GROUP MEMBERS-

PARAM SHAH (A017)

DHRUVIL SHAH (B009)

ARYAMAN SINGH (B011)

SANKET TOSHNIWAL (B016)

ALLEN LAWRENCE (B022)

VATSAL GARG (B033)

 INTRODUCTION
Kingfisher Airlines was established in 2003. It was owned by the Bengaluru based United Breweries Group.

The airline started commercial operations on 9 May 2005, right after Mallya's son Sidhartha's 18th

birthday, reportedly as a birthday gift, with a fleet of four new Airbus A320-200s operating a flight from

Mumbai to Delhi. It started its international operations on 3 September 2008 by connecting Bengaluru with

London. Kingfisher's head office was located in the Kingfisher House in Vile Parle (East), Mumbai, but later

moved to The Qube in Andheri (East), Mumbai. Its registered office was located in UB City, Bengaluru. In

November 2005, during the World economic forum, the airlines CEO Vijay Mallya announced the airlines

intention to launch an IPO to raise 200 million dollars for the airlines expansion and possible takeovers

(including that of Air Sahara which was being eyed at that time). It later transpired that the airline was

already heavily in debt and going each year in heavy losses.

INDUSTRY OVERVIEW – THEN

The first commercial aviation flight in India took place on 18 February 1911. It was a brief demonstration

flight of about 15 minutes from the United Provinces Industrial and Agricultural Exhibition in Allahabad,

across the Jumna River to Naini, a distance of 9.7 kilometres. The aircraft, a Humber biplane shipped from

England specifically for the event, was flown by French aviator Henri Pequet and carried 6,500 pieces of

mail, making it the first official airmail service. Regular air mail was not established until two decades

later, notably by J. R. D. Tata, who was awarded a contract to carry mail in 1932 and founded an airline

which grew to become Air India. In March 1953, the Indian Parliament passed the Air Corporations Act.

India's airline industry was nationalised and the eight domestic airlines operating independently at that

time – Deccan Airways, Airways India, Bharat Airways, Himalayan Aviation, Kalinga Airlines, Indian National

Airways, Air India and Air Services of India – were merged into two government-owned entities. Indian
Airlines focussed on domestic routes and Air India International on international services. The International

Airports Authority of India (IAAI) was constituted in 1972 while the National Airports Authority was

constituted in 1986. The Bureau of Civil Aviation Security was established in 1987 following the tragic

crash of Air India Flight 182. Pushpaka Aviation operated scheduled international passenger flights from

Bombay to Sharjah, as an associate carrier of Air India from 1979 to 1983.

INDUSTRY OVERVIEW – NOW

With global travel restrictions, grounded fleets, benched staff, uncertainties in travel schedule, ticket

liabilities, and cash burn, the global aviation industry never had it so bad, and that too, for two consecutive

years. And it’s not limited to travel restrictions. Airlines not allowed to fly to certain destinations, visas not

being issued, inbound lockdowns and a ban on Indian travellers by different countries have all led to a

chaotic situation. It has also spiraled into severe demand contraction because of job losses and reduced

income and a fear of psychosis, which might continue to linger even after the pandemic has subsided.

Indian aviation industry too has not been spared its devastating impact Indian airlines alone will incur a

loss of $4.1 billion loss in the current fiscal (2021-22), with another $3.9 billion losses reported in the last

fiscal, according to a June 3, 2021, report by aviation consultancy and research firm, Centre for Asia-Pacific

Aviation (CAPA). Similarly, rating agency ICRA estimates that airports are expected to witness a decline in

operating income by 6.1% to Rs 8,400 crore, while reporting an operating loss of nearly Rs 1,700 crore and

a net loss of Rs 5,400 crore (64%) in FY 2021. “The overall cash loss for the sector is estimated at around

Rs 3,500 crore in FY2021, impacted by a 66% year-on-year slip in passenger traffic amid Covid-induced

travel restrictions,”
 MARKET SHARE OF KINGFISHER THEN

Kingfisher Airlines fell to fifth place in domestic market share during November, from third in the previous
month, after the cash-strapped carrier grounded planes and cut routes, government data showed.
Kingfisher, which was once India’s second largest carrier by passengers, recorded a market share of 14
percent, ahead only of budget carrier Go Airlines, during the month.

Kingfisher’s market share fell primarily due to less capacity offered in November, the data showed.

The country’s largest airline, Jet Airways, including its unit JetLite, had the largest market share of 27.1
percent, followed by budget carrier IndiGo with 19.8 percent and Air India with 17.4 percent, the data
showed.

Kingfisher Chairman Vijay Mallya said last month that Kingfisher stopped flying on heavily loss-making
routes, and the carrier had also grounded some aircraft for fleet reconfiguration after the airline decided to
discontinue its low-cost business.

RISE & FALL STORY

Rise of Kingfisher Airlines

Start of the Good Time

➢ Kingfisher Airlines was established in the year 2003 and owned by the United Breweries Group
which is based in Bengaluru. It came into the aviation market at a time when the low cost airlines
had galvanized the market and made air-travel available to every Indian.
➢ The promoter of the airline, India's biggest liquor tycoon Mr. Vijay Mallya was well known for
his vibrancy, quality and style. He upholds the legacy of his family business at the age of 28
and his luxurious lifestyle gave him the corporate fame at quite an early age. He used his
popularity to uplift United Breweries Groups brand and invented the “King of all times” slogan
for the beer. Starting off as the Chairman of UB Group, his international blitz of buying and
selling Berger Paints U.K. and spending money on fast cars, yachts and many international
homes remodeled him to its brand icon.
➢ “My own lifestyle got intertwined with brand personality and so without really planning it
that way I became almost my brand ambassador of and that’s just the way it’s kept on
developing” he once said. This slogan led to the creation of a brand image of Kingfisher airlines.
The company possessed two subsidiaries Vitae India Spirits and Northway Aviation. The Aircraft
acquisition and financing pre-delivery payments was taken care of by Northway Aviation.
➢ On 9th May 2005 Kingfisher airlines started commercial operations with four brand new Airbus
A320 – 200s, which operated between Delhi and Mumbai on a daily basis. The company aimed to
provide world class facilities and lead the competition in products as well as service offerings, with
brand new planes and excellent facilities like: hot meals, comfortable seats, personalized
entertainment and treating passengers as “guests”. With this kind of an approach, the
company started with 4 flights in a day between Delhi and Bangalore, and further increased it to
104 flights per day by introducing 17 aircrafts and connecting 16 cities in one year and setting a
record in 2005-2007, of fastest airplane induction.
➢ By the year 2006, the Airlines achieved a five-star status and were popular among the
business class travelers. It also offered personalized live in-flight entertainment by collaborating
with Dish TV India Limited.
➢ By connecting Bengaluru with London, the airline commenced its international operations on
3rd September 2008. During the year 2008, the company attained the reputation for being
the only five star air travels in India and came to be known for rendering excellent flight services to
its travelers and maintained its position for the next three years.
➢ In 2009, Kingfisher won numerous accolades across the globe and it was one of the only seven
airlines which got 5- star rating by Skytrax. Eventually it became the largest airline of the
second most populated country in the world with 26.7% share in the aviation market. Kingfisher
Airlines operated around 250 daily flights. In May 2009, Kingfisher Airlines got the highest share in
the aviation market among all the airlines in India by carrying more than 1 million
passengers.
➢ At that time three classes of travel were offered by Kingfisher airlines to its travelers:
Kingfisher First: which was the business class service mainly focused on people who can
afford premium services, Kingfisher Class: the Premium Economy service for the middle-class
people who were trendy and upwardly mobile and Kingfisher Red: Low fare basic class which
was another name for Air Deccan and focused on the middle class people who were price
 conscious. In the year 2011, it was once again awarded the best Indian airline of the year. However,
it reported a loss of Rs.1,000 crore for three consecutive years.

The Early Days

➢ Brand Kingfisher was starting to come into pieces. Models like Yana Gupta posed in Red which
would remain to be an icon for years to come. In December 2006, Kingfisher announced that it
would provide in-flight entertainment. This was courtesy of a collaboration with the Z network's
Dish TV DTH service. By This time Kingfisher Airlines had a fleet size of 34. This was also the time
when Vijay Mallya and his managers came up with the plan of acquiring Captain Gopinath's low
cost carrier called Deccan Airlines.

Large Strides

➢ In June 2007, things started looking up for Kingfisher Airlines. Kingfisher now possessed 41 Aircraft
And a schedule of 255 flights. By the end of 2007 and all the deliberations and hesitations,
KingfisherAirlines finally acquired Deccan Aviation on 19 Dec 2007. The income at the end of the
year was recorded at INR 15.4 Billion and accounted for a surprisingly small loss of INR 1.8 Billion.
 ➢ With the onset of 2008, Kingfisher Airlines became the largest passenger airliner in India. With a
fleet size of 77 aircrafts operating 412 domestic flights everyday Kingfisher had become a giant in
the IndianAirline Industry. Kingfisher had now started offering 3 classes of travel: Kingfisher First -
the premium business class, Kingfisher Class - Premium economy, and Kingfisher Red - the low
cost service.Kingfisher Red was just a new name for Air Deccan.
➢ 2008 came to see another large step taken by Kingfisher Airlines. They started operating
onInternational routes. This was facilitated by the courtesy of the merger with Deccan Airlines
which was in the Airlines industry for over 5 years.
➢ By the end of FY2009, Kingfisher had made its name as the Five Star Airline of India and had been
the only Airline to be rated as such. The revenue rose that year because of the combined revenue
ofKingfisher and Air Deccan. It reported an income of INR 55 Billion, but the losses also had grown
to INR16 Billion. Many believe Acquiring Air Deccan was the first big mistake or in other words the
beginning of the end for Kingfisher.

Fall of Kingfisher Airlines

Start of the Bad Time

➢ There was a time when Kingfisher airlines was one of the best rated airlines in India and had
success in gaining customer satisfaction, but it failed to sustain that for a long time.
➢ With the economic slowdown in 2008 and the increasing fuel prices as well as the KFA’s
mandatory requirement to provide services on non-profitable routes, the path ahead was full of
difficulties. The cash strapped Kingfisher airlines was caught in a precarious web and
burdened under huge debt, which it owed for airport fees, fuel, and salaries to employees,
repayment of loans to different banks and service tax.
➢ In Sept 2010, ex-CEO of SpiceJet, Sanjay Agarwal, joined Kingfisher Airlines and Vijay Mallya
assumed the role of MD and Chairman of Kingfisher Airlines. In September 2011, in order to
get along with the cash crunch, kingfisher airlines decided to exit Kingfisher Red, which was its
low cost segment, but the survival mantra was very late for the ailing airlines.
➢ According to the Kingfisher Airlines annual report for the year 2011, reasonable doubts over
the company's existence were raised and it was pointed out that the government money had
not been deposited by the airlines, which it deducted as TDS and provident fund contribution,
 highlighting scruffy financial sustenance of the company. With the passage of time the
situation of the company got worse, leading to termination of international flights and
cancellation of domestic flights, which is still continuing unabated. On 25th April, 2012 its
languishing shares hit an all-time low of 13.
➢ During the year 2012, losses of over Rs. 7,000 crores were accumulated by the company, with
about half of its aircrafts grounded and many members of its staff going on strike. As all its
operations were suspended, the airline came to a halt.
➢ In view of these predicaments, Vijay Mallya appealed to the government for a bailout, but was
refused the same. DGCA suspended its flying license on 20thDecember 2012, and the airline had
to shut down its operations.
Rule

➢ The ministry set Directorate General of Civil Aviation (DSCA) rule drafted in July 2010, as bases
for the argument that allowed the airline to function if it would possess five aircrafts and
had a capital paid-up for no less than Rs 50 crore. Kingfisher airlines for over a year kept on
cancelling the scores for flights under a debt of more than Rs 7,000 crore and liabilities over Rs
4,000 crore. Lessors have confiscated its aircraft, which significantly reduced its fleet. The
ministry proved unsuccessful to mention the rule which states that an airline’s license is a
subject to “mitigation of potential risk factors” discovered during a financial surveillance,
ensuring safety was not accommodated due to the airline’s financial pressure.

Causes

There was the severe need to identify airline causes for distress considering financial and
operational issues to ensure safety functions don’t get affected. The possible unfavorable trends in
the operator’s financial state could include:
1. Decrease in safe operating standards or evidence of cutting corners.
2. Fall in training standards.
3. Significant turnover of personnel.
4. Delayed meeting payroll.
5. Insufficient aircraft maintenance.
6. Storage for supplies and spare parts.
 7. Decrease in frequency of flights.
8. Sales or repossession of aircraft and other major equipment items.

Reasons behind the Downfall

Till December 2011, KFA was considered among top 5 passenger airlines in India but after that it
suffered high losses, heavy debts and finally shut down in 2012. From the data collected, it depicts that
there are more business reasons as compared to marketing reasons behind the failure of KFA.
The main marketing reason responsible for the decline was the merging of KFA with Air Deccan
and the starting of Kingfisher Red.

Operational Reasons

1. The maintenance, navigation, and landing cost of KFA in 2012 was about 10.86% of the total
revenue generated and 3% more than that of Jet Airways.
2. The employee cost of KFA was also higher than any other airlines.
3. The cost of Value added Services (VAS) by KFA was also very high and also they paid less
attention to cleanliness, connectivity, scheduling and low prices that were the basic requirements
of Indian customers. From the reports generated and studies conducted it shows that the
condition of the Aviation Industry in India was in so much pain that it adversely affected the KFA.
There were 4 factors responsible for the bad condition of the Aviation Industry in India.

Rise in Fuel Prices

Due to rising demand for fuel and competition among various airlines there was continuous increase in
the price of jet fuel and KFA was not able to pay the bills of fuel consumed.
From the above table it is clear that in 2012 50.58% of their revenue is fuel expenses and out of which
their fuel payment was 31.78% of their revenue. Their fuel expenses were increased by nearly 70% and
because of their non-payment of fuel expenses many vendors’ filed a petition with Bangalore High
Court against KFA including BPC (Bharat Petroleum Corporation).
Also the Aviation Turbine Fuel is heavily imposed by the Government of India. In India ATF is approx. 51%
higher than the international standard.
1. Fall in Rupee
2. High cost of landing fee and airline taxes
3. Price cutting by AIR INDIA

Worst Decision Made

➢ In 2007, KFA merged with Air Deccan that was a low-cost-carrier that charges low fares while
kingfisher was a high cost carrier that was known for its luxury. Kingfisher thought that Air
Deccan was in market before it so it would uplift the financial position of the company and
another reason was that Kingfisher didn’t have 5 years of domestic experience but Air Deccan
had and to get international license in aircraft it must have 5 years of domestic experience
that is why it acquired Air Deccan.
➢ After merging with Air Deccan there was the introduction of Kingfisher Red in 2008. But this
business strategy caused confusion in consumer’s minds because the KFA passengers were used to
the luxury provided like cuisine and lounge access etc. The merger degraded the brand status of
KFA and the company lost its premium value.
 ➢ The company incurred a loss of more than 10 billion for 3 years after merging with Air Deccan.
When Kingfisher got to know that they made a big mistake by acquiring Air Deccan, it
increased the prices of Kingfisher Red. But Kingfisher Red was also not a good option at
that time because it was under loss and this created confusion among the management to call it a
low cost or normal carrier. In December 2011, the Income Tax Department of Mumbai froze the
bank accounts of KFA because of the due of Rs 70 crores. To pay the debt the company took
more loans. For debt reconstruction the lenders who lend loans cut the interest rates and
convert the loan to equity. But this was also not helpful to the company as liquidity problems
were faced by the company after that. Kingfisher Red was finally shut down in February 2012.
Now KFA is under a total debt of Rs 7057.08 crores (USD 1414 million) and total losses of Rs 6000
crores (USD 1202 million).

Strategic Issues

1. The major mistake committed by Mr. Mallya is that he failed to make proper decisions. He failed to
understand the requirements of consumers and made all decisions on the basis of luxury sales. For him
airlines were considered to be luxury travels but in India only selected classes were ready to pay extra
for luxury.
2. Mallya being a liquor tycoon was unable to identify the differences between the two industries.
Customers might pay extra for alcohol but not for transport, because transport is a type of necessity
rather than luxury.
3. In 2008 Deccan airlines was rebranded as Kingfisher Red by Mr. Mallya. So Kingfisher Airlines
operated both business and economy class airlines. This looks perfect but wasn’t actually. Mr Mallya
was in different businesses at the same time. For his liquor business officials were appointed but for
airlines all was going by itself. The business needed the attention of Mr Mallya.
4. According to reports, 366 domestic flights, 20 international flights were flown by KFA. It also owned
67 aircrafts. This increases aircraft lease rental. In 2011, the lease rental crossed Rs.984 crores and
because of this, 66 aircrafts were grounded.
5. In 2011 there was a time when Kingfisher was not able to pay the salaries to employees. Salaries were
due for 4 to 5 months. After this the employees started refusing to sign the mandatory “Tech Log” which
states that aircraft are fit and ready to fly. This was noticed by the Directorate General of Civil
Aviation (DGCA) and they cancelled the license of KFA.
Economic slowdown

Economic slowdown in 2008 is another external factor for the downfall of the Kingfisher. In 2008, the
first international route from Bangalore to London was set up. Because of the downturn, fuel prices of
airplanes raised landing charges at international airports which highly impacted Kingfisher airlines.

Lack of Proper Management

The frequent change of CEO for more than once in a year and malfunctioning of top level management,
which Mr. Vijay Mallya never took any serious intervention in day-to-day operations. Later the airline was
gifted to Siddarth Mallya (son of Vijay Mallya) by his father on birthday. He lacked the maturity to handle
such a big airline business and so, lacking the correct proficiency and experience in the airline
industry, kingfisher airlines suffered severe downfall due to lack of proper management.

Bank Dues

According to a report generated by “The Indian Express” in November 2015, Mr. Mallya suffered a total
loss of Rs 9,091.40 crore. He took loans from 17 banks. His highest debt was with the State Bank of
India of Rs. 1600 crore. From the above data the airline owes Rs 800 crore each to Punjab National Bank
and IDBI Bank. It also owes Rs 650 crore to Bank of India, Rs 550 crore to Bank of Baroda, Rs 410
crore to Central Bank, Rs 320 crore to UCO Bank, Rs 310 crore to Corporation Bank and Rs 430 crore to
United Bank of India, among others, data showed.

Naïve Ambition

The flamboyant confidence of Vijay Mallya led him into the airline industry unarmed and unaware of the
risks and mitigation plans. Coming from a liquor business that had a turnover profit of 20-30% he
expected overnight profits in a business where 3% profit was an accomplishment. This underestimation will
be a hard learnt lesson.

Continuous Losses and Mounting Debts

Kingfisher's bad spree continued into the years following the merger with Deccan Airlines. Analysts Called
the merger to be the first mistake of Mallya. The liabilities increased and so did the losses. The Idea of
launching Kingfisher Red was a complete flop. The shareholders of Kingfisher had started losing their
patience in Kingfisher, they had not received a dime of dividends from the company.

It was in 2011, that Kingfisher first admitted they were having financial issues, soon it was realized that the
company had not been able to pay its dues to the oil companies. Kingfisher maintained that it was because
of the rise in the general prices of fuel and the company would stabilize once the oil prices stabilized at a
range.
The Jan of 2011 brought the bad news from SBI, the consortium leader had declared that Kingfisher had
become an NPA. Kingfisher owed SBI an amount of INR 14.5 Billion. What followed was a series of job cuts
and hunger strikes by its employees.
Authorities at different banks and investors said that Mallya and his managers would always have an air of
poised arrogance in them. They would look confident and confidently accept that they had no money and
we're looking for investors. The big bosses had confidence in the passing of the FDI act and that they would
be able to rope in a few names from abroad.

Hostile Competition and Government's role

Airline industry is no doubt a very competitive industry, but for Kingfisher Airlines, their counterparts have
been really intolerant and unyielding when it came to carrying Kingfisher flyers in case of cancellations and
reschedules of Kingfisher flights. It is also widely rumored that bosses of certain airliners conspired to
make Mallya unpopular among the Middle Eastern airliners.
When it came to the government, there was an untold protective attitude towards Air India and a step
motherly treatment towards the private players, more so in the case of Kingfisher as it was backed by a
stern boss who wouldn't consider anything above his reach. Mallya banked heavily on passing of FDI but
sadly for him the time taken by the cabinet to pass the FDI act was longer than the patience his investors
had.

Lockout and License Suspension

Entering 2012, the bookings dropped to near zero numbers and Kingfisher had a hard time even paying off
the insurance premiums for their aircrafts. By this time, Kingfisher Airlines employees including Pilotsand
ground staff had not received salaries for over 6 months; they had resorted to calling in hunger strikes and
boycotts. Mallya and his managers would time and again hold meetings to promise and convince the staff
about their salaries being paid off soon, but little else did they receive.
By August 2012, Kingfisher Airlines had a dismal fleet size of 6 and a meager 25 destinations on its
schedule. It had seen such bad days that they couldn't pay Airport Landing charges in the airports ofDelhi
and Mumbai. October 2012 saw the official suspension of all Kingfisher Aircrafts. The operating license of
Kingfisher Airlines was finally revoked in Feb of 2013.

LEARNINGS FROM KINGFISHER

A. Assess brand viability:

A brand is comparable to its performance. Mallya didn't survey his image's reasonability on the exhibition
metric. By not paying pay rates to his workers, and with his planes being grounded; it was inevitable before
the brand confronted disintegration in its reasonable worth. Before long banks began posing each other the
breaking inquiry: Who gave the advance to Kingfisher? Typically, nobody needs to contact Kingfisher when
it has crash landed.

B. Depersonalise the brand

This exercise is an enduring one. Like on account of Satyam Computers and presently, Kingfisher. If by some

stroke of good luck Mallya had depersonalized himself from the brand, it might have been offered to

anybody, says Chatterjee. Mallya confronted a trust shortfall with his partners, workers, banks and general

society everywhere, which further eroded the brand.

C. Maintain vigil on cost-effectiveness

Mallya overpaid for things at Kingfisher that were acceptable on their own like the top-notch
administration it gave that helped its passengers. Be that as it may, this assistance drained the carrier as it
was not financially savvy. A severe spotlight on the expense adequacy of every component of its business
would have made all the difference.

D. Concentrate on core business

Mallya believed that between corporate advances would have the option to address the mounting obligation
of the aircraft business whose plan of action depended on 'proxy publicizing'. KFA was formed to complete
intermediary promotion for Mallya's alcohol business, he adds. Brilliant corporate administrators slice
promoting spending plans deep down during monetary pressure. Mallya didn't do it as his Twitter account
on April 28, 2010 demonstrated that he was running an alcohol organization and an aircraft in light of the
fact that 'both make u fly'. More terrible, he didn't stop at that. Mallya continued expanding the publicizing
spending plan by purchasing the Formula F1 Team.

E. Cut your losses

To manage the monetary pressure looked by KFA, Mallya ought to have sold his IPL cricket crew and cut
down on other publicizing costs including the F1 group. As the last endeavour to save his abundance, he
ought to have sold KFA itself as opposed to getting it from banks close to home. With mellowing of
unrefined petroleum costs over the most recent one year, the KFA story would have been diverse then, at
that point.
 F. Don't venture into an uncharted territory without Experts on board.

Vijay Mallya ran an effective gathering of organizations prior to establishing Kingfisher Airlines. Yet, he had
no involvement with the amazingly interesting carrier industry. In view of the helpless procedure,
Kingfisher's banks and investors paid for the substantial misfortunes. The exercise here is that financial
backers ought not be enticed by appealing resources, centre possessions, new subsidiaries and other
unfamiliar monetary items alone. They ought to put resources into unmistakable activities as opposed to in
theoretical "dream" projects.

WHAT SHOULD THE AIRLINE HAVE DONE INSTEAD?

1. When Kingfisher Airlines had begun its activities back in 2005, they ought to have strived to make
the aircraft productive since the main year of its tasks.
2. Instead of purchasing Air Deccan they ought to have sat tight for 2 additional years and added
more trips to the homegrown Indian market and ought to have zeroed in on the productivity part of
the aircraft. Reason being that assuming any carrier needs to begin global courses then there is
high rivalry and tremendous measures of capital ventures. Its Acquisition of Air Deccan in the year
2007 made it much more noticeably awful for the aircraft to make due in the market as Air Deccan
was an intensely obligation ridden carrier and it added more obligation to the monetary record of
Kingfisher Airlines. Since Kingfisher Airlines was at that point under gigantic misfortunes it ought
not have begun worldwide flights and zeroed in on expanding a greater amount of homegrown
travel flights.
3. Kingfisher Airlines ought not have defaulted its instalments to the Indian air terminals for the
non-reimbursement of Airport charges and obligations to support its tasks till the end and they
ought to have paid more cash to the interest in the activities and the administration of the
organization to make it more productive.
4. After Buying Air Deccan they ought not have changed over it into a minimal expense spending
carrier and rather ought to have changed over it into a significant expense premium aircraft with
top class conveniences and more advantage to its passengers. As indicated by the top
administration specialists, if any organization thinks of top-class benefits at high charges and out
of nowhere on the off chance that they offer similar service for an extremely minimal price, its
 productivity turns into a significant worry as the interest stays the same yet cash inflow
diminishes.
5. Kingfisher Airlines ought to have zeroed in additional on the money saving advantage system where
in the help offered to the client is it at the measure of cost they are paying in for. In the event that
Kingfisher Red was a spending carrier and Kingfisher Xpress was an exceptional aircraft then they
ought to have offered less advantages for Red clients and more advantages for Xpress clients as
they are charging high sums in assistance cost.
6. The Business of Airlines has been perhaps the most dangerous organizations on the planet as it
requires tremendous sums in capital ventures with long haul future returns and a high danger of
activity Kingfisher Airlines was an unmistakable instance of helpless plan of action and helpless
business monetary administration and it would have been rectified if the aircraft could have
focused harder in the benefit of the organization than the extension of the organization.

Market share now in airline industry

The market is now dominated by few players with indigo at the top followed by spicejet and air india . with
air India struggling, go air will try to catch up . indigo has taken all the pie left by kingfisher thus dominates
the market.