The world has 49,000 airports, of which about 15,000 are in the United States.
India has 346 airports in operation, with international airports in 12 cities, including Amritsar, Guwahati, Ahmedabad, Hyderabad, Goa, Bangalore, Cochin and Trivandrum, besides the four metropolitan cities.
Hartsfield-Jackson airport in Atlanta, US is the world’s busiest airport with 89.4 million passengers travelling through the airport in 2007, followed by Chicago’s O’Hare airport with 76.1 million passengers.
London’s Heathrow and Paris’s Charles de Gaulle airports are the busiest ones when it comes to international traffic, handling 62 million and 55 million passengers in 2007, respectively.
Chhtrapati Shivaji International Airport in Mumbai is the country’s busiest airport by passenger traffic and second-busiest by number of flights operating daily.
Delhi’s Indira Gandhi International Airport is the second-busiest airport in the country with 24 million passengers in 2007.
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NUGGETS
selections from management journals
In the continuing quest for business growth, many CEOs are turning to their CIOs and IT organisations because technology is absolutely essential to two compelling sources of growth: innovation and enterprise integration. The speed of innovation often depends on the ability to coordinate across organisational boundaries. Innovations cannot reach a sufficient level of scale and impact unless they are integrated into the larger operations of the corporation. And yet, say recently retired Harvard Business School dean Cash, Oxford dean Earl, and nGenera director of research Morison, the two endeavours remain “unnatural acts”: Far too many large businesses are better at stifling innovation than at capitalising on it, better at optimising local operations than at integrating them for the good of the enterprise and its customers.
Teaming up to crack innovation and enterprise integration
By James I Cash Jr, Michael J Earl and Robert
Morison Harvard Business Review
Subscribe to this article at www.hbr.com
As the financial crisis continues to roil credit and stock markets around the globe, it seems that no country or continent is being spared the consequences. Brazil, Russia, India and China are no exception. Shiv Khemka, vice chairman of Sun Group, based in London and New Delhi; and Silas K F Chou, president and CEO of Novel Holdings, based in Hong Kong, discuss their countries’ response to the crisis and its impact on specific sectors.
Feeling the pain: How the financial crisis is affecting Brazil, Russia, India and China
October 29-November 11 Knowledge@Wharton
Read this article at http://knowledge.wharton.upenn.edu/
As the financial Indian business’s voracious appetite for land to support rapid growth is running up against farmers determined to get top dollar for their acreage. One conflict recently got so messy in West Bengal that Tata Motors pulled up stakes for its planned Nano plant and will now relocate it in Gujarat. Behind the disputes lie outdated laws and the lack of any pragmatic negotiation structure that might give both sides more of what they want.
Bumps in the road: India’s industrial growth seeks solid groundowth is running up against far
India Knowledge@Wharton October 31-November 13
Read this article at http://knowledge.wharton.upenn.edu/india/
How will the US pay for its plans to prop up the financial sector? Answer: by borrowing — raising worries about how the country’s ballooning annual budget deficits and aggregating debt will affect the economy and financial markets. Some guidelines, such as interest rates and the ratio of debt and deficits to gross domestic product, suggest the new debt will be digested easily.
A billion here, a trillion there: Calculating the cost of Wall Street’s rescuerrowing
October 29-November 11 Knowledge@Wharton
Read this article at http://knowledge.wharton.upenn.edu/