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Kingfisher Airlines SM
Kingfisher Airlines SM
The airline, which is headed by the charismatic Dr Vijay Mallya, took to the
skies in May 2005, and attracted attention for its high quality product with
personal inflight entertainment in every seat; custom interior designs for
each aircraft; valet assistance at airports and complimentary hot food and
beverages. The airline initially operated a single class service but
subsequently introduced a highly acclaimed First Class, allowing it to
compete with Jet Airways for the high yield corporate market. In addition to
its A320 family aircraft used on domestic routes, Kingfisher Airlines also
operates ATR-72 turboprops on regional sectors.
In just over two years, Kingfisher Airlines has achieved a market share of
10% and has one of the most aggressive expansion plans of all Indian
carriers during 2007. In Jun-07, it dramatically increased its influence in the
market with the acquisition of a 26% shareholding in India’s largest LCC,
Air Deccan, for approximately USD130 million, and an open offer for a
further 20%. Through schedule coordination and joint operations in ground
handling, training, and maintenance, the carriers are projecting annual cost
savings of over USD70 million.
There will also be greater coordination between the two brands, with Air
Deccan to adopt the Kingfisher image in its logo and to switch to a red,
rather than a blue colour scheme. The combined Kingfisher/Deccan group
has a market share of just over 30% and a product range spanning from the
price-sensitive, first-time flyer, to the high yield business traveler, making it
one of the key pillars of the airline industry.
The airline which started its operation on 9th May 2005, following the lease
of 4 Airbus A320 aircraft. As of July 2007, Kingfisher operates only on
domestic routes, however it has announced plans to start flights to the USA
with Airbus A380 aircraft. The airline is owned by the United Beverages
Group under the leadership of Vijay Mallya (which also owns the popular
Indian beer of the same name). The airline promises to suit the needs of air
travellers and to provide reasonable air fares. Kingfisher Airlines' main
"luxury" component is its In-Flight Entertainment System, a first among
Indian airlines. The airliners in-flight Mobile Phone and Internet Services
will be provided by OnAir starting 2008 for longhaul flights.
Services
1.Domestic
Kingfisher First
The domestic Kingfisher First seats have a 48 inch seat pitch and a 125
degree seat recline. There are laptop and mobile phone chargers on every
seat. Passengers can avail of the latest international newspapers and
magazines. There is also a steam ironing service on board Kingfisher First
cabins. Every seat is equipped with a personalized IFE system with AVOD
which offers a wide range of Hollywood and Bollywood movies, English
and Hindi TV programmes, 16 live TV channels and 10 channels of
Kingfisher Radio. Passengers also get BOSE noise cancellation headphones.
Kingfisher Class
The domestic Kingfisher Class has 32-34 inch seat pitch with footrests.
Every seat is equipped with personal IFE systems with AVOD on-board the
Airbus A320 family aircraft. As in Kingfisher First, passengers can access
the latest movies, English and Hindi TV programmes, live TV and
Kingfisher Radio.
On-board the ATR 72-500s there are 17 colour LCD drop-down screens
mounted along with loudspeakers for audio in the cabin overhead, a head-
end unit to handle CDs and DVDs, and a crew control panel. The screens
measure 12.7 cm by 9.3 cm, weigh 0.2 kg each and are spaced every two or
three seat rows along both sides of the cabin.
Kingfisher Red
Kingfisher Airlines is the first airline in India to extend its King Club
frequent flyer program to its low-cost carrier as well. Passengers can earn
King Miles even when they fly Kingfisher Red, which they can redeem for
free tickets to travel on Kingfisher Airlines or partner airlines.
2. International
Kingfisher First
The international Kingfisher First has full flat-bed seats with a 180 degree
recline, with a seat pitch of 78 inches, and a seat width of 20-24.54 inches.[16]
Passengers are given Merino wool blankets, a Salvatore Ferragamo toiletry
kit, a pyjama to change into, five-course meals and alcoholic beverages.
Also available are in-seat massagers, chargers and USB connectors.
The service on board the Kingfisher First cabins includes a social area
comprising a full-fledged bar staffed with a bartender, a break-out seating
area just nearby fitted with two couches and bar stools, a full-fledged chef
on board the aircraft and any-time dining. A turn-down service includes the
conversion of the seat into a fully-flat bed and an air-hostess making the bed
when the passenger is ready to sleep.
Both Kingfisher First and Kingfisher classes feature mood lighting on the
Airbus A330-200 with light schemes corresponding to the time of day and
flight position.
Kingfisher Class
The international Kingfisher Class seats offer a seat pitch of 34 inches, a seat
width of 18 inches and a seat recline of 25 degrees (6 inches). Passengers get
full length modacrylic blankets, full size pillows and business class meals.
There are in-seat chargers and USB connectors.
4. Kingfisher Lounge
Bangalore
Chennai
Delhi
Hyderabad
Mumbai
4. King Club
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Our Vision
OUR MISSION
"Kingfisher Airlines will have 'Fly the Good Times' approach and this will
reflect in the experience we will offer to passengers."
Our Values
Safety
This is our overriding value. In our line of business, there is no
compromise.
Service
We are all in the hospitality business; we must always seek to serve our
guests and gain their trust, goodwill and loyalty.
Happiness
We seek to build an organisation with people who choose to be happy, and
will endeavour to influence our guests and co-workers to be happy too.
Teamwork
We will succeed or fail as a team. Each one of us must respect our
colleagues regardless of their rank, and we must work together to ensure
our mutual success.
Accountability
Each one of us will be held accountable for the successful execution of our
duties, commitments and obligations, and we will strive to lead by example.
KEY STEPS TOWARDS BUSINESS STRATEGIES
A scan of the internal and external environments forms an important part of
the strategic planning process. Environmental factors internally affecting the
firm can be classified as Strengths or Weaknesses and those externally
affecting to the firm can be classified as Opportunities and Threats. This is
referred to as SWOT Analysis.
STRENGHTS
Large Fleets
Experienced Staff
WEAKNESSES
BCG MATRIX
The Boston Consulting Group (BCG) Matrix is a simple tool to assess a
company’s position in terms of its product range. It helps a company think
About its products and services and make decisions about which it should
keep which it should let go and which it should invest in further.
In 1970’s, BCG experience curve work led to inside that has a significant
impact on business thinking i.e. of rapid growth in market share was the
important as the curve suggested then the usual approach resource allocation
in which each business unit funded in on growth seems to be recipe for it
failure.
Business with low market share but high potential would never generate
enough cash to win the race down the experience curve. Those with the high
market share but few changes of growth would generate far more cash than
those would use productivity.
The BCG matrix can be diagrammatically represented as follow
Question Marks
Question marks are products that grow rapidly and as a result consume large
amounts of cash, but because they have low market shares they don’t
generate much cash. The result is a large net cash consumption. A question
mark has the potential to gain market share and become a star, and
eventually a cash cow when the market growth slows. If it doesn’t become a
market leader it will become a dog when market growth declines. Question
marks need to be analysed carefully to determine if they are worth the
investment required to grow market share.
Dogs
Dogs have a low market share and a low growth rate and neither generates
nor consumes a large amount of cash. However, dogs are cash traps because
of the money tied up in a business that has little potential. Such businesses
are candidates for divestiture.
Stars
Stars generate large sums of cash because of their strong relative market
share, but also consume large amounts of cash because of their high growth
rate. So the cash being spent and brought in approximately nets out. If a star
can maintain its large market share it will become a cash cow when the
market growth rate declines.
Cash Cows
As leaders in a mature market, cash cows exhibit a return on assets that is
greater than the market growth rate – so they generate more cash than they
consume. These units should be ‘milked’ extracting the profits and investing
as little as possible. They provide the cash required to turn question marks
into market leaders.
GE GROWTH MATRIX
The GE Matrix is a model to perform business portfolio analysis
on the Strategic Business Units of a corporation. The General
Electronics of USA with the support of consulting firm Mckinsey
and Co. developed a more complicated matrix as a technique of
portfolio analysis.
MCKINSEY 7S FRAMEWORK
Introduction
This paper discusses McKinsey's 7S Model that was created by the
consulting company McKinsey and Company in the early 1980s. Since
then it has been widely used by practitioners and academics alike in
analyzing hundreds of organisations. The paper explains each of the seven
components of the model and the links between them. It also includes
practical guidance and advice for the students to analyse organisations
using this model. At the end, some sources for further information on the
model and case studies available on this website are mentioned.
The shape of the model (as shown in figure) was also designed to illustrate
the interdependency of the variables. This is illustrated by the model also
being termed as the "Managerial Molecule". While the authors thought that
other variables existed within complex organisations, the variables
represented in the model were considered to be of crucial importance to
managers and practitioners (Peters and Waterman, 1982).
For long-term benefit, they feel that the variables should be changed to
become more congruent as a system. The external environment is not
mentioned in the McKinsey 7S Framework, although the authors do
acknowledge that other variables exist and that they depict only the most
crucial variables in the model. While alluded to in their discussion of the
model, the notion of performance or effectiveness is not made explicit in
the model.
ORGANIZATIONAL STRUCTURE OF
KINGFISHER AIRLINES
Board of Directors
Websites –
1. www.google.co.in
2. www.flykingfisher.com
3. www.theubgroup.com
4. www.kingfisherair.in
5. www.wikipedia.com