Introduction:• Indian airline industry was one of the fastest growing airline industry across the world during the last decade.• India has private airlines as its key players.• 75% of the market share is owned by the private sector.• KFA launched its domestic air service operations in May 2005. Promoted by UB group and offered a single class- “Kingfisher Class”.• Within the first six months of its launch, KFA managed to corner a 6% market share in the domestic air travel mark.• KFA is one of only six airlines in the world to have a five-star rating from Skytrax.• Kingfisher Airlines Limited, is Indias 2nd largest airline operating more than 400 flights a day.• Has received 30 awards for innovation, customer responsiveness and was voted the Best New Airline of the year within months of its launch.• In year 2007-08 KFA merged with Deccan Aviation Pvt Ltd.• Kingfisher acquired 46% of Air Deccan. Deccan was named as Kingfisher Red.• KFA now offers services under following classes, Kingfisher First - caters to premium business class passengers, Kingfisher Class - offers economy class service to its passengers and Kingfisher Red offers low basic class of service.
SWOT ANALYSIS Strengths: Weakness: •First airline with full new fleet of • Offered services are very aircraft expensive. •Brand Image sst • Yet to breakeven •Unmatched In-flight service •Exclusive terminal share deal • High attrition. Opportunities : Threats: •Under penetrated market •Existing Operators •International market •Untapped cargo market •Infrastructure issue •Expanding tourism industry •Fuel price hike •Route rationalisation •Economic slowdown
Distribution of costs(%)Kingfisher Airlines Ltd. Jun-06 Jun-07 Mar-08 Mar-09 Mar-10 Mar-11Currency: Rs. Million (Non-Annualised) 15 mths 12 mths 9 mths 12 mths 12 mths 12 mthsDistribution of total expenses 100 100 100 100 100 100 Operating expenses 95.5 95.7 121.6 90.2 83.6 83.9 Financial charges 2.9 2.4 4.4 9.9 18 17.5 Provisions 0.1 0 0 0.1 0 0.2 Non-cash charges 1.4 1.7 2.1 2.2 3.1 3.4 Prior period and extra-ordinary expenses 0 0 0 4.5 6 1.6 Provision for direct tax 0.2 0.1 -28.1 -7 -10.8 -6.6
Competitors Study Distribution of Costs (%) Air Transport Services Provisions Prior period and RawCurrency: Rs. Non- extra- Provision materials Compensatio Rent &Million (Non- Operating Financial cash ordinary for direct , stores & n to leaseAnnualised) Year expenses charges charges expenses tax spares employees rentJet Airways (India)Ltd. Mar-10 81.96 8.83 0.44 8.77 0 0 0.8 13.32 3.62Jet Lite (India) Ltd. Mar-10 92.8 3.38 0.42 2.74 0.65 0 0.86 10.08 3.29Kingfisher AirlinesLtd. Mar-10 83.59 18.05 0 3.13 5.99 -10.76 0 12.02 1.85Spicejet Ltd. Mar-10 97.01 1.12 0 1.25 0.33 0.29 0 8.57 0.36
Cost categories: 1. Fuel cost 2. Flying operation labor, hours of flight crew(pilots,co- pilots,flight engineers) 3. Passenger service labour,(flight attendents) 4. Air traffic and servicing labour (ground personnel servicing aircraft, handling passengers) 5. Maintenance labour(labour involved in maintenance of flight equipment, ground property) 6. Maintenance material 7. General overhead (admin,utilites,insurance,communications) 8. Air transport association cost, landing fees, rental expense for ground property
Volume based cost drivers: • It appears that only costs of personnel who handle passengers, handle reservations and sales vary in direct proportion to the actual outputs. • Fuel consumption, scheduled flight crew and attendants vary more with aircraft size, seating capacity, distance compared to actual number of passengers • Expenditures on ground property and equipment, general overhead and maintenance overhead are associated with airlines overall productive capacity compared to actual number of passengers • Cost of maintenance will vary with no. of flights, hrs flown and characteristic such as no. of engines
Operation based cost drivers:• Aircraft type: Aircraft choices depend on network characteristic, route length, traffic density and availability of models.• Aircraft size and Average stage length: If the volume of traffic is heavy for a carrier then a larger aircraft would generate more revenues for a given level of flight crew members. – Average stage length- It is the average length of a carrier flights in miles, it increases economies as fuel consumption is greater during take off and landing• Hub concentration: Concentrating production geared towards high volume• Scale : Ground property and equipment ,general overhead, maintenance labour etc have a increasing return to scale.
Debt Restructuring KFA is working on a strategy to cut its burgeoning Rs 7000 Cr debt to a reasonable limit. • A consortium of 13 banks converted a Rs 750 Cr loan into 23.37% equity in the airline. • Management proposing a preferential issue of equity to the promoters to infuse Rs 2000 Cr. • Issue of equity to the promoters and other investors worth Rs 800 cr. • Plans to raise close to Rs 900 Cr by selling Kingfisher House, the airlines headquarters near the Mumbai domestic airport, and other real estate. • Rs 700 Cr more by changing the leases on its aircraft from financial to operating. • FDI from strategic partners. But dilution of stake depends on government policy. • Convert part of its rupee loans into low cost foreign currency loans. • Explore raising capital through GDR.
Financial Restructuring • KFA suffered a loss of Rs 1027 Cr 2010-11 and reported a loss of Rs 468.66 Cr in 2nd quarter. Attributed the loss mainly to high fuel charges and interest burden. • Focus on reducing the interest cost of 14% • KFA has reduced its overall cost ,except fuel, by 6% • Operational revenue grew by almost 10% but EBIDTA declined due to significant rise in fuel cost. • KFA has applied for direct import of fuel, will not need to pay sales tax.
Operational Restructuring• Fleet structure, route network and company policies on remuneration are the key factors affecting indirect operating costs.• Focus on the top end of the pyramid as Kingfisher Class has generated higher yields & posted better load factors than Kingfisher Red.• The fewer different aircraft types an airline has, the lower the cost. Maintenance, training & staffing is simplified.• Till Mar 2011, KFA has airbus fleet size of 60 aircrafts.• Reduce deployed capacity. Remove flights from low frequency routes.• Returning surplus aircrafts to the leasing co. would reduce aircraft maintenance cost.• Can look for options of hedging the fuel requirement.