IndiGo is an Indian low-cost airline founded in 2006 that has grown to become the largest airline in India by market share. It began operations in 2006 and by 2012 surpassed other Indian carriers to become the largest airline. IndiGo placed the largest single aircraft order in history with Airbus in 2015. The airline focuses on low fares, on-time departures, and courteous service. It operates primarily domestic routes in India but also flies to a handful of international destinations. IndiGo emphasizes low costs and efficiency throughout its operations and aims to provide an hassle-free travel experience to customers.
This document provides an overview and strategic analysis of IndiGo Airlines, India's largest passenger airline. Some key points:
- IndiGo has a 38.5% market share and operates flights to 46 domestic and international destinations with a fleet of 131 aircraft. It is a low-cost airline headquartered in Gurgaon.
- A PESTLE analysis identifies opportunities like growing middle class and GDP but also threats like rising fuel prices. Porter's five forces analysis finds high competitive rivalry and bargaining power of suppliers.
- IndiGo's core competencies include low fares, operating a single aircraft type, quick turnaround times, and its brand. Its strategy focuses on these competencies through
IndiGo Airlines is a low-cost carrier that operates 399 daily flights to 33 destinations in India and abroad. It uses a hub-and-spoke model and focuses on keeping costs low by not providing complimentary meals and concentrating operations on high traffic routes to limit investments. A key to IndiGo's success has been strategic aircraft deals, including a 2005 deal with Airbus for 100 planes at exceptional prices and with Airbus responsible for maintenance, as well as keeping planes airborne for 12 hours per day to maximize revenue through efficient turnaround times under 31 minutes.
Another area where Indigo can evaluate diversification is working out value addition for its passengers by offering bundled app driven taxi services for airport pick up and drop. Rather than starting its own app based taxi service, it should tie up with existing players like Uber and Ola. Working on a revenue sharing model rather than owning a subsidiary will enable roll out of highly value driven service for its passengers without any expenditure and also increase its bottom line.
Indigo Airlines is India's largest airline and follows a low-cost carrier business model. It focuses on cost leadership through strategies like operating only Airbus A320 aircraft, having fewer employees per plane than competitors, and achieving quick turnaround times. Indigo has had success through maintaining on-time performance, high passenger loads, and low cancellation rates. To continue its growth, Indigo should explore opportunities in cargo transportation, expand internationally as a low-cost carrier, and gradually increase its product offerings.
IndiGo Airlines is India's largest airline by market share. It is a privately owned low-cost carrier based in Gurgaon, Haryana, India that started operations in 2006. IndiGo focuses on keeping costs low by only operating Airbus A320 aircraft and not providing meals or entertainment. This strategy has helped IndiGo become profitable when other Indian airlines struggle. It now operates over 300 daily flights to 33 domestic and international destinations.
IndiGo is India's largest airline by market share, founded in 2006 by Rahul Bhatia and Rakesh Gangwal. It operates as a low-cost carrier with over 100 Airbus aircraft serving 41 destinations. IndiGo utilizes various cost-saving strategies like bulk purchases of a single aircraft type, sale-and-leaseback financing, and efficient turnaround times. These strategies have allowed IndiGo to become the most profitable airline in India and the second largest low-cost carrier in Asia.
IndiGo has established itself as the market leader in the Indian airline industry over the past 10 years through unique strategic practices. It currently has a 36.5% market share and lacks close competitors. The document provides background information on IndiGo's history, operations, and the Indian airline industry. It covers topics such as market size, growth factors, threats, and Porter's five forces analysis of the competitive environment.
IndiGo is an Indian low-cost airline founded in 2006 that has grown to become the largest airline in India by market share. It began operations in 2006 and by 2012 surpassed other Indian carriers to become the largest airline. IndiGo placed the largest single aircraft order in history with Airbus in 2015. The airline focuses on low fares, on-time departures, and courteous service. It operates primarily domestic routes in India but also flies to a handful of international destinations. IndiGo emphasizes low costs and efficiency throughout its operations and aims to provide an hassle-free travel experience to customers.
This document provides an overview and strategic analysis of IndiGo Airlines, India's largest passenger airline. Some key points:
- IndiGo has a 38.5% market share and operates flights to 46 domestic and international destinations with a fleet of 131 aircraft. It is a low-cost airline headquartered in Gurgaon.
- A PESTLE analysis identifies opportunities like growing middle class and GDP but also threats like rising fuel prices. Porter's five forces analysis finds high competitive rivalry and bargaining power of suppliers.
- IndiGo's core competencies include low fares, operating a single aircraft type, quick turnaround times, and its brand. Its strategy focuses on these competencies through
IndiGo Airlines is a low-cost carrier that operates 399 daily flights to 33 destinations in India and abroad. It uses a hub-and-spoke model and focuses on keeping costs low by not providing complimentary meals and concentrating operations on high traffic routes to limit investments. A key to IndiGo's success has been strategic aircraft deals, including a 2005 deal with Airbus for 100 planes at exceptional prices and with Airbus responsible for maintenance, as well as keeping planes airborne for 12 hours per day to maximize revenue through efficient turnaround times under 31 minutes.
Another area where Indigo can evaluate diversification is working out value addition for its passengers by offering bundled app driven taxi services for airport pick up and drop. Rather than starting its own app based taxi service, it should tie up with existing players like Uber and Ola. Working on a revenue sharing model rather than owning a subsidiary will enable roll out of highly value driven service for its passengers without any expenditure and also increase its bottom line.
Indigo Airlines is India's largest airline and follows a low-cost carrier business model. It focuses on cost leadership through strategies like operating only Airbus A320 aircraft, having fewer employees per plane than competitors, and achieving quick turnaround times. Indigo has had success through maintaining on-time performance, high passenger loads, and low cancellation rates. To continue its growth, Indigo should explore opportunities in cargo transportation, expand internationally as a low-cost carrier, and gradually increase its product offerings.
IndiGo Airlines is India's largest airline by market share. It is a privately owned low-cost carrier based in Gurgaon, Haryana, India that started operations in 2006. IndiGo focuses on keeping costs low by only operating Airbus A320 aircraft and not providing meals or entertainment. This strategy has helped IndiGo become profitable when other Indian airlines struggle. It now operates over 300 daily flights to 33 domestic and international destinations.
IndiGo is India's largest airline by market share, founded in 2006 by Rahul Bhatia and Rakesh Gangwal. It operates as a low-cost carrier with over 100 Airbus aircraft serving 41 destinations. IndiGo utilizes various cost-saving strategies like bulk purchases of a single aircraft type, sale-and-leaseback financing, and efficient turnaround times. These strategies have allowed IndiGo to become the most profitable airline in India and the second largest low-cost carrier in Asia.
IndiGo has established itself as the market leader in the Indian airline industry over the past 10 years through unique strategic practices. It currently has a 36.5% market share and lacks close competitors. The document provides background information on IndiGo's history, operations, and the Indian airline industry. It covers topics such as market size, growth factors, threats, and Porter's five forces analysis of the competitive environment.
IndiGo Airlines is India's largest domestic low-cost airline with a 38.9% market share. It was founded in 2006 and has grown its fleet to 109 aircraft. IndiGo maintains high operational reliability and award-winning customer service. The document outlines IndiGo's competitors including Jet Airways, Air India, SpiceJet, and Go Air. It analyzes IndiGo's strengths such as operational excellence, low costs, and an order of 250 fuel-efficient Airbus 320 Neo aircraft. The strategy proposed in the document is to use a "war room" approach with storyboards to visualize strategic options that help IndiGo achieve its mission of providing low fares and on-time performance.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
Indigo has achieved success through strategic deals on aircraft purchases, an efficient hub and spoke model, and focusing operations on high traffic routes to reduce costs. In contrast, Kingfisher offered luxury services like lounges and in-flight entertainment, but faced challenges maintaining profitability. The document then provides statistics on Indigo's growth in market share and details on its operations strategy centered around on-time flights and high aircraft utilization to maximize revenues.
This document provides background information on IndiGo Airlines, including its history, expansion both domestically and internationally, and business model. It was founded in 2006 and focuses on low costs through strategies like a single aircraft type, no frills, and direct ticket sales. By 2012, it had become the largest airline in India in terms of market share through consistent emphasis on punctuality and low operating expenses.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
Indigo Airlines is one of the fastest growing airlines in India that commenced operations in August 2006. Headquartered in Gurgaon, Indigo has a fleet of 399 flights connecting 33 destinations across India. Led by Chairman Rahul Bhatia and President Aditya Ghosh, Indigo aims to provide affordable fares, on-time performance, and hassle-free service to customers. It has experienced significant growth and plans to expand its network of destinations further in the coming years.
The document summarizes the key differences between low cost carriers (LCCs) like Indigo Airlines and full service airlines (FSAs). It notes that LCCs operate point-to-point flights from secondary airports, use a single fleet type, offer single-class cabins with reduced seat pitch, restrict baggage and have minimal in-flight services. This allows LCCs to reduce costs related to airport charges, maintenance, training, turnaround times and distribution. The document then discusses how Indigo Airlines was able to become highly profitable despite the industry's losses by increasing fleet capacity and passenger traffic while others declined. Indigo maintains high customer ratings through consistent, quality service and strong operational and financial performance.
The document provides information about IndiGo Airlines, the largest airline in India. It discusses IndiGo's strategies for success, including managing to close a deal for 100 aircraft at a low down payment and bulk purchase of Airbus A320 aircraft. It also discusses IndiGo's operations with only economy class and no meals or entertainment provided. IndiGo saves fuel through software optimization, Airbus A320 NEO aircraft, fuel hedging, and engine shutdown during taxiing. The document also lists IndiGo's domestic and international destinations.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
This document provides an overview and analysis of IndiGo Airlines. It begins with an agenda and background on the aviation industry and IndiGo Airlines. It then performs a PEST, Porter's 5 Forces, SWOT, and TOWS analysis of IndiGo. It discusses IndiGo's market leadership strategies, branding, product mix, and promotional strategies. It concludes with recommendations for IndiGo's future growth.
IndiGo is an Indian low-cost airline founded in 2006 that aims to provide affordable fares, on-time performance, and hassle-free service. It is owned by InterGlobe Enterprises and Caelum Investments and has a fleet of 93 aircraft serving 38 domestic and 5 international destinations. IndiGo has the largest market share in India at 39% and has been profitable consistently since 2011-2012. It uses effective advertising strategies across various media to promote its brand.
The document provides an overview of the airline industry in India. It discusses the history of the industry from 1912 onwards and how the government established Air India and Indian Airlines in 1953. It also covers key topics like demand drivers, market size, major costs, pricing factors, impact on the economy, major airlines (SpiceJet, IndiGo, Jet Airways), technology, regulations, and competition in the industry. It concludes that India's aviation industry has significant untapped growth potential and stakeholders should collaborate with policymakers to implement decisions that boost the industry.
IndiGo was founded in 2006 by Rahul Bhatia and Rakesh Gangwal. It began operations in 2006 with one aircraft and has grown to become India's largest airline by market share as of 2017, operating a fleet of 144 aircraft to 48 destinations. IndiGo focuses on providing low fares, on-time flights, and a courteous travel experience. It has expanded rapidly through large aircraft orders from Airbus and has experienced consistent profitability.
Indigo airlines is India's largest airline by market share. It focuses on providing affordable air travel to lower middle class and middle class customers. Indigo has achieved success through strategies like operating a single type of aircraft to reduce costs, maintaining high on-time performance and passenger load factors, and offering no-frills service at low fares. It aims to continue expanding its network of destinations and increasing market share to solidify its position as the leading low-cost carrier in India.
Strategic growth analysis indi go airlinesJatinder Singh
Indigo Airlines is the largest domestic low-cost airline in India with a 38.9% market share. The document analyzes Indigo's growth strategy, noting it has primarily followed an organic "growth by scaling" approach by steadily increasing operations and profitability since 2011 while maintaining margins. The analysis also considers scenarios involving changes in aviation fuel prices and competition. It concludes Indigo is well positioned for continued growth given positive demand forecasts and its fuel efficient upcoming aircraft orders that competitors may find difficult to match.
This document provides an industry analysis of the Indian airline industry. It includes a timeline of major milestones in the industry, lists the major operational airlines in India, and discusses factors like demand, costs, regulations, and key players. It analyzes segments in the industry like low cost carriers versus full service carriers, and domestic versus international travel. Major airlines like Jet Airways, SpiceJet, and Kingfisher are discussed. The future outlook is also addressed.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
1. The Amul brand's "Big Idea" centers around delicious taste and humorously commenting on everyday life issues from the perspective of the iconic Amul girl mascot.
2. Created in 1966, the Amul girl - a cute 4-year-old in polka dots - comments on current events and controversies through witty advertisements.
3. The Amul girl campaign has been hugely successful, helping Amul become India's largest food brand with annual sales growing from 1000 tonnes to over 25,000 tonnes since 1966. The emotional connection to customers through humor and relatability has ensured Amul's ongoing popularity and success.
Gr8 Sports is a sports academy that aims to train students in basketball and help improve India's ranking in international basketball. It plans to bring in experienced coaches and trainees to teach students skills and techniques. The academy hopes to partner with schools to identify and develop talented young players. It will start small but hopes to expand by opening more branches across cities over time. The goal is to promote basketball in India and help the country succeed in international competitions like the Olympics.
IndiGo Airlines is India's largest domestic low-cost airline with a 38.9% market share. It was founded in 2006 and has grown its fleet to 109 aircraft. IndiGo maintains high operational reliability and award-winning customer service. The document outlines IndiGo's competitors including Jet Airways, Air India, SpiceJet, and Go Air. It analyzes IndiGo's strengths such as operational excellence, low costs, and an order of 250 fuel-efficient Airbus 320 Neo aircraft. The strategy proposed in the document is to use a "war room" approach with storyboards to visualize strategic options that help IndiGo achieve its mission of providing low fares and on-time performance.
IndiGo is India's largest passenger airline with a 43% market share. It operates as a low-cost carrier focusing on efficiency. IndiGo saves costs by [1] using a single aircraft type to reduce training/maintenance costs, [2] offering only economy class with no meals or entertainment included, and [3] maintaining high aircraft utilization through frequent point-to-point routes and quick turnarounds. These operational efficiencies have allowed IndiGo to achieve 10 consecutive years of profitability.
Indigo has achieved success through strategic deals on aircraft purchases, an efficient hub and spoke model, and focusing operations on high traffic routes to reduce costs. In contrast, Kingfisher offered luxury services like lounges and in-flight entertainment, but faced challenges maintaining profitability. The document then provides statistics on Indigo's growth in market share and details on its operations strategy centered around on-time flights and high aircraft utilization to maximize revenues.
This document provides background information on IndiGo Airlines, including its history, expansion both domestically and internationally, and business model. It was founded in 2006 and focuses on low costs through strategies like a single aircraft type, no frills, and direct ticket sales. By 2012, it had become the largest airline in India in terms of market share through consistent emphasis on punctuality and low operating expenses.
A report on how Indigo airlines made their strategies and how they compete with such a huge market in airlines. This report is the detail description on their marketing mix, Brand value and Brand equity.
Indigo Airlines is one of the fastest growing airlines in India that commenced operations in August 2006. Headquartered in Gurgaon, Indigo has a fleet of 399 flights connecting 33 destinations across India. Led by Chairman Rahul Bhatia and President Aditya Ghosh, Indigo aims to provide affordable fares, on-time performance, and hassle-free service to customers. It has experienced significant growth and plans to expand its network of destinations further in the coming years.
The document summarizes the key differences between low cost carriers (LCCs) like Indigo Airlines and full service airlines (FSAs). It notes that LCCs operate point-to-point flights from secondary airports, use a single fleet type, offer single-class cabins with reduced seat pitch, restrict baggage and have minimal in-flight services. This allows LCCs to reduce costs related to airport charges, maintenance, training, turnaround times and distribution. The document then discusses how Indigo Airlines was able to become highly profitable despite the industry's losses by increasing fleet capacity and passenger traffic while others declined. Indigo maintains high customer ratings through consistent, quality service and strong operational and financial performance.
The document provides information about IndiGo Airlines, the largest airline in India. It discusses IndiGo's strategies for success, including managing to close a deal for 100 aircraft at a low down payment and bulk purchase of Airbus A320 aircraft. It also discusses IndiGo's operations with only economy class and no meals or entertainment provided. IndiGo saves fuel through software optimization, Airbus A320 NEO aircraft, fuel hedging, and engine shutdown during taxiing. The document also lists IndiGo's domestic and international destinations.
IndiGo was set up in early 2006 by Rahul Bhatia and Rakesh S Gangwal.
IndiGo is an Indian Low-cost airline with only economy class seating.
It’s headquarter is at Gurgaon, India.
It is the largest airline in India in terms of passengers flown with market share of 36.5% as of September 2015.
This airline offers more than 647 daily flights connecting to 38 destinations.
It presently operates a fleet of 97 aircraft belonging to the Airbus A320 family.
In 2014, IndiGo carried 21.4 million passengers in the domestic sector alone.
India’s best on time performance and least flight cancellations.
It is also one of the fastest growing airlines in the world.
This document provides an overview and analysis of IndiGo Airlines. It begins with an agenda and background on the aviation industry and IndiGo Airlines. It then performs a PEST, Porter's 5 Forces, SWOT, and TOWS analysis of IndiGo. It discusses IndiGo's market leadership strategies, branding, product mix, and promotional strategies. It concludes with recommendations for IndiGo's future growth.
IndiGo is an Indian low-cost airline founded in 2006 that aims to provide affordable fares, on-time performance, and hassle-free service. It is owned by InterGlobe Enterprises and Caelum Investments and has a fleet of 93 aircraft serving 38 domestic and 5 international destinations. IndiGo has the largest market share in India at 39% and has been profitable consistently since 2011-2012. It uses effective advertising strategies across various media to promote its brand.
The document provides an overview of the airline industry in India. It discusses the history of the industry from 1912 onwards and how the government established Air India and Indian Airlines in 1953. It also covers key topics like demand drivers, market size, major costs, pricing factors, impact on the economy, major airlines (SpiceJet, IndiGo, Jet Airways), technology, regulations, and competition in the industry. It concludes that India's aviation industry has significant untapped growth potential and stakeholders should collaborate with policymakers to implement decisions that boost the industry.
IndiGo was founded in 2006 by Rahul Bhatia and Rakesh Gangwal. It began operations in 2006 with one aircraft and has grown to become India's largest airline by market share as of 2017, operating a fleet of 144 aircraft to 48 destinations. IndiGo focuses on providing low fares, on-time flights, and a courteous travel experience. It has expanded rapidly through large aircraft orders from Airbus and has experienced consistent profitability.
Indigo airlines is India's largest airline by market share. It focuses on providing affordable air travel to lower middle class and middle class customers. Indigo has achieved success through strategies like operating a single type of aircraft to reduce costs, maintaining high on-time performance and passenger load factors, and offering no-frills service at low fares. It aims to continue expanding its network of destinations and increasing market share to solidify its position as the leading low-cost carrier in India.
Strategic growth analysis indi go airlinesJatinder Singh
Indigo Airlines is the largest domestic low-cost airline in India with a 38.9% market share. The document analyzes Indigo's growth strategy, noting it has primarily followed an organic "growth by scaling" approach by steadily increasing operations and profitability since 2011 while maintaining margins. The analysis also considers scenarios involving changes in aviation fuel prices and competition. It concludes Indigo is well positioned for continued growth given positive demand forecasts and its fuel efficient upcoming aircraft orders that competitors may find difficult to match.
This document provides an industry analysis of the Indian airline industry. It includes a timeline of major milestones in the industry, lists the major operational airlines in India, and discusses factors like demand, costs, regulations, and key players. It analyzes segments in the industry like low cost carriers versus full service carriers, and domestic versus international travel. Major airlines like Jet Airways, SpiceJet, and Kingfisher are discussed. The future outlook is also addressed.
The document provides an analysis of the Indian aviation industry. It discusses key trends including consolidation in the industry, growing passenger numbers, the focus on low prices, and increasing capacity. It also outlines recent government initiatives to modernize airports and allow greater private investment and foreign ownership. The industry is growing rapidly, with passenger traffic increasing by 19.2% in early 2010 compared to the previous year. However, airlines face challenges from high fuel costs and fluctuations in the value of the rupee. Major players in the industry are discussed including Air India, Indigo, and Jet Airways.
1. The Amul brand's "Big Idea" centers around delicious taste and humorously commenting on everyday life issues from the perspective of the iconic Amul girl mascot.
2. Created in 1966, the Amul girl - a cute 4-year-old in polka dots - comments on current events and controversies through witty advertisements.
3. The Amul girl campaign has been hugely successful, helping Amul become India's largest food brand with annual sales growing from 1000 tonnes to over 25,000 tonnes since 1966. The emotional connection to customers through humor and relatability has ensured Amul's ongoing popularity and success.
Gr8 Sports is a sports academy that aims to train students in basketball and help improve India's ranking in international basketball. It plans to bring in experienced coaches and trainees to teach students skills and techniques. The academy hopes to partner with schools to identify and develop talented young players. It will start small but hopes to expand by opening more branches across cities over time. The goal is to promote basketball in India and help the country succeed in international competitions like the Olympics.
This document provides information about Amul butter, including its marketing mix strategies. Some key points:
- Amul butter has been the market leader in India for over 4 decades, with a current 88% market share.
- Amul follows a customer-based brand identity model to build emotional connections. Its mascot of the Amul girl aims to make the brand appealing through humor and Indian culture.
- Its marketing mix includes establishing the product as a staple spread through innovative advertising campaigns. Distribution reaches both urban and rural areas nationwide.
- Historical sales data shows Amul's turnover growing steadily over the past 20 years, indicating its brand strength and market dominance in the butter category.
Amul is a dairy cooperative brand managed by the Gujarat Cooperative Milk Marketing Federation. It was formed in 1946 and is jointly owned by 2.6 million milk producers in Gujarat. Amul spurred the white revolution in India, making the country the largest producer of milk and milk products in the world. Amul has a wide portfolio of dairy products and is the market leader in categories like butter, milk powder, cheese, and chocolate drinks. It maintains its brand identity through its mascot and tagline "Amul, the taste of India".
Advertising History of Amul - Asia's largest Dairy BrandNeha Shetty
The document discusses the history and success of Amul, an Indian dairy cooperative. It notes that Amul was established in 1946 by dairy farmers in Anand, Gujarat to gain bargaining power against monopolistic milk suppliers. Led by Dr. Verghese Kurien, Amul transformed India's dairy industry through cooperative organization and has become the largest milk producer in the world. A key factor in Amul's success has been its iconic advertising campaign featuring the Amul girl, which began in 1967 and provides humorous commentary on current events.
The document discusses product positioning strategies of Amul and Samsung. Amul has targeted different milk products to various customer segments like kids, young college students, and specific seasons. Amul has positioned itself as a healthy substitute to soft drinks and brought milkshakes and flavored milk to the beverages market. Samsung was founded in 1969 and became the world's largest consumer electronics brand by 2005. It is currently the top smartphone brand globally and focuses on the mid-to-high end segment. Samsung has positioned itself as a high-quality and innovative brand through concept stores, rural expansion, service centers and pioneering new technologies.
This is report made by Shivi Aggarwal, Ankita Maheshwari, Harsh Sanchay Grover and Madhusudan Partani Students of FORE School of Management ( FMG-18).
It attempts to measure Brand Equity of AMUL- Taste of India.
This document appears to be a presentation slide or title page that was presented to Ranjan Kantha Sir by Pootul Biswas, a student in the 4th semester of a BBA program. It includes the words "Distribution channel" but does not provide enough context in the limited text to form a complete summary.
The document discusses time management and provides tips for effective time management. It outlines benefits like being efficient and successful. Key obstacles include unclear objectives, disorganization, inability to say no, interruptions, periods of inactivity, and stress. The document recommends setting goals, prioritizing tasks, organizing, learning to say no, using waiting time productively, concentrating on tasks, and considering personal schedules. Celebrating successes is also suggested.
Amul and Nestlé are two large dairy companies that differ in several key aspects. Amul is an Indian dairy cooperative owned by milk producers in Gujarat, while Nestlé is a large multinational food and drink company headquartered in Switzerland.
Both companies have a wide range of dairy and other food products. Amul's products include milk, butter, cheese and ice cream, while Nestlé offers baby food, bottled water, coffee, chocolate and pet food.
The companies also employ different marketing strategies. Amul focuses on low-cost advertising using cartoon characters, while Nestlé utilizes personal selling, consistent global branding and tailored local production. Their packaging also differs, with Amul using
Project A aims to study changes in brand identity that have taken place at Airtel over time. Airtel was originally launched in 1995 with a focus on elite customers indicated by its black logo and "Power to Keep in Touch" tagline. Over time, Airtel expanded its target market and introduced a red logo in 2000 and taglines like "Touch Tomorrow" and "Live Every Moment" to appeal to more customers. Airtel's brand identity has evolved significantly through new taglines, advertising campaigns, and brand ambassadors to establish itself as a leader in India's telecom market.
Pepsi entered the Indian market in the late 1980s as the US market was becoming saturated and India represented a large, untapped market. However, entering India presented challenges as the economy was closed and the government intervened in foreign businesses. Pepsi overcame these challenges by launching an Indian brand called LAHAR PEPSI, pursuing political and public support, establishing joint ventures with local companies, and bringing new technology and jobs to India. While Pepsi faced some early losses and criticism for unfulfilled promises, it ultimately benefited from India's economic changes and established a long-term business serving Indian consumers.
The document discusses the history and advertising strategy of Amul, an Indian dairy cooperative. It describes how Amul hired Sylvester daCunha in 1966 to design an advertising campaign using topical political and cultural references. DaCunha created the iconic Amul girl cartoon character to represent the brand in a series of advertisements known for their humor and commentary on current events. The Amul girl campaigns using puns and mockery to represent a broad range of topics remain the longest running advertising campaign in the world.
Amul is an Indian dairy cooperative based in Gujarat that was formed in 1946 and is jointly owned by 3.6 million milk producers. It is managed by the Gujarat Co-operative Milk Marketing Federation Ltd. Amul products are now available in over 60 countries worldwide. The cooperative was very successful under the leadership of Dr. Verghese Kurien for more than 30 years.
Amul currently has a 65% market share in the milk shed area of India, which has a market potential of 231 lakh kg per day growing at an annual rate of 4%. Amul has a 40% market share in the ice cream and frozen desserts business, valued at an annual revenue of Rs. 2,500 crore. Amul's target market share is 35% in the first phase, 50% in the second phase, and 65% in the third phase. Amul follows a penetration pricing strategy and product positioning to increase its market share from 25% in 2012 to 40% in 2017.
Amul is the largest food brand in India and the world's largest pouched milk brand. It has an annual turnover of Rs. 42,778 million and handles over 10 million liters of milk per day from 2.6 million individuals across 13 district and 12,792 village co-operative societies. Amul was formed out of a cooperative movement started in 1946 in Kheda district of Gujarat after farmers revolted against unfair trade practices of private dairy owners and joined together to form dairy cooperatives under the guidance of leaders like Sardar Vallabhbhai Patel and Dr. Verghese Kurien.
The document summarizes the history, organizational structure, challenges, current products, performance, and future plans of Royal Enfield. It traces Royal Enfield's origins in England in 1890 and introduction to India in 1949. In the last decade, Royal Enfield faced issues with declining sales, but appointed a new CEO in 2005 who redesigned engines and improved quality. Currently, Royal Enfield offers the Bullet, Classic, and Thunderbird models and saw over 100,000 bikes sold in 2012. Future plans include a new variant, expanding production capabilities, and developing 750cc engines.
- Amul was formed in 1946 as a dairy cooperative in India owned by 2.6 million milk producers in Gujarat. It spurred India's "white revolution" making India the largest milk producer.
- Amul has a wide range of dairy products from cheese and ice cream to milk powders and health drinks. It aims to provide products for all types of consumers across price points.
- Amul uses integrated marketing communication including TV, print, and social media. Its iconic "Amul girl" cartoon advertisements comment on social and political issues.
Amul is an Indian dairy cooperative based in Anand, Gujarat that was founded in 1946. It is managed by the Gujarat Cooperative Milk Marketing Federation, which is jointly owned by 3.6 million milk producers. Amul spurred India's White Revolution and is now the largest food brand in India with annual revenues of $1 billion. Dr. Verghese Kurien is credited with Amul's success as the founder-chairman of GCMMF for over 30 years. Amul engages in various CSR initiatives like reconstructing schools damaged in earthquakes and conducting large-scale tree planting drives.
IndiGo has become the largest and most profitable airline in India within a decade of operations through effective marketing strategies. This document analyzes IndiGo's strategies, including how it successfully launched in a struggling industry by focusing on low costs and punctuality. It dominated market share by positioning as the low-cost leader and marketing its low prices and on-time performance. IndiGo gained customers through value-for-money experiences on its fuel-efficient fleet and consistent profits. The analysis seeks to understand IndiGo's strategies and provide recommendations to sustain its leadership position amid changing industry conditions.
This document is a term paper on strategic management strategies followed by low-cost airline IndiGo. It provides an executive summary and then analyzes IndiGo's external and internal environments. For external analysis, it uses PESTEL and Porter's Five Forces frameworks to examine political, economic, social, technological, environmental, and legal factors impacting the aviation industry. It finds the industry attractive but with threats from new entrants, supplier bargaining power, and competition. The internal analysis covers IndiGo's market share, resources, value chain, and SWOT. It identifies strengths in differentiation and resources but also weaknesses. The paper concludes with strategic alternatives for IndiGo to sustain its competitive advantage long-term.
IndiGo Airlines is a privately owned low-cost airline based in Gurgaon, India that was founded in 2006. It operates daily flights to 31 cities within India and 5 international destinations. IndiGo has a fleet of Airbus A320 aircraft and focuses on low fares without sacrificing customer service. It has experienced significant growth and profitability in recent years. IndiGo aims to be the most cost-efficient airline by having uniform aircraft and fare types while still providing a professional experience for its customers.
IndiGo has adopted several cost reduction strategies to become one of the most profitable airlines in India. It operates a single type of aircraft (Airbus A320) which allows for streamlined training, maintenance and parts inventory. IndiGo also offers no-frills economy flights without meals or entertainment to reduce costs. Additionally, IndiGo maintains a young average fleet age of 4 years through bulk purchases and short-term leasing to benefit from fuel efficiency and avoid lengthy maintenance checks required for older aircraft. These strategies have helped IndiGo achieve strong financial performance with large profits in recent years.
IndiGo Airlines is an Indian budget airline that aims to be the leader in low-cost air travel by offering affordable fares, on-time performance, and hassle-free travel. It has the largest market share in India at 36.1% as of 2014. IndiGo segments its market as cost-conscious passengers, targeting middle and lower middle class customers with its positioning as a no-frills airline. It offers core air transportation along with supplementary services like food and frequent flyer programs. IndiGo maintains low prices through measures like outsourcing and operating a homogeneous fleet. It promotes through online booking, partnerships, and advertising while focusing on maintaining low costs.
This presentation explains about the Functions Of Management At IndiGo airlines with regards to Planning, Organising, Directing, Staffing, Controlling alongwith its SWOT analysis and masterstrokes.
This document provides information on the airline industry in India. It begins by listing the major players in the industry, including IndiGo, Jet Airways, Air India, SpiceJet, GoAir and others. It then discusses the competitive environment, noting factors like market size, rivalry between companies, barriers to entry. It provides market share information for January 2017, with IndiGo maintaining the largest share at 39.8%. Key performance indicators for different airlines are presented like cancellation rates. Promoters and leaders of major airlines like IndiGo, Jet Airways and SpiceJet are outlined. Strategies of top player IndiGo are summarized.
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Indigo Airlines is India's largest airline by market share. It was established in 2006 and is a low-cost carrier known for its on-time performance and profitability. Indigo operates over 373 flights daily to 33 destinations using a hub and spoke model. It has received several awards and has expanded rapidly by adding new aircraft and international routes. Primary research found that customers appreciate Indigo's low costs and on-time arrivals while wanting more comfortable seats.
IndiGo is India's largest airline by market share, founded in 2006. It operates a low-cost model, focusing on low fares through cost-cutting measures like only one aircraft type and no meals. IndiGo has seen strong growth through adhering to on-time performance and lowest prices. It now operates over 300 daily flights to domestic and international destinations. IndiGo's success is attributed to its efficient low-cost structure and consistent profits in a challenging Indian airline market.
The aviation industry in India is highly growing and is expected to become the third largest aviation market by 2020. Key reasons for its growth include the expansion of low-cost carriers, modernization of airports, increases in foreign direct investment and advances in information technology. Currently, Indigo has the largest market share at around 40% and the top 4 airlines (Indigo, Jet Airways, Air India, and SpiceJet) combine for over 80% of the market. The government is taking steps like opening more regional routes and smaller airports to further develop the industry.
The Indian aviation industry is one of the fastest growing, at 18% annually. It has evolved from early commercial flights in 1911 to major international alliances today that account for over 60% of global traffic. The industry is an oligopoly dominated by a small number of large firms like IndiGo and Jet Airways. IndiGo has emerged as the largest carrier by market share through efficient, low-cost operations and low fares. Kingfisher Airlines was an early entrant in 2005 but struggled with high ticket prices and other issues. Revenue management and price discrimination are important strategies used by carriers.
Cover Story King of the pack-Indigo Airlines
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This document analyzes Air India's current marketing situation and provides recommendations. It begins with objectives, background on Air India, and a SWOT analysis. It then discusses growth strategies, market segmentation, positioning, the marketing mix (product, price, placement, promotion). Recommendations include focusing on customer service, appointing a new pragmatic MD, and privatizing or divesting stakes in the airline to improve performance. The document provides a comprehensive marketing plan analysis and strategy suggestions for Air India.
The document provides an overview of the Indian aviation industry. It begins with an introduction to the industry, highlighting its growth and key characteristics. It then discusses the history of aviation in India and provides statistics on the current market size. The top players in the industry such as Indigo, Jet Airways, and SpiceJet are introduced along with details on their profiles, management, finances and operations. Challenges facing the industry and future projections for growth are also summarized. The presentation concludes with a discussion of various initiatives by the government to support development of the aviation sector in India.
IndiGo was founded in 2006 as a low-cost carrier. Through strategies like leasing aircraft to reduce costs, using a single aircraft type, and maintaining a single passenger class, IndiGo grew to become the top third airline in India by 2010. By 2012, IndiGo had a 21.3% domestic market share. IndiGo continues to focus on on-time performance, affordable fares, and hassle-free travel while pursuing profitable growth and good work conditions.
IndiGo is a private, low-cost airline based in India that was founded in 2006. It has grown rapidly to become the largest airline in India by market share. IndiGo focuses on operational efficiencies through strategies like only operating new Airbus A320 aircraft and offering low, consistent fares. This focus on a low-cost model has helped IndiGo become profitable for five consecutive years while other Indian airlines struggled. IndiGo's adherence to its low-cost strategies and emphasis on punctuality have been key to its success in the Indian airline industry.
The document provides an overview of the Indian aviation industry, including its history, current state, key figures and factors that have contributed to its success and failures. Some of the major points discussed include:
- The industry has experienced rapid growth with an 18% compound annual growth rate, however some carriers have faced challenges.
- IndiGo has been very successful due to its low-cost model and focus on efficiency, growing its market share to 39.7%.
- Carriers like Jet Airways and Kingfisher Airlines failed due to issues like reckless competition, high costs, debt loads, and mismanagement.
- While the future remains positive if challenges around taxes, costs and regional connectivity are addressed,
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IndiGo Airline Strategy_PPT by Suddhwasattwa Mukherjee
1. July 2016
IndiGo Airline: Strategy Presentation
Presentation by: Suddhwasattwa Mukherjee
Worked for Ernst & Young LLP for 8 years as a
management consultant professional in the Advisory
Services (2008 – 2016)
Working with ITC Infotech in the
Business Consulting Group (2016 onwards)
Associated to Indian Institute of Foreign Trade
(IIFT) and IIM-Lucknow through various
programmes
2. Case Study: IndiGo Airline Analysis and Presentation by Suddhwasattwa Mukherjee
IndiGo, headquartered in
Gurgaon, India is the largest
airline in terms of passengers
flown with market share of 36.69%
as of February 2016.
It was set up in early 2006 by
Rahul Bhatia of InterGlobe
Enterprises and Rakesh Gangwal,
a United States-based NRI.
InterGlobe holds 51.12% stake in
IndiGo and 48% is held by
Gangwal's company Caelum
Investments.
IndiGo began its operations on 4th
August 2006 with a service from
New Delhi to Imphal via Guwahati.
The airline currently operates a
fleet of 109 planes and offers 679
flights a day.
Introduction about IndiGo
Introduction to IndiGo Airline…Few key statistics
IndiGo Air India Jet Group SpiceJet GoAir
Air Asia Air Costa Vistara Air Pegasus Trujet
IndiGo
Air India
Jet Group
Spice Jet
GoAir
Air Asia
Air Costa Vistara
Air Pegasus
Trujet
22.48%
36.69%
16.45%
11.63%
8.55%
1.72%
0.9% 1.31%
0.14%
0.14%
India Domestic
Passenger 2015 –
Annual Market
share by Airlines
85.2 82.4 87 87.4
80 79.2 76.5 76.3
45.4
0
20
40
60
80
100
IndiGo Air India Jet
Airways
JetLite SpiceJet GoAir Air
Costa
Air Asia Vistara
Passenger Load Factor (%) Year: 2015
73.3
65.8
63.7
52.1
49.6
0 20 40 60 80
IndiGo
Go Air
Jet Group
Air India (Dom)
SpiceJet
On Time Performance in 4 Metro Cities (%)
Year: 2015
3. Case Study: IndiGo Airline
Our understanding about IndiGo Airline…The Growth journey
2011 - 2012 2013 - 2014 2015 - 2016
IndiGo replaced the state run
flag carrier Air India as the top
third airline in India.
17.3%2011:
Market share
In 2011, IndiGo placed an
order for 180 Airbus
320 Neos aircraft in a deal
worth US$15 billion which
pushed up the percentage of
Airbus aircraft in India to 73%
2011:
180 A-320
Airbus Neos
US$15
Billion
Deal
As of 2012, IndiGo was expanding rapidly and was the only profitable airline in
India.
Replaced Kingfisher as the 2nd largest airline in India in terms of market share.
IndiGo strongly adheres to a low-cost model, buying only one type of aircraft and
keeping operational costs as low as possible along with an emphasis on
punctuality.
IndiGo added a new plane every six weeks and sometimes even
faster.
August 2012, IndiGo became the largest
airline in India in terms of market share
(27%) surpassing Jet Airway, 6 years after
operations commenced.
2012:
Market share
Largest
IndiGo was the second fastest growing
low-cost carrier in Asia behind
Indonesian airline Lion Air.
Fastest
Growing
2nd
Fastest
Growing
Indonesian
In August 2013, the Center for Asia
Pacific Aviation ranked IndiGo among
the 10 biggest Low-cost carriers in the
world.
Within Top 10
biggest LCC in
the World
Took delivery of 9 Aircrafts in 2013
In 2015, IndiGo placed an order of 250 Airbus
A320 Neo aircraft worth $27 billion, making
it the largest single order ever in Airbus
history.
2015:
250 Airbus
A-320 Neos
Aircraft
US$27
Billion
Deal
Largest single order
in Airbus history
IndiGo’s Market share in Feb
2015
37%
27%
9.4% IndiGo’s Net Margin FY 2015
IndiGo’s IPO opened in
October 2015INR 3200 Cr
Analysis and Presentation by Suddhwasattwa Mukherjee
4. Case Study: IndiGo Airline
Competitor Landscape Mapping…Indian civil aviation sector
22.48% 16.45% 11.63% 8.55% 1.31% 36.69%
116 109 34 21 10 109
Not making
Profit
Not making
Profit
Not making
Profit
US$ 1.5
million
-
US$ 190
million
2015 Domestic
Market share
(Passenger number)
No of years in
operation
Parameter
Airlines
Fleet Size
Profit
Jet Group
Tailwinds
Private Limited
Air India
Limited
SpiceJet Wadia Group Tata Sons
InterGlobe
Enterprises
300 488 306 140 87 679
Parent Company
Daily flights
68 84 41 22 17 40
24 70 11 11 1 10
Destinations
Maximum
market share
Maximum
Profit
Maximum flight
operation with a
smaller fleet size
Analysis and Presentation by Suddhwasattwa Mukherjee
5. Threat of New
Entrants
Low Switching Costs
Limited Incumbency advantages
Some Demand-side benefits of scale
Easy access to Distribution channels
Easy entry of Foreign Carriers in the International Routes where
IndiGo operates -- Dubai, Bangkok, Muscat, Singapore, Kathmandu
Govt. Regulation / Indian Civil Aviation Policy - key entry barrier
Set-up cost, fuel cost and resource availability -key barriers to entry
Regional Carriers start-ups
Bargaining Power of Suppliers
Aircraft and Engine manufacturers are both
concentrated Oligopolies Suppliers like
Dauphin,Dronier,Bell,ATR-42 do not meet
the requirement to serve low cost
commercial aircraft carriers – suppliers are
very few and they have good demand of
their products
Airports are local monopolies with significant
power
Airport services – Catering, Handling,
Cleaning are also concentrated in a small
number of firms, but low switching costs
Powerful Labor Unions especially when
controlling operations at Network hubs
Limited number of Fuel suppliers
High
High
Bargaining Power of
Buyers
Buyers are highly fragmented –
lowering their power
Low Switching cost for most of
the customers as multiple
alternatives are available
Air travel is perceived as a
standardized product
Price sensitive as travel is a
meaningful share of
discretionary spending
Substitutes are readily available
in the form of railway and
roadway transport in cases
where time is not a very critical
consideration
Porters ‘Five Forces’ in the Industry environment analysis for IndiGo Airline…Forces
shaping up the competitive environment of Indian civil aviation sector
High
Availability of
Substitutes
The number of customers who can afford air travel are increasing
day by day specially in the emerging markets where IndiGo is
operating
Technology for Web / Video conferencing is improving – reducing
business travels
Railways is an alternative, but for shorter routes – not a powerful
substitute in longer routes for the time consumption factor across
India where IndiGo operates
Direct substitutes are low cost airlines like SpiceJet, Go Air – as
buyer’s switching cost is very low
Medium and
Rising
Intra-Industry
Rivalry
Very little scope for differentiation between competitors’ products
and services – closest competitors are Spice Jet, Go Air
Mature Industry with very little growth
No brand loyalty demonstrated by customers
Significant exit barriers
High
Case Study: IndiGo Airline Analysis and Presentation by Suddhwasattwa Mukherjee
6. Case Study: IndiGo Airline
External environment analysis for IndiGo Airline using the P.E.S.T Framework
Open Sky Policy / Deregulation (+)
Low Entry barriers (+)
FDI Limits (+)
International Travel Restricts (-)
Modernized Airports (+)
Greenfield Airports (+)
Better handling of Aircrafts,
passengers (+)
Video Conferencing (-)
Growing middle class income (+)
Consistent GDP Growth (+)
Hike in average income (+)
Growth in tourism (+)
Rising ATF Price (-)
Growing Middle class (+)
Domestic Leisure travel (+)
Foreign tourists (+)
Status symbol (+)
Security issues and terrorism (-)
Political
Technological
Socio-cultural
(+)
(-)
Enabling Factors
Disabling Factors
Economic
Analysis and Presentation by Suddhwasattwa Mukherjee
7. Internal Environment analysis for IndiGo Airline using S.W.O.T Framework
Case Study: IndiGo Airline
Less product differentiation
Not present on too many routes
International absence (only select
International routes at this point – Dubai,
Bangkok, Muscat, Singapore, Kathmandu)
Investment in Research and Development
Changing Govt. Policies and rising labor
costs
Plenty of new Low cost carriers to compete
with
Barriers to exit
Brand awareness
Cost leadership – High profitability and
revenue
High market share and growth rate
Hold on the domestic market
Advertising and marketing strategies
Experienced Business Units and skilled
workforce
International market
New products and services
Middle class taking to the skies
Chartered flight services
Cargo services
Increasing flight frequency
Growth rate and profitability
Strength Weakness
ThreatOpportunities
Analysis and Presentation by Suddhwasattwa Mukherjee
8. TOWS Analysis: Strategic analysis used to study the environment for IndiGo and its interior
Case Study: IndiGo Airline
SO WO ST WT
Increase domestic
destinations
Upgrade to Long-haul
aircrafts as per demand
Offering affordable
international holiday
packages to the middle
class travelers
Going International
Expand to freight / cargo
services
Diversify to chartered
flight services
Loyalty, rewards and
other customer retention
programs
Create a tie-up with other
LCC players like Air Asia
for the Indian customer
base to provide last mile
connectivity
Offer business class
seats, continue
innovation of value added
services while focusing
on cost optimization
Effective incentive
programs to prevent
talent drain
Sign anti-poaching
agreement with
competitors
Continue to successfully
hedge fuel prices by
importing
1 2 3 4
Analysis and Presentation by Suddhwasattwa Mukherjee
9. Case Study: IndiGo Airline
Internal analysis for IndiGo Airline using VRIO Framework
Resources and
competencies
Value Rarity Imitability Organization
Low Fares Yes Yes No Yes
Single type of Aircraft Yes Yes Yes Yes
Turnaround Time Yes No Yes Yes
Brand Name Yes Yes Yes Yes
Value Rarity Imitability Organization
IndiGo has created value
and increased its market
share by offering the lowest
fares. The way they do it is
through having a single
type of Aircraft which
reduces the overall
maintenance cost.
This arrangement also
reduces the fuel cost
through fuel hedging
IndiGo has the highest
market share in the Indian
domestic Airline industry
and it owes everything to
the low fare tickets it offers
to the customers. The low
average fleet age and
single type of aircraft is a
rarity in the Indian Airline
Industry.
In the last few years,
IndiGo has become the
brand name in the Indian
Airline Industry. It has
hardly been ten years since
its inception and it has
created a brand value
through unique value
proposition and strategic
initiatives.
Even though IndiGo has
created much value in the
market and amongst its
customers, but many of its
strategies like less
turnaround time and using
single type of Aircraft are
imitable. Thus, in the long
run these differentiator will
not be very effective for
indiGo
1 2 3
VRIO analysis
for IndiGo
4
Analysis and Presentation by Suddhwasattwa Mukherjee
10. Case Study: IndiGo Airline
Functional Level
Strategy
Corporate Level
Strategy
Business Level
Strategy
1
2 3
IndiGo’s strategies at various levels
Operations Strategy
Marketing Strategy
Financial Strategy
Flexible options for purchase of
food and beverages
No Refund
Lean Distribution System
Online Check-in
Internet Sales
Sales Office
Travel Agents
Range and Diversity
Corporate Growth
Professional Airline
management
Strengthening
organizational structure
Well thought out
salary structure
Analysis and Presentation by Suddhwasattwa Mukherjee
11. Case Study: IndiGo Airline
Functional level strategies…IndiGo’s Strategy in Operations
Single type of
Aircraft
IndiGo’s whole fleet consists of A-320-232
aircraft while Air India, Jet Airways and Spice
Jet use 10, 9 and 3 different makes of aircraft
respectively.
This result is in greater flexibility by making use
of the same crew from pilots to flight attendants
to the ground force thereby cutting hiring,
training and up gradation costs.
Single Class -
Economy
IndiGo’s is having only Economy class; they do
not have to spend time, money and crew on
privilege passengers.
They also don't need to maintain expensive
lounges at airports further reducing costs.
Low average
Fleet age
IndiGo has an average fleet age of less than 4
years. A younger fleet means less maintenance
costs. IndiGo plans to maintain a lower fleet age
as all its aircraft are leased for a period of 5-6
years.
This way they avoid the D-Check which is done
after 8 years of operation of an airplane. (A D-
check may take up to 2 months during which the
aircraft remains out of service.)
1
2
3
Fuel
Domestic fuel taxes can be as high as 30 per cent along with an 8.2
per cent excise duty. As a result, fuel for Indian airlines accounts for
about 45% - 50% of total operating costs, compared to the global
average of 30%.
IndiGo’s aircraft try to save fuel by using software to optimize flight
planning for minimum fuel burning routes and altitudes and also by
making use of latest fuel saving technology.
Effective
Route
Planning
IndiGo operates over a lesser number of destinations than its
competitors but with a higher frequency - with a fleet of 78 planes for
36 destinations while Spice Jet flies to 46 destinations with 58 planes.
The network maps show that all IndiGo's destinations are connected to
at least two cities while most are connected to 3 or more destinations,
whereas this is not the case with Jet Airways. This means Indigo can
keep its aircraft in the air for a longer period of time and save up on
airport charges.
This also means that customers don't have to look for connecting
flights with other competing operators.
4
5
IndiGo has a Power by the Hour contract with International Aero
Engines (IAE), which provides the engines that put the onus of
performance delivery on the manufacturer. IndiGo has similar
agreements with Airbus, as well as with the vendors for other critical
components. These contracts probably come at a premium but it
means that IndiGo does not have to pull out planes from service for
repairs and also does not have to maintain a large inventory of spares.
Tightly framed
Maintenance
Contracts:
6
Analysis and Presentation by Suddhwasattwa Mukherjee
12. Case Study: IndiGo Airline
Functional level strategies…IndiGo’s Strategy in Marketing and Finance
Advertisement Little advertising spend.
High reliance on word of mouth marketing in its
early days by establishing a reputation of being a
‘No frills’ airline which is always clean and on time.
IndiGo advertised heavily when it started
international operations and also when Kingfisher
was going bust, with catchphrases like 'Let the bad
times roll ... Fly Indigo in good times and in bad
times.' taking a dig at Kingfisher's tagline 'Fly the
good times‘. This move was criticized but it worked
for IndiGo.
The result of these operational and marketing
aspects is visible in IndiGo which has a market
share of 37% and the highest passenger load
factor of close to 90% compared to 77% of JetLite
and 81% of Spice Jet. This means better revenue
for IndiGo compared to its competitors.
1
No Frills
2
Strategic
Marketing
3
Debt
Indigo has gone on record to say that the company
has practically no debt.
Leaseback is a financial transaction, where one sells
an asset and leases it back for the long- term;
therefore, one continues to be able to use the asset
but no longer owns it. The transaction is generally
done for fixed assets, notably real estate, as well as for
durable and capital goods such as airplanes and
trains. IndiGo has been able to better leverage this by
placing bulk orders for aircraft.
In 2005, when IndiGo did not even exist as an entity,
InterGlobe Enterprises placed an order for 100 A320s
during the 2005 Paris Air show. This was also one of
the biggest orders during the show. The company
again placed an order of 180 new A-320s in 2011 and
250 A-320 Neos in 2015
1
Sale and
Leaseback:
2
Marketing Finance
Analysis and Presentation by Suddhwasattwa Mukherjee
13. Case Study: IndiGo Airline
Range and
Diversity
IndiGo operates 78 planes for 36 destinations - Higher frequency
Corporate Growth
With innovative ideas like “check-in counters” for passengers with only cabin baggage so that instead of
waiting in lines, they can check-in with an IndiGo official with a handheld device, IndiGo is creating its own
blue ocean.
Engagement with various travel web-portals and collaboration with hotels has increased its social capital. E.g.
IndiGo gives 10% discount on the next travel booking if customers had stayed in any of the tie-up hotels.
Professional
Airline
management
IndiGo paid much attention to its corporate level strategies right since its inception. Its first CEO, Bruce
Ashby, landed in India 18 months before its planned launch.
Strengthening
organizational
structure
While most domestic airlines are cutting up their staff strength, IndiGo is speeding up its recruitment process
for more pilots, cabin attendants, and other supporting staff.
Well thought out
Salary structure
Very Low compared to the Industry average - The usual scale for the industry is double the amounts here.
Contractual jobs, no commitment on the company's half whatsoever but requiring back breaking efforts in
order to renew your contract every two years to keep the job..
Corporate level strategies
IndiGo Network
“check-in counters” - handheld device
Analysis and Presentation by Suddhwasattwa Mukherjee
14. Case Study: IndiGo Airline
Flexible options for
purchase of food
and beverages
Some of IndiGo’s passengers may prefer not to consume food & beverages when on board. There are those who
prefer to rest throughout a flight or those who prefer having their meals before flying off. Hence IndiGo comes up
with an arrangement where the guests have the flexibility to purchase food or beverages based on their requirement.
Guests who are pre-decided regarding their meal selection, can purchase food & drinks at an affordable price from
IndiGo’s website before the flight, of from the cabin crew during the flight.
Business level strategies
‘No Frills’
No Refund
Airlines waste a lot of money, time and resources due to refunds and rescheduling when guests do not show up for
a flight. Whether or not a guest shows up, the cost of flight to the airline is the same. LCCs are strict when it comes
to no show guests and do not offer refunds for missed flights. IndiGo follows the same approach.
Lean Distribution
System
Distribution costs are something that FSCs most often ignore. Very often, FSCs rely on travel agents and their sales
offices. Furthermore, FSCs tend to complicate their distribution channels by integrating their systems with multiple
Global Distribution Systems, which are very costly. LCC will keep their distribution channel as simple as possible
and will cover the whole spectrum of the clientele profile. And at the same time, IndiGo has an established system to
sell their tickets to the most remote and technology deprived locations, such as in Myanmar.
Online check-in
Guests are highly encouraged to check-in online so they do not have to waste time lining up at the check-in counters
at the airport. This helps IndiGo to improve efficiency and reduce congestion in the airport.
Internet Sales
Sales Office
Travel Agents
The bulk of sales (85%) are done via the airline's website, whereby the fares are paid using credit cards, debit cards
or via online banking. This is the most cost effective distribution channel.
IndiGo establishes a sales office if they are confident the sales derived from the centre will be worth it.
Does not use travel agents and World wide reservation system – allows IndiGo to save cost, reduce ticket price and
get more number of flyers
Analysis and Presentation by Suddhwasattwa Mukherjee
15. 100
Airbus
A-320
Outcome of IndiGo’s strategy analysis: Critical strategic factors driving the success of the Airline
IndiGo ensured that its average fleet
age remains 4 years till 2032
Well thought-out fleet strategy made 10 years
back, and not something done a couple of
months ago.
The last plane of the three bulk orders of 530
aircraft that IndiGo placed will come in 2026 —
100 Airbus A-320 in 2005, 180 A-320 Neos in
2011 and 250 A-320 Neos in 2015.
IndiGo’s bulk buying helped negotiate better
rates.
Gained right at the beginning — this is netted
against IndiGo’s rentals and brings the cost
down.
Buy, sell and lease back’
strategy
Once all airplanes are delivered,
IndiGo will not have a fleet of 530
planes — this is due to the ‘buy,
sell and lease back’ strategy. At
peak they will have 330 planes.
Once the order is placed the planes
are sold to lessors at market price.
The planes are then leased back
for the next six years — which
means for the first six years IndiGo
receives a plane every month.
1 2
180
A-320
Neos
250
A-320
Neos
2005
2011
2015
At peak, 330 Planes
Fuel efficient planes leading
to lower operational cost
Every month a plane goes out of
IndiGo’s fleet and a new aircraft
joins, thus reducing the average
fleet age; the cost of maintenance
is also lower.
In 2011, IndiGo was the first
customer for Airbus to order the
new range of fuel efficient A-320
Neo planes. Neos help in saving
10-15% of the overall fuel cost.
Fuel makes up for 50% of a
carrier’s cost.
3
10-15% 50%
Fuel cost saving
for IndiGo planes
Fuel
contributes
50% of
Carriers cost
Strategic planning
for Neo based fleet
Because of the 6 year
lease back plan, with the
next two-and-half years
one-third of IndiGo’s
fleet will be Neos, and in
the next 6 years it will
have an all Neo fleet.
There is a straightaway
positive impact of 7% on
the company’s bottom
line because of the
Neos.
4
7%
Bottom line
improvement
due to Neo
based Fleet
Strategic approach to
increase its footprint
With orders in place, IndiGo
is planning to increase its
presence in the number of
cities it flies to - adding two
to three cities to its portfolio
every year. In the next eight
and half years it plans to
have presence in 56
airports compared to 33,
now.
Regional flying is not on the
radar, and neither are
smaller planes.
5
33 56
Growth Plans – number of
Airports operated
3 Cities adding plan
every year
Analysis and Presentation by Suddhwasattwa Mukherjee
16. Case Study: IndiGo Airline
Key strategies and recommendation for IndiGo Airline…Relook at the current segmentation process
Need for segmenting based on
benefits sought-based on in-
depth literature review
Existing segments (identified in
case) not mutually exclusive
collectively exhaustive
Existing Segmentation
Corporate
SME
Leisure
VFR
Student
Consumer insights based on
interviews carried out by
Agencies at various points
Literature review
Proposed Segmentation
Reliability
Comfort
Price
Price-quality
Service flexibility
Segment Description Favorability to Indigo
“I need efficiency and
punctuality”
Seek reliability, sensitive to delays, switch brands easily
Low price sensitivity
High
“I want comfort” Seek benefits from FFP, catering and flexibility
Price is most irrelevant
Low
“I am hard-pressed on price” Personal benefits of minor importance
High price sensitivity
Medium
“I am price-conscious and
quality seeking”
Seek mix of price and quality
Low tolerance to delays, ready to pay premium for punctuality
High
“I want flexibility across all
offerings”
High decision autonomy
Hard to address due to multiple benefits sought
Low
Purpose-based segmentation Benefits-based segmentation
Target Segments
Reliability
Price
Price-quality
Outcome
Analysing current
positioning w.r.t. new
segmentation process
Next step
Analysis and Presentation by Suddhwasattwa Mukherjee
17. Planning Phase
Deals for booking well
before the travel date
Last minute deals through
social media for increased
interaction
Case Study: IndiGo Airline
Key strategies and recommendation for IndiGo Airline…Positioning strategy - Aiming that spot in
consumer’s mind
Product Strategy
Promotion Strategy
Value-seeking Segment prefers booking hotels/cabs with flight tickets
Cross-sell ibis-InterGlobe Hotels (Group synergy)
Most travelers buy beverages & light snacks at the airport-
- Price is a major deterrent
Tie-up with shops for a discount for IndiGo customers
Booking cabs after flight adds to hassle
Pre-paid cab booking at destination available before even boarding the flight
- cuts down the hassle
Post-travel Phase
Pre-flight Waiting Phase
o
o
o
R
R
R
Aim
Improve Talkability
Customer Involvement
Channel: Social Media
Driver for Success : Volume of visitors
Deals Contests
CONTESTS like
“My IndiGoStory” depicting
and sharing awesome travel
experiences
Observation
Recommendations
o
R
Analysis and Presentation by Suddhwasattwa Mukherjee
18. Case Study: IndiGo Airline
Key strategies and recommendation for IndiGo Airline…Identifying Geographies for Growth
Region
Macro-economic trends
(Growth, industry, aviation
sector, ease of doing
business, ATF prices
Future plans
(Geographic
expansion, aircraft
deliveries)
Industry trends
(Competitive
landscape, costs,
new sectors)
LCC market
(Players, competitor
moves)
Proposed airports
(Growth sectors & their
distances upon entering) Verdict
Africa
Addis Ababa, Nairobi,
Cairo, Morocco
Europe Istanbul, Brussels/Paris Not Now
Middle-East Dubai, Doha, Abu Dhabi
North America Atlanta, New York Not Now
Latin America
Rio de Janeiro, Sao
Paulo, Venezuela
Not Now
South Asia Colombo, Dhaka
North Asia
Hong Kong, Guangzhou,
Shanghai
South-East Asia
Bangkok, Singapore,
Jakarta
Favorability for IndiGo’s next phase of growth
Analysis and Presentation by Suddhwasattwa Mukherjee