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strategic investments (up to 49% stake) in Indian Carriers (b) proposal to allow airlines to directly import ATF (c) lifting the freeze on international expansions of private airlines and (d) financial assistance to the national carrier. However, these steps alone may not be adequate to address the fundamental problems affecting the industry.
Market Size
The rapidly expanding aviation sector in India handles 2.5 billion passengers across the world in a year; moves 45 million tonnes (MT) of cargo through 920 airlines, using 4,200 airports and deploys 27,000 aircraft. Today, 87 foreign airlines fly to and from India and five Indian carriers fly to and fro from 40 countries. Passengers carried by domestic airlines during January 2012 was recorded at 5.33 million as against 4.94 million during the corresponding period of previous year thereby registering a growth of 8.06 per cent, according to data released by the Directorate General Civil Aviation (DGCA). The air transport (including air freight) in India has attracted foreign direct investment (FDI) worth US$ 429.70 million from April 2000 to December 2011, as per data released by Department of Industrial Policy and Promotion (DIPP). Private carriers are anticipated to post a combined profit of US$ 350 million US$ 400 million for the financial year ending March 31, 2012, according to a report titled, '2011-12 Aviation Industry Outlook' by Centre for Asia Pacific Aviation (CAPA) India. The firm expects the domestic traffic to grow as high as 20 per cent. International passenger numbers, which grew by about 10 per cent last year, are expected to increase towards the upper end of a 10-12 per cent range over the next 12 months. Exhibit 1 gives details of the operational airlines in India (civil, general and freight). Airline Air India ICAO IATA AIC AI Call Sign AIRINDIA Commenced Operations October 1932 (as Tata Airlines) 1996 (as Alliance Air) 1995 August 2005 2009 1997 June 2004 August 2006 Headquarters Mumbai Kochi Mumbai Chennai Delhi Bangalore Bangalore Mumbai Gurgaon
Air India Express AXB IX Air India Regional Blue Dart Aviation Club One Air Deccan 360 LLR CD
EXPRESS INDIA April 2005 ALLIED BLUE DART DECCAN CARGO DECCAN GOAIR IFLY
BDA BZ DEC 3C
Invision Air Jagson Airlines Jet Airways Jet Konnect JetLite Kingfisher Airlines Kingfisher Red SpiceJet TajAir
JA 9W 9W S2 IT IT SG
JAGSON JET AIRWAYS JET AIRWAYS LITE JET KINGFISHER KINGFISHER SPICEJET
March 2011 November 1991 May 1993 May 2009 1991 (as Air Sahara) May 2005 August 2003 May 2005
Kingfisher Airlines
Kingfisher Airlines Limited is an airline group based in India. Its head office is in Andheri (East), Mumbai and Registered Office in UB City, Bangalore. Kingfisher Airlines, through its parent company United Breweries Group, has a 50% stake in low-cost carrier Kingfisher Red. The airline has been facing financial issues for many years. Until December 2011, Kingfisher Airlines had the second largest share in India's domestic air travel market. However due to the severe financial crisis faced by the airline, it has the fifth largest market share currently, only above GoAir. Kingfisher Airlines serves 63 domestic destinations and 8 international destinations in 8 countries across Asia and Europe. Kingfisher's short haul routes are mostly domestic apart from some cities in Asia, Southeast and Western Asia. All short haul routes are operated on the Airbus A320 family aircraft. ATR 42s and ATR 72s are used mainly on domestic regional routes. All long haul routes are operated on the Airbus A330-200. Kingfisher has its medium, long haul destinations in East Asia, Southeast Asia, and Europe. Its first long haul destination was London, United Kingdom, which was launched in September 2008. All ATR's and a few aircraft from the A320 family are used for Kingfisher Red service.
Services
Civil Aviation (Domestic) Kingfisher First The domestic Kingfisher First seats have a 48-inch seat pitch and a 126-degree seat recline. There are laptop and mobile phone chargers on every seat. Passengers can avail of the latest international newspapers and magazines. There is also a steam ironing service on board Kingfisher First cabins. Every seat is equipped with a personalized IFE system with AVOD, which offers Hollywood and Bollywood movies, English and Hindi TV programs, 16 live TV channels and 10 channels of
Source: Wikipedia
Kingfisher Radio. Passengers also get BOSE noise cancellation headphones. Domestic Kingfisher First is only available on selected Airbus A320 family aircraft. Kingfisher Class The domestic Kingfisher Class has 32-34 inch seat pitch. Every seat is equipped with personal IFE systems with AVOD on-board the Airbus A320 family aircraft. As in Kingfisher First, passengers can access movies, English and Hindi TV programs, a few live TV channels powered by Dish TV, and Kingfisher Radio. The screen is controlled by a controller-console on the seat armrest. Ear cup headphones are provided free of cost to all passengers. The default channel shows, alternating every few seconds, the airplanes ground speed, outside temperature, altitude, distance and time to destination, the position of the aircraft on a graphical map, and one or more advertisements. Passengers are served meals on most flights. Before takeoff, passengers are served bottled lemonade. Kingfisher Red Kingfisher Red, known formerly as Simplifly Deccan and prior to that as Air Deccan, is a low-cost brand run by Kingfisher Airlines. It was formed in early 2008 by the merger of Indias first Low Cost Carrier (LCC), Air Deccan with Kingfisher Airlines. It currently operates the whole of Kingfishers ATR fleet and some of the Airbus A320s. It is facing stiff competition from other LCCs like Indigo, Spicejet, Go Air, Jet Lite / Jet Konnect (the LCC arm of Jet Airways) and Air India Express. It offers no frills air services between Tier II cities in India and also some metros.
Civil Aviation (International) Kingfisher Airlines provides scheduled international air services on its Airbus A330s to certain locations in the UK and Western Europe. Its international services are provided only in the Full Service Airline segment consisting of upgraded versions of Kingfisher First and Kingfisher Class. It does not offer LCC services on its international routes. Cargo Kingfisher Xpress is a new Door-to-Door cargo delivery service from Kingfisher Airlines. Kingfisher Xpress Same Day service claims to be India's first and only same day delivery by air service. Service offered a pick up facility in the 8 main metropolitan cities of India viz Mumbai, NewDelhi, Bangalore, Hyderabad, Chennai, Ahmedabad, Cochin and Kolkata with guaranteed same day delivery in up to 22 cities of India namely Ahmedabad, Bagdogra, Bangalore, Chennai, Coimbatore, Delhi, Kochi, Goa, Guwahati, Hyderabad, Indore, Jaipur, Kolkata, Mumbai, Patna, Raipur, Ranchi, Lucknow, Nagpur, Pune, Vijayawada, Srinagar and Thiruvananthapuram. General Aviation Kingfisher Airlines also offers a high-end special charter service called Kingfisher Elite, which is designed to offer customers a flexible flying experience. Customers can fly within the comfort of their own schedule, in an aircraft reserved exclusively for them, and choose where, when and with whom they wish to travel. With access to over 200 airstrips in India, the service is quite expansive. Luxury and comfort are of prime importance in this segment.
The airline offers a range of aircraft that includes the Eurocopter EC155, Business Jets and Airbus Corporate Jets. For a group charter, customers can choose from the regular fleet, which include Airbus 321, Airbus 320, Airbus 319, ATR 72-500 and ATR 42-500 aircraft depending on their requirements.
Exhibit 3: Virtuous Cycle for a triple business model (Source: When one business model isnt enough by Ramon Casadesus-Masanell and Jorge Tarzijn, HBR Jan-Feb 2012)
contributes 30-45% of overall operating costs for Full Service Carriers (FSCs) and 40-55% for Low cost carriers (LCCs) and hence the impact of this development is that the taxation differential (between currently applicable sales tax rates, averaging around 22-26% for domestic fuel uplifts and likely import duty, 8.5%- 10.0%) certainly suggests a large potential saving for airlines. Economic India aviation industry promises huge growth potential due to large and growing middle class population, favorable demographics, rapid economic growth, higher disposable incomes, rising aspirations of the middle class, and overall low penetration levels (less than 3%). The industry has grown at a 16% CAGR in passenger traffic terms over the past decade. Despite strong growth, air travel penetration in India remains among the lowest in the world. In fact, air travel penetration in India is less than half of that in China where people take 0.2 trips per person per year; indicating strong long-term growth potential. Despite reforms, the combined impact of 1) moderating passenger growth 2) lower yields due to excessive competitive 3) rising ATF prices 4) High cost of capital 5) steep rupee depreciation and 6) rising debt levels and interest costs, the profitability margins of the airlines industry have been severely impacted. Exhibit 4 shows the latest trends in ATF prices and rupee depreciation.
Exhibit 4: ATF Price Trends and Rupee Depreciation Trend (Source: ICRA Report on Indian Aviation Industry, March 2012)
Social The traditional joint-family system in India is rapidly breaking up. With increasing expenses and with more people migrating to cities for work, people are increasingly opting for nuclear and small families. This trend of smaller families has also bought a change to their lifestyles, with friends & relatives visiting more frequently and families taking more vacations implying greater frequency of travel. Air travel is finding a growing proportion of this additional travel, with smaller families making air travel for the entire family more affordable.
Technological Both Airbus and Boeing have launched airplane variants, which are almost 10-15% more fuel-efficient than existing planes. With ATF costs forming almost 60% of an LCCs operating expenses, such a development will drastically improve its Operating Profits. Further, with the explosive growth of online and mobile penetration, LCCs can leverage this channel to cut down on ticketing and distribution costs and follow a similar model as that adopted by western LCCs.
The recent hikes in railway fares have also provided an opportunity to influence some railway commuters to start using airlines. The fact that the government has allowed airlines to directly import ATF will lead to considerable cost savings as ATF accounts to more than 50% of its operating costs. But it also comes with extra costs involved in either setting up personal infrastructure to transport ATF to airports, or striking deals with existing domestic players who have the necessary infrastructure in place. Also, direct import of ATF will come with stricter credit terms, as compared to the current 60-90 days of credit as provided by domestic players. This will lead to higher debts in a time when liquidity is already a big concern. That being said, direct import will definitely lead to long-term gains. Threats Kingfisher currently faces direct competition from other domestic airlines, which operate in almost all sectors that Kingfisher operates in and offer more lucrative options in terms of pricing. Government initiatives in connecting major cities by direct non-stop trains (Duronto) also threatens to shift some airlines users to railways. The recent hike in service tax, which will be almost completely transferred to the customers, also threatens to reduce the market size. Other than the factors mentioned above, the rising ATF prices, global economic slowdown and the fact that current capacity in the air is much in excess of the demand, threaten to reduce the profits. Positive
Strengths Quality service
Negative
Weaknesses Bad reputation, due to recent cancellations of flights Tight liquidity
Innovation Modern and complete in-house training academy High brand recall
Internal External
High airport charges unsuitable for LCC model High ticket pricing (KF First and KF Class) Threats Tough competition from Air India as well as international players on global routes Government initiatives in railways with fast moving trains like Duronto Excessive regulations and taxations; recent hike in service tax Current capacity is much in excess of demand
Opportunities Rail fare hikes Growing middle class population; rising aspirations of middle class Indias rapid economic growth; higher disposable incomes Low penetration levels Expanding tourism business Direct ATF import has been allowed, although it comes with lower credit periods and requires infrastructure investment by the airlines
Relative Market Share With about 11.8% market share, Kingfisher Airlines is below the average market share and because of the recent financial problems led the firm to plead for a bailout. India's once second largest airline is beset with financial problems which has caused Kingfisher to cancel flights across its fleet. Pilots and crews have taken sick leave in protest against their salaries being delayed, oil companies have cut credit and are demanding fuel payments and aircraft on lease have been returned to their owners. Meanwhile shares have dropped significantly and growing debts have meant that Kingfisher Red, its budget division, has ceased flying profitably. Passengers are losing faith and looking to other airlines as the Indian airline industry struggles to come to terms with rising fuel costs and a battle on fare prices takes a grip.
Market share of Indian airlines (Source: DGCA report on market shares of domestic airlines)
Market Growth rate For calculating the market growth rate to be used in the BCG matrix, YOY CAGR Market growth rates both expected figures are considered and then given a rating over a scale of 1-9. All the four categories are considered to have a great growth considering various factors like huge market size, booming economy, rising disposable income, huge and fast growing middle class almost the size of US and increasing business opportunities in small towns increasing the demand for air travel. Following figure shows the market growth rates and in actual and expected and the corresponding rating.
Market
Growth
( YoY
CAGR) Low
Cost
Carrier Full
Service
Airline Cargo
Carrier Charter
Airline 13% 13% 8% 15% 31% 0% 13% 34% 8 8 6 9
Based on the two parameters (Relative market share and market growth rate), following BCG matrix report is generated. The area of the circles is proportional to the SBUs industry market size.
Question Marks
Stars
Cargo Carriers
Dogs Cash Cows
Chartered Airlines
segment is very much attractive. But considering a very low relative market share, Kingfisher need to improve a lot by differentiating itself from the other players, and move into stars. Currently they are in Question marks quadrant.
3. Cargo Carriers (CC): This is the Airline Freight Service, carrying specialized as well as general goods domestically. 4. Chartered Airlines (CA): This is a specialized Air-service, which includes renting, leasing or providing one-time services to private customers. Customers generally include other organizations, wealthy individuals or the Government.
(II) Identify Strongest Competitor of each Business There are a number of players in Indian domestic airline industry that compete in the above mentioned businesses. Kingfisher has the following strongest competitors in each of the business identified in the Step (I). 1. Low Cost Carriers (LCC): Jet Airways &IndiGo Airlines 2. Full Service Airlines (FSA): Jet Airways 3. Cargo Carriers (CC): Emirates SkyCargo, Indian Airlines 4. Chartered Airlines (CA): Jet Airways, Deccan Charter (III) Define & Weight criteria of Market Attractiveness In this step we enumerate the criteria/ parameters on which we decide the Market Attractiveness of the various businesses. Definition of the criteria beforehand is very important since it clarifies the parameters and helps us to rank the parameters and assign a weight of relevance to them. Following are the Parameters for calculating the Market Attractiveness:
1. Market Size: The size of the Industry to which the business belongs. The size can either be represented as a monetary value or in terms of any relevant parameter prevalent in the industry (such as Passengers etc).
Low
Cost
Carrier
(Billion
$) 41.4
Low
Cost
Carrier
(Billion
$) 126
Market
Size
Actual
Figure Full
Service
Airline
(Billion
$) Cargo
Carrier
(Billion
$) 18.6 2.64
Market
Size
Expected
Figure
(by
2020) Full
Service
Airline
(Billion
$) Cargo
Carrier
(Billion
$) 54 5.41
2. Market Growth: The rate at which the industry, to which the business belongs, is growing. This can be found as a trend from historical data. The growth rate represents the market in which the business is operative (domestic, if the business operates within the country; international, if business operates with a global scope).
Low
Cost
Carrier
(%) 31.4% Market
Growth
Rate
Actual
Figure Full
Service
Airline
(%) Cargo
Carrier
(%) 0% 12.5% Market
Growth
Rate
Expected
Figure
(by
2020) Full
Service
Airline
(%) Cargo
Carrier
(%) 13% 8% Charter
Airline
(%) 33.5%
3. Market Profitability: Market profitability is the profit potential of the market. This may be different from the profitability experienced by individual players. Market profitability depends on factors such as competition, supplier power, buyer power and threat of new entrants in the market. 4. Pricing Trends: This is a representative of the type of pricing scenario prevalent in the industry. Pricing trends may be intense price competition (price war), competitive pricing, monopolistic pricing etc 5. Opportunity to Differentiate Products/ Services: This parameter represents whether or not there is scope of differentiation in product/ services in order to get ahead of the competition. Industries dealing with commodity products/ services may have very less scope for differentiation, whereas industries dealing with specialized products/ services may have higher scope of product/ service innovation. 6. Entry Barriers: Whether or not the industry poses an entry barrier. Entry barrier are factors which discourage coming up of new players in the industry. Examples of Entry barriers may be Government Regulation, Hugeinitial capital investment etc. 7. Competitive Intensity/ Rivalry: The degree to which the players in the industry compete with each other to gain market share. Rivalry may range from intense to no rivalry at all. 8. Distribution Structure Requirements: This parameter represents whether or not distribution infrastructure is required to succeed in the industry. Some industries are distribution intensive and they require investment in developing distribution channels and infrastructure, whereas some industries do not require heavy distribution channels investments. 9. Necessary Company Investments: Whether or not timely investments are required to sustain position and grow in the industry. Some industries pose a regular demand of investments to sustain position in the industry. Such investments may be of R&D nature or maintenance nature etc. 10. Overall Risk of returns in the Industry: This parameter represents the riskiness of the industry. Riskiness is in the terms of Returns on Investments (ROI). Whether the industry results in sure-shot and predictable returns or there is hardly any predictability in the returns from the industry.
Rating the Market Attractiveness Parameters Following weighting criteria was used:
A scale of 0-10 was used to rate the parameters of Market Attractiveness. A rating of 0 signifies Extremely Low value of the parameter as compared to the values of that parameter in other industries. A rating of 10 similarly signifies an Extremely High value of the parameter as compared to the values of parameter in other industries. The values corresponding to the various Parameters were found and compared with the values of parameters for other similar industries. Based on the comparison, rating was done for all the businesses identified in the Step (I). This rating along with the weighting helps to calculate the overall market attractiveness of each of the businesses. Following figure shows the ratings assigned to the different parameters:
Weighting of the Market Attractiveness Parameters A weight was assigned to each of the Market Attractiveness Parameters based on their relevance in the calculations of the Market Attractiveness of the industry. The relevance of the various parameters was judged by discussing the effect that the parameter may have on the industry attractiveness. The parameters which were found to have a higher influence on the Market Attractiveness were assigned higher weights (Higher Relevance) that those which had little or no influence on the Market Attractiveness. Following rule was followed while assigning weights: 1. Parameters with higher relevance with respect to Market Attractiveness were assigned higher weights. 2. Sum of all weights equal 1. Wi = 1 where Wi = ith Weight
3. No parameter was assigned sum of more than 1 or less than 0. Following Figure shows the weights assigned to every parameter for each of the identified businesses.
(IV) Define & Weight Criteria of Competitive Strength In this step we enumerate the criteria/ parameters on which we decide the Market Attractiveness of the various businesses. Definition of the criteria beforehand is very important since it clarifies the parameters and helps us to rank the parameters and assign a weight of relevance to them. Following are the Parameters for calculating the Market Attractiveness: 1. Company Image: It is the Brand Value or the trust, liking and loyalty the Company commands. It is based heavily on the past performance of the company, level of its commitment towards the customers, quality of Products/ Services and the after sales services etc. 2. Market Share: It represents the chunk of the industry market size served by the companys business. Again, it may be represented in monetary terms or in terms in which the industry market size has been defined (such as number of Passengers). 3. Strength of Assets & Core Competencies: It represents the level of operative expertise of the company in the business. It also represents the ease and the certainty with which the company creates value using its assets. Core competencies are core business strengths of the company. 4. Record of Technological and other Innovations: This parameter is the representative of the dedication of the company towards innovation in the industry. Whether or not the company involves in regular innovation of its products/ services to create value for the customer. 5. Distribution Strength and Production Capacity: This parameter represents the expertise of the company in distributing its products/ services. It is also a representative of the investments or commitments made by the company to develop & maintain its distribution channels. 6. Access to Financial and other Investment Resources: whether finance is readily available or not to fund future growth in the industry. 7. Product Quality: The perceived quality of the product/ service and the level of commitment of the company to ensure the quality of its products/ services.
8. Relative Cost Position: Whether the company is able to induce low cost in the production and/or delivery of its products/ services. Cost incurred is inversely related to the competitive strength, higher the cost incurred relative to the competitors, lower the competitive strength. 9. Delivery Time: This parameter is a representative of the time taken by the company to deliver its products/ services. Shorter delivery times are better. 10. Sales Force: How efficient and capable is the sales force of the company. Both the strength and the capability of the sales force is taken into consideration. Rating the Competitive Strength Parameters Following weighting criteria was used:
A scale of 0-10 was used to rate the parameters of Competitive Strength. A rating of 0 signifies Extremely Low value of the parameter as compared to the values of that parameter for other players in the industry. A rating of 10 similarly signifies an Extremely High value of the parameter as compared to the values of parameter for other players in the industries. The values corresponding to the various parameters were found and compared with the values of parameters for other players in the industries. Based on the comparison, rating was done for all the businesses identified in the Step (I). This rating along with the weighting helps to calculate the overall market attractiveness of each of the businesses. Following figure shows the ratings assigned to the different parameters:
Weighting of the Competitive Strength Parameters A weight was assigned to each of the Competitive Strength Parameters based on their relevance in the calculations of the Competitive Strength of the company in the given
industries. The relevance of the various parameters was judged by discussing the effect that the parameter may have on the companys competitive advantage over other companies in the industry. The parameters which were found to have a higher influence on the Competitive Strength were assigned higher weights (Higher Relevance) that those which had little or no influence. Following rule was followed while assigning weights: 1. Parameters with higher relevance with respect to Competitive Strength were assigned higher weights. 2. Sum of all weights equal 1. Wi = 1 where Wi = ith Weight 3. No parameter was assigned sum of more than 1 or less than 0. Following Figure shows the weights assigned to every parameter for each of the identified businesses.
(V) Draw GE/ McKinsey Portfolio Matrix In order to draw the GE/ McKinsey Portfolio Matrix, a weighted average score was calculated for the Market Attractiveness Parameters and the Competitive Strength Parameters. This weighted average score was arrived at by multiplying the rating of the parameters with the respective weights assigned to the parameters. Figure 6 below show the weighted average values for the two sets of parameters. Calculating the weighted average for all the parameters, we choose Market size as our key parameter for construction of the GE/ McKinsey Matrix. It was constructed based on the market size as the key parameter for circle size.
(VI)
Interpret Portfolio & Develop Strategy Following is the Interpretation of the Portfolio Analysis for the different businesses:
1. Low Cost Carriers (LCC): The Portfolio Analysis clearly shows that the Low Cost Carriers has below average Industry Attractiveness and the Business Unit Strength of Kingfisher in the industry is also below average. This means that the Low Cost Carrier is not such an attractive Industry when considered with a future perspective of next 8 years. Also the Kingfisher does not have any competitive advantage in the industry and is not doing better than the competitors. Strategy Recommended: Harvest 2. Cargo Carrier (CC): The Portfolio analysis clearly shows that the CC has above average Industry Attractiveness and Kingfisher has average Competitive Strength in this Industry. This means that in the future CC industry in India is likely to become more attractive than what it is today (industry growth). Also, Kingfisher is going at par with the competitors as in terms of performance in the Industry. Strategy Recommended: Hold 3. Full Service Airlines (FSA): The Portfolio analysis shows that the FSA business above average Industry Attractiveness and Kingfisher has above average Competitive Strength in the business. This clearly means that the FSA industry will become more attractive in the future and has profitability potential when considered with a long term perspective. Also, Kingfisher is doing slightly better than other players in the FSA industry. This may be the result of an inherent competitive advantage enjoyed by Kingfisher. Kingfisher must consider this competitive advantage while framing its future strategy. Strategy Recommended: Hold
4. Chartered Airlines (CA): Analysis of the GE Matrix reveals that the CA industry is the most attractive when considered from a long-term perspective for the company. The CA business has significantly above average Industry Attractiveness score and Kingfisher has well-above-average competitive strength in this industry. This means that CA industry is very likely to become an attractive industry in the future with significant profitability potential. Also, the Kingfisher has significant competitive advantage in the CA industry and is doing considerably better than its competitors in the industry. This competitive advantage is very critical to the company and must be taken into account while framing the companys future strategy and deciding future investments. Strategy Recommended: Grow
Ansoff Matrix
Ansoff matrix helps a firm decide their market growth as well as product growth strategies. The 2 questions which the Ansoff Matrix can answer is How can we grow in the existing markets and What amends can be made in the product portfolio to have better growth. The matrix is divided in two quadrants The product quadrant and the market quadrant. The Product quadrant on the X-axis is further divided into Existing products and new products. The market scenario on the Y-axis is divided into existing markets and new markets. Thus the Ansoff matrix divides a firm on the basis of the products it has existing products or new products, as well as the markets it is in existing markets or new markets. Depending on the characteristic of each, the marketing strategy is decided. These marketing strategies are as follows. 1) Market Penetration In the Ansoff matrix, market penetration is adopted as a strategy when the firm has an existing product and needs a growth strategy for an existing market. 2) Market Development Market development is the second market growth strategy, which can be adopted as per the Ansoff matrix. The market development strategy is used when the firm targets a new market with existing products. There are many possible ways of approaching this strategy, including: New geographical markets; for example exporting the product to a new country New product dimensions or packaging: for example New distribution channels Different pricing policies to attract different customers or create new market segments 3) Product development Product development in the Ansoff matrix refers to firms, which have a good market share in an existing market and therefore might need to introduce new products for expansion. 4) Diversification Diversification is a strategy used in the Ansoff matrix when the product is completely new and is being introduced in a new market. This is an inherently more risk strategy because the business is moving into markets in which it has little or no experience. For a business to adopt a diversification strategy, therefore, it must have a clear idea about what it expects to gain from the strategy and an honest assessment of the risks. The following growth strategies were studied for Kingfisher airlines. Some of them are strategies already adopted by the airline; competitors adopt some others, while some are innovative and new to the industry.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
New customers through associations with malls and brands Code sharing and alliances with other airlines Unbundling the seat cost, reduce seat cost and charge extra for check in baggage New routes Apps for smart phones Co-branding with credit card companies Advertisements on fuselage/tail Holiday packages Wider seats Associations with malls and brands (Earn miles through shopping) Satellite phones for Kingfisher First and KF Class Tie ups with hotels and car rentals Airport lounges (sell food and internet services) Smokeless cigarettes on board Kingfisher First (an upgrade over KF Class)
New
11
12 13
Existing
9 10 14
15
Existing
New
References
Industry Reports 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Indian Airlines Industry Sector View, Ideas1st Research, August 24th 2010 Indian Aviation Industry, ICRA Research, March 2012 An Assessment of Indian Air Cargo Industry, IMRS Advisory, September 2008 India's domestic aviation market shows rapid growth in first half, CAPA Centre for Aviation, September 14th 2011 Aviation, IBEF Research, March 2012 Directorate General of Civil Aviation Report, March 2012 Strategic Analysis of Air Cargo Market Opportunities in India, Frost & Sullivan, September 2009 Aviation Industry in India - Challenges for the Low Cost Carriers, Shashi Sharma, May 2007 Report on Indian Aviation: Scaling New Heights, Deloitte in association with FICCI & CII Now Everyone Can Fly : Air Asia; SAGE India and the Middle East Aviation Market Analysis; OAG Market Intelligence; October 2011
Articles & Websites 1. http://www.transportweekly.com/pages/en/news/articles/89759/ 2. http://www.rediff.com/getahead/2007/oct/22cards.htm 3. http://www.researchandmarkets.com/reports/1096358/strategic_analysis_of_air_cargo_mark et 4. http://smartinvestor.in/market/Features-109000-FeaturesdetStock_Analysis_Cairn_India_Biocon.htm 5. http://dgca.nic.in/dgca/dgca-ind.htm 6. http://info.shine.com/Industry-Information/Aviation/140.aspx 7. http://www.strategicbriefings.com/2011/india/low-cost-airlines-creating-travel-revolution-inindia/ 8. http://smartinvestor.in/market/Features-109000-FeaturesdetStock_Analysis_Cairn_India_Biocon.htm 9. http://en.wikipedia.org/wiki/Low-cost_carrier 10. http://tejas-iimb.org/articles/34.php 11. http://en.wikipedia.org/wiki/Kingfisher_Xpress 12. http://www.flykingfisher.com/ 13. http://www.jetairways.com/EN/IN/Home.aspx 14. http://www.goindigo.in 15. http://www.flykingfisher.com/media-center/press-releases.aspx 16. http://www.moneycontrol.com/news/business/budget-2012-13-import-atffdi-not-approvedpranab-tells-airlines_681164.html 17. http://www.financialexpress.com/news/direct-atf-import-to-cost-states-rs-2-500-cryr/919667/ 18. http://www.mid-day.com/news/2012/mar/170312-Importing-jet-fuel-is-fine-but-where-willyou-store-it.htm Financial and Annual Reports 1. KF Results Q3 FY12 2. Kingfisher Annual Report 2010 2011 3. Jet Airways Annual Report 2010 2011