PPT Marketing Management - Spandan Patil (BVIOM - 73).pptx
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Kingfisher Airlines was established in 2003 and began commercial operations in 2005. It expanded internationally in 2008 but faced significant financial troubles. It had a large fleet and offered various premium services and amenities on its flights. However, high operational costs, heavy debt loads, and an inability to generate profits led to a liquidity crisis. Despite opportunities in the growing Indian aviation market, Kingfisher Airlines was unable to restructure its business model and high costs. It ultimately shut down operations in 2012 due to ongoing losses and failure to repay debts.
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This document discusses the crisis of Kingfisher Airlines, an Indian airline established in 2003. It provides a history of the airline, describes its services and facilities. It then performs a SWOT analysis, identifying strengths like its brand value but also weaknesses such as high maintenance costs. Several reasons for the airline's crisis are explored, like operational costs, employee strikes, and an inability to pay aircraft lease rentals. Potential solutions are proposed, such as reducing costs on meals and focusing on smaller aircraft for short routes. However, the airline ultimately shut down in 2012 due to management and financial issues.
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This document summarizes the evolution of low-cost carriers in India, focusing on Air Deccan. It discusses that Air Deccan was founded in 2003 and grew rapidly but faced financial issues from overexpansion. Vijay Mallya acquired a controlling stake in 2007 to address these issues. The Indian aviation market was growing rapidly at over 25% annually but faced challenges like lack of airport infrastructure and air traffic controllers. Air Deccan targeted leisure travelers and competed with other low-cost carriers like SpiceJet and IndiGo. By 2007, Air Deccan was facing high employee turnover and technical issues, leading Mallya to consider options like merging it with his airline Kingfisher.
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TURNING AROUND MALAYSIA AIRLINES (MAS)
Malaysia Airlines (MAS) faced significant financial losses from 1994-2005 due to poor management, increased fuel prices, and high maintenance costs. MAS operations were constrained by government intervention and lacked flexibility to change routes and pricing. Competition from local and international airlines also increased pressure on MAS. Over 60% of MAS routes were unprofitable. To address these issues, MAS terminated unprofitable routes, joined an airline alliance to expand networks, implemented fuel hedging strategies and surcharges, sold old aircraft and bought newer fuel-efficient planes, and established maintenance as a profit center to reduce costs. These recommendations aimed to make MAS a more competitive and profitable airline.
Kingfisher
Kingfisher Airlines is an Indian airline based in Bangalore that was founded in 2005. It was owned by Vijay Mallya's UB Group and aimed to be a premium airline in India. Kingfisher Airlines grew rapidly in its early years but began experiencing financial difficulties in 2011 due to increased competition and rising costs. By 2012, the airline had amassed significant debts and was losing money on every flight. Kingfisher Airlines would eventually cease all operations in 2013 due to its inability to pay salaries and other costs.
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SkyWest, Inc. is a regional airline that operates 316 aircraft and has over 11,000 employees. It provides service to 159 destinations in North America through partnerships with major carriers like United, Delta, US Airways, and Alaska Airlines. SkyWest aims to be the airline, employer, and investment of choice by focusing on excellent customer service and expanding its geographic reach and partnerships. While it benefits from experience and sole operating routes, SkyWest faces challenges from competition and reliance on major partners. Its financial performance declined from 2007 to 2008 as margins decreased. To strengthen its position, SkyWest could pursue new partnerships, international expansion, and regulatory changes.
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Malaysia Airlines (MAS) faced significant financial losses from 1994-2005 due to poor management, increased fuel prices, and high maintenance costs. MAS operations were constrained by government intervention and lacked flexibility to change routes and pricing. Competition from local and international airlines also increased pressure on MAS. Over 60% of MAS routes were unprofitable. To address these issues, MAS terminated unprofitable routes, joined an airline alliance to expand networks, implemented fuel hedging strategies and surcharges, sold old aircraft and bought newer fuel-efficient planes, and established maintenance as a profit center to reduce costs. These recommendations aimed to make MAS a more competitive and profitable airline.
Kingfisher
Kingfisher Airlines is an Indian airline based in Bangalore that was founded in 2005. It was owned by Vijay Mallya's UB Group and aimed to be a premium airline in India. Kingfisher Airlines grew rapidly in its early years but began experiencing financial difficulties in 2011 due to increased competition and rising costs. By 2012, the airline had amassed significant debts and was losing money on every flight. Kingfisher Airlines would eventually cease all operations in 2013 due to its inability to pay salaries and other costs.
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UB Group was founded in 1915 in India and over time diversified into various industries including beverages, aviation, fertilizers, and infrastructure. In 2005, UB Group launched Kingfisher Airlines with a vision of consistently delivering a safe and enjoyable travel experience. Kingfisher aimed to become India's largest airline network by increasing its fleet and market penetration. It pursued a strategy of offering premium service and hospitality while maintaining competitive prices. By 2012, Kingfisher had become the largest airline in India with over 60% market share through international expansion and launching new travel solutions under the Kingfisher brand.
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Kingfisher Airlines was established in 2003 and began commercial operations in 2005. It was owned by United Breweries Group and had the potential to become India's 5th largest airline. However, it never reported a profit in any financial year and faced increasing financial issues from 2010 onward due to factors such as high costs, price competition, and the global economic crisis. The document recommends that Kingfisher restructure its management, clearly differentiate its offerings between luxury and budget flights, and target specific customer segments by positioning as either a niche luxury brand or a brand catering to multiple economic classes through cost-efficient measures.
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Kingfisher Airlines was once India's largest airline but suffered from major financial troubles and was eventually shut down. Some of the key reasons for its downfall included:
1. The acquisition of Air Deccan confused consumers and degraded Kingfisher's premium brand image.
2. Increasing fuel prices significantly raised costs as oil prices climbed between 2005-2010.
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4. Strategic mismanagement, including frequent CEO changes and ordering diverse aircraft, led to extra training and maintenance costs.
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Kingfisher Airlines faced many challenges including financial losses, rising costs, and high debt. It struggled to manage relationships with multiple stakeholders such as customers, employees, suppliers, owners, and government agencies. While initially successful in offering premium service and winning customers, Kingfisher's rapid expansion and inability to achieve profitability led to flight cancellations, delayed salaries, and loss of support from key stakeholders, ultimately contributing to its decline.
Air India Crisis PPT
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
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AirAhead Airlines is proposing a new low-cost airline to operate in the Vancouver, Canada market. The business plan outlines AirAhead's service offering of short-haul regional flights using Bombardier Q400 aircraft. It discusses marketing strategies, competitors, risks, operating objectives to establish itself in the short-haul market, and financial needs including an initial capital requirement of $50 million. Implementation will focus on centralized operations and marketing primarily to the leisure market to achieve market presence in the niche regional travel segment.
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AIR ASIA -GROUP 3.pptx
Air Asia was founded in 1993 in Malaysia with 3 planes for local routes. It has since expanded to over 350 aircraft serving over 150 global destinations. While initially focused on low costs, Air Asia has grown to over 20,000 employees across Asia. Though a cost leader through efficient aircraft utilization and direct online booking, Air Asia faces risks of price wars, reduced quality, and safety issues from cost cutting that could impact its strategy. Future focus on lean management, digital innovation, and employee training may help Air Asia sustain its low cost approach.
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Porter's Analysis
This document summarizes Porter's Five Forces and Value Chain analyses for Air Asia. For the Five Forces, it identifies the threat of substitutes, new entrants, rivalry among existing players, supplier bargaining power, and buyer bargaining power in the airline industry. For the Value Chain, it describes Air Asia's primary activities of inbound logistics, outbound logistics, sales/marketing, and services, as well as secondary activities including technology, human resources, and infrastructure.
Enterprise & Desk analysis For Aviation Industry
An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage. Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
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Bm045 3-3-smgt tp021569 3rd question
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For LCCs globally, key success factors discussed include WestJet's 7 domains attractiveness model, culture of employee empowerment, and low-cost model. AirAsia utilizes absolute cost advantage through low costs per seat and distribution costs.
In India, LCCs saw growth but faced challenges like employee shortage, low regional connectivity, rising fuel costs, declining yields from competition, and infrastructure gaps. Strategic options suggested for Indian LCCs include re
Kingfisher airlines financial_crisis
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UB Group was founded in 1915 in India and over time diversified into various industries including beverages, aviation, fertilizers, and infrastructure. In 2005, UB Group launched Kingfisher Airlines with a vision of consistently delivering a safe and enjoyable travel experience. Kingfisher aimed to become India's largest airline network by increasing its fleet and market penetration. It pursued a strategy of offering premium service and hospitality while maintaining competitive prices. By 2012, Kingfisher had become the largest airline in India with over 60% market share through international expansion and launching new travel solutions under the Kingfisher brand.
Kingfisher Airlines Brand Idea II
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.
Kingfisher Airlines Failure
Kingfisher Airlines failed due to a combination of operational, financial, marketing, and strategic mistakes. Operationally, it had high overhead and maintenance costs. Financially, it struggled with large debts, unpaid salaries, fuel bills, airport dues, and taxes. In marketing, it failed to meet customer needs and build brand loyalty. Strategically, decisions like unrealistic expansion plans, diversifying aircraft types, and an untimely international expansion contributed to its downfall.
Pirojee
This document proposes that XYZ Broadcasting acquire business aircraft to improve productivity and efficiency. It analyzes XYZ's travel needs, finding that destinations are mostly within 2000 nm and often involve family or customers. Two mid-size jets are recommended for their range and passenger capacity. Owning the aircraft would allow more flexible, on-demand travel than commercial options. Cost analyses over 5 years show business aircraft could save over $650,000 annually in travel expenses while boosting revenue and satisfaction. The proposal concludes XYZ Broadcasting would benefit from acquiring and operating its own aircraft.
Pptarab
Air Arabia is a low-cost airline headquartered in Sharjah, UAE that was established in 2003. It aims to provide affordable air travel to 118 destinations worldwide. To keep costs low, Air Arabia uses a universal fleet of Airbus A320 aircraft, schedules flights at off-peak hours, and hedges fuel costs in bulk. It analyzes competitors' prices and aims to offer fares that are 40% cheaper than regular economy fares. This allows Air Arabia to achieve its objectives of survival, market share growth, and quality leadership through value pricing.
Kingfisher Airlines Brand Idea I
Kingfisher Airlines was established in 2003 and began commercial operations in 2005. It was owned by United Breweries Group and had the potential to become India's 5th largest airline. However, it never reported a profit in any financial year and faced increasing financial issues from 2010 onward due to factors such as high costs, price competition, and the global economic crisis. The document recommends that Kingfisher restructure its management, clearly differentiate its offerings between luxury and budget flights, and target specific customer segments by positioning as either a niche luxury brand or a brand catering to multiple economic classes through cost-efficient measures.
Kingfisher Airlines
Kingfisher Airlines was once India's largest airline but suffered from major financial troubles and was eventually shut down. Some of the key reasons for its downfall included:
1. The acquisition of Air Deccan confused consumers and degraded Kingfisher's premium brand image.
2. Increasing fuel prices significantly raised costs as oil prices climbed between 2005-2010.
3. Kingfisher had high operational costs for maintenance, navigation, employee salaries, and value-added services.
4. Strategic mismanagement, including frequent CEO changes and ordering diverse aircraft, led to extra training and maintenance costs.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Add Chatter in the odoo 17 ERP Module
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Natural birth techniques - Mrs.Akanksha Trivedi Rama University
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
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Natural birth techniques - Mrs.Akanksha Trivedi Rama University
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PPT Marketing Management - Spandan Patil (BVIOM - 73).pptx
- 1. Presentation on Marketing Management KINGFISHER AIRLINES Name: Spandan N. Patil BVIOM 1st Year (Sem II) Roll No: 73
- 2. Content flow About the Company Fleet Marketing Strategies SWOT Analysis Reasons for Crises Possible Solutions Conclusion
- 3. About The Company • Established in 2003 and commercial operations • Started in 2005 • International operations started in 2008 • Head office in Mumbai Vijay Mallya was the Chairman & CMD • 400 daily flights • Five star rating from Skytrax
- 4. Fleet
- 5. Marketing Strategies Domestic •Kingfisher First •Kingfisher Class •Kingfisher Red International •Kingfisher First •Kingfisher Class King club Kingfisher Xpress Kingfisher lounge
- 6. In-flight Entertainment TV in flight Full course meals Kingfisher radio Personal television Headphones Alcoholic beverages Seat massagers Marketing Strategies
- 7. Brand value UB is a parent company Reputation in the minds of customers Quality service More than 80 destinations SWOT Analysis – Strength
- 8. High maintenance cost Unable to generate expected return on investment Heavy debt High ticket price Over spending of funds No own aircraft SWOT Analysis – Weakness
- 9. One of the fastest growing aviation 0.05%people are flying out of 1.2 billion Middle class families are choosing travel by air Higher disposable income of customer Expanding tourism Large number of domestic untapped routes SWOT Analysis – Opportunities
- 10. Competitors Operational costs of aircraft Government policies Threats from other modes of transportation SWOT Analysis – Threats
- 11. • Bank accounts frozen by Income Tax depot • Failed to study business model of low cost carrier • Unable to pay the aircraft lease rentals • It was declared as national big NPA by bank consortium • Indians are cost conscious rather than brand • More turn around time • 2000 Job cuts Reasons for Crises
- 12. • Operational costs • Lower ticket prices • Charging low fare & operating in prime routes • Employee strike • Cancelations of flights • Losses since starting of the business • Acquiring of Air Deccan Reasons for Crises
- 13. • Bharat petroleum corporation filed a case for non payment (250cr) • The domestic airlines are projected to a combined loss of $2.5bn in fiscal Year 2011-12 • Travel agents advising travellers to consider options other than KFA • Bank consortium rejected airline plea for additional funding Reasons for Crises
- 14. Remove the flights from low frequency routes Avoid full course meals, give snacks Try to focus on smaller air crafts and fuel efficient planes for short distances Meet the aspiration of employees Meet the expectations of its customers Avoid aggressive expansion of fleet Possible Solutions
- 15. KFA should have avoided flying aircraft to metro and should have taken advantages of uncommon routes KFA was a 5 star airline then there was no reason to operate on two different business models at same time It could have restructured it's strategy Possible Solutions
- 16. Conclusion KFA was one of the largest and most wide spread airline of the country provided it's services not only in India as well as outside of India also. Due to lack of management and financial crisis Kingfisher Airline was permanently closed it's counter on 15 Feb 2012
- 17. THANK YOU “The secret of getting ahead is getting started." - Mark Twain