TOWARDS THE 62
BAGGAGE HANDLING
12. RESPONDENTS OPINION TOWARDS THE 64
CHECK IN FORMALITIES
13. RESPONDENTS OPINION TOWARDS THE 66
REBOOKED
14. RESPONDENTS OPINION TOWARDS THE 68
REROUTED
15. RESPONDENTS OPINION TOWARDS THE 70
INFLIGHT SERVICES
16. RESPONDENTS OPINION TOWARDS THE 72
INFIGHT MEALS
17. RESPONDENTS RESPONSE REGARDING 74
THE RECOMMENDATION OF AIR ARABIA
18. RESPONDENTS RESPONSE REGARDING 76
THE RECOMMENDATION OF AIR ARABIA
FROM CHENNAI INTERNATIONAL
AIRPORT
19. RESPONDENTS OVERALL REVIEW ABOUT 78
AIR ARABIA
20. RELATIONSHIP BETWEEN AGE AND 80
RECOMMENDATIONS
21. RELATIONSHIP BETWEEN INCOME AND 82
FLIGHT FARE
22. RELATIONSHIP BETWEEN FREQUENCY 84
AND RECOMMENDATION
23. RELATIONSHIP BETWEEN FREQUENCY 86
AND GENDER
24. RELATIONSHIP BETWEEN AGE AND 88
CHECK IN EXPERIENCE
25. RELATIONSHIP BETWEEN AGE AND 90
BAGGAGE HANDLING
26. RELATIONSHIP BETWEEN GENDER AND 92
INFLIGHT MEALS
27. RELATIONSHIP BETWEEN INCOME AND 94
FREQUENCY
 ANALYSIS AND INTERPRETATION – CHART
S No. TITLE PAGE No.

1. AGE GROUP OF THE RESPONDENTS 43

2. GENDER CATEGORY OF THE RESPONDENTS 45

3. MARTIAL STATUS CLASSIFICATION OF THE 47

RESPONDENTS
4. EMPLOYMENT STATUS OF THE RESPONDENTS 49

5. ANNUAL INCOME OF THE RESPONDENTS 51

6. RESPONDENTS PURPOSE OF TRAVEL BY AIR 53

ARABIA
7. RESPONDENTS FREQUENCY OF TRAVEL BY AIR 55
ARABIA
8. RESPONDENTS OPINION TOWARDS THE 57
AIRLINE FARE
9. RESPONDENTS LEVEL OF SATISFACTION 59
TOWARDS THE QUERIES BY AIR ARABIA
STAFFS
10. RESPONDENTS OPINION TOWARDS THE 61
BAGGAGE SCREENING ISSUES
11. RESPONDENTS OPINION TOWARDS THE 63
BAGGAGE HANDLING
12. RESPONDENTS OPINION TOWARDS THE CHECK 65
IN FORMALITIES
13. RESPONDENTS OPINION TOWARDS THE 67
REBOOKED
14. RESPONDENTS OPINION TOWARDS THE 69
REROUTED
15. RESPONDENTS OPINION TOWARDS THE 71
INFLIGHT SERVICES
16. RESPONDENTS OPINION TOWARDS THE 73
INFIGHT MEALS
17. RESPONDENTS RESPONSE REGARDING THE 75
RECOMMENDATION OF AIR ARABIA
18. RESPONDENTS RESPONSE REGARDING THE 77
RECOMMENDATION OF AIR ARABIA FROM
CHENNAI INTERNATIONAL AIRPORT
19. RESPONDENTS OVERALL REVIEW ABOUT AIR 79
ARABIA
20. RELATIONSHIP BETWEEN AGE AND 81
RECOMMENDATIONS
21. RELATIONSHIP BETWEEN INCOME AND 83
FLIGHT FARE
22. RELATIONSHIP BETWEEN FREQUENCY AND 85
RECOMMENDATION
23. RELATIONSHIP BETWEEN FREQUENCY AND 87
GENDER
24. RELATIONSHIP BETWEEN AGE AND CHECK IN 89
EXPERIENCE
25. RELATIONSHIP BETWEEN AGE AND BAGGAGE 91
HANDLING
26. RELATIONSHIP BETWEEN GENDER AND 93
INFLIGHT MEALS
27. RELATIONSHIP BETWEEN INCOME AND 95
FREQUENCY
 CHAPTER 1

INTRODUCTION

Air Arabia is an Emirati low-cost airline with its head office in the A1 Building
Sharjah Freight Centre, Sharjah International Airport, United Arab Emirates (UAE).
The airline operates scheduled services to 170 destinations in the Middle East, North
Africa, the Arabian subcontinent, Central Asia, and Europe to 22 countries from
Sharjah, 28 destinations in 9 countries from Casablanca, Fez, Nador, and Tangier, 11
destinations in 8 countries from Ras Al Khaimah, and 6 destinations in 4 countries
from Alexandria. Air Arabia's main base is Sharjah International Airport. There are
also operating bases in Ras Al Khaimah and Abu Dhabi as well as in Alexandria and
Casablanca.

HISTORY

Air Arabia‘s former logo used until 2016.

Air Arabia was established on 3 February 2003 by an Amiri decree issued by Sultan
bin Muhammad Al-Qasimi, the Ruler of Sharjah and member of the Supreme Council
of the United Arab Emirates, becoming the first low-fare airline in the Middle East.

The airline started operations on 28 October 2003. It broke even during its first year in
business and launched an initial public offering for 55% of its stock early in 2007.

In March 2014, Airbus delivered its 6000th A320 family aircraft to Air Arabia.
1
MANAGEMENT AND OWNERSHIP

Air Arabia launched in October 2003 and was the second low-cost carrier in the Middle
East. The company reported more than AED 19 billion in Q4 2019. The airline broke
even in its first year of operation. Air Arabia consists of a group of airlines and
companies offering travel and tourism services across the Middle East and North
Africa.

As of March 2014, Annual General Meeting, the board members consisted of the
following members:

In 2019, Air Arabia filed a misdemeanour case against Arif Naqvi, the Pakistani
founder and CEO of private equity firm Abraaj Capital following arbitration measures
taken by it in 2018. Naqvi was also a Director of Air Arabia until 2018, and the airline
was one of Abraaj’s unsecured creditors with a loan of $75 million in default.

2
HEADQUARTERS

The headquarters is in the Sharjah airport Freight Centre, on the property of Sharjah
International Airport. The airport is 15 kilometres (9.3 mi) away from central Dubai.

Subsidiaries

Abu Dhabi

Air Arabia Abu Dhabi (2020–present). The airline was launched on 14 July 2020 after
the signing of an agreement between Etihad Airways and Air Arabia. Air Arabia Abu
Dhabi will support the network of destinations and services provided by Etihad
Airways, and in turn will meet the needs of the low-cost and growing travel sector in
the region.

Armenia

Fly Arna (2021–present). In September 2021, Air Arabia announced a joint venture
with the Armenian National Interests Fund (ANIF) to launch a new national airline
called Fly Arna. Fly Arna will operate as a low-cost passenger airline with
Yerevan’s Zvartnots International Airport (EVN) as its base.
3
Egypt

Air Arabia Egypt (2010–present). On 9 September 2009, Air Arabia announced Air
Arabia Egypt as a joint venture with Egyptian travel and tourism company Travco
Group to be based in Alexandria, Egypt.

Jordan

Air Arabia Jordan (2015–2018). In January 2015, Air Arabia announced the
acquisition of a 49% stake in Petra Airlines. The principal shareholder of Petra
Airlines, the RUM Group, retains a 51% stake in the airline, which will be rebranded
as Air Arabia Jordan in early 2015. The first flights of the new airline took place during
the week commencing 18 May 2015, with launch destinations being Kuwait, Sharm El
Sheikh, Erbil, and Jeddah.[21] Air Arabia Jordan ended operations in 2018.

4
Morocco

Air Arabia Maroc (2009–present). Air Arabia, in a joint venture with Moroccan
investors, established Air Arabia Maroc and set up a secondary base in Morocco's
largest city, Casablanca. It began operations in May 2009, allowing Air Arabia to
expand into Europe and Africa.

Nepal

Fly Yeti (2007–2008). In 2007, Air Arabia opened a base in Nepal's

capital Kathmandu to serve Asia and the Middle East, after signing a joint venture
agreement with Yeti Airlines. It established a low-cost carrier, Fly Yeti that provided
service to international destinations.

Pakistan

Fly Jinnah (2021–present). In September 2021, Air Arabia announced a joint venture
with Pakistani conglomerate Lakson Group to launch a low cost airline called Fly
Jinnah. This will be a budget carrier serving domestic and international routes from
Pakistan.

5
Service concept

Air Arabia does not provide free catering, but passengers can purchase catering
onboard or in advance. The airline does not, however, serve alcoholic beverages on its
flights.

Air Arabia PJSC (Air Arabia) is the Middle East and North Africa's first and largest
Low Cost Carrier (LCC) services headquartered in Sharjah, the UAE. The company
provides domestic and international air transport services for passengers and cargo to
over 155 destinations across the world. Air Arabia also carries out trading of aircraft,
spare parts and telecommunications devices, aviation training and aircraft repairs and
maintenance services. It also provides services such as aircraft rental, travel and
tourism, air cargo agency, and document transfer services.

Air Arabia was the first airline to introduce the low-cost carrier concept in the region
and is on a mission to serve all Arab countries and beyond, constantly undergoing
aggressive route expansion, taking advantage of its ideally located hubs in the United
Arab Emirates, Morocco and Egypt.

Over the past years, Air Arabia, through continuous market research and customer
feedback, has provided a range of value added services to millions of passengers who
chose to fly with the airline's fleet of A320 aircraft. It operates through a group of
airlines and companies from Sharjah International Airport, Ras Al Khaimah
International Airport & Abu Dhabi International Airport UAE in the UAE; Mohammed
V International Airport in Casablanca Morocco; and Borg El Arab International
Airport in Alexandria, Egypt The company connects various destinations across the
Middle East, North Africa, Asia and Europe. Flying to over 170 destinations spread
across the Middle East, North Africa, Asia and Europe offers comfort, reliability and
value for money air travel across the network.

With a value proposition "Where Next", helps millions of passengers who have chosen
to fly with Air Arabia to fly more often to more places at their own convenience. This
helped the airline to make a difference and set a mark in the aviation industry
6
internationally. Air Arabia is not only committed to providing affordable air travel but
is also dedicated to uplifting the lives of those who are less fortunate. Taking
responsibility and leading on social needs of local and international communities, the
carrier has implemented a corporate social responsibility (CSR) program for
sustainable development with an emphasis on providing better education and
healthcare for underprivileged communities.

Although the year 2021 continued to be challenging for the aviation industry
worldwide, it witnessed recovery across many markets, driven by ease of travel
restrictions and passenger demand. Air Arabia managed to deliver such a performance
signal a steady recovery for operations as well as the industry.

In 2021 and despite the continuing impact of the pandemic, Air Arabia managed to
add 44 new routes across its five hubs in the UAE, Morocco, and Egypt. Air Arabia
Abu Dhabi added a total of 7 new routes from its base in Abu Dhabi International
Airport while Air Arabia Maroc added 16 new routes and Air Arabia Egypt added 15
new routes. Also continued with our strategic growth plans by announcing two new
joint ventures in Armenia and Pakistan. In July was announced the signing of an

7
agreement with the Armenian National Interests Fund (ANIF) to launch Armenia’s
national airline “Fly Arna”.

This was followed by another agreement in September with Lakson Group, one of
Pakistan’s leading business conglomerates, to launch “Fly Jinnah” a new low-cost
airline based in Pakistan. Air Arabia’s top users’ market is the United Arab Emirates
and they receive 1.6M (36.6%) people. Then the 2nd is Arabia with 473.5k (11.1%).
The 3rd is Saudi Arabia with 468k (11.0%).

Performance Summary Air Arabia's latest twelve months ebitda is 1.174 billion. Air
Arabia's ebitda for fiscal years ending December 2017 to 2021 averaged 1.003 billion.
Air Arabia operated at a median ebitd‫د‬.‫ إ‬billion from fiscal years ending December
2017 to 2021. Looking back at the last five years, Air Arabia's ebitda peaked in
December 2019 at 1.464 ‫د‬.‫ إ‬billion.

Air Arabia's ebitda hit its five-year low in December 2020 .million 368.5 ‫إ‬.‫ د‬of Air
Arabia's ebitda decreased in 2020 (368.5 ‫د‬.‫ إ‬million, -74.8%) and increased in 2021
(1.174 ‫د‬.‫ إ‬billion, +218.5%). The company's EBITDA/Sales ratio is relatively high and
results in high margins before depreciation, amortization and taxes. The company
returns high margins, thereby supporting business profitability. The equity is one of
the most attractive in the market regarding earnings multiple-based valuation. Given
the positive cash flows generated by its business, the company's valuation level is an
asset. This company will be of major interest to investors in search of a high dividend
stock. Growth remains a strong point in this company.

In their sales forecast, analysts sound optimistic regarding sales prospects. For the past
year, analysts covering the stock have been revising their EPS expectations upwards
in a significant manner. For the past twelve months, EPS forecast has been revised
upwards. Analysts covering this company mostly recommend stock overweighting or
purchase. Historically, the company has been releasing figures that are above
expectations.

8
Air Arabia PJSC is still a bargain right now according to the price multiple models,
which compares the company's price-to-earnings ratio to the industry average. The
stock’s ratio of 24.74x is currently well-below the industry average of 41.77x, meaning
that it is trading at a cheaper price relative to its peers.

Another thing to keep in mind is that Air Arabia PJSC’s share price is quite stable
relative to the rest of the market, as indicated by its low beta. This means that if the
share price should move towards its industry peers, a low beta could suggest it is not
likely to reach that level anytime soon, and once it’s there, it may be hard to fall back
down into an attractive buying range again.

Overall, and from a short-term perspective, the company presents an interesting

fundamental situation. Investors looking for growth in their portfolio may want to
consider the prospects of a company before buying its shares. Although value investors
would argue that it’s the intrinsic value relative to the price that matters the most, a
more compelling investment thesis would be high growth potential at a cheap price.
With profit expected to more than double over the next couple of years, the future
seems bright for Air Arabia PJSC. It looks like higher cash flow is on the cards for the
stock, which should feed into a higher share valuation.
9
Since AIRARABIA is currently below the industry PE ratio, it may be a great time to
accumulate more of your holdings in the stock. With a positive outlook on the horizon,
it seems like this growth has not yet been fully factored into the share price. However,
there are also other factors such as capital structure to consider, which could explain
the current price multiple.

10
 CHAPTER 2

COMPANY PROFILE

An Air Arabia Airbus A320

IATA ICAO Call sign

G9 ABY ARABIA

Founded 3 February 2003; 22 years ago

Commenced 28 October 2003; 21 years ago

operations

Operating bases Abu Dhabi

Ras Al Khaimah

Sharjah

Frequent-flyer AirRewards
program

11
Subsidiaries Air Arabia Abu Dhabi

Air Arabia Egypt

Air Arabia Maroc

Fly Jinnah

Fleet size 83

Destinations 81(excluding subsidiaries)

Parent company Air Arabia PJSC

Traded as DFM: AIRARABIA

Headquarters SharjahInternational Airport

Sharjah, United Arab Emirates

Key people Abdullah bin Mohammed Al

Thani (Chairman)

Adel Ali (Group CEO)

Revenue AED 1.9 billion (FY 2020)

Profit AED
-0.2 billion (FY 2020)

Total assets AED 10.574 million (FY 2014)

Total equity AED 5.054 million (FY 2014)

Employees 1,353 (Dec 2020)

12
Air Arabia launched in October 2003 and was the second low-cost carrier in the Middle
East. The company reported more than AED 19 billion in Q4 2019. The airline broke
even in its first year of operation.[9] Air Arabia consists of a group of airlines and
companies offering travel and tourism services across the Middle East and North
Africa.

As of March 2014, Annual General Meeting, the board members consisted of the
following members:

In 2019, Air Arabia filed a misdemeanour case against Arif Naqvi, the Pakistani
founder and CEO of private equity firm Abraaj Capital following arbitration measures
taken by it in 2018. Naqvi was also a Director of Air Arabia until 2018, and the airline
was one of Abraaj’s unsecured creditors with a loan of $75 million in default.

Board Member Title

Sheik Abdullah bin Mohammed Al Thani Chairman of the Board

Chief Executive Officer and Executive

Adel Abdulla Ali
Director

Sheikh Mohammed Bin Abdullah Al

Independent Director
Thani

Samer A. Katerji Independent Member

Sheikh Khalid Bin Issam Al Qassimi Independent Member

Waleed Al Sayegh Independent Member

Matar Al Blooshi Independent Member

13
BUSINESS TRENDS

The key trends for Air Arabia over recent years are shown below (as at year ending 31
December):

Key indicators

Number
Turn Net Number Number Number
Passenger of
over Profit of of of
load factor aircraft
(AE (AED employee passenge destinat
(%) (at year
D m) m) s rs (m) ions
end)

2004 181 N/A 0.5 68 15 3

2005 411 31 1.1 79 23 5

2006 749 101 1.8 80 32 8

2007 1,283 369 2.7 86 37 11

2008 2,066 510 3.6 85 44 16

2009 1,972 452 4.1 80 45 21

2010 2,08 310 4.5 83 65 25

2011 1,796 195 4.7 82 69 29

2012 2,832 424 5.3 82 82 33

2013 3,183 435 6.1 80 34

2014 3,729 566 6.8 81 90 39

14
 2015 3,825 530 7.6 79 41

2016 3,778 481 8.0 82 46

2017 3,739 365 1,900 8.5 79 50

2018 4,122 −579 2,000 8.7 81 53

2019 4,758 1,008 2,100 9.4 83 55

2020 1,851 −192 1,353 2.9 79 57

2021 3,174 720 1,498 4.4 73 58

2022 5,241 1,222 2,058 8.3 80 68

2023 5,999 1,548 10.1 80 73

As the pandemic hit airline services, Air Arabia reported a net loss of AED192 million
($56.2 million) in 2020. Also, the turnover for Q4 of 2020 was 53% below Q4 of 2019.
The airline’s net profits in Q1 of 2021 fell by 52% to AED 33.844 million. Also,
revenue generated in Q1 of 2021 was AED 572.145 after witnessing major drop from
AED 901.374 million in Q1 of 2020.

DESTINATIONS

As of July 2021, Air Arabia serves up to 120 airports across the Middle East, North
Africa, Asia and Europe. On 11 December 2024, Air Arabia announced on its website
the resumption of direct flights between Sharjah and Beirut, Lebanon beginning 18
December 2024.

15
FLEET

CURRENT FLEET

As of March 2025, the Air Arabia group operates an all-Airbus A320 family fleet
composed of the following aircraft:

Aircraft In Service Orders Operator Passengers

168
43 Air Arabia
174

11 Air Arabia Maroc 174

Airbus A320-200 — 168

10 Air Arabia Abu Dhabi
174

4 Air Arabia Egypt 174

6 Fly Jinnah 180

Airbus A320neo — 73 TBA

Airbus A321-200 3 — Air Arabia TBA

Airbus A321neo — 27 TBA

Airbus A321LR 6 — Air Arabia 215

Airbus A321XLR — 20 TBA

Total 83 120

16
FLEET DEVELOPMENT

In November 2017, the airline signed a lease agreement for six A321LR. In April 2019,
Air Arabia received its first A321LR. In November 2019, during the Dubai Air Show,
the airline announced its order of 120 aircraft comprising 73 A320neo, 27 A321neo
and 20 A321XLR, with deliveries from 2024.

LIVERY

Air Arabia has a livery with the aircraft body being painted in three different colors,
red, grey, and white. The tail and each aircraft engine bear the company logo
of Sharjah in the form of a bird. Celebrating 15 years of service in October 2018, a new
livery was introduced and was applied to the whole fleet. The updated logo features a
large red bird logo coming down from tail to rear fuselage with grey accents behind its
wings and billboard-style AirArabia title in English on the front of aircraft with small
Arabic title placed next to it above the windows. The bird logo also adorns the engines
while the title is applied on red winglets.

INCIDENTS AND ACCIDENTS

In September 2018, an Air Arabia Airbus A320 (registered A6-ANV), operating flight
ABY 111 from Sharjah International Airport to Salalah International Airport, was
investigated by the Air Accident Investigation Sector of the UAE due to the co-pilot
turning the wrong direction on the runway.

Financials The Air Arabia board of directors consists of 7 board members. The current
board was appointed by the AGM of 2020 for three years. The airline commenced
operations in October 2003 and achieved financial break-even from its very first year
of services and has been profitable ever since. Air Arabia Dividends between 2008 to
2014: First Abu Dhabi Bank (Previously NBAD) has been the dividend distribution
manager for Air Arabia.

Air Arabia Dividends from 2015 onwards: Since 2015, ESCA (the relevant authority)
has mandated dividend distributions to the stock markets. As Air Arabia is listed in
17
Dubai Financial Market (DFM), DFM is responsible for distributing Air Arabia
Dividends. DFM gives two options for distribution: through direct transfers to bank
accounts or through "Investor cards" depending on preference and request made to
DFM.

Air Arabia (PJSC) is the first publicly listed airline in the region listed on the Dubai
Financial Market and traded under ticker symbol: (DFM:AIRARABIA) is a holding
company with assets worth over AED 13 billion. Established with a modest capital
back in October 2003 as the region's first low-cost carrier, Air Arabia today consists
of a group of airlines and companies offering travel and tourism services across the
globe providing the carrier an independent path to growth and profitability. End-of-
day quote Dubai Financial Market: Share - 03-31 1.62 AED = 0.44USD +0.62%

Air Arabia’s record full year net profit, despite COVID-19 pandemic continuous
impact on aviation, reflects the strength of the business model, growth strategy, and
the group’s management team. In the fourth quarter of 2021, Air Arabia reported a net
profit of AED467m ($127.1m) compared to AED20m ($5.4m) in the same period last
year and a turnover that reached AED1.3bn ($353.9m), an increase of 143 percent
compared to the same quarter last year. This is the fifth consecutive profitable quarter
for the Sharjah-based low-cost carrier since the pandemic hit the aviation industry.

RISKS & OPPORTUNITIES

The main opportunities of the company are expanding the market to other countries,
increasing the frequency of flights, as well as offering new services. Although the
company flies already in 50 countries, there are still many states where Air Arabia does
not operate, and its profitability and high organizational level make this expansion
possible.

The remarkable performance for the fourth quarter was supported by higher customer
demand that is visibility increasing as the pandemic restrictions ease. Great benefits
from a revenue source that is a lifeline for many carriers: the cargo boom. Sharjah is
also strategically located close to Dubai and this enables the airline to attract visiting
18
tourists and expatriates who opt to take advantage of the airport as they avoid the delays
and congestion at Dubai airport.

The 2021 agreement to launch Armenia’s national airline Fly Arna and with Lakson
Group, to launch Fly Jinnah, a new low-cost airline based in Pakistan. Both new joint
ventures are managed by Air Arabia Group and will follow the same low-cost business
model. By adopting cost and operating efficiencies, Air Arabia managed to provide
airfares at comparatively discounted prices in comparison with conventional carriers
operating in the same routes.

The strategy has enabled Air Arabia to appeal to a wide group of precise-sensitive
customers. The leading strengths of Air Arabia include operational efficiencies, first-
mover advantage, and a dynamic and lean management structure. In terms of risks the
expansion of the airline with 3 new hubs can be challenging and if not very well
strategically planned can impact the revenue and the operation. The fuel price increase
on a long term can affect the estimated predictions for profit shares. Pandemic and the
war are the enemies of a business that operates under international laws and
restrictions.

Sustainable Goals Performed by Air Arabia

1. Environmental Sustainability Initiatives

Air Arabia actively works to minimize its environmental footprint through various
eco-conscious practices:

• Fleet Efficiency: Operates a young and fuel-efficient fleet of Airbus A320

and A321neo aircraft. These aircraft consume less fuel and emit fewer
greenhouse gases compared to older models.

• Single Engine Taxiing: Utilizes single-engine taxiing during ground

movement to reduce fuel burn and emissions.

19
 • Weight Reduction Measures: Actively reduces onboard weight through
lightweight materials and equipment, improving fuel efficiency.

• Digital Transformation: Implements e-ticketing, digital documentation, and

paperless cockpits to reduce paper waste.

• Sustainable Cabin Products: Gradual transition to biodegradable food

packaging, reusable service trays, and eco-friendly cutlery.

2. Waste Management and Resource Optimization

Air Arabia has taken several steps to manage waste and conserve resources:

• Onboard Waste Segregation: Encourages recycling through in-flight waste

separation practices.

• Reduced Plastic Use: Initiatives underway to eliminate single-use plastics

onboard; alternatives such as compostable packaging are in place.

• Water Conservation: Optimized water usage in aircraft cleaning and airport

ground operations.

• Aircraft Maintenance Practices: Uses environmentally safe chemicals and

follows proper disposal protocols to reduce hazardous waste.

3. Community Engagement and CSR Programs

Through its charitable arm, the Air Arabia Charitable Foundation, the airline
supports socio-economic development:

• Education Support: Funds schools and vocational training programs in

underprivileged areas in countries like Egypt, Nepal, and Sudan.

• Disaster Relief: Actively participates in emergency relief efforts by

providing aid, flights, and logistics support to affected regions.

20
 • Healthcare Initiatives: Partners with NGOs and hospitals to provide medical
aid and build healthcare infrastructure in rural areas.

• Youth Empowerment: Supports skills development and career training for

youth in aviation and hospitality.

4. Employee Welfare and Inclusive Work Environment

Air Arabia ensures employee wellbeing and ethical labor practices:

• Equal Opportunity Employer: Promotes gender diversity across operations,

including female pilots, engineers, and leadership roles.

• Training & Development: Offers continuous upskilling programs in safety,

operations, and customer service.

• Safe Working Environment: Maintains strong health, safety, and risk

management policies.

• Fair Wages and Benefits: Provides competitive salaries, healthcare benefits,

and career progression for all staff.

5. Economic Growth and Sustainable Business Practices

Air Arabia contributes to sustainable economic growth across the regions it serves:

• Boosting Regional Connectivity: Connects underserved markets in the

Middle East, Africa, and South Asia, aiding in regional development.

• Support for Local Tourism: Encourages tourism to secondary cities, boosting

local economies.

• Green Infrastructure Partnerships: Collaborates with airports and ground

service providers to promote sustainable infrastructure (e.g., electric ground
vehicles).

21
 • Digitalization for Sustainability: Invests in tech-driven solutions to reduce
inefficiencies—online bookings, automated check-in, and paperless
boarding.

6. Partnerships for Sustainable Goals

Air Arabia builds strategic alliances to further its sustainability impact:

• Government and NGO Collaboration: Partners with national authorities and

NGOs to deliver community projects.

• IATA and ICAO Participation: Adheres to international aviation

sustainability frameworks such as the Carbon Offsetting and Reduction
Scheme for International Aviation (CORSIA).

• Environmental Certification: Complies with ISO 14001 environmental

management systems.

7. Future Sustainability Goals and Commitments

Air Arabia is committed to expanding its sustainability efforts:

• Carbon Neutral Ambitions: Plans to invest in carbon offset programs and

eco-efficient technologies to reach carbon neutrality goals.

• Sustainable Aviation Fuel (SAF): Exploring partnerships to adopt SAF in its

future fleet operations.

• Green Airports: Intends to collaborate with eco-certified airports to

streamline energy-efficient ground processes.

• Customer Awareness Campaigns: Plans to launch campaigns educating

passengers on how they can reduce their travel carbon footprint.

Air Arabia demonstrates a growing commitment to sustainability through

environmental responsibility, social contributions, ethical business, and global

22
partnerships. While operating under a low-cost model, the airline has successfully
integrated key elements of the UN Sustainable Development Goals (SDGs) into its
strategy—making air travel more accessible, inclusive, and environmentally
conscious.

By aligning with Goals 1, 4, 5, 8, 9, 10, 11, 12, 13, and 17, Air Arabia stands as a
notable example of how budget airlines can still contribute meaningfully to global
sustainable development.

23
 CHAPTER 3

ABOUT THE STUDY

OBJECTIVE:

The primary objective of this study is to assess and analyse the level of customer
satisfaction and contentment towards Air Arabia services, specifically from the
perspective of passengers at Chennai International Airport. The research aims to:

1. Evaluate Customer Perceptions:

To identify and evaluate the factors influencing customer satisfaction with Air
Arabia services, including flight experience, customer service, comfort,
affordability, and punctuality.

2. Measure Service Quality:

To assess the overall service quality offered by Air Arabia at Chennai

International Airport, including check-in procedures, boarding, in-flight
services, and ground handling.

3. Identify Improvement Areas:

To highlight any areas for improvement in Air Arabia's offerings based on

customer feedback and suggest recommendations for enhancing service quality.

4. Compare with Competitors:

To compare customer contentment towards Air Arabia with other international

airlines operating at Chennai International Airport, in terms of services and
overall experience.

5. Examine Demographic Variances:

24
 To explore whether customer satisfaction varies based on demographics such
as age, gender, travel purpose, and frequency of air travel.

PRIMARY OBJECTIVE:

Assess customer contentment towards Air Arabia's services at Chennai

International Airport.

• Focus Areas:

Passenger satisfaction across touchpoints like check-in, boarding, in-

flight experience, and overall service quality.

• Research Goal:

▪ Identify key factors influencing customer satisfaction.

▪ Highlight areas of strength and opportunities for improvement.

• Outcome: Provide actionable insights to enhance the overall customer

experience with Air Arabia.

SECONDARY OBJECTIVE:

The secondary objective of this study is to examine the specific factors contributing to
customer contentment towards Air Arabia at Chennai International Airport, such as the
quality of customer service, pricing, punctuality, ease of booking, and baggage
handling. Additionally, the research aims to analyse the impact of passenger
demographics (age, gender, travel frequency, etc.) on their overall satisfaction with Air
Arabia's services. This objective also includes comparing customer contentment with
Air Arabia against other airlines operating at the same airport to understand its
competitive standing in the market.

SCOPE OF STUDY:

This study on "Customer Contentment Towards Air Arabia: A Reference from Chennai
International Airport" will focus on the evaluation of customer satisfaction with Air

25
Arabia's services provided at Chennai International Airport. The scope will cover the
following aspects:

1. Geographical Scope:

The study will be confined to passengers traveling through Chennai International

Airport who have used Air Arabia’s services, including both domestic and international
travellers.

2. Service Dimensions:

The study will focus on various aspects of Air Arabia's service offerings, including:

▪ Customer Service: Interaction with Air Arabia staff during check-

in, boarding, and other service-related processes.

▪ Flight Experience: In-flight services such as comfort, cleanliness,

and food quality.

▪ Punctuality and Timeliness: On-time departures and arrivals of

Air Arabia flights.

▪ Ground Services: Efficiency in baggage handling, airport

procedures, and other ground-related services at Chennai
International Airport.

3. Demographic Focus:

The study will analyse customer satisfaction across different demographic groups, such
as age, gender, travel purpose (business or leisure), and frequency of travel, to identify
patterns and variations in satisfaction levels.

4. Comparison with Competitors:

The research will also explore customer contentment towards Air Arabia in
comparison with other airlines operating at Chennai International Airport, focusing on
key areas like service quality, affordability, and overall customer experience.

26
 5. Time Frame:

Data collection will be conducted over a specific period, capturing a snapshot of

customer satisfaction trends. The study will involve primary data from recent
passengers who have flown with Air Arabia, primarily focusing on a recent 6-month
or 12-month period for relevance.

6. Methodology:

The study will rely on primary data collection through surveys, interviews, and
observational techniques at Chennai International Airport. Secondary data will also be
used for context, including existing reports on Air Arabia's service quality, customer
feedback, and industry comparisons.

7. Exclusions:

The study will not include passengers traveling via other airports or those who have
not used Air Arabia services. Additionally, it will not delve deeply into financial
performance or operational aspects of Air Arabia, focusing mainly on customer
satisfaction.

LIMITATION OF STUDY:

1. Geographical Limitation:
The study is limited to passengers traveling through Chennai International
Airport who have flown with Air Arabia. It does not encompass customer
contentment from passengers at other airports or from those who travel with
other airlines.

2. Time Constraints:
The data collection will be conducted within a specific period, which may not
account for seasonal variations in customer satisfaction or long-term trends.
As such, the findings may not fully represent customer contentment across
different times of the year.

27
3. Sample Size and Representation:
The study will rely on a sample of passengers surveyed at Chennai
International Airport, which may not represent the broader customer base of
Air Arabia. The sample size may be limited due to time and logistical
constraints, potentially affecting the generalizability of the results.

4. Self-Reported Data:
The research depends on customer self-reports through surveys and
interviews, which could be biased due to respondents' subjective opinions,
memory recall issues, or social desirability bias.

5. Exclusion of Non-English Speakers:

Since the survey and interviews will likely be conducted in English, non-
English speaking passengers may be excluded, potentially skewing the results
and not fully capturing the views of all demographics.

6. Limited Focus on Customer Experience:

The study primarily focuses on customer satisfaction and service-related
factors. It does not cover operational aspects of Air Arabia, such as financial
performance, safety records, or employee satisfaction, which might also
influence customer contentment indirectly.

7. Variability in Customer Expectations:

Different passengers have different expectations, and the study may not
capture all the factors that influence customer satisfaction, such as cultural
differences, personal preferences, or previous travel experiences with other
airlines.

8. Availability of Secondary Data:

The research will depend on the availability and accessibility of secondary
data related to customer satisfaction trends, which may not be readily
available or comprehensive.

28
 CHAPTER 4

REVIEW OF LITERATURE

BACKGROUND OF THE STUDY

Customer satisfaction is a key determinant of success in the competitive low-cost

airline industry. Air Arabia, the first and largest low-cost carrier (LCC) in the Middle
East and North Africa (MENA) region, has been the subject of various studies
evaluating its service quality and impact on customer satisfaction. Researchers have
examined diverse service elements—ranging from inflight experience to digital
engagement and social media presence—that influence passenger perceptions.

Anwar et al. (2024) conducted a mixed-method study revealing a shift in Air Arabia's
strategy from cost leadership to service enhancement. The study highlighted service
gaps, especially in responsiveness and empathy, indicating areas for improvement.
Hassan et al. (2023) evaluated Air Arabia alongside other airlines using the
SERVPERF model and found that while the airline excelled in tangibility and
assurance, it underperformed in responsiveness and empathy, directly impacting
overall customer satisfaction.

Earlier work by Hussain et al. (2014) supported these findings, establishing a strong
link between perceived service quality and loyalty among UAE-based airline
customers, including Air Arabia. El Haddad (2019) emphasized that while Air Arabia
maintains high scores for tangibility and cleanliness, gaps remain in customer support
and complaint handling.

From a digital marketing perspective, Al Maazmi (2020) and Al Mazmi & Bouziane
(2023) focused on Air Arabia’s use of social media for customer engagement. Their
research revealed that effective online communication not only improves visibility but
also strengthens customer relationships and feedback mechanisms.

29
In practical application, the KPMG UAE Customer Experience Report (2023)
recognized Air Arabia’s significant improvements in digital services, operational
efficiency, and affordability—contributing to a better overall customer experience.
Awards and recognitions, such as the ‘Four-Star Low-Cost Carrier’ by APEX and the
‘OPS Excellence Award (2024),’ further validate these service
advancements.Collectively, these studies underscore that while Air Arabia has made
considerable progress in affordability, digital integration, and visual appeal, continued
investment in human service elements like empathy, personalized service, and post-
flight communication will be vital in enhancing long-term customer satisfaction and
loyalty.

Hussain, R., Al Nasser, A., & Hussain, Y. K. (2014)

Service quality and customer satisfaction of a UAE-based airline: An empirical

investigation. This study focuses on a UAE-based low-cost carrier (likely Air Arabia)
and explores the relationship between service quality, customer satisfaction, perceived
value, and brand loyalty. Using a modified SERVQUAL model, the authors collected
survey data from 253 passengers. The study found that dimensions like tangibility,
assurance, and responsiveness had the most significant impact on customer
satisfaction. Furthermore, customer satisfaction was shown to have a direct influence
on brand loyalty. The findings stress the importance of maintaining consistent service
standards and focusing on customer perceptions to build loyalty in the low-cost airline
market.

Dr. K. Singaravelu & V. P. Amuthanayaki (2017)

A Study on Service Quality and Passenger Satisfaction on Indian Airlines

study examined the impact of service quality on passenger satisfaction among Indian
airlines, including those operating internationally from Chennai. The research
identified three key dimensions influencing service quality: in-flight service (e.g.,
cuisines, seat comfort, safety), in-flight digital service (e.g., personal entertainment),
and back-office operations (e.g., online ticket booking). The findings suggested that

30
these dimensions significantly affect passenger satisfaction across different travel
classes.

S. Suresh, T. G. Balachandran, & S. Sendilvelan (2017)

Empirical Investigation of Airline Service Quality and Passenger Satisfaction in India.

This study analyzed the relationship between airline service quality and passenger
satisfaction at Chennai International Airport. A survey of 150 passengers across
various terminals assessed perceptions of service quality based on class of service and
trip purpose. Findings indicated that factors such as seat comfort, cabin cleanliness,
and staff behavior significantly influenced passenger satisfaction.

El Haddad, R. (2019)

This study evaluates the performance of low-cost airlines operating in the MENA
region, including Air Arabia, using customer satisfaction metrics derived from the
SERVQUAL model. The research involved 200 participants and identified a
significant expectation-perception gap, particularly in responsiveness (delays in
customer support) and empathy (handling complaints). However, tangibility (clean
cabins, clear signage) scored high. The paper recommends more training for front-line
staff and streamlined complaint resolution channels to enhance perceived service
quality and brand trust.

Al Maazmi, F. Q. (2020)

Social Media Marketing Strategies: Air Arabia as a Study. This research assesses Air
Arabia's social media marketing strategies and their effectiveness in customer
engagement. Through qualitative content analysis of the airline's social media
channels, the study finds that Air Arabia's strategy involves regular posting of videos
and photographs, with Facebook being the most subscribed platform. The strategic use
of social media has provided a competitive advantage by enhancing brand visibility
and customer interaction. The study recommends that Air Arabia continue to build its

31
brand presence and actively listen to customer feedback online to expand its customer
base.

Jothi Francina, K. Selvavinayagam, & R. Elavarasan (2020)

A Study on Operations of Airport Service with Special Reference to Chennai Airport:

This study examined the operational aspects of Chennai International Airport,
emphasizing the importance of passenger satisfaction as a key performance indicator.
The research highlighted the need for airports to differentiate themselves by meeting
diverse customer needs, including efficient processes for servicing aircraft, passengers,
and luggage.

Air Arabia Press Office (2022)

Title: Air Arabia wins ‘Four-Star Low-Cost Carrier 2022’ rating by APEX
Based on real passenger reviews via APEX (Airline Passenger Experience
Association), Air Arabia was recognized for achieving a four-star rating in the low-
cost category. The rating was based on key areas such as seat comfort, onboard catering
(SkyCafe), cabin cleanliness, and staff service. The award is a testament to Air
Arabia’s consistent efforts to maintain quality within a budget-friendly model. This
also reflects a rising trend of low-cost carriers investing more in customer experience
to improve loyalty and competitiveness.

Hassan, S. W. U., Gul, S., Jameel, K., Akhtar, C. S., & Naveed, S. (2023)

Impact of Service Quality on Customer’s Satisfaction in the Airline

This comparative analysis evaluates the impact of service quality dimensions on
customer satisfaction across three airlines: PIA, Oman Air, and Air Arabia. The
SERVPERF model was used to assess tangibility, reliability, responsiveness,
assurance, and empathy based on responses from 150 passengers. Results showed that
Air Arabia performed strongly in tangibility (aircraft cleanliness, boarding experience)
and assurance (confidence from staff behavior), but fell short in empathy and
responsiveness. The study concludes that improving these areas could significantly

32
boost customer satisfaction and competitive advantage, especially in the low-cost
sector.

Dr. M. Hima Bindu (2023)

A Study on Consumer Awareness and Perception Towards Services of Low-Cost

Carriers in Chennai. This research focused on consumer perceptions of services
provided by low-cost carriers operating in Chennai, such as IndiGo, SpiceJet, Air India,
Go First, and AirAsia. The study identified key service quality factors, including the
implementation of touchless technologies, inflight social distancing, and cleanliness
procedures. Cost-effectiveness factors like appropriate pricing, awareness of hidden
costs, and refund policies were also evaluated.

Al Mazmi, F., & Bouziane, Z. (2023)

The Impact of Air Arabia Social Media Tactics on the Airline’s Communication with
Customers. This study evaluates the role of social media platforms in Air Arabia's
communication and customer engagement strategies. Analyzing data from the airline's
social media accounts between January and November 2019, the research indicates
that strategic use of social media channels has provided Air Arabia with a competitive
advantage. Employees believe that marketing through these platforms has contributed
to increased revenues. However, the study also notes the need for improvements in the
performance of the social media strategy, including marketing approaches,
engagement, and customer loyalty.

Anwar, S. A., Sohail, M. S., Ankit, A., & Al Marri, M. (2024)

Niche strategy gone astray: Air Arabia bets on service quality

This paper analyzes Air Arabia’s shift from focusing solely on cost leadership to
integrating more customer-centric service elements. Through focus groups and surveys
of 250 regular passengers, the authors explored how service expectations changed in a
post-pandemic travel context. Customers appreciated improvements in in-flight
amenities, punctuality, and booking processes, but expected more personalization and

33
flexibility. The study highlights that Air Arabia is attempting to differentiate itself
within the low-cost model by enhancing service quality while maintaining
affordability. However, the paper warns of brand confusion and recommends careful
positioning.

Air Arabia Press Office (2024)

Air Arabia honoured with 2024 OPS Award for commitment to operational excellence
Air Arabia received the 2024 “Corporate Award in the Airline Category” at the OPS
Forum in Greece for its exceptional operational efficiency and customer satisfaction.
The airline’s on-time performance, minimal flight disruptions, transparent
communication, and consistent safety records were key reasons for the award. These
factors directly contribute to customer satisfaction, especially for business and frequent
travelers. The recognition highlights Air Arabia’s successful integration of technology
and customer feedback to optimize service delivery and maintain cost-effectiveness.

KPMG UAE (2024)

Air Arabia - UAE Customer Experience Excellence Report 2023

This report highlights Air Arabia's investments in enhancing customer experience,
including digital initiatives aimed at streamlining booking and travel processes. The
airline's efforts have led to increased customer satisfaction, as evidenced by its climb
of 36 spots in the customer experience ranking. Customers have praised Air Arabia for
its competitive pricing, responsive customer service, and expanded global network. In
2023, the airline was awarded 'Low-cost Airline of the Year,' recognizing its strengths
in operational efficiency, value for money, innovation, safety, revenue growth, and
exceptional passenger experience.

34
 CHAPTER 5

RESEARCH METHODOLOGY

RESEARCH DESIGN

According to “Clifford Woody” research comprises defining and redefine

problems, formulating hypothesis or suggested solutions, collecting, organizing
and evaluating data, making decision and reaching conclusion. A research design
is the arrangement of conditions from collection and analysis of data in manner
that aims to combine relevance to the research purpose with economic
procedure.

Marketing research is systematic and objective search and analysis of

information relevant to the identification and solution of any problem in the field
of marketing research involves 5 steps.

Problem definition

Research design

Field work

Data analysis and interpretation

Report presentation

35
RESEARCH PROBLEM

• The degree of customer services provided by Air Arabia at domestic and

international terminals.

• To analyse the marketing strategies of Air Arabia so that to know how

they are positioned in the minds of the passengers.

RESEARCH DESIGN

• The type of research is descriptive research design and find out what
marked demand for Air Arabia compared to other airlines.

• The research design is based upon the judgment sampling.

RESEARCH METHODOLOGY

The methodology is adapted to the project is survey method.

SAMPLE SIZE

The sample size included a total of 200 respondents in Air Arabia office
at Chennai only.

RESEARCH INSTRUMENT

Questionnaire construction is a crucial part of the survey and once the

questionnaire is up to the mark, then that itself indicates the success of the
project.

SAMPLING PROCESS
The sampling process consists of the following sequential steps.
POPULATION
The population survey is taken from the employees and Customers of Air
Arabia.

36
PERIOD OF STUDY
The study has been conducted during March 2025.

SAMPLE DESIGN
Sampling is a commonplace idea. Everyone is accustomed to drawing
conclusions about a large group based on a small sample.

For this project Judgment sampling has been adopted, items for the
sample are selected deliberately by the researcher; his choice concerning the
items remains supreme.

The size of the sample is 200. This was decided upon after considering
the specified level of confidence require, standard deviation of the population
and the guidance provided by the guide along with operational ease for analysis
and interpretation. The study was done at Air Arabia at Chennai only.

FIELD WORK
Fieldwork of field operation is the phase, which contacts respondent,
administers the data collection instrument; records the data and returns the data
to a central location for processing.

The questionnaire ran to three pages for management and 200

questionnaires were distributed. The respondents were contacted directly.
Questionnaire was handed over personally and data was collected. The fieldwork
was carried out during March 2025.

METHOD OF DATA COLLECTION

• Primary Data
• Secondary Data

37
PRIMARY DATA

• Primary data was collected to mainly survey the degree of customer

satisfaction at Air Arabia, Mumbai.

• This data was collected fresh for study of the project.

SECONDARY DATA
Secondary data was already collected from various books, articles,
company files, records, database, Internet, pamphlets etc.

DESIGN OF QUESTIONNAIRE
In the design of the questionnaire sufficient care has been taken to avoid
Ambiguity, leading and misleading questions and personal questions. Sequence
in questioning and length of questionnaire has been done carefully. The
questions should reflect the main objective of the survey, that is, the inclusion of
every item in a questionnaire should give an answer that is significant for his
central problem. Developing a questionnaire can be thought of as moving from
the „inside‟ outward.

The researcher should lay out tentatively the logical implications of his
problem and then prepare questions, which are relevant for these logical
implications. The researcher should consult colleagues, friends and experts on
the problem to get their thinking on the problem.

By its very nature the questionnaire is likely to be a less expensive

procedure than interview. It requires much less skill to administer than an
interview. In fact, questionnaires are often simply mailed or handed over to
respondents with a minimum explanation.

38
STATISTICAL TOOLS AND ANALYSIS

The tools that were used in this study

▪ Chi Square test
▪ Simple Percentage analysis

CHI-SQUARE TEST

The chi-square test is an important test amongst the several test of

significance developed by statisticians. Chi-square, symbolically written as χ² is
a statistical measured used in the context of the sampling analysis for comparing
a variance to a theoretical variance.

USES OF CHI-SQUARE TEST

Chi-square is a very versatile test used both as a non-parametric and a

parametric measure. As a non-parametric measure, it is used as

• Test of goodness of fit.

• As a test of independence.
• To establish confidence intervals for the variance of a population.
(O - E)2
Chi-square test = 
E

39
Were,

O = Observed frequency

E = Expected frequency

Null hypothesis = Two attributes are

independent.

Alternate hypothesis = Two attributes are dependent.

STEPS INVOLVED IN APPLYING CHI-SQUARE TEST

Calculate the expected frequencies based on the given hypothesis or

based on null hypothesis.

Expected frequency of any cell (E)

(Row total for the row of that cell) *(Column total for the column of that cell)

E=

(Grand total)

Obtain the difference observed and expected frequencies and find out the

square of such difference i.e. calculated (Oij-Eij) ².

• Divide the quantity (Oij-Eij) ² obtained as stated above by the
corresponding expected frequencies or the group frequencies.
• Find the summation of (Oij-Eij)2 obtained as stated above by the
corresponding expected frequencies or the group frequencies.
• Find the summation of (Oij-Eij) ²/Eij values or what we call ∑ (Oij-Eij)

40
 ²/Eij; this is the required χ² values.
• The χ² value obtained as such should be compared with relevant table
value of χ² and the inference should be drawn.

PERCENTAGE METHOD
Percentage refers to a special kind of ratio. Percentages are used in
making comparisons between two or more series of data. Percentages are used

to describe relationships. Percentages can also be used to compare the relative

terms, the distribution of two or more series of data.

The percentage method is used in making comparisons between two or

more series of data. This method is used to describe relationships.

No. of respondents
Percentage of respondents = -------------------------------- 100
Total respondents

CORRELATION METHOD
Correlation is measured by a correlation coefficient (r), quantifies the strength and
direction of a linear relationship between two variables, ranging from -1 (perfect
negative
correlation) to +1 (perfect positive correlation), with 0 indicating no linear relationship.
𝑟 = 𝑛(𝛴𝑥𝑦) − (∑𝑥)(∑𝑦) √[𝑛𝛴𝑥2 − (𝛴𝑥) 2][𝑛𝛴𝑦 2 − (𝛴𝑦) 2]

41
 CHAPTER – 6
ANALYSIS AND INTERPRETATION

TABLE NO: 1

AGE GROUP OF THE RESPONDENTS

S.No Age No. of Respondents Percentage

1. 18 – 25 Years 80 40%

2. 25 - 35 Years 20 10%

3. 35 – 45 Years 24 12%

4. 45 – 55 Years 56 28%

4. Above 55 Years 20 10%

Total 200 100

Inference
From the above table it is revealed that 40% of the respondents are
18 - 25 years, 10% of the respondents are between 25-35 years, 12% of the
respondents are between 35-45 years, 28% of the respondents are 45 – 55
years and 10 of the respondents are above 55 years.

42
CHART NO:1

43
 TABLE NO: 2
GENDER CATEGORY

S.No Gender No. of Respondents Percentage

1. Male 94 47%

2. Female 106 53%

Total 200 100%

Inference
From the above table it reveals that 47% of the respondents are male and
53% of the respondents are female.

44
 CHART NO:2

GENDER CLASSIFICATION

Male
Female
47%
53%

45
 TABLE NO. 3

MARITAL STATUS CLASSIFICATION OF THE RESPONDENTS

S.No Marital Status No. of Respondents Percentage

1. Married 110 55%

2. Unmarried 90 45%

Total 200 100%

Inference
From the above table it is found that 55% of the respondents are
married, and 45% of the respondents are unmarried.

46
 CHART NO:3

MARRIED

UNMARRIED

47
 TABLE NO. 4

EMPLOYMENT STATUS OF THE RESPONDENTS

S.No Occupation No. of Respondents Percentage

1. Student 54 27%

2. Employee 80 40%

3. Homemaker 14 7%

4. Professional 2 1%

5. Businessperson 42 21%

6. Others 8 4%

Total 200 100

Inference
From the above table it reveals that 54% of the respondents are students,
40% of the respondents are employed, 7% of the respondents are homemaker,
1% of the respondents are professionals, 21% of the respondents are
businesspersons and 4% of the respondents are doing some other occupations.

48
CHART NO:4

EMPLOYMENT STATUS

49
 TABLE NO. 5

ANNUAL INCOME LEVEL OF THE RESPONDENTS

S.No Income Level No. of Respondents Percentage

1. Below 250000 24 12%

2. 250000-500000 44 22%

3. 600000-1000000 26 13%

4. Above 1000000 42 21%

5.
Not Applicable 64 32%

TOTAL 200 100

Inference
From the above table it reveals that 12% of the respondents annual
income is below 250000, 22% of the respondent’s annual income was between
Rs.250000to Rs.500000, 13% of the respondent’s annual income was between
Rs.600000 to Rs. 1000000, 21% of the respondent’s annual income was above
Rs. 1000000 and 32% of the respondents comes under not applicable criteria.

50
 CHART NO:5

ANNUAL INCOME

51
 TABLE NO : 6

RESPONDENTS PURPOSE OF TRAVEL BY AIR ARABIA

S.No Purpose No. of Respondents Percentage

1. Business 70 35%

2. Education 30 15%

3. Leisure Travel 78 39%

4. Medical 14 7%

5. Other 8 4%

TOTAL 200 100

Inference
From the above table it is reveals that, 35% of the respondents purpose
of travel by Air Arabia was Business, 15% of the respondents purpose was
Education, 39% of the respondents purpose was Leisure Travel , 7% of the
respondents purpose was Medical and 4% of the respondents traveled for other
purposes.

52
 CHART NO:6

PURPOSE OF TRAVEL

Education Leisure Travel Medical Other

53
 TABLE NO : 7

RESPONDENTS FREQUENCY OF TRAVEL BY

AIR ARABIA

S.No Opinion No. of Respondents Percentage

1. Daily 12 6%

2. Weekly 8 4%

3. Monthly 20 10%

4. Occasionally 160 80%

Total 200 100

Inference
From the above table it is found that, 6% of the respondents frequency of
travel by Air Arabia was Daily,4% of the respondents travel frequency was
Weekly, 10% of the respondents travel frequency was Monthly and 80% of the
respondents travel frequency was Occasionally.

54
 CHART NO:7

FREQUENCY OF TRAVEL

Daily Weekly Monthly Occasionally

55
 TABLE NO : 8

RESPONDENTS OPINION TOWARDS THE AIRLINE FARE

S.No Opinion No. of Respondents Percentage

1. High Expensive 12 6%

2. Expensive 38 19%

3. Affordable 20 10%

4. Reasonable 130 65%

Total 200 100

Inference

From the above table it reveals that, 6% of the respondents opinion towards the Airline
fare was high expensive, 19% of the respondents opinion was expensive, 10% of the
respondents opinion was affordable and only 65% of the respondents opinion was
reasonable .

56
 CHART NO:8

OPINION TOWARDS FLIGHT FARE

High Expensive Expensive Affordable Reasonable

57
 TABLE NO : 9

RESPONDENTS LEVEL OF SATISFACTION TOWARDS

THE RESPONSE OF QUERIES BY AIR ARABIA STAFFS

S.No Satisfaction Level No. of Respondents Percentage

1. Highly Satisfied 40 20%

2. Satisfied 132 66%

3. Neutral 26 13%

4. Dissatisfied 2 1%

Total 200 100

Inference
From the above table it reveals that 20% of the respondents satisfaction
level towards response of queries was highly satisfied, 66% of the respondents
were satisfied, 13% of the respondents satisfaction level was Neutral and 1% of
the respondents was dissatisfied.

58
 CHART NO:9

QUERIES BY AIR ARABIA STAFFS

70%

60%

50%

40%

30%

20%

10%

0%
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED

59
 TABLE NO : 10

RESPONDENTS OPINION TOWARDS THE BAGGAGE SCREENING

ISSUES

S.No Opinion No. of Respondents Percentage

1. Yes 10 5%

2. No 170 85%

3. Maybe 20 10%

Total 200 100

Inference
From the above table it reveals that, 5% of the respondents opinion
towards the baggage screening issues was yes , 85 % of the respondents opinion
was no and 10% of the respondents answered maybe.

60
 CHART NO:10

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Yes No Maybe

61
 TABLE NO : 11

RESPONDENTS OPINION TOWARDS THE BAGGAGE HANDLING

(SPEED, SAFETY AND DAMAGES)

S.No Satisfaction Level No. of Respondents Percentage

1. Highly Satisfied 44 22%

2. Satisfied 88 44%

3. Neutral 48 24%

4. Dissatisfied 20 10%

Total 200 100

Inference
From the above table it reveals that 22% of the respondents satisfaction
level towards response towards baggage handling was highly satisfied, 44% of
the respondents were satisfied, 24% of the respondents satisfaction level was
Neutral and 10% of the respondents were dissatisfied.

62
 CHART NO:11

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neutral Dissatisfied

63
 TABLE NO : 12

RESPONDENTS OPINION TOWARDS THE CHECK-

IN FORMALITIES WERE EASY

S.No Opinion No. of Respondents Percentage

1. Yes 178 89%

2. No 22 11%

Total 200 100

Inference
From the above table it reveals that, 89% of the respondent’s opinion
towards the check-in formalities are easy and 11% of the respondents opinion
towards the check-in formalities are not easy.

64
 CHART NO:12

OPINION TOWARDS THE CHECK-IN

FORMALITIES

65
 TABLE NO : 13

RESPONDENTS OPINION TOWARDS THE REBOOKED

S.No Opinion No. of Respondents Percentage

1. Yes 30 15%

2. No 170 85%

Total 200 100

Inference
From the above table it reveals that, 15% of the respondents opinion
towards the rebooked was yes and 85% of the respondents opinion was no.

66
 CHART NO:13

OPINION TOWARDS THE REBOOKED

67
 TABLE NO : 14

RESPONDENTS OPINION TOWARDS THE REROUTED

S.No Opinion No. of Respondents Percentage

1. Yes 56 28%

2. No 144 72%

Total 200 100

Inference
From the above table it reveals that 28% of the respondents opinion
towards the rerouted was yes and 72% of the respondents opinion was no.

68
 CHART NO:14

OPINION TOWARDS THE REROUTED

69
 TABLE NO : 15

RESPONDENTS OPINION TOWARDS THE INFLIGHT SERIVES

S.No Satisfaction Level No. of Respondents Percentage

1. Highly Satisfied 70 35%

2. Satisfied 80 40%

3. Neutral 34 17%

4. Dissatisfied 16 8%

Total 200 100

Inference
From the above table it reveals that 35% of the respondents satisfaction
level towards response for inflight services was highly satisfied, 40% of the
respondents were satisfied, 17% of the respondents satisfaction level was
Neutral and 8% of the respondents were dissatisfied.

70
 CHART NO:15

RESPONDENTS OPINION TOWARDS THE INFLIGHT SERVICES

40%

35%

30%

25%

20%

15%

10%

5%

0%
Highly Satisfied Satisfied Neutral Dissatisfied

71
 TABLE NO : 16

RESPONDENTS OPINION TOWARDS THE INFLIGHT MEALS

S.No Satisfaction Level No. of Respondents Percentage

1. Highly Satisfied 50 25%

2. Satisfied 80 40%

3. Neutral 56 28%

4. Dissatisfied 14 7%

Total 200 100

Inference
From the above table it reveals that 25% of the respondents satisfaction
level towards response for inflight meals was highly satisfied, 40% of the
respondents were satisfied, 28% of the respondents satisfaction level was
Neutral and 7% of the respondents were dissatisfied.

72
 CHART NO:16

RESPONDENTS OPINION TOWARDS THE INFLIGHT MEALS

40%

35%

30%

25%

20%

15%

10%

5%

0%
Highly Satisfied Satisfied Neutral Dissatisfied

73
 TABLE NO : 17

RESPONDENTS RESPONSE REGARDING THE

RECOMMENDATION OF AIR ARABIA

S.No Opinion No. of Respondents Percentage

1. Yes 126 63%

2. No 74 37%

Total 200 100

Inference
From the above table it reveals that 63% of the respondents voted yes and
37% of the respondents opinion was no.

74
 CHART NO:17

OPINION TOWARDS THEIR

RECOMMENDATION OF AIRARABIA

75
 TABLE NO : 18

RESPONDENTS RESPONSE REGARDING THE

RECOMMENDATION OF AIR ARABIA FROM CHENNAI
AIRPORT

S.No Opinion No. of Respondents Percentage

1. Yes 188 94%

2. No 12 6%

Total 200 100

Inference
From the above table it reveals that 94% of the respondents voted yes and
6% of the respondents opinion was no.

76
 CHART NO:18

OPINION TOWARDS THEIR

RECOMMENDATION OF AIRARABIA FROM
CHENNAI AIRPORT

Yes, 94%

77
 TABLE NO : 19

RESPONDENTS OVERALL REVIEW ABOUT AIR ARABIA

S.No Satisfaction Level No. of Respondents Percentage

1. Highly Satisfied 80 40%

2. Satisfied 78 39%

3. Neutral 22 11%

4. Dissatisfied 20 10%

Total 200 100

Inference
From the above table it reveals that 40% of the respondents were highly
satisfied, 39% of the respondents were satisfied, 11% of the respondents
satisfaction level was Neutral and 10% of the respondents were dissatisfied.

78
 CHART NO:19

RESPONDENTS OVERALL REVIEW

Highly Satisfied Satisfied Neutral Dissatisfied

79
 TABLE NO : 20

RELATIONSHIP BETWEEN

AGE AND RECOMMENDATIONS

Count

RECOMMEND Total

YES NO

18-25 79 8 87

25-35 40 0 40

AGE 35-45 19 2 21

45-55 31 1 32

ABOVE 55 19 1 20

Total 188 12 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 5.095a 4 .278

Likelihood Ratio 7.314 4 .120

Linear-by-Linear
.887 1 .346
Association

N of Valid Cases 200

a. 4 cells (40.0%) have expected count less than 5. The minimum

expected count is 1.20.

80
Inference: The relationship between age and recommendation is not statistically
significant (Chi-square p = 0.278). Majority of all age groups are likely to
recommend, especially the 18–25 age group. The variation across age groups doesn’t
significantly influence recommendation behavior.

Symmetric Measures

Value Asymp. Std. Approx. Tb Approx. Sig.

Errora

Interval by Interval Pearson's R -.067 .070 -.942 .348c

Ordinal by Ordinal Spearman Correlation -.086 .072 -1.208 .228c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:20

81
 TABLE NO : 21

RELATIONSHIP BETWEEN

INCOME AND FLIGHT FARE

Count

FLIGHTFARE Total

EXTREMELY EXPENSIVE REASONABLE AFFORDABLE

EXPENSIVE

BELOW 2LPA 1 1 10 0 12

2LPA-5LPA 2 8 26 8 44

INCOME 6LPA-10LPA 1 3 21 1 26

ABOVE 10LPA 3 12 35 4 54

NOT APPLICABLE 1 14 43 6 64

Total 8 38 135 19 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 11.344a 12 .500

Likelihood Ratio 12.373 12 .416

Linear-by-Linear Association .117 1 .732

N of Valid Cases 200

a. 10 cells (50.0%) have expected count less than 5. The minimum expected
count is .48.

82
 Inference: There is no significant association between income level and perception of
flight fare (p = 0.500). Respondents across all income groups largely perceive flight
fare as "Reasonable," including the highest income category and those who marked
“Not Applicable.

Symmetric Measures

Value Asymp. Std. Approx. Tb Approx. Sig.

Errora

Interval by Interval Pearson's R -.024 .071 -.341 .733c

Ordinal by Ordinal Spearman Correlation -.039 .071 -.553 .581c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:21

83
 TABLE NO : 22

RELATIONSHIP BETWEEN

FREQUENCY AND RECOMMENDATION

Count

RECOMMEND Total

YES NO

DAILY 2 0 2

WEEKLY 9 0 9
FREQUENCY
MONTHLY 39 1 40

OCCASIONALLY 138 11 149

Total 188 12 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 2.076a 3 .557

Likelihood Ratio 2.934 3 .402

Linear-by-Linear Association 1.935 1 .164

N of Valid Cases 200

a. 4 cells (50.0%) have expected count less than 5. The minimum expected
count is .12.

84
 Inference: There’s no significant relationship between travel frequency and
likelihood to recommend (p = 0.557). Most people who travel occasionally still
recommend the service, indicating that even infrequent users have a positive
perception.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R .099 .036 1.394 .165c

Ordinal by Ordinal Spearman Correlation .101 .046 1.434 .153c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:22

85
 TABLE NO : 23

RELATIONSHIP BETWEEN

FREQUENCY AND GENDER

Count

GENDER Total

MALE FEMALE

DAILY 1 1 2

WEEKLY 1 8 9
FREQUENCY
MONTHLY 22 18 40

OCCASIONALLY 75 74 149

Total 99 101 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 5.832a 3 .120

Likelihood Ratio 6.585 3 .086

Linear-by-Linear Association 1.186 1 .276

N of Valid Cases 200

a. 4 cells (50.0%) have expected count less than 5. The minimum expected
count is .99.

86
 Inference: Gender does not significantly influence the frequency of air travel (p =
0.120). Both males and females show similar distribution patterns, especially in the
“Occasionally” category.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R -.077 .069 -1.089 .277c

Ordinal by Ordinal Spearman Correlation -.046 .070 -.648 .518c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:23

87
 TABLE NO : 24

RELATIONSHIP BETWEEN

AGE AND CHECK IN EXPERIENCE

Count

CHECKINEXPRIENCE Total

YES NO

18-25 75 12 87

25-35 35 5 40

AGE 35-45 20 1 21

45-55 29 3 32

ABOVE 55 19 1 20

Total 178 22 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 2.442a 4 .655

Likelihood Ratio 2.764 4 .598

Linear-by-Linear Association 1.788 1 .181

N of Valid Cases 200

a. 4 cells (40.0%) have expected count less than 5. The minimum expected
count is 2.20.

88
 Inference: The association between age and check-in experience is *not statistically
significant* (p = 0.655). However, all age groups reported a predominantly positive
check-in experience, indicating consistent service quality across age demographics.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R -.095 .063 -1.340 .182c

Ordinal by Ordinal Spearman Correlation -.094 .066 -1.331 .185c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:24

89
 TABLE NO : 25

RELATIONSHIP BETWEEN

AGE AND BAGGAGE HANDLING

Count

BAGGAGEHANDLING Total

1STAR 2STAR 3STAR 4STAR 5STAR

18-25 13 11 12 36 15 87

25-35 1 0 7 20 12 40

AGE 35-45 0 1 3 13 4 21

45-55 2 4 4 13 9 32

ABOVE 55 0 1 5 7 7 20

Total 16 17 31 89 47 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 24.356a 16 .082

Likelihood Ratio 29.979 16 .018

Linear-by-Linear Association 6.283 1 .012

N of Valid Cases 200

a. 13 cells (52.0%) have expected count less than 5. The minimum expected
count is 1.60.

90
 Inference: While the Pearson Chi-square (p = 0.082) indicates a borderline non-
significant result, the Likelihood Ratio (p = 0.018) and Spearman Correlation (p =
0.010) suggest a weak positive relationship between age and better baggage handling
experience. Older age groups tend to give slightly better ratings.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R .178 .066 2.541 .012c

Ordinal by Ordinal Spearman Correlation .182 .071 2.607 .010c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:25

91
 TABLE NO : 26

RELATIONSHIP BETWEEN

GENDER AND INFLIGHT MEALS

Count

INFLIGHTMEALS Total

1STAR 2STAR 3STAR 4STAR 5STAR

MALE 5 6 21 40 27 99
GENDER
FEMALE 9 13 15 41 23 101

Total 14 19 36 81 50 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 5.035a 4 .284

Likelihood Ratio 5.117 4 .276

Linear-by-Linear Association 2.036 1 .154

N of Valid Cases 200

a. 0 cells (0.0%) have expected count less than 5. The minimum expected
count is 6.93.

Inference: There is *no significant association between gender and rating of in-flight
meals (p = 0.284). Both male and female respondents show similar patterns in meal
satisfaction, with most ratings clustered around 4 and 5 stars.
92
 Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R -.101 .069 -1.431 .154c

Ordinal by Ordinal Spearman Correlation -.082 .070 -1.158 .248c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:26

93
 TABLE NO : 27

RELATIONSHIP BETWEEN

INCOME AND FREQUENCY OF TRAVEL

Count

FREQUENCY Total

DAILY WEEKLY MONTHLY OCCASIONALL

Y

BELOW 2LPA 0 0 4 8 12

2LPA-5LPA 1 1 14 28 44

INCOME 6LPA-10LPA 0 1 2 23 26

ABOVE 10LPA 1 3 10 40 54

NOT APPLICABLE 0 4 10 50 64

Total 2 9 40 149 200

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 12.114a 12 .437

Likelihood Ratio 13.465 12 .336

Linear-by-Linear Association .578 1 .447

N of Valid Cases 200

a. 11 cells (55.0%) have expected count less than 5. The minimum expected
count is .12.

94
 Inference: No statistically significant association (p = 0.437) was found between
income level and frequency of travel. However, people earning above 10 LPA and
those in the "Not Applicable" income category travel more occasionally, showing a
slight concentration in that segment.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Interval by Interval Pearson's R .054 .068 .759 .449c

Ordinal by Ordinal Spearman Correlation .080 .072 1.123 .263c

N of Valid Cases 200

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

CHART NO:27

95
 CHAPTER – 7
FINDINGS

1. The majority (80%) of the respondents are between 18-25 years age group.
2. The majority (53%) of the respondents are female.
3. The majority (56%) of the respondents are single.
4. The majority (40%) of the respondents’ occupational status was employed.
5. The majority (29%) of the respondents selected not applicable for annual
income.
6. The majority (82%) of the respondents travel frequency by Air Arabia was
occasionally.
7. The majority (29%) of the respondents are travel by air Arabia for Business
purpose.
8. The majority (65%) of the respondent’s opinion towards the fare in Airlines was
reasonable.
9. The majority (66%) of the respondents’ satisfaction level was Good
towards the response of queries from Air Arabia staffs.
10. The majority (85%) of the respondents’ opinion towards the baggage
screening issues was no.
11. The majority (72%) of the respondents’ opinion towards the rebooked was
no.
12. The majority (85%) of the respondents’ opinion towards the rerouted was
no.
13. The majority (89%) of the respondents’ opinion towards the check-in
formalities is not easy.
14. The majority (44%) of the respondents’ opinion on the baggage handling were
satisfied.
15. The majority (40%) of respondents’ opinions regarding the safety inflight
measures were satisfied.
96
16. The majority (40%) of respondents’ opinions about the in-flight meals were
satisfied.
17. The majority (63%) of respondents voted yes for the recommendation of Air
Arabia to others.
18. The majority (94%) of respondents voted yes for the recommendation of Air
Arabia from Chennai International Airport.
19. The majority (40%) of respondents’ opinions regarding the overall services
were highly satisfied.
20. The majority across all age groups, especially 18–25, recommended the
service, showing overall satisfaction is not age-dependent.
21. Most respondents, irrespective of income, found the flight fare to be
reasonable, indicating consistent pricing perception across income levels.
22. Occasional travelers made up the majority and mostly recommended the
service, suggesting positive impressions even from infrequent users.
23. Both male and female respondents predominantly traveled occasionally,
reflecting similar flying habits regardless of gender.
24. All age groups reported mostly positive check-in experiences, indicating
uniform service quality across age demographics.
25. Most age groups rated baggage handling positively, with a slight trend toward
better ratings among older passengers.
26. Both genders gave high ratings (mostly 4 and 5 stars) for in-flight meals,
showing overall satisfaction irrespective of gender.

97
 SUGGESTIONS

1. Enhance In-Flight Services

• Introduce more diverse and healthier meal options.

• Offer entertainment through personal devices or onboard streaming.
• Upgrade seating comfort in economy with better cushioning and legroom.

2. Improve Customer Service

• Provide multilingual support for international passengers.

• Train staff regularly in soft skills and empathy-based service.
• Speed up response time on digital platforms and call centers.

3. Upgrade Digital Experience

• Redesign the mobile app and website for smoother booking and check-in.
• Introduce real-time flight updates via app notifications.
• Add AI-powered chat support for quick passenger queries.

4. On-Time Performance & Baggage Handling

• Strengthen coordination with ground staff to reduce delays.

• Use RFID or smart baggage tracking to avoid lost luggage cases.

5. Loyalty & Frequent Flyer Programs

• Enhance Air Rewards with better redemption offers and tier benefits.
• Partner with hotels, retail, and transport for wider rewards.

6. Cabin Crew & Staff Development

• Continuous professional development programs for cabin crew.

• Introduce performance incentives for top-tier service.

98
7. Sustainability & Eco-Friendly Measures

• Use fuel-efficient aircraft and explore sustainable aviation fuel.

• Reduce single-use plastics onboard and improve waste recycling.

8. Passenger Feedback System

• Encourage feedback through QR codes or app links.

• Create an action loop where feedback leads to visible changes.

9. Airport Experience

• Streamline boarding procedures to avoid long queues.

• Add lounges or relaxation zones even for low-cost passengers.

10. Special Assistance & Inclusivity

• Better support for elderly, differently-abled, and solo travelers.

• Introduce dedicated help desks at major airports.

99
 CONCLUSION

This study has provided deep insight into the level of customer contentment towards Air
Arabia, specifically focusing on its operations at Chennai International Airport. As a growing
hub in South India, Chennai Airport plays a significant role in connecting Indian travelers to
the Middle East, Africa, and Europe through Air Arabia. The findings of this report reflect not
only the passengers’ experiences but also point towards broader strategic implications for the
airline’s future growth and service improvement.

Customer Expectations and Experience

Air Arabia is recognized for its affordable fares, attracting budget-conscious and labor-
market travelers—particularly those flying to Gulf countries. While passengers acknowledge
value-for-money in line with its low-cost carrier (LCC) model, affordability alone no longer
defines satisfaction. Today’s travelers seek a balance of low prices, convenience, comfort,
and digital accessibility. Though Air Arabia performs well in pricing and punctuality, gaps
exist in inflight services, customer support, and personalized experiences.

Ground Operations at Chennai Airport

Passenger feedback revealed mixed experiences. Check-in efficiency and staff courtesy were
noted positively. However, peak-hour congestion, long queues at baggage counters, and slow
boarding processes were frequent complaints.
Other pain points include inadequate signage, language support, and assistance for
elderly/first-time international travelers. Given Chennai's diverse passenger demographic—
including blue-collar workers and families—Air Arabia must collaborate with airport
authorities to improve ground handling, streamline flows, and enhance on-site support.

In-Flight Services and Passenger Comfort

Passengers did not expect luxury but highlighted discomfort due to limited legroom, cabin
cleanliness, poor temperature control, and lack of entertainment—especially on long-haul
routes. Suggestions include:

• Improving cabin ambiance and cleanliness.

• Offering basic digital services like messaging Wi-Fi or personal device streaming.
• Paid upgrades for comfort enhancements (e.g., extra legroom seats).

100
Digital Experience and Customer Engagement
Air Arabia’s website and app were functional but not user-friendly. Users reported hard
navigation, delayed updates, and a lack of personalization. Inconsistent customer service
response via calls and online chat was a concern.

Cultural and Language Sensitivity

With a multilingual customer base from Chennai, there’s a need for enhanced language
support (Tamil, Hindi, Arabic) across all channels. Culturally sensitive communication and
crew training would improve inclusivity and comfort.

Loyalty Programs and Value Additions

Air Rewards is currently seen as basic. Frequent flyers, including NRIs and business
travelers, seek better benefits.

Feedback Mechanism and Service Innovation

Passengers reported that post-flight feedback often goes unacknowledged or receives generic
replies.

Sustainability and CSR

Environmental responsibility is a rising concern. Though LCCs are typically more efficient,
Air Arabia can stand out by:

• Reducing single-use plastics

• Using biodegradable packaging

Strategic Recommendations for Chennai Operations

Chennai Airport can become a benchmark location for Air Arabia through the following:

• Collaborate with airport authorities to reduce bottlenecks

• Set up dedicated kiosks/helpdesks
• Host awareness campaigns in local languages
• Offer fast-track check-in for families and elderly flyers

Such localized strategies can improve customer experience and serve as a blueprint for other
Indian airports.

101
 BIBLIOGRAPHY

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https://www.airarabia.com
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surroundings and employee responses. Journal of Marketing, 54(2), 69–82.
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quality and its implications for future research. Journal of Marketing, 49(4), 41–50.
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Travel. Retrieved from https://www.iata.org
7. Zeithaml, V. A., Bitner, M. J., & Gremler, D. D. (2018). Services Marketing:
Integrating Customer Focus Across the Firm (7th ed.). McGraw-Hill Education.
8. Directorate General of Civil Aviation (DGCA), India. (2023). Airline On-Time
Performance and Passenger Complaints Report.
9. TripAdvisor. (2024). Customer Reviews for Air Arabia – Chennai Airport. Retrieved
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36(3), 356–372.
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13. Jain, R., & Aggarwal, V. (2020). Customer Satisfaction in Budget Airlines: A Study on
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15. Indian Ministry of Civil Aviation. (2023). Regional Connectivity and Passenger
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Air Arabia”. Use for peer-reviewed articles.

103
 APPENDIX

1. Rating For Overall Experience

Options:
1–2–3–4–5

2. Your Full Name

(Open-ended)

3. What is your gender?

 Male
 Female
 Prefer Not To Say

4. Select Your Age Group

 Under 18
 18–25
 25–35
 35–45
 45–55
 Above 55
 Other:

5. Select Your Marital Status

 Single
 Married
 Divorced

104
6. Select Your Employment Status

 Student
 Business
 Employee
 Retired
 Other:

7. Select Your Annual Income Range

 Not applicable
 Below ₹2,50,000
 ₹2,50,000 – ₹5,00,000
 ₹6,00,000 – ₹10,00,000
 Above ₹10,00,000
 Other:

8. What is the primary objective for your air travel?

 Business
 Leisure
 Medical
 Educational
 Other:

9. How Often You Fly With Us?

 Daily
 Weekly
 Monthly
 Occasionally
 Other:

105
10. Your Opinions Regarding Air Arabia Flight Fare

 Extremely Expensive
 Expensive
 Reasonable
 Affordable
 Other:

11. Our Executives' Response To Your Queries And Details

 Excellent
 Good
 Fair
 Poor

12. Have You Ever Faced Baggage Related Issues With Us?

 Yes
 No
 Maybe

13. How satisfied are you with the baggage handling (speed, safety, no damage)?
Options: 1 – 2 – 3 – 4 – 5

14. How satisfied are you with the check-in experience?

Options: 1 – 2 – 3 – 4 – 5

15. Did You Ever Experience A Flight Re-routed Situation?

 Yes
 No

106
16. Did You Ever Re-book Your Flight?

 Yes
 No
 Maybe

17. Your Rating Towards the Inflight Safety Measures For Passengers
Options: 1 – 2 – 3 – 4 – 5

18. Your Rating Towards The Quality Of the In-Flight Meals

Options: 1 – 2 – 3 – 4 – 5

19. Would You Recommend Air Arabia to Others?

 Yes
 No
 Maybe

107