Kingfisher Airlines was established in 2003 and began commercial operations in 2005. It aimed to be India's 5th largest passenger airline but struggled financially, never showing a profit. It merged with Air Deccan in 2007 but faced issues with its scattered brand identity and excessive acquisitions. External factors like increased competition and the global economic crisis further hurt its performance. The document recommends restructuring management, clearly differentiating its offerings, and repositioning as either a niche luxury brand or one that caters to multiple economic segments.
It is challenging to start an airline company, but it is far more difficult to sustain it over time. One of the biggest passenger airlines was Kingfisher, also known as the King of Good Time. A company named United Breweries Group, based in Bengaluru founded in 2003. They quickly rose to become the fifth-largest passenger airline in India, offering both domestic and international flights to passengers at flexible prices.
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3. BRAND OVERVIEW
•
•
•
•
•
KINGFISHER
Airlines
owners - United Breweries Group, Bengaluru
established- 2003 > commercial operations- 2005; international- 2008
not shown profit in any financial year
merged with Air Deccan in 2007
• Air Deccan > Kingfisher Red : low cost carrier
potentially India’s 5th largest passenger airline
•
SKYTRAX five star rating
• One of the six in the world
• Only Indian airline
•
2010 | 2nd largest market share > financial issues > 2011 | lowest market share
•
“Oneworld” airline alliance
• was set to join in Feb 2012 - now it has been put off
5. MARKET SCENARIO
•
•
•
•
•
KINGFISHER
Airlines
steady growth of the Indian economy after liberalisation
demands for both business and leisure travel
emergence of a new Indian middle class
travellers and per capita use of airline services in China - eight times
2003: entry of new players into the airline industry
• several costs of operating an airline were fixed
• irrespective of business model - at times as high as 80%
• most of the new entrants chose to use low fares as their weapon
•
•
•
more than 5crore air travellers in India
around 3.8crore as repeat travellers
air‐passenger strength in India is expected to grow at 12% per annum
Source : www.dgca.nic.in
6. COMPETITIVE POSITIONING
•
•
•
•
•
•
•
•
•
•
•
•
Damania - luxury airline with on‐board entertainment
EastWest – biggest fleet
Jet - punctuality and good service
Sahara - excellent connectivity
Modiluft - safe and reliable airline
Air India – reliable and economic with wide reach
Air Deccan – low cost
IndiGo – budget airline
GoAir – low fare carrier
Paramount – niche reach
MDLR – connectivity
Kingfisher – initially ‘stylish flying’
- after merger with AirDeccan: ??
KINGFISHER
Airlines
8. WHAT WENT WRONG?
KINGFISHER
Airlines
• Acquisitive excess
• acquisition of beverage companies, newspapers, magazines, football teams,
cricket teams, Formula one teams etc.
• scattered brand identity
• seen as an ever expanding brand with no specialisation
• profits made from other ventures used to support KF Airlines’ ambitions
• External factors
• Deregulation of the aviation industry
• price range very competitive
• also, compared to global air-fares, Indian rates were very low already
• 2008 global economic crisis
• air passengers went economical
• fuel prices shot up | value of rupee suffered
9. WHAT WENT WRONG?
KINGFISHER
Airlines
• Brand injuries on the public front
• Ambiguity in media about brand during crisis
• no or delayed statements from the company increased doubts
• bad ‘W-O-M’ on social media websites
• brand cannibalisation between parent brand and KF Red
• if both brands look similar, fliers would go for cheaper option
• poor service during crisis period
• customers suffered at terminals on airports
• in-flight service became poor
• Faulty model
• management woes |no exclusive management architecture
• no heed to unnecessary costs that could be reduced
• bad choice of service terminals at airports | bad choice of carriers
10. WHAT WENT WRONG?
KINGFISHER
Airlines
• Merger with Air Deccan: Before v/s After
• Before merger, promised a glamourous first class service - unusual among
the domestic airlines
• several unique offerings (IFE, special meals, exclusive staff, etc.)
• admired service - corporate sector wanted all top executives to fly KF
• Air Deccan was for the “aam aadmi”, a sort of shuttle service
• a near-opposite model
• forced to fly to tier-II cities at low costs
• after acquisition, a confused value offering
• struggle with upgrading Air Deccan operations into KFA template
• overflowing costs + mismanaged dual identities
• took on the international market without consolidating the domestic front
• international market has more competition
• requires deeper pockets
13. Recommended Changes
•
KINGFISHER
Airlines
Re-structuring of management
•
•
•
•
exclusive management for KFA
clear demarcation of offerings between KF parent and KF-Red flights*
Communications : Clear brand image of a committed player
KFA should be seen as a corporate entity, not a pet-project
• Given the performance of Kingfisher before and after the merger, it can be
repositioned as
Option I – Act as a niche brand, catering to the executive class
Option II – Cater to all classes – executive and economical
15. KINGFISHER AS A NICHE PLAYER
KINGFISHER
Airlines
•
Kingfisher Airlines had been doing initially well as a ‘luxury’ brand
if the company doesn’t want to operate in tier II cities it could also choose to be
identified as a niche brand it earlier was
price its service higher and continue the existing fleet
•
•
•
Existing brand offerings that will be highlighted in branding
fleet of brand new Airbus - A320’s
glamorous flying : new aircrafts | stylish red interiors | stylishly dressed cabin crew
•
in-flight entertainment (IFE) systems
• even in domestic flights
•
several unique services
• personal valet at the airport to assist in baggage handling and boarding
• exclusive lounges with private space
• refreshments and music at the airport
• audio and video on-demand - with extra-wide personalized screens in the aircraft
• sleeper seats with extendable footrests
• three-course gourmet cuisine
•
•
17. KINGFISHER ACROSS ECONOMIC SEGMENTS
•
Promise only what it can deliver
KINGFISHER
Airlines
should be identified as a player with focus on ‘quality’ and not just ‘luxury’
reduce in-flight luxuries | increase efficiencies like turnaround time
optimally choose service terminals at airports – depending on flights
all communications about the brand should aim to clearly demarcate between
the two KFA brands
• differentiation of services should be clear to create separate identities
•
•
•
•
•
Adopt more cost-efficient carriers
• Routine routes : Dreamliner 787 instead of Airbus A380
• unit cost of $193mn instead of $376mn
• larger wingspan | more fuel efficient | higher cruising speed
• Lighter routes : Bombardier Q400 or Comac C919
• low seating capacity as required
• equivalent to standard ATR, Boeing and Airbus carriers
• used by SpiceJet
•
Decision on routes to fly
18. KINGFISHER ACROSS ECONOMIC SEGMENTS
•
Holiday packages
• for unprofitable routes like Nasik and Aurangabad
•
Other packages
• tie ups with corporate houses
• more efficient frequent-flyer program
• surprise in-flight offerings to retain customers
KINGFISHER
Airlines
20. KINGFISHER
Recommended Changes
Airlines
Targeted Brand Identity Prism
Physical
• Same vibrant colours
• Logo facing ’upward’
instead of downward
• Textual distinction of
brand by its service
Relationship
• Comfortable flying
partner
• Meets all standard
expectations
• Flyers should not
worry about travel
Reflected Customer
• New age travellers
• Ever expanding
market and demands
Personality
• Global standard of
service
• Setting the bar for
other brands
• Quality oriented
• Trustworthy
Culture
• Commitment
• Quality
• Fair value for
invested money and
choice
Self Image
• Committed
• Organised
• Customer oriented
• Optimum use of
resources