Group2 SectionB Finalreport Aviation

MARKETING MANAGEMENT
PROJECT REPORT
ON
INDIAN AVIATION INDUSTRY

Submitted By: Group B2
Akash P R (21062)
B Manu (21072)
Jakkampudi Moulithya (21082)
Nisarga T Darya (21092)
Sudarshana Sharma K S (21112)
Session 2021 – 2023
Submitted To:
Dr.S. Saibaba
Shri Dharmasthala Manjunatheshwara

Institute for Management Development
No. 1, Chamundi Hill Rd, Siddhartha Layout, Mysuru, Karnataka 570011
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ABSTRACT
One of the most commonly debated and research field in the business world is Motivation.
What people do at their work place, what made them do that, what they want from their
job, what are their expectations from the job and from the employer are some of the few
questions that every employer and researcher want to know in today’s competitive world. I
got this opportunity to work as an intern on the topic Motivation with special reference to
job satisfaction at Air India Limited, Mumbai.
During my research, I found various motivation instruments used by the Personnel/HR

department to motivate their employees. The present study investigates the extent to
which the motivational factors affect the employees and the relationship between
Motivation and Job satisfaction. The respondents were the employees working in
Personnel/HR department of the Air India Limited, Western Region, Mumbai. The result has
clearly delineated that the company has been successful in motivating and satisfying
majority of the employees of Air India. The study also finds relative importance of different
factors that contributes to job satisfaction. The various factors used for the motivation by
the company were included in the questionnaire and then the employees were asked to
rate their views on those questions. Various factors that can lead to job satisfaction, and
very well related to motivation, were also asked to rate in the questionnaire and further
hypothesis were generated and tested to check whether these factors are correlated with
job satisfaction or not.
The study has provided the researcher a deep insight into the phenomenon of motivation
which would help a long way in my career as well as to other management students for
thoroughly understanding the things that are required to be done in an organisation to keep
the employees motivated
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ACKNOWLEDGEMENT
We are grateful to our institute for giving us this opportunity to work on and gain some
knowledge on the “INDIAN AVIATION INDUSTRY” and we have indeed gained new experience
and knowledge on the same.
We would like to express our sincere thanks and gratitude to our respected Director, Dr N.R.
Parasuraman sir, and our professor and guide Dr.S. Saibaba for their constant help in the
preparation of the report and their endless support while we faced any difficulties.
We would also like to convey our gratitude to other faculty members and our batch mates for
their teachings, inputs, and encouragement and for making us understand our courses
efficiently and holistically.
Last but not the least, our sincere gratitude towards our parents for their kind cooperation
and encouragement which helped us in the completion of this project.
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SI.NO TITLES Page. No
ABSTRACT ii
ACKNOWLEDGEMENT Iii
1 INDUSTRY OVERVIEW
1.1 Introduction 1
1.2 History 2
1.3 Current Trends of Aviation 2
1.4 Porter’s Five Forces Model 3
1.5 Pestel Analysis 6
1.5.1 Political Factors 6
1.5.2 Economic Factors 6
1.5.3 Social Factors 7
1.5.4 Environmental Factors 7
1.5.5 Legal Factors 7
1.6 Product Life Cycle 8
1.7 Market Segmentation 9
1.7.1 Ready To Travel 10
1.7.2 Faithful To Company 10
1.7.3 Emergency Travelling 10
1.7.4 Travel On Business 11
1.7.4 Price Sensitive Segment 11
1.8 Target Market 11
1.9 Aero Market Coverage 12
1.9.1 Aerospace 12
1.9.2 Defense 13
1.10 Airlines Market Research 13
1.11 Airlines Market Research Solutions 14
1.12 Competition for Airline Industry 15
1.13 Market share of Indian Airline Industry 15
1.14 Competitive Advantage in the Airline Industry 15
1.15 Airline Industry Positioning 16
1.16 MARKETING STRATEGY & MARKETING MIX 16
1.16.1 Product 16
1.16.2 Price 17
1.16.3 Place 17
1.16.4 Process 17
1.17 CONCLUSION
2 VISTARA 18
2.1 Introduction 18
2.2 Vision 18
2.3 Current Position 18
2.4 Financials 19
2.5 Fleet & Market Share 19
2.6 STP Of Vistara 20
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2.7 Swot Analysis 20
2.8 Segmentation and Target Market 21
2.9 Positioning and Market Research 21
2.10 Competitors 22
2.11 Market share of different airlines 24
2.12 Vistara’s strategy 24
2.13 Positioning of Vistara 24
2.14.1 Product 25
2.14.2 Price 25
2.14.3 Place 26
2.14.4 Promotion 26
2.14.5 People 27
2.15 RECOMMENDATIONS & SUGGESTIONS 28
2.16 CONCLUSION 28
3 AIR INDIA 29
3.1 History 29
3.2 Overview of Air India 30
3.3 SBU’s 30
3.4 Vision, Mission & Objective 30
3.5 Swot Analysis 30
3.6 Marketing Campaigns 31
3.7 Segmentation 31
3.8 Target Market 32
3.9 Positioning Strategy 33
3.10 Competition For Air India 33
3.11 Market share breakdown of Air India 34
3.12 Competitive Analysis 35
3.13 Competitive analysis in the Marketing strategy of Air India 35
3.14 Product Positioning 35
3.15.1 Product 36
3.15.2 Price 36
3.15.3 Place 36
3.15.4 Promotion 37
3.15.5 People 37
3.17 CONCLUSION 38
4 SPICEJET 39
4.1 History 39
4.2 Overview of SpiceJet 40
4.3 Vision & Mission 40
4.4 Strategic Business Unit 40
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4.5 SWOT Analysis 41
4.6 Marketing Strategy 43
4.7 Marketing Research& Analysis 43
4.8 Segmentation 44
4.9 Targeting 44
4.10 Positioning 45
4.11 COMPETITORS STRATEGY 45
4.12 MARKET SHARE OF SPICE JET COMPARED TO OTHERS 45
4.13 COMPETITIVE ANALYSIS 46
4.14 PRODUCT POSITIONING 46
4.15.1 Product 47
4.15.2 Price 48
4.15.3 Place 48
4.15.4 Promotion 48
4.15.5 People 49
4.17 CONCLUSION 50
5 KINGFISHER AIRLINES 51
5.1 Introduction 51
5.2 Vision 52
5.3 History & Market Share 52
5.4 Administrations 53
5.5 Down Fall of KF 53
5.7 Segmentation 55
5.8 Target 55
5.9 Positioning 55
5.10 Market Research 56
5.11 Market Research on Downfall 57
5.12 Competitors for Kingfisher Airlines 58
5.13 Positioning of Kingfisher 58
5.14 Strategy of Kingfisher 58
5.15 Market share and Downfall 59
5.16.1 Product 59
5.16.2 Price 60
5.16.3 Place 60
5.16.4 Promotion 60
5.16.5 People 60
5.18 CONCLUSION 61
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6 INDIGO 62
6.1 History 62
6.2 Vision & Mission 62
6.3 Strategic Business Unit 63
6.5 Segmentation 64
6.6 Positioning 64
6.7 Target 64
6.8 Market Research & Strategy 64
6.9 Competition for indigo 65
6.10 Market share breakdown 66
6.11 Competitive advantage 66
6.12 Product positioning 67
6.13.1 Product 67
6.13.2 Price 67
6.13.3 Place 67
6.13.4 Promotion 68
6.13.5 People 68
6.14 CONCLUSION 68
7 6.13 REFERENCE 70
8 Plagiarism 71
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INDUSTRY OVERVIEW
INTRODUCTION
India is the world's fastest expanding aviation market (IATA). The project UDAN (region
connectivity plan) of the Indian government is helping to expand the country's civil aviation and
aviation infrastructure. Where Bengaluru & Mumbai has a 65 percent share in this economic
sector scientific 124.
One entity oversees more than 129 airports in the country. These include 11 international ones,
94 Indian airports, and 28 municipal enclaves. Seventy percent of a country's passenger flow is
handled by Delhi and Mumbai. Civil aviation in India is seeing rapid expansion.
As of 2020, India is anticipated to be the third-largest air travel market. It is expected to surpass
the United States by 2030.
An age of progress for Aviation has begun with the advent of low-cost carriers and airports,
investment from different countries into domestic carriers, improved IT advancements and
increasing importance of regional connection, with a market value of about 16 billion dollars,
India's civil aviation sector is ranked ninth worldwide.
When all stakeholders come together with a common goal in mind, International Air Transport
Association (IATA). Director General and CEO Tony Tyler believes that Indian aviation has a
great potential.
Between 2000 and 2015, India's civil aviation sector grew at an average yearly pace of 16.3
percent, in 2016, 131 million people flew through the airport. Untapped potential in aviation
remains despite this progress. India's top four airlines by market share are IndiGo, SpiceJet, and
GoAir. More than 80 cities in India are connected by these airlines, which are joined by several
foreign carriers that provide international services.
There is a civil aviation department that answers to Ministry of Civil Aviation and oversees civil
aviation (DGCA).
As part of the National Civil Aviation Policy 2016, there are several targets for safety and
operations. The Regional Connection Scheme (UDAN) will provide aviation connectivity to
roughly 400 tier-2 cities in India at a cost of 500 million rupees (US$7,000) per airstrip
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HISTORY
In 1932, Tata Air Services launched India's first commercial airline India and then Airmail
services within India were established as a result of a contract with Imperial Airways, From
Karachi to Mumbai, the first flight took place in October of 1932.
Taking off from Allahabad on 1911 February-18, the first commercial civil aviation flight in India
covered a distance of 9.7 km to reach Naini (6.2 miles). His airline was later called Air India.
The Act of Air corporation was passed by the Parliament of India in year 1953 March.
As of 1994, India has abolished all restrictions on the formation of airlines and allowed
scheduled private flights to enter the country. As a result of this liberalisation, new airlines
such as Jet Airways and ModiLuft were created. Thus, India's aviation industry was set up for
success in the years to come as a result of this.
Indian aviation began to take off in the early 2000s.Numerous budget carriers like Air India and
Jet Airways fought for passengers with full-service carriers with flights at a low cost.
As early as the 5th century AD, Chinese people utilised kites to carry messages, lift people up
and measure distances, as well as gauge and test winds. In the third century B.C., hot air
balloons drove away their enemies. More advanced research by Da Vinci revealed that an
object's resistance to air was the same as its opposition to a body in motion.
CURRENT TRENDS of Aviation:
Travel agencies, bank partners, and insurance firms are all part of the aviation industry's
network of aircraft manufacturers and airline corporations.
The following trends are emerging in the aviation industry −
• The utilisation of cutting-edge automation and technology that is continually evolving

facilitates aeronautical operations.
• Planes that use less gasoline will be available shortly, as well as other technologies that
will help airlines and airports better manage their operations
• There has been a rise in client expectations
• In order to remain competitive, airlines and airports must stay informed of industry
developments and maintain customer loyalty.
• Upgrading aeroplanes is challenging due to the high expense of obtaining them.
• Payoffs might be positive or negative depending on the future timeline.
It's no secret that airlines nowadays are focused on both aircraft maintenance and improving
the customer experience (the soft product).
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These methods include enhancing the airline's organizational structure and operational model,
as well as changing work behaviours.
Other airlines in the aviation sector cannot keep up with these carriers' rapid growth.
"Especially at full-service restaurants, customers' expectations might be problematic.
Most regional airlines choose to lease aircraft and support systems to international carriers.
Aviation Sector Factors:
Civil aviation is driven by several variables, including the following:
LCCs (low-cost carriers) and airports of the future
Regional connection is emphasized.
• Investment in domestic airlines by foreign direct investors
• Information technology (IT) interventions of the highest calibre.
PORTER’S FIVE FORCES MODEL:
The aircraft business offers consumers with a one-of-a-kind experience. It carries human beings
that neither business or related business can match in terms of convenience and effectiveness.
Pilots are proud of how nicely they treat their people on the journey. Meals, refreshments,
amusement, and a nice staff are all easily accessible. Even though other industries offer
transportation, they’re all outclassed by the Flying sector when it comes to range. In the
aviation business, there is a lot of ground to cover. It's true that certain businesses are able to
fly their planes all over the world, while others are confined to a specific geographic location
In strategic management, the five-forces model is one way to cope with the first basic
challenge. Each of these five forces contributes to the creation of industrial competitiveness as
shown in this model. Each of these forces must be researched in order to analyse the aviation
business.
BUYERS' NEGOTIATION POWER

In the aircraft, there are two types of buyers. There are individual flyers to begin with. In
order to travel, they purchase airline tickets for a variety of reasons, including personal as well
as professional. These people are very diverse as a result. As a direct customer of the airline, or
through a second group of customers such as travel agencies or websites; This buyer acts as a
middleman between air carriers, acting as a middleman between air carriers. When it comes to
flight options, they work with a variety of airlines. This industry has many customers compared
to the number of businesses.
When it comes to planning their vacations, many individuals base their decisions on where
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they're going and how much it'll cost at the time of departure. Despite the fact that there is a
high level of firm loyalty, it is not enough to support significant switching costs. As a result, the
ordinary consumer has many questions. While on vacation, he or she must be informed of the
services provided. Air travel carries dangers, and consumers should be made aware of them
before they go. The service provided is unique. As a result, each airline concentrates on its own
specific market segmentation strategy. Others place a larger value on luxury amenities and
services than others, with certain airlines prioritising cost. As a whole, buyers' negotiating
power in this industry is extremely constrained.
BARGAINING POWER OF SUPPLIERS

An evaluation of supplier bargaining strength will follow. Major players in this situation are
aircraft manufacturers. Boeing and Airbus are the world's two largest aircraft manufacturers.
As a result, the inputs in this business are highly standardised. It appears that facilities are the
sole thing that distinguishes airline companies from each other. Most of the planes are similar.
Several manufacturers are continuously striving to make their products eco-friendlier by
altering their designs.
There is no way for airlines to switch suppliers rapidly. Vendor contracts are commonplace
for most organisations, and they are usually long-term. If a company doesn't sell its jets, it's
more likely to receive a long-term loan and better credit conditions. Plane manufacturing is
tough to enter due to the large capital required. It costs roughly $200 million to manufacture a
single plane because of the amount of money and expertise necessary. There are just a few
providers in the aviation industry as a result of this situation Consequently, their prosperity is
based on the success of the airline businesses. These factors influence the supplier's bargaining
power.
THREAT OF NEW ENTRANTS

In the list of five factors, there is a mention of the threat posed by a new rival. A low risk
atmosphere exists for the aviation sector as a result. The danger level, however, is raised by
the following two factors: It is important to note that the switching costs are quite minimal.
Two: No proprietary products or services are at stake.
Despite these two flaws, this industry is quite secure. Existing businesses enjoy a significant
cost advantage over new ones. If you don't have a client base, you'll have to invest a lot of
money. For example, established firms can and do react to new rivals by reducing prices or
going out of business as they see fit.
Despite the low switching costs, many consumers choose to remain with well-known and
trusted companies. There is no need to pay for their services. Most people are reluctant to
spend their money on unreliable companies since travelling is expensive. In addition, most
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customers are comfortable doing business with long-standing companies. If you want to work
in this field, you need to be familiar with planes and flying. It might take up to a year to obtain
a licence. Federal Aviation Administration and Department of Transportation continue to
monitor them after they have taken place. Considering the time and money necessary to
establish a business, most people will not enter the aviation industry.
THREAT OF SUBSTITUTES
Following consideration of entry risks, it's critical to assess the risk of replacements. This firm
has a modest substitute risk. If you're flying, there are options to consider. Customers can
utilise other means of transportation to get to their destination, whether it's in a car or on the
rails. There are costs to switching.
It's true that certain forms of transportation are more expensive than air travel. Time is the
most expensive resource. Via far the most efficient form of transportation is by air. Cost,
convenience, and service are all advantages of flying over other means of transportation.
It's possible that consumers will choose an alternative method when they don't have to go
large distances, it is alarming.
RIVALRY AMONG EXISTING PLAYERS
Last but not least, there is competition among the current players. In the airline business, there
is a lot of competition for a variety of different reasons. The industry has reached a point of no
return. The business cycle looks to be coming to an end. As a result, there is no evidence of
under- or overcapitalization on the market. There are a lot of fixed costs in this firm. They are
typically tied into long-term debt arrangements to be solvent. As a result of the complexity of
the planes or things involved, the competition is much more intense.
As a way, the competition is reduced. When it comes to luxury, JetBlue is recognised for it,
while Southwest is famed for its cheaper cost. Due to each company having its own slice and
switching costs being low, no company can have a substantial market share.
Competition between companies and supplier power are the strongest drivers in this market.
As a result of the fierce competition among existing players, any firm with inadequate funds
will be forced out. As a result of the high cost of aircraft production, suppliers have a great deal
of sway. Even a slight adjustment in credit conditions from suppliers might result in a big loss
for the company. While the other armies appear to be a little more threatening, it's hard to
tell. As a result, the risk of entering the market is reduced. As a result of low switching costs,
buyers have a weak force, but substitutes have a weak force owing to their high prices.
Since most individuals have to fly in, this industry is quite lucrative. In the long term, this is
not a feasible company model. In addition to having more planes and a larger choice of routes,
profitable airlines are in a better position to serve their customers.
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Some factors have shifted recently. Environmentally friendly planes are already being
produced by several aviation firms, signalling a shift in suppliers' bargaining power. They'd
stand out, posing a threat to suppliers. Booking flights using websites such as Expedia has also
changed in recent years. In addition to attracting new customers, the airline booking process
has been streamlined as a result of this favourable change. By decreasing the power of
alternatives, this industry has also benefitted from rising gas costs. If driving is more expensive
than flying, individuals will opt to fly to their destination in an effort to save money.
To cope with competition effectively, firms should examine the Five Forces Model and
prioritise it. Therefore, present firms don't have as much to worry about when it comes to their
business plans for the other elements of the model.
Finally, while investigating a sector, we need to consider the dominant economic factors. There
is a part in our research dedicated to variables that have a significant influence on the aviation
industry.
PESTEL ANALYSIS:
1.POLITICAL FACTORS:
The country has a stable political system. Air Debt can make tactics dependent on the steady
realm of politics.
Having a variety of government agencies reduces the risk of a single institution becoming too
powerful. To be fair, the time and cost of working together, obtaining approvals, etc., is
increased as a result.
Regulating the government and deregulating the government World Trade Organization
criteria are followed by the public authority. Both strategies are consistent.
2.ECONOMIC FACTORS:
Increased interest rates on Air Debt items are influenced by the inflation rate. An increase in
growth could force Air Debt to increase prices to keep up with the growth, which could lead to
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a decrease in brand trust and constant efforts to control expenditures. A cost-based pricing
strategy could be disastrous under such circumstances.
Inflation Trends & Rates of Economic Growth - A higher inflation rate indicates that the
economy is gaining momentum. With this pattern, Air Debt can expand its product line and
focus on new clients. You might start by carefully determining how purchaser’s purchasing
behaviour and motivation will evolve.
Employment Rate- Air Debt's systems will be affected if the employment rate is high, since it
will provide enough clients for Air Debt products, but it will also make it more expensive for Air
Debt to hire competent and qualified representatives.
3.SOCIAL FACTORS:
Immigration Policies and Immigration Levels- When it comes to mobility, what are the nation's
arrangements? In this way, it will be able to decide when, if ever, it is necessary to recruit
overseas talent to work in a certain industry.
What kind of progressive system and standards are appropriate in the public view also affects
the types and levels of usage in a general audience. Forces of dynamic are often located at or
around the top of social hierarchies with a wide range of levels.
Technological Factors: Investment in research and development is a key technological factor.

The chances of creating a self-sustaining atmosphere that encourages progress are high, if
there is an undeniable level of interest in innovation improvement. In such a situation, Air Debt
can attract the greatest people in the business.
Air Debt's plan of action relies heavily on E-Commerce and related infrastructure development.
In order to enter a new market, the company should examine the online business basis and the
innovation framework, among other things.
4.ENVIRONMENTAL FACTORS:
This section examines how much of the budget is spent on non-renewable energy sources, and
how Air Debt might incorporate this into its serious process.
National and local environmental regulations and standards
- It is not uncommon for the climate plan to be distinct at the public and local level, as well.
There are a variety of ways to do this, such as plant area, product enhancement, and
estimation method.
6.LEGAL FACTORS:
Inquire about the nation's securities law and what conditions must be met to list an
organisation on public or provincial stock market.
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Justice System & Processes Transparency- Transparency is essential for a rational and reliable
dynamic. Air Debt can prepare more effectively if the interaction is predictable and
straightforward.
PRODUCT LIFE CYCLE:
The carriers' significant items are flight administrations; each planned flight might be
considered as a different item. The exercises that add to the aircraft's arrangement of flight
administrations for travellers include: flying the airplane; inflight administrations, which allude
to administrations given to travellers during the flight; ground administrations, for example,
stuff taking care of, traveller taking care of, garbage removal and designing and upkeep;
finance; advertising; and human asset the board. The order of the impacts of every action as
immediate or roundabout with regards to LCA depends on the presence of authority over the
action by the carrier. For instance, the activity of the flight is normally constrained by the
carrier and the financial, social and natural impacts of the flight are named direct, while the
financial, social and natural impacts of garbage removal attempted by different elements are
delegated roundabout.
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Market segmentation
Airline passengers are often separated depending on their seats, such as economy vs. business
or first class. There is some insight into customer willingness to spend on additional services
and their overall price responsiveness, but not much into their needs and reasons when it
comes to air travel.
Here's a look at five different categories in the aviation industry. Demands, evaluations, and
purchase strategies are all different for each group. The five categories of market segmentation
are as follows:
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• Ready to travel again
• Faithful to company
• Travel on business purpose
• Emergency travelling
• Price sensitive segment.
Ready to travel again:
It's a group of non-business consumers who travel a lot by plane. They're older clients,
perhaps retirees, who have enough time and money to travel frequently on a frequent basis.
According on their route and experiences, some of them may opt to remain with a chosen few
airline. They’d want a little bit of luxury, and presumably wouldn't select an airline based only
on pricing. They would also be less inclined to do research on airlines because they are
seasoned travellers. Travel blogs and other such sites are more likely to be influential for those
who have a lot of opinions. Many of them would want to travel in a more comfortable manner
and are unlikely to pick an airline only on pricing. They would also be less inclined to do
research on airlines because they are seasoned travellers. A higher percentage of them will be
opinion leaders, such as those who write for Travel websites or a site like that. Their purchasing
habits make them appealing and valuable consumers in the airline industry, and their impact
on other consumers' purchasing decisions makes them even more important.
Faithful to company:
Another group of regular flyers makes up the second group of aircraft customers. While many
travel for individual matters (holidays and family events), others travel for business objectives
(such as business trips). With a single airline as their focus, their section name says it all. This is
due to the accumulation of frequency and loyalty points, which may be redeemed for free
rides in the future. Their brand loyalty may cause them to develop an emotional attachment to
the airline's brand, making them less price sensitive and less inclined to investigate other
carriers. This is a fantastic target market for airlines because of their devoted client base. This
market segment is notoriously difficult to attract because they are rarely change airlines.
Emergency travelling:
Travelers who needs to fly urgently don't utilise aeroplanes very often, and they constitute a
rather tiny market segment. These customers have a sudden and urgent desire to travel. They
are more anxious about flight availability and destination needs than any consideration of
pricing or airline brand. Travelers who needs to fly urgently don't utilise aeroplanes very often,
and they constitute a rather tiny market segment. Typically, air carriers will keep a few tickets
on each plane for sale at higher cost in the fore time before the flying is anticipation that a
certain percentage of individuals need to travel instantaneously.
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Travel on business purpose:
Many of an airline's domestic customers are business travellers. Due to the necessity to often
travel by plane, many firms operate in several areas of the nation or have sales possibilities in
other locations. On the other hand, business clients tend to choose an airline as a group rather
than as an individual. Many businesses, especially those with frequent travellers or those who
are in managers and supervisory positions, prefer to fly in business suite. Due to the high level
of brand loyalty, this market is less concerned with the cost of a flight's tickets than other
markets. Sometimes, a deal with a large corporation, institution, or even federal agency will be
established by the airlines to ensure long-term success.
Price sensitive segment:

Cheap air travellers are more likely to be vacationers, or customers who don't notice much of a
difference between carriers.
When it comes to online shopping, certain individuals seem to be more price-sensitive than
others. In the absence of first-hand experience, infrequent travellers may rely on a price
strategy to streamline their selection and save effort.
Customers who don't want to be tied down to a single airline will find the lowest price
and greatest value.
Keep in mind that some consumers are low-income earners, while others employ cost as a
point of differentiation in their purchase.
Target market:
A target market is a cluster of people who have some common characteristics that a company
has identified as potential customers for its products. In passenger aviation industry the
product is nothing but seat that’s offered. Air cargo is an additional service in passenger
airlines. People usually choose use airlines for various reasons few of them are leisure
(vacation), business purpose, students travelling out of the county or state for the purpose of
studying etc.
➢ People who are travelling for business purpose are of middle age group (35 – 55),
frequency, punctuality and easy accessibility is important for them, they usually prefer
service from a nearby airport. These passengers demand for separate check-in,
separate waiting area and separate business class cabins. Here the nature of the
journey will be frequent, the distance may vary.
➢ People who are going for holidays usually prefer low cost and includes passengers of
all age groups. Nature of the journey will be long distance and non-frequent.
➢ Students who are travelling also prefer low price along with additional services of
cargo. Usually, it will be long distance travelling.
Almost all the passengers who travel on route will return, so we should concentrate on
retaining the existing customers for maximizing the revenue.
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Aero Market Coverage:
Business research companies provide data on worldwide market size, growth,
drivers/restraints, and trends for 39 markets in the aerospace industry. It's important to
understand how the market is divided.
1.Aerospace
Aircraft maintenance, repair, and overhaul services are also included in the aerospace
market. Entities that manufacture commercial aircraft also provide aircraft
supplementary equipment like radar and flight control systems.
• Aeronautics
• Air passenger carrier manufacturing
• Maintenance of carriers, mending and Overhaul Services
• Manufacturing supplementary Equipment
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2. Defence
The safeguard market comprises of deals of air-based, ocean based and land-based military
hardware by elements (associations, sole brokers and organizations) that production air-based,
ocean based, and land-based military gear including backing and helper gear like radar,
satellites, sonars and other assistant gear or keep up with, fix and update guard gear.
• Air based Defence Equipment Manufacturing

• Sea based Defence Equipment Manufacturing
• Land based Defence Equipment Manufacturing
• Defence Equipment Maintenance, Repair and Overhauling Services
• Support and Auxiliary Equipment Manufacturing (Equipment, for example, Radars,
Satellites, Sonars and others are incorporated)
Airline Market Research

Operators in the airline sector have been faced with both possibilities and problems because of
the industry's recent tumultuous past.
No longer is it only low-cost operations that have changed the business model; it's also the
emergence of true "multinational" carriers operating across the EU and beyond. Arab airlines
like Emirates and Qatar Airways are expanding internationally.
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As low-cost carriers such as Norwegian Airlines grow in popularity, airlines are stretching their
itineraries far beyond the conventional transatlantic routes. All passengers benefit from the
cheaper rates offered by these airlines since they "unbundle" their product offerings. It's up to
the passengers to decide exactly what they want, and then pay for it.
There are challenges. Profitability may be drastically affected by oil prices. The European
Carriers continue to be plagued by labour strikes. Flight operations and aircraft production can
be affected by supply chain interruptions. To cope up with the disruptive development in the
dynamic environment, market research is the only effective tool which companies can employ
to gain edge over their competitors and to gain long term customer loyalty.
Airline Market Research can provide:

Data
Information
Insight
Innovations
Intelligence
Action Plans
Strategies
Recommendations
Airline Market Research Solutions
There are ways to run focus groups with consumers

Consumer Research (Focus to find out why they select or don't choose your
groups) airline based on their level of knowledge of the
airline.
When conducting a quantitative study on attitudes

Understand your customers
and use, customers' choices of locations and
(Quantitative Online surveys)
airlines are quantified.
may follow and report competition ads in the

Market and
media, online, in print, and on billboards, and do so
Competitor Intelligence
continually. They cover airlines and destinations, as
Tracking
well as a brief description of the airline.
will be able to find out what airline’s consumers

Telephone Interviews with
prefer and why. Is there a reason why they don't
travel agents
suggest this airline above others?
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Can compare brand awareness between the
Brand Tracking
airline's and its rival's brands on an ongoing basis
Competition for Airline Industry
The global economy, customers, and governments all rely on air transportation. Despite
this, the sector is still extensively regulated at both the national and international levels.
Three driving trends characterize the business, and they play a significant role in the
competition analysis of airline behavior and agreements. A blending of business models
that blurs the traditional line between full-service and low-cost airlines.
The key "phenomenon" that competition regulators must consider is industry consolidation
through airline alliances, which range from simple interlining co-operation agreements to
far-reaching joint ventures. Internal (e.g., mismanagement) or exogenous (e.g., oil pricing)
causes can cause financial trouble on a regular basis.
Access to airport slots (structural restrictions), airline loyalty programs, and drip pricing
techniques are also factors to consider (strategic barriers). At the crossroads of
competition, consumer protection, and transportation policies, such hurdles may
necessitate antitrust enforcement or regulatory solutions.
Indirect competition for airline industry is from the Bullet trains and ships which has a
opportunity to address the issues of the airline industry more in the domestic parts of the
country.
Market share of Indian Airline Industry
India's aviation industry had risen to prominence as a fast-growing business. The industry
had established itself as a cost-effective and reliable alternative to long and boring road or
train excursions. With a discernible growth trend, India is expected to become one of the
world's top aviation markets by 2034. IndiGo, the passenger carrier, was the market leader
in 2020, with roughly 48 percent of the market share.
Competitive Advantage in the Airline Industry
Cutthroat expense advantage in carrier industry is a continually moving objective for any
organization in any industry; the key isn't to stall out with a solitary straightforward
thought of its wellspring of benefit. The best contenders the best ones, realize how to
continue to move and consistently stay on the forefront. Today, time is a front line among
the carrier. The manners in which greater aircraft industry organizations oversee time
carrier industry in new client relationship and presentation in flight plan address the most
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remarkable new wellsprings of upper hand.
However certain western organization are seeking after this benefit carrier industry
experience and practice give the most enlightening model not on the grounds that they are
essentially special but since they best outline the developmental stage through which
driving organizations enjoy benefit.
Airline Industry Positioning

The essential strategy takes the plan of the business as given and matches the association.
Strength and weaknesses to it high ground can be viewed as a design guard against the
genuine force or as finding position in the business where the force are generally delicate.
Data on the transporter business capacities and clearly of the ferocious force will include
the locales where the airplane business should face genuine and where avoid it. While
dealing with the business power that drive industry genuine, association can devise a
system that assaults. This position is planned to achieve more than just adjust to the
genuine forces it is mean to change their causes. Advancement cost in airplane industry
market can raise brand recognizing confirmation or regardless separate the help and
capital premium in transporter wherever scale workplaces or vertical mix impacts area
limits.
The following forces have been identified
• Substitute customer relationships and services are a threat
• New Entrants Pose a Threat
• Customer bargaining power
• Employee bargaining power
• Competitive Rivalry
Marketing-mix:
The marketing-mix is a collection of tactical marketing tools that a company uses to get the
desired reaction in its target market.
Product:
Goods or services made or provided by the company to meet consumer needs and deliver
benefits and satisfaction after consumption.
Scoot Airlines presently serves 65 destinations in 18 countries and has a fleet of Boeing 787
Dreamliner’s and Airbus 320 planes. Scoot may also be classified into three categories
according on the type of goods, such as Core \Products Scoot Airlines' primary offering is low-
cost passenger air transportation for middle-class and lower-middle-class passengers, allowing
them to enjoy flying journeys. Passengers on Scoot can choose between Economy and Business
Class. Economy Class is separated into three categories: Fly, FlyBag, and FlyBagEat, however
Scoot in Indonesia only serves Economy Class for short distances.
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Price:
Pricing: Pricing that considers the economic costs and environmental costs of production and
marketing processes, while providing value to the customer and a reasonable profit for the
business.
Customers can choose from choices like as Choice, Choice Essential, Choice Plus, Fully Flexible,
and Business and First, which offer round-trip airfare as well as other product and service
combinations. Choice is similar to a standard economy ticket, plus additional fees for amenities
and luggage. Choice Essential entitles clients to free flight changes, Group 1 boarding, and the
carriage of one checked bag. Elite members, on the other hand, receive three free checked
baggage. Choice Plus is identical to Essentials, but with 50% more miles, premium beverages,
and same-day flight change and standby.
Place:
The role is a distribution channel as marketing activities which seeks to facilitate the delivery of
goods and services from companies to consumers. Scoot airline allows customers to purchase
tickets through three primary channels: online sales, retail sales, and resellers. There is also a
Sales Office in the Soekarno-Hatta Airport Terminal, as well as websites like as
www.flyscoot.com, Traveloka, Tiket.com, and others. Scoot now offers airline ticket purchasing
applications on the Play Store and iOS.
Process:
Service delivery processes that promote operational performance and service quality by
making optimal use of resources. In marketing, it is a flow of information or one-way
persuasion that is used to drive a person to activities that result in exchanges. In terms of
promotion, Scoot airline offers promotions to consumers via the Scoot website, YouTube,
Twitter, Facebook, and Instagram to travel to locations of choice and facilities of interest.
Scoot's other promotional techniques include event marketing, print media advertising, and
advertising on travel websites.
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VISTARA
INTRODUCTION:
As part of a collaborative venture, Tata owns 51 percent of the company, while Singapore
Airlines owns 49 percent. (TATA SIA Airlines limited.)
As part of a collaboration, Tata and Singapore Airlines chose to collaborate in 2013 to develop
an exceptional flight journey. the corporation has wanted to go back into the aviation market
for a long time. At one point or another in history, Singapore and the Tata airlines group have
both tried to penetrate India's aviation market Another tie-up request was made in October
2013, following a relaxation of the Foreign Investment Regulations in 2012. "Vistara holding
companies, TATA SIA Airlines Limited, was founded on 5 November 2013.
An important objective of Vistara being, revolutionizing air travelling in India by offering

domestic passengers a smooth, personalised in flight experience that up holds Tata's legendary
service excellence and hospitality with Singapore Airlines (SIA legendary)'s hospitality. Vistara is
the Sanskrit word for infinite expanse. Vistara gets its name from its "limitless" sky. Flyers
associate smooth and happy flights with the wide, blue sky seen through an airplane's
windows.
VISION
Joint venture aims to reinvent air travel in India by combining Tata and SIA's service excellence
and famous hospitality.
Current position
Delhi - Mumbai flights commenced on January 9, 2015 with Vistara. During a very short period
of time, Vistara's network and service offerings have developed significantly, they travel to 40
destinations with over 200 flights each day."
Ever since Vistara commenced operations, the airline has carried more than 20 million
passengers throughout the world!
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Company financials
Particulars FY16 FY20
Long term Liabilities Rs 173.4 Crore INR Rs 6809.02 Crore INR

Short term Liabilities Rs 206.99 Crore INR Rs 2261.59 Crore INR
overall liabilities Rs 380.4 Crore INR Rs 9070.62 Crore INR
Income from operations Rs 691.37 Crore INR Rs 4738.45 Crore INR
expenses Rs 1115.46 Crore INR Rs 6664.45 Crore INR
Total profits -Rs 400.9 Crore INR -Rs1813.38 Crore INR
Fleet
Aircraft In services
Airbus A320-200 7
Airbus A320neo 29
Airbus A321neo 3
Boeing 737-800 6
Boeing 787-9 2
Total 47
Market share
Vistara’s share in airlines market throughout India in calendar year 2020 based on number of
passengers travelled .
Indian market share
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STP of Vistara
Segment – people who are looking for flights to travel.
Target group – Executives, corporates, and families with middle- and higher-income level.
Positioning - Tata's Vistara delivers an excellent In-Flight Experience at a reasonable cost.
SWOT Analysis of Vistara

Strength Weakness
➢ With TATA sons and Singapore ➢ There is still a limited level of brand
Airlines as the backbone, the awareness for Vistara despite its
company has a powerful lineage. launch in 2015.
➢ In the aviation sector, it's on the ➢ It is difficult to obtain market share
rise with good frequency. due to intense rivalry in the sector
➢ New routes are being added to the
schedule, such as Mumbai-Amritsar
and Delhi-Leh.
➢ When it comes to in-flight
experiences, Vistara excels.
➢ CV, the frequent flyer programme, is
available to customers (Club Vistara)
➢ Excellent advertising and branding
exercise have boosted their profile
in the Indian airline business.
Opportunities Threats
➢ The Indian aviation industry is
➢ It is possible for Vistara to
extremely price sensitive.
penetrate into the
➢ New brands like Vistara might be
international market by
affected by external variables like as
offering flights to nearby
taxation in the aviation industry.
hubs like Singapore and
other south Asian nations
➢ The in-flight experience at
Vistara might be improved to
increase the company's
marketing appeal.
Vistara has flown more than 20 million happy customers since its inception.
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Segmentation:
In aviation industry, segmentation is usually based on income level of the customers. Most of the
companies differentiate their flight experience according to the price for example better leg space, food
service etc.
Vistara made a bold statement by stating “every penny worth” and is trying to overcome the
stereotypical approach of price-based differentiation of in-flight experience. They are trying to deviate
from price-based competition and focusing on customer satisfaction and memorable experience which
in-turn creates Loyal customers in the long run.
By prioritizing the in-flight experience, Vistara aims to differentiate its brand in a highly competitive
business environment. They are hoping to get away from the price-driven differentiation approach that
all Indian airline companies have been compelled to follow in recent years by introducing a new fleet
with more comfortable seats and a more enjoyable experience.
It will be daunting to break through the customer's perception and offer an experience that lives up to
the brand promise.
Contrary to its rivals, Vistara doesn't offer significant discounts to get you to sign up. Over 15,000
promotional seats were made available to commemorate the debut of AirAsia India, the other joint
venture between Tata Son and AirAsia Bhd, in May. Singapore Airlines is well-known for its exorbitant
prices.
Target markets
Railway passengers who have a preconceived impression that planes are more expensive than trains.
Potential clients from other airlines who are dissatisfied with the price and service they receive from
their own carriers.
About 60% of the target market is composed of official commuters, with the other 40% consisting of all
sorts of passengers from India's major cities, including Delhi, Mumbai, Bangalore, and Chennai.
Individuals are classified according to their personalities, attitudes and way of life. First-class railway
passengers with an annual income of more than 300.000 Indian rupees are the psychographic target
audience.
Even the second tier of cities has a chance to be profitable. Subgroups of customers can be identified
based on factors such as age, occupation, family size, and language proficiency.
Market research and positioning

Vistara is trying to position its brand differently by concentrating more on flight experience and trying
to withhold the concept of ‘fly the new feeling’. After doing extensive market research Vistara came to
that Indian traveler are perceive flying as a laborious process which helps them only in reaching there
destination basically a mechanical process. Hence, they aimed at redefining the entire process of
travelling.
They conducted the brand campaign portraying the literal meaning-the joy of flying. By doing this they
tried to get emotionally connected with the customers and were quite successful. They also introduced
new segment of travel – Premium Economy which included priority boarding and check-out.
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In the domestic market, a three-cabin service is a first, and it is sure to cause some enthusiasm in the
retail and business travel segments. It is likely that the increased inventories will lead to appealing
pricing in the months to come, leading with the boost in demand," says Sunny Sodhi of Yatra Online Pvt.
Ltd., online booking operator.
Vistara offers club Vistara a quickest and gratifying frequent travel program in India. With Club Vistara,
Vistara is India's first airline to give loyalty points based on real expenditure on tickets rather than miles
flown, rather than miles flown. As a result, there is no longer a tangible loyalty card. This means that the
amount of money spent on travel is considered when awarding points to registered Club Vistara
members. As a father or mother, you can earn points by booking for up to five relatives.
Because the brownie points earned are directly connected to the expenditure, the value-based scheme
is more equal "Vistara's CEO made the statement. Moreover, it's clearer to customers and more user-
friendly. A growing trend in the travel business is a shift to a value-based system, as indicated by recent
industry developments." They did this after carefully considering jet airways loyalty package based on
miles.
A fresh travel experience for all consumers is their brand commitment, and they feel that their three-
class design will help them achieve that "Yeoh chimes in. Travelers who want the extra room and
facilities to work or relax without having to pay for a business-class ticket will enjoy our premium
economy cabin."
By employing the above mentioned method they are trying position themselves as budget worthy
airlines rather than budget friendly.
They are trying to communicate with its potential customers through business magazines, digital media
including cinema and airports.
Competitors
Indigo succeeded in the business is mainly due to its value for brand, which conveys a message of
dependability. In comparison to others, Indigo has a track record of most number of flight departure.
Indigo has had a considerably greater increase in passenger load when compared to its counterparts,
but Vistara has struggled and has suffered a drop in comparison with Air Asia-India one the Tata's
collaboration. It might be a bestial competition in which one joint venture's market share is lost to
another.
Air India
Air India is India’s airlines. It started in 1932 as Tata-Airlines and was changed to ‘Air India’ In 1951 it
was declared as national airlines, by considering the socialistic policies of then Indian government in
mind.
The federal government has chosen to privatise the airline due to the company's poor performance
in recent years and growing strain on the government exchequer. Regardless of its management
issues, the airline had many advantages: financial support by the government to manage losses,
being one and only airline for all civil servants, and subscription in Star Alliance, which allowed the
airline to take advantage of code sharing advantage from other alliance members. However, its
primary issues include the usage of obsolete technology, a lack of attitude shift, and a lack of client
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satisfaction. Things are anticipated to improve with privatisation on the horizon.
Air Asia-India
Air Asia(India) is a collaboration between Tata’s (51%) and Malaysian Air Asia (49 percent). It began
in 2013 is now based at Bengaluru International Airport, with auxiliary bases in other cities. Mumbai,
Delhi, and Kolkata have hubs. Unlike vistara, it is a cost-effective airline, Its operational competence
is derived from the Air Asia, the main business, is well-known for maintaining the minimum cost per
seat per kilometre and has continually maintained its position as the world's finest low-cost airline.
The value it receives from Tatas is their knowledge of the Indian market, which it exploits via
trustworthiness among supply chain. There were rumours in 2020 Dec, that the Tata would expand
their stake in the airline to 87 percent.
Indigo
Interglobal Aviation Limited owns Indigo, which is India's one of the largest airline by market share
(49.8 percent). It is a no-frills airline which operates as a low-effective carrier. In other words, a
customer must pay extra every other additional service, including food and beverage, in addition to
flying services. Its flights have no in-flight entertainment.
The main downside of such a strategy is that it may result in heavy discounting and price wars.
Indigo, on the other hand, is a wonderful alternative for customers looking to save money on
flights. it has understanding with Qatar Airways and Turkish airlines to share codes. Its major hub is
at Indira Gandhi International Airport in New Delhi.
The company’s value statement is as follows: "On-time, Low price, considerate and trouble-free
Flight Experience". It is the first Indian airline to have three years in a row been named amongst the
top 20 airlines in the world for on-time performance.
Spice jet
In terms of market share, SpiceJet is next to Indigo. started in 2005 and runs a fleet of several
airplanes for travelling and shipment under the brand name ‘SpiceXpress.'
It is India's top cargo operator in terms of domestic and international cargo operations as of March
2020, and it has dominated India's regional connectivity market. Although its passenger service
approach is like that of Indigo, the airline has made significant investments in the cargo shipping
industry. It operates on a low-cost carrier model, making it vulnerable to competition pricing. But , it
has best flights for short distance.
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Market share of different airlines
Vistara’s strategy
Vistara had restrictions in its early days owing to a limited marketing staff, which prevented it from
successfully selling itself. They quickly recognised their error, though, and worked tirelessly on brand
development and advertising. Vistara began focused on social media through creative and unique
content in addition to traditional means of promotion such as billboards and television, or print
media. Internal marketing was another type of marketing in which staff were well-trained and
adhered to dress rules in order to create an image of integrity, discipline, and a passenger-oriented
attitude. They also did fly-higher campaign keeping mind their value proposition.
Positioning of Vistara
Because no airline currently runs this cabin, Vistara has a unique, unexplored markets. Both
the economy and business models are among the most popular, with the economy model
including foldable headrest and a faux leather covering for extra convenience. The Indian
home market is renowned for being extremely price-sensitive, with passengers preferring
cost above all else and displaying minimal loyalty to any brand. This has gave an edge for
cost effective airlines like as IndiGo, SpiceJet, and GoAir to take the majority share of the
industry, causing established full service carriers such as Jet Airways and Air India into deep
trouble.
Despite this, Vistara has gradually increased its share in the market. It has already flown
over 15 million people, demonstrating that, if done correctly, there may still be a demand
for full service carriers in India. Following Jet Airways fall in 2019, Vistara became India's
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sole private full-service airline, allowing them the opportunity to attract high-revenue
business customers and contemplate extending into protracted foreign destinations.
Vistara has a unique three different arrangement onboard, including economy, business, and premium
economy seats. The cabin, which is new to the Indian market, has additionallegroom, reclining, as well
as preferential check-in and handling services
Vistara marketing strategy

Vistara's marketing strategy examines the brand using the marketing mix framework, which
includes the 4Ps, Product, Price, Place, Promotion. Product innovation, price strategy, and
promotion planning are all examples of marketing tactics. These business techniques contribute
to the success of the Vistara brand based on the Vistara marketing mix.
Vistara's marketing strategy assists the brand/company in developing a competitive market

position as well as achieving its business goals and objectives.
Vistara product strategy:
a. Business Class: Vistara's 148-seat Airbus A320 has three cabins, with 16 seats designated as
business class. Furthermore, the size of the seats and leg room provided is larger than that of its
competitors, providing better comfort to passengers. This class delivers the best service at the
most expensive price.
b. Premium Economy Class: Vistara has introduced a novel service. This class is designed for
business travellers who want to get great service but cannot afford to fly in business class and
do not prefer to fly in economy class. Vistara provides 36 premium economy seats on its 148-
seat Airbus A320.
c. Economy class: The 148-seat Airbus A320 operated by Vistara features 96 economy class seats.
This course is designed for those who cannot afford to pay a higher fee but yet want to receive
excellent treatment.
A high-quality veg-non-veg lunch is also given to the passengers. Vistara is well-known for
adapting its cuisine to fit the demands of its customers. Vistara also provides all of its clients with
free Wi-Fi.
Pricing strategy
Vistara charges a premium for its on-board and off-board services. The firm believes on offering
its customers with a fantastic and memorable flying experience at a reasonable premium pricing.
The firm also uses a dynamic pricing strategy based on the date of ticket purchase and offers
different price rates dependent on the class of travel selected by the client. Instead of offering
substantial discounts, Vistara has its own club of loyal clients called 'Club Vistara,' which is a
frequent flyer programme that allows travelers to earn reward points according on the amount
they spend on ticket purchasing. This reward point serves as a discount for its frequent travelers.
Vistara adheres to a philosophy of no hidden restrictions and standardized pricing standards. As
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a result, Vistara's pricing strategy in its marketing mix is not only dependent on rivals and
regulatory agencies, but also takes into account market dynamics.
Place and distribution strategy

Vistara's hub is at Delhi's Indira Gandhi International Airport. Vistara debuted its inaugural
service between Delhi and Mumbai. Vistara served approximately 2.5 million customers in its
first 20 months of operation. Vistara's fleet consists of Airbus320-200s. This fleet consists of 13
ships. Vistara also plans to introduce seven new Airbus A320neo planes by 2017-18. The airline
serves 18 locations in India. Any traveller may buy a ticket online using Vistara's website or any
other ticketing website such as Gibbon, Paytm, and so on, or offline through tour operators,
airports, and so forth. Customer support may be contacted by a traveller who requires more
assistance. Vistara also actively engages in social media platforms such as Twitter and Facebook
in order to communicate with potential travellers.
The firm has yet to begin international flights.
Vistara Promotion & Advertising Strategy:

Vistara is a late entry in India's domestic airline sector, yet it has managed to carve out a place
for itself. Vistara promotes itself with an integrated marketing plan that includes TV, digital,
print, outdoor, cinema, and airports. Deepika Padukone has been named as the company's brand
ambassador. Vistara has run several ad campaigns to promote its brand slogan 'Fly the new
feeling,' attempting to emotionally connect with viewers and displaying a sense of delight in their
advertisements. Vistara's marketing mix includes a 360-degree branding approach in its
promotional plan. Vistara has utilised the tagline 'High standards, inexpensively' in print
advertisements to target those who seek a unique experience at a good price. Vistara has
targeted both entertainment and news networks, such as Colors and Sony, for promotional ads.
Vistara also uses outdoor channels like as banners at airports and other high-traffic places.
Vistara also reacts to customer complaints and engages with them through social media
channels like Facebook and Twitter.
Since it is operating in service sector the other 3Ps comes into picture. They are as follows;
People
Vistara is well-known for providing high-quality service to its passengers. Vistara's whole team is
completely committed to client satisfaction. Vistara has always pushed its workers to develop
ownership, leadership, finding chances for advancement, and being service oriented, which is
the primary people strategy in their marketing mix. Because of its capacity to provide employee
happiness, Vistara has the lowest attrition rate in the aviation industry. Vistara offers a one-of-
a-kind personnel assessment method that focuses on building individual strength rather than
simply improving performance. The whole front-end crew aboard the Vistara jet is highly
qualified and competent in order to provide the services offered to passengers. From air
hostesses to pilots, flight attendants to freight movers, everyone helps to create a welcoming
environment for its passengers.
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Process
Vistara has its own website, which may be found at www.airvistara.com. A client visits the
website to purchase a ticket. The traveler must input the origin and destination cities, the date
of travel, the number of passengers, and then select from the available flights. To finalize the
booking, the customer must agree to the terms and conditions and make payment. The ticket
with flight information will be emailed to the customer's email address and cellphone number.
This booking method can also be followed by the consumer from any other website. The tourist
must drop their luggage and enjoy the journey on the day of check-in at the Vistara desk at the
airport. Vistara will be in charge of all process management.
Vistara allows passengers who purchase a ticket in the premium economy category to enjoy
some of the same benefits as business class passengers. Customers can check in ahead of time
and utilize a mobile ticket.
Physical evidence
Vistara is well-known for providing its passengers with a pleasurable flight experience. The seats
on its flights are comfier than those on any of India's local carriers. The chairs feature increased
leg room. Vistara's onboarding process is faultless. There are three cabins to give individualized
treatment and a great experience for all types of travelers. Vistara also provides in-flight dining,
which provides a diverse selection of cuisines to passengers. The menu is refreshed on a regular
basis, and guests may choose between vegetarian and non-vegetarian meals. Travelers will also
get access to free Wi-Fi and unlimited entertainment options on the trip. Vistara also has its own
mobile app, where passengers may check in, select a seat and food, and obtain a boarding ticket.
Travelers can also get assistance from the Vistara kiosks located in airports. All of these are part
of Vistara Airlines' marketing mix.
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Recommendations
• According to the customer feedback business class segment offers comparatively better
service than other two class and it is suggested to improve food quality in all class.
• When it comes to economy class people are lightly satisfied all the other factors such as
cabin crew service, inflight experience, ground service etc but they don’t agree on the
point that it provides value for money.
• In premium economy class people are extremely satisfied with other services except
inflight entertainment and ground services.
• As we all know the entire airline industry is concentrating on cost factor especially
Indigo which is one of the major competitor, if Vistara wants to strive in the market
they have to stick to there core values and differentiation even in the long run and try
to deliver the best service and offer value for money which is there point of focus.
Conclusion
Vistara is aggressively seeking to fly internationally by 2018 because of regulatory relaxation.
They said they will approach the board soon with a proposal to purchase larger aircraft, but
expansion will be gradual. It must be relevant and long-lasting. To boost awareness among global
travelers, the airline is conducting a worldwide safety assessment and forming alliances with
international carriers. As part of this approach, Vistara signed a code-sharing arrangement with
British Airways in September 2018, giving its customers immediate access to the British Airways
worldwide network via flight transfers.
With Vistara’s value for money strategy they are trying to satisfy their customers at the same
time maintain their profit margin which will help them sustain the market for a long time.
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AIR INDIA
HISTORY:
Air India is an Indian transporter carrier that is worked via Air India Limited, an Indian
experience organization. The carrier is essential for a team to serve different nearby terminals
with global air terminals. Indian Airlines House in New Delhi fills in as the organization's central
command.
Air India is operating an Airbus and Boeing aircraft marine power that serves 102 battles across
India and around the world. Delhi, near urban regions across India, is the carrier's center. As
big international carriers, Air India accounts for 18.6% of the market. Over 60 complaints were
filed by Air India worldwide, passing through four continental countries. The carrier was
redirected from the alliance to individuals on 11 July 2014.
In 1932, Tata Airlines operated its maiden single engine from the Karachi Dreg Airfield to the
Juhu Aerodrome in Mumbai. Then Tata headed to the Chennai Airfield on the front line. It
became an openly restricted organization & was renewed as Air India after the Second World
War. It became Asia's principal carrier to include a flying aircraft into its naval force on
February, 21st 1960, when it debuted with its 1st Boeing 707, dubbed Gauri Shankar. Air India
was privatized between 2000 and 2001 following amalgamation with Indian Airlines in 2006.
Problems existed. Problems existed.
Additionally, Air India gives the surrounding and Asian murmuring methods for its fans Aliana
Air and Air India Express. The Maharajah is the mascot of Air India. It has a flying swan inside
on the Konark wheel.
Air India will be fighting in 102 fighting with 57 protests and 45 protests spanning five countries
worldwide by 31 nations by December 2019. Its main component is in the New Delhi- (Indira
Gandhi International Airport) at Mumbai (Chhatrapati Sivaji Maharaj International Airport).
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OVERVIEW OF COMPANY REVENUE AND WORTH:
Increase in revenue of Rs. 26.430.59 crores (US$3.7 billion) (2019)
Working income: Rs. 3,763.50 crore (US$530 million) decreased (2019)
Profit: Rs. 8,556.36 crore (US$1.2 billion) decreased (2019)
Increase in total assets: Rs. 52,352.18 crore (US$7.3 billion) (2019)
Decrease in out equity: Rs. -29,466.36 crore (US$−4.1 billion) (2019)
9,993 Workers till 2019
Air India SBU’s:

• Air India Transport Services Limited
• Air India Engineering Services Limited
• Airline Allied Services Limited
• Vayudoot Limited
Air India’s Mission:

To be in the topmost five aircraft companies in Asia pacific region.
Air India Objective:

Accomplish income, cost, benefit and administration objective, in view of benchmark
boundaries.
Air India Vision:

Taking all the necessary actions to have more income and diminish cost.
Give the Customers utilizing the aircraft IBE for traveller benefits an encounter to appreciate.
Give a top-notch Frequent Flyer framework with thorough interface with other long-standing
customer frameworks of Global Alliances accomplice aircrafts.
Convenient and precise income assurance per flight take-off because of inspire of e-ticket
coupons and speedier interline settlement.
SWOT Analysis: AIR India

Strength:
• Solid sponsorship by Indian Government
• Possesses armada to look more modern
• Data frameworks are well organised and developed
• Known for its exceptional and superior grade "Maharaja" publicizing
• Available in 54 countries and 61 within India
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Weakness:
• Work issue and governmental regulations is a reason for stress
• Monetary emergencies prompting instalment issues of workers
• Benefit is minimum and utilizing it is a challenge
• Being in a public area unit is one of the reasons for making a misfortune
Opportunities:
• Committed arrangement of clients
• Can use on fresh out of the box new armada
• Development of courses and worldwide objections
• Settling global problems of labour force can exceptionally help picture and tasks
• Quantity of new customers with high income rate in India is expanding quickly
• Reciprocal domains like travelling industry will build interest for carrier administrations
• Clients are getting richer, expectation of quality is higher than cost
Threats:
• Rising work costs
• Rising fuel costs
• Appearances quick moving toward intense competition from world driving transporters and
worth conflicts set off by local players
• Losing market in industry because of different aircrafts
Marketing Campaigns – Air India

Exhibiting endeavours advance things through different kinds of media, similar to TV, radio, print, and
online stages. It advances the item as well as sends a significant message to associate with the client.
Missions did via Air India ensures the best and the most secure travel insight.
Segmentation Strategy of Air India
Parts like age, sex, and psychographics/obvious economics expect a basic part in party everyone subject
to comparative attributes busy with this association, explicitly. Air India utilizes a blend of financial
matters, psychographics, and geographic division systems.
The brand uses an undifferentiated target framework due to which it is passing up a major opportunity
slice of the pie in the genuine market. It uses a mascot to make an undeniable picture in the mind of the
purchasers. The arranging approach designs the association's image and thing to include a basic spot in
the purchaser's mind. It uses a Value-based arranging procedure for making a brand image of sincerity
and a rich system
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Major Factors chosen for Segmentation
➢ Income
➢ Usage Rate
➢ Value for Money
Below Figures justifies the fact how factors influence the different segments of Low income, middle
income and high income
Target Market Strategy of Air India:

Air India Should follow a Multi section technique to target various portions
Marketing Mix1- Low charges, Economy class travel, Easy ticket booking by means of movement work
area/on the web, Ads through papers, radios, TVs
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Marketing Mix2- Low/Medium Fares, Economy class travel, ticket booking through sites/travel work
areas/mobiles. Advertisements through papers, online media, versatile promotions.
Marketing Mix3- Typical/High Fares, Business/Economy class travel, Ticket booking by means of
sites/mobiles/specialists/travel work areas, Ads through portable, online media and individual offers
giving.
Poistioning Stategy of Air India:

To the pilgrims who need to travel huge distances in a restricted ability to concentrate time, Air India is
the transporter that gives you the best on-flight understanding with on time execution and negligible
cost ticket esteeming.
Worth degree of air India will be to give adequate customer help, speedier accessibility at worthwhile
timings and at a more affordable expense.
Competition For Air India

The following are Air India's top nine competitors:
• British Airways • Qatar Airways • Qantas Airways • Malaysia Airlines • Jet Airways • Indigo Airlines
• Vistara • Emirates • Singapore Airlines • British Airways • Qatar Airways • Qantas Airways
• Malaysia Airlines
It is the fundamental objective of Competition law and methodology of the country to ensure that
each adventure (lawful or non-lawful, public or private) related with any business activity is at all
level landmark with various players watching out. Hence, it remains extraordinarily fundamental that
the methodologies of the state are similarly made recalling this objective. The public authority may
make an unbalanced milestone in the market wherein a State-asserted endeavour (SOEs) rivals
private firms, as they have an individual stake in ensuring that state-had firms succeed. Fittingly, in
any case its work as regulator the public authority may, for sure, keep competition through yielding
SOEs various benefits not introduced to private firms. A glaring representation of this is the specific
treatment conveyed to Air India (public carrier).
Despite its organisational failures and inefficiencies, Air India not only continues today, but it is also
given a competitive advantage over its competitors, in violation of market neutrality requirements
(Competitive neutrality requires that government business activities should not enjoy net
competitive advantages over their private sector competitors simply by virtue of public sector
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Market share breakdown of Air India
Image shows the Based on domestic traffic, major airlines' market share in India in the financial year 2020
The Indian aviation sector had risen to prominence as a rapidly expanding industry. The sector had
established itself as a trustworthy and cost-effective alternative to long and dull road or train trips.
India is anticipated to become one of the world's top aviation markets by 2034, with a distinct
development pattern. With around 48 percent of the market share in 2020, IndiGo, the passenger
carrier, was the market leader.
Image shows the Based on international traffic, market share of major airlines in India in the financial year 2020
In fiscal year 2020, Air India held around 12% of the international airline market in India, out of a
total of 88 scheduled international operators. Emirates held over 9% of the international market in
the south Asian country, and the airline was named the world's fourth most valuable airline based
on brand value. Competitive advantage in the Marketing strategy of Air India
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Air India's international reach and heritage: Whether it's the iconic Maharaja mascot or the fact that
the public sector initiative is backed by the government, and many other factors, Air India has
emerged as India's largest international carrier.
Air India has a global reach of over 30 countries, in addition to domestic destinations, with over 1400
pilots and 2100 cabin crew members.
Competitive Analysis
Regardless of whether the renowned Maharaja mascot or the way that the public area
undertaking is sponsored by the public authority and numerous others have all things
considered assisted Air India with arising as the biggest
global Carrier out of India. Within excess of 1400 pilots and 2100+ lodge
groups, Air India is contacting in excess of 30 nations all around the world
notwithstanding homegrown areas.
• Air India orders over 16% piece of the pie through its worldwide tasks.
• Cost structure assumes an essential part in the activities and cutthroat scene
of the organizations working in the business which comprises of fuel,
authoritative expense, rental of flight gear, tagging deals and advancements,
client charges, Pax administrations, flight team Salary and costs.
• Air India alongside its completely possessed Kochi based auxiliary Air India
Express Limited (AIEL) rival organizations like Indigo
Competitive analysis in the Marketing strategy of Air India

Fuel, administrative costs, flying equipment leasing, ticketing sales and advertising, user charges, Pax
Air India holds
services, and aflight
market share
crew of more than
compensation and16% of market
expenses share
are all in its international
important markets.
factors in the industry's
operations and competitive climate.
Air India competes with Indigo, Jet Airways, Go Air, Air Asia, Jet Airways, Spice Jet, and other
domestic and regional airlines, while Etihad, Oman Air, Thai Airways, Singapore Airlines, Emirates,
and other international airlines compete with Air India and its wholly owned Kochi subsidiary Air
India Express Limited in the international market (AIEL).
Product Positioning
Air India is better situated as a full-administration aircraft with "prevalent item" than its rivals and
will endeavor to situate itself somewhat above minimal expense transporters, as per its CMD Rajiv
Bansal.
As the misfortune making public transporter works on approaches to further develop its on-time
execution and increment the portion of the overall industry, Bansal said it intends to put resources
into mechanical upgradation in the passage the executive’s framework.
Air India is contending with minimal expense transporters (LCCs) too. Along these lines, we are taking
into account a portion which most certainly takes a gander at Air India charges and in the event that it is
excessively high, will in general glance at some different admissions. For negligible distinction, many will
in general incline toward Air India. That is the fragment that air india is searching until further notice.
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Air India Marketing Strategy & Marketing Mix (4Ps)
The displaying mix framework, which unites the four Ps, is used in Air India's publicising
approach to look at the brand (Product, Price, Place, Promotion). Advancing frameworks
include things like thing improvement, assessment strategy, and progression masterminding,
among others. These Air India commercials demonstrating mix-based business methods
contribute to the brand's success.
Air India's marketing strategy leads the brand/company in establishing a competitive market
position and also in achieving its business goals and objectives (skool, n.d.).
Product strategy of Air India :

Air India is one of India's most notable carriers, working both universally and locally. Air India only gives
traveller transportation administrations, henceforth it is committed to offering the best support
conceivable to its clients. Understanding the promoting blend item procedure starts with a
comprehension of the administrations it gives to clients. Air India's traveller armada is generally
comprised of Boeing and Airbus planes. It likewise leases a piece of its armada to reduce expenses while
keeping a significant degree of administration. Air India can offer types of assistance on the planet's
most significant urban communities and business focuses because of its broad organization. It conveys
an undeniable degree of wellbeing for its travellers and holds fast to great security prerequisites to
guarantee that they return for additional administrations. Air India keeps a high brand memory among
rivals in the aircraft area by offering premium club enrolments to its travellers and a fly returns program
for standard flyers.
Air India's marketing strategy examines how the company use the advertising mix framework, which
includes the four Ps (Product, Price, Place, Promotion). Item development, evaluation methodology,
advancement planning, and so on are all examples of marketing methodologies. These Air India
marketing mix-based business operations contribute to the brand's success.
Air India market strategy makes the brand / company in developing and achieving its core business
values and goals with precise objectives by positioning itself competitively in the market.
Pricing Strategy of Air India:
Air India is India's largest airline, with a pricing policy based on competition and the industries it
serves.Air India offers plane tickets with the purpose of making them affordable to working-class
families, keeping in mind that it is India's most popular airline. Air India uses a two-tiered pricing
scheme to increase profits by leveraging the purchasing power of several groups of people with varying
income levels. They make no compromises when it comes to support quality, thus the primary
technique for determining the cost is based on the duration of the course and the amount of time it will
take. Premium pricing is typically targeted at Business class passengers who are obligated to pay for and
use premium services. This is an outline of Air India's advertising blend valuing system.
Distribution Strategy of Air India:

Every Indian city is served by Air India. Air India's administrative base has been growing year after year
as it has become the most well-known mode of air travel. Air India flies between India and major cities
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and business offices across the world. Tickets for Air India are available on their websites and via other
tagging agencies.
They've additionally joined forces with various organizations to sell their tickets, widening their
administration contributions and abilities.
Promotion Strategy of Air India:
Air India has received huge rewards from their witticism "Air India.... Genuinely Indian" by having the
option to promote their image. It builds up a norm as a completely government-controlled
transportation framework by coordinating with the Government of India. Air India has banded together
with various travel planners, including yatra.com, goibibo.com, and others. This has helped them in
turning out to be all the more effectively satisfactory to their customers, and subsequently, clients may
all the more rapidly acquire tickets. Its limited time exercises forge ahead the Indian Railways site,
where clients may basically buy Air India tickets through the IRCTC entryway, making it simpler for
clients to design their excursions. Air India utilizes a momentary limited time procedure called joint
advancement with Amadeus.
Since this is an assistance showcasing brand, here are the other three Ps to make it the 7Ps promoting
blend of Air India.
People:
Air India's emphasis on assistance quality has assisted them hold positive associations with their
customers. Also, this has been made conceivable via Air India's labour force of exceptionally gifted
representatives. Air India's equipped labour force, which incorporates pilots, lodge group, catering, and
store network exercises, has empowered the organization accomplish top status in the aircraft area.
Physical Evidence:
Air India has actual evidence as planes, air terminal booths, and its site, in addition to other things. It
likewise works premium parlours in significant Indian air terminals like Mumbai, Kolkata, Delhi, and
Hyderabad. Air India offers its customers the best travel experience conceivable by working an armada
of top notch planes and giving a serious level of offices. Clients can make a few buys therefore.
Process:
Air India has various systems set up to make working together simpler. Air India has incorporated every
one of the means all the while, from ticket buy to gear conveyance, to guarantee that buyers
experience a smooth progress at each stage. Travelers can unwind while hanging tight for their trip in
premium parlors at significant air terminals. Travelers and Air India advantage from the comfort of
online ticket booking entrances. In case of a disaster, for example, a flight rescheduling or dropping, Air
India guarantees that travelers are not burdened and have a helpful other option. Subsequently, the Air
India showcasing blend is summed up (skool, n.d.).
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RECOMMENDATIONS & SUGGESTIONS
1. The review has obviously uncovered that there is a judicious requirement for efficient preparing
plans at all levels. This would let down the level of workers (40%) who said that opportune preparing
programs are not given.
2. Preparing projects might be led on different subjects like inspiration, group building abilities,
contextual investigation examination, stress the executives methods and numerous others.
3. KRA and KPI's can be formed for every worker to empower proficiency in efficiency.
4. The unrivalled/Reporting Officer should give appropriate input meetings and look for ideas from his
subordinates for generally speaking improvement of methodology and cycles.
5. The significant piece of the workers is canvassed with in the section of over 40 years old, thus
preparing on pressure the executives and Health the board are proposed.
6. The review had likewise uncovered that delay for taking choices is longer than anticipated henceforth
it is appropriate to carry out time span for leeway of note sheets raised looking for choices of the
greater ups.
7. Since a significant lump of the workers are expected for their retirement inside long term , without
the enrolment due, cover prohibition on enlistment by the Govt. of India a legitimate progression plan
ought to be set up no less than a half year before retirement , to have smooth working of the work and
viable labour arranging .Therefore, Effective progression arranging should be embraced and the
representatives should be ready for the higher posts in the association. This would by implication bring
about vocation arranging and development/headway (ijerm, n.d.).
8. It is totally OK that organization isn't in a situation to build the compensation level of the
representatives since it is steadily arising out of the profound downturn that occurred in the
organization. Nonetheless, late compensation instalments made ought not be there as it, by and large,
de spurs the representatives and brings down their resolve (ijerm, n.d.).
CONCLUSION
Worker inspiration and occupation fulfilment can't be segregated, yet they complete one another and
react to various hierarchical factors like usefulness and working conditions. Worker and occupation
fulfilment relies upon individuals' knowledge and conduct at the workplace which is driven by a bunch
of inborn, extraneous requirements and by their perspective on various occupation related and
association related mentalities. The investigation of inspiration with pertinence to work fulfilment has
offered me a chance to have a sight of the capacity of Personnel/HR division of Air India, western locale,
Mumbai just as to comprehend the connection between different such inspiration factors and
occupation fulfilment. Here it has been discovered that Air India Limited is worried about its workers
and does all potential things to keep them roused as they are the genuine resources of the association.
The experience, openness and information obtained during the review time frame will go far in both the
individual and expert profession.
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SPICEJET
HISTORY:
• SpiceJet Ltd, formerly known as Genius Leasing Finance and Investment Company Ltd, is
India's leading low-cost flyer, offering superior customer value at the lowest rates.
SpiceJet Ltd established domestic aviation operations in 1993 under a technological
alliance with Deutsche Lufthansa AG.
• In June 1994, the rebranded to ModiLuft Ltd and signed a management collaboration
with Lufthansa to conduct all of their flight operations.
• In 1996, after increased conflict between Lufthansa and the corporate, the company
discontinued its aviation activities.
• On March 27, 2006, the company announced the launch of their first co-branded credit
card, in collaboration with SBI and MasterCard International.
• SpiceJet Hotels was established on August 17, 2006, with the goal of giving customers
with specific online Web hotel booking services.
• In May 2007, the firm formed a partnership with Tata AIG General Insurance to cover
the airline's domestic passengers' travel-related hazards.
• SpiceJet won the World Travel Market Award in 2009.
• In October 2010, SpiceJet was got greens signal by the AAI to fly oversees & the initial
fleet was from Rajiv Gandhi international airport to Nepal, followed by fleet CIA to
Srilanka.
• SpiceJet got blown in initial of 2012, when crude oil costs were said to have increased
by up to 90%. The invested money on gasoline were significantly well over half of the
number, resulting in a loss again for airline.
• In October 2018, the Group took ownership of its first Boeing 737 MAX aircraft, marking
a significant step forward in the recovery. With these new aircraft, the company will be
able to add more routes while minimizing fuel and engineering expenditures, as well as
emission. The Boeing 737 MAX jet will reduce overall noise pollution and greenhouse
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gas emissions. For the first time in India, passengers will have access to a multitude of
premium seats as well as broadband Access on board.
OVERVIEW OF THE COMPANY

SpiceJet has 118 planes in its fleet.
An increase of Rs 13,205 crore (Billion us dollars1.9 billion) in revenue (2020)
Operating income was negative 392 crore (Billion us dollars55 million) (2020)
Total assets increased by Rs 12,955 crore (Billion us dollars1.8 billion) (2020)
Total equity is negative 2,180 crores (US$310 million) (2020)
The firm employs 11675 employees (2020)
MISSION
To become India's preferred airline with the highest consumer value through honest and
ethical conduct of the business.
VISSION
SpiceJet Limited aims to just provide 100% customer satisfaction while still raising the price of
its stakeholders. Respect for human values, individual dignity, and devotion to honest, ethical,
and professional conduct all are aspects of this.
STRATEGIC BUSINESS UNIT

The organization aims to achieve everyone's dream of flying. The number of people travelling
in India is expanding in sync with the nation's economic and business development. Indians are
travelling heavily for occupation and entertainment than ever before, also every individual like
to retain hour and bucks. SpiceJet's aim is to alter that by providing flying reachable to all.
The power to fly ought to be open to everyone. SpiceJet's dynamic pricing structure allows it to
provide costs that are inexpensive and significantly less expensive than those issued by most
airlines. SpiceJet resembles today's traveler in that this is both functional and beautiful, with
interiors, trendy graphics, and vibrant colors. SpiceJetters will think to them, "This is the clever,
worldwide way to travel; I've taken the smart option."
SpiceJet is set on making you feel happy at the end of your travel and to getting you to your
location on time. Effects of Digital SpiceJet's latest fleet are equipped with cutting-edge
technology and infrastructure to maximize efficiency levels.
Novitiate, a world-renowned low-cost reservation and revenue management solution, has

joined with the organization. E-ticketing, e-booking, and tele-booking all are available online.
The performance of performance the emphasis is on performance from across range, from the
aircraft to the crew and ground staff. Every SpiceJet employee is educated to be funny,
courteous, efficient, and knowledgeable, ensuring that you feel welcomed and cared for
throughout all occasions.
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Due to the obvious good players and well-trained cabin crews, every flight will be comfortable.
The business's philosophy is modest yet effective. After undergoing advanced training,
experienced pilots, engineers, and maintenance personnel are hand-picked for their technical
strength and knowledge. As an outcome, you can be guaranteed that no reductions to this vital
feature of modern aviation will be made.
SWOT ANALYSIS
STRENGTH:
• The ability to take to the air — SpiceJet's management team consists of seasoned
professionals and senior executives that have vast experience managing and running low-
cost airlines all over the world. By spent untold man-hours in the business, the upper
pyramid employees are dedicated to bring the advantage of the world class facility in the
sky to clients in India. The airlines offer a calm, economical, and delightful travel. The
company spends a significant crunch of money on aircraft safety and maintenance by
highly skilled personnel. The pilots, maintenance personnel, and engineers undergo
extensive coaching and are chosen wisely for their domain experience and
understanding. As a result, passengers will be able to sleep while travelling.
• Effective Tariff - the airline may offer reasonable fares that are comparable to those
offered by competing airlines. SpiceJet most closely resembles the modern traveler, with
its contemporary interiors, lively colors, and modern graphics.
• Good reachability — SpiceJet flies to around 55 different destinations. As a result, the
traveler can easily fly to these locations.
• Strong market presence — SpiceJet has a strong market presence due to its effective
advertising approach. It has a high brand value as a result of this.
• A subscriber website - SpiceJet has a consumer website where you can book flights.
Customers can also use this way to book tickets and check in.
• Tourism collaboration — SpiceJet has teamed up with Trip factory to sell vacation
packages through the platform. Their revenue will rise as a result of this.
• The Rs. 99 fare - For the first 99 days, the fare was Rs. 99 to attract passengers. For the
first few days, this brought a large number of passengers to the airline, increasing their
visibility.
WEAKNESS:
• Strong rivalry — SpiceJet confronts fierce competition from other airlines, resulting in a
small market share. Limited destinations — In comparison to other airline services, the
airline serves a small number of destinations. Passengers who travel to destinations other
than those specified on the SpiceJet website will be restricted.
• Bad judgments - SpiceJet offered 50 percent discounts in 2014, when the airline was
experiencing a lot of competition. As a result, many domestic flights around the country
have been cancelled, causing significant disruption to passengers.
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• Frequent offers — Providing passengers with frequent discounts isn’t good way for
SpiceJet to acquire customer. This will have a negative influence on their revenue
creation, resulting in significant corporate losses.
• Exorbitant Fleet and fuel costs — Every other competitor, Also SpiceJet, are subjected to
the the high-priced culture plagues the Flying business. This is going to account for the
majority of their earnings, resulting in minimal revenue generation.
• Earnings drop – The Flying has suffered a large failure of Rs. 38 crores in recent months,
In the previous year, the business had a profit of around Rs. 175.2 crore.
OPPORTUNITIES:
Jan 2019 Sept 2019 Growth
Spice jet 13.3% 14.7% 10.5%
• Spice jet market share after jet airways shutdown
• Lower fares, which means more passengers — Because SpiceJet is known for its low fares,
it attracts a lot of middle-class travelers who want to travel by plane.
• New routes and destinations - SpiceJet can expand its operations by adding more routes
and destinations.
• Spice Jet intends to extend its company into the cargo sector.
In percentage FY 2017-2018 FY 2018-2019

Revenue from Cargo Business 3.4 3.4
• The company's name is SpiceXpress, and it specializes in door-to-door delivery. As a
result, the company is establishing a nationwide network.
• Spice Jet is also concentrating on the drone market. Waiting for permission to deliver
medicine and food, etc.
• Forming international alliances - Forming foreign partnerships can help a company's
visibility and brand image.
• Renewed attention in tourism, there is a huge opportunity considering SpiceJet has
partnered with the tourist sector. The tourist sector in India is growing, which is good for
businesses.
• Tax haven on plane leasing — In its Central Budget, National party waved off a 5-year
tariff holiday on airplane renting.
THREATS:
Before covid Month of January 2021
Passenger load factor 90% 78.9%
• International business flights are severely impacted, accounting for 9.1% of the market.
• Due to a lack of competitive edge, a large company enters the market and takes over.
• Issues with cash flow
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• Following the crashes in Ethiopia and Indonesia, the Boeing 737 Max was banned, and
flights of the same model were halted.
Marketing Strategy
• For successful marketing strategy at Lccs SpiceJet, the marketing managers need–
understanding of customers’ fundamental needs and drivers of those needs, conceptualizing
products and services that can meet those needs and are feasible in Lccs SpiceJet financial and
intellectual resources, and finally developing marketing mix for entire go-to market strategy.
• Objectives of Different Types of Marketing Strategies
• Improve customer loyalty of Lccs Spicejet customers – Marketing efforts can be used to
increase loyalty among existing customers by organizing events, and by providing post purchase
information and services.
• Bring in new customers to Lccs Spicejet – It may involve launching version of product that can
appeal to new segment of customers or entering into new markets.
• Get existing customers of Lccs Spicejet to buy more – It often involves selling accessories along
with the existing products or increase the usage rate of the existing products. Increase usage
rate is comparatively a difficult task even with a war chest of huge marketing resources.
• Introduce a new product or service of Lccs Spicejet – It is the traditional function of marketing
mix – launching a new product and communicating its features, superior value proposition, and
uniqueness.
• Increase sales of Lccs Spicejet – The goal of marketing efforts is to increase sales of the present
products. It may involve selecting a new target segment or positioning an existing product
differently to a new segment.
• Increase market share of Lccs Spicejet – Marketing efforts can be used to increase market share
either by driving increase in sales to new customers or by driving higher sales to existing
customers.
• Better establish the brands of Lccs Spicejet – Brand awareness and positioning is one of the
critical objectives of marketing and often organization spend a significant part of marketing
budget on brand positioning.
Marketing Research and Analysis:
• The first stage of the marketing process at Lccs Spicejet is to do research and analysis to identify
unmet and even unknown customer needs. A good point to start for the research and
development is to conduct a 5C Marketing Analysis . The 5C Marketing Analysis framework
comprises –
• Customer’s Needs– What are the needs that Lccs Spicejet seek to satisfy. Who are the present
customers and who are the potential customers for the new product or service.
• Company – What are the resources and special skills that Lccs Spicejet needs to possess to
create products that can fulfill the needs of the prospective customers. Check out the detailed
SWOT Analysis for Lccs Spicejet on the following page.
• Competitors – Who are the competitors in the target market and what value proposition they
are offering in the market place. Do they possess enough financial and knowledge resources to
develop new products to compete with Lccs Spicejet.
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• Collaborators – What sort of supply chain and value chain partners Lccs Spicejet needs to
develop and deliver new product to final consumer. What are the respective bargaining powers
of value chain partners.
• Context – What are the macro and micro environment factors that impacts the business
environment in which Lccs Spicejet operates in. You can check out PESTEL analysis of Lccs
Spicejet in greater detail on the following page.
Selecting Target Customer Segment
• The second step of Marketing Process after completing the 5C analysis is – Selecting the Target
Market. It requires three steps –
Segmentation:
• Market segmentation is the process through which marketing managers at Lccs Spicejet can
divide the large market into smaller segments based on distinct needs, characteristics, or
consumer behavior. Lccs Spicejet can do segmentation based on following criteria – geographic,
demographic, usage, user status, income, lifestyle, value proposition priorties, benefits sought,
loyalty status, gender, social class, self-perception, psychographic factors, and other attitudes.
One of the most widely used multivariate segmentation system is – PRIZM, developed by
Claritas. It is widely used by various marketing and advertising agencies. It comprises 68
customer segments based on the US Household Purchasing Preferences data.
Targeting:
• Once the overall market is divided into various segments then Lccs Spicejet needs to choose a
target segment or few target segments. The key is not to be everything to everybody as the
products can only deliver specific value proposition.Conducting a Segment Attractiveness
Analysis
• First step in the targeting process is to conduct a Segment Attractiveness Analysis. Under the
Segment Attractiveness Analysis all the segments are evaluated based on the following criteria
–
• Mode of competition and business models – Sometimes the way competitors compete shape
the whole landscape of an industry. For example, email can easily be - paid product- , but
organizations chose to make it free products to increase customer base and lure in advertisers.
So, if Lccs Spicejet is trying to enter a segment where revenue from other division is financing
the core service then it has to build a requisite business model where revenue is driven by an
adjacent or related product and service.
• Profitability in various segments – Some segments often have higher margins compare to
another as explained in the automobile industry example above.
• Maturity of the market – For example within the car industry the SUV category is more mature
than Electric Vehicle market, so the margins can be very limited in the SUV category but the
demand forecasting is easy. On the other hand, EV division can have higher margins because of
lower competition but the demand forecasting can be a difficult process.
• Customer behavior and loyalty analysis – How customers are behaving in each segment and are
there opportunities of over lapping. Loyalty behavior analysis is also a critical factor in analyzing
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the conversion rate if the Lccs Spicejet core strategy is based on attracting existing players’
customers.
Differentiation & Positioning:
• Differentiation process involves how Lccs Spicejet is differentiating its products and services in
the market place compare to its competitors. Positioning is the position of the brand or Lccs
Spicejet products in minds of target customers – based on distinctive features, qualities and
functions.
• The differentiation and positioning task at Lccs Spicejet require marketing managers to do -
Identify competitive advantage or unique value proposition on which position the brand in the
mind of the consumers.
• Choose competitive advantages that are most compatible with Lccs Spicejet marketing strategy.
Marketing managers at Lccs Spicejet can make perceptual maps to better understand
competitive positioning of various brands in the market place.
• Finally Positioning the brand as a deliverer of superior value to the target segment and effectively
communicating that position to consumers using marketing mix and promotion mix.
Below are the top 5 competitors of SpiceJet:

• Jet Airways
• Indigo Airways
• Air India
• Go Air
• Vistara
COMPETITORS STRATEGY
The following is an explanation of the item procedure and mix in SpiceJet's marketing strategy:
SpiceJet is one of India's major airline companies. SpiceJet's flight is the canter support in the item
technique in the advertising mix. SpiceJet has a total of 40 planes in its fleet, with four Boeing 737-
900s, 22 Boeing 737-800s, and 14 BOMBARDIER Q400s. SpiceJet does not have any business or
premium economy cabins, however its management can be divided into two categories:
a. Economy class: This class targets voyagers who can't manage the cost of more cost and require
standard assistance. Voyagers selecting it simply partake in the fundamental flying help. SpiceJet
airplanes are present day, energetic shading and a la mode and gives a vibe of worldwide flights.
b. Spice Max: This is a sort of premium assistance gave to the voyagers. Voyagers needs to pay extra
for this top notch administration while booking their seat on the web or at te air terminal counter. A
Spice Max seat has additional leg space locally available, and the voyager is furnished with reciprocal
supper, need pack check in and need boarding office.
MARKET SHARE OF SPICE JET COMPARED TO OTHERS:
According to ICICI Securities, SpiceJet's market share fell from 16.8% in June 2020 to 9.1% in June
2021, while AirAsia's market share fell by 3.6 percent. Domestic airlines transported 393.44 lakh
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passengers in January-July 2021, up from 372.85 lakh in the same period the previous year, a 5.52
percent annual rise and a monthly increase of 137.59 percent, according to DGCA data.
SpiceJet's passenger load factor (PLF) rose despite losing market share. According to the research,
SpiceJet and Vistara had the greatest PLF on July 21, with 75 percent and 69 percent, respectively.
IndiGo's PLF reached 66.6 percent in July. All airlines' PLF improved in July 2021, apart from Air Asia.
According to aviation industry analysts, SpiceJet lost market share despite having a high PLF since it
operated fewer flights than IndiGo and Vistara. IndiGo, on the other hand, has a considerably larger
fleet than SpiceJet, which results in a significantly higher fixed cost. According to an industry analyst,
rather than resting on its jets, it flew more than SpiceJet, increasing market share.
COMPETITIVE ANALYSIS:
CHAIN OF VALUE The firm is divided into primary and support operations in a value chain analysis.
Primary activities are those that are connected to production, whereas support activities, such as HRM,
offer the backdrop required for the firm's efficacy and efficiency. The firm's core and secondary
operations are covered in depth further down. Primary pursuits The following are the company's major
activities: Logistics in transit
These are the actions involved in receiving commodities from suppliers, storing them, and handling
them within the company. Purchasing the blueprints Purchasing software and other auxiliary systems.
The actions involved in the production of goods and services are referred to as operations. This area
might be divided into many departments: Creating an environment that encourages positive behaviour
Recruiting the appropriate personnel and providing adequate training
Logistics on the way out All actions relating to the distribution of the final product and/or service to
customers are included in this category. Customer boarding methods
PRODUCT POSITIONING
When we tried to figure out what most people check for first when buying a ticket, we discovered
that the availability of the service, both in terms of frequency and connection, and the ticket price
were the two most important criteria. Based on this, we've created the matrix below, with different
domestic airlines occupying different quadrants.
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Indigo outperforms its competition in terms of price and availability, according to our research.
Indigo bills itself as a "no-frills low-cost airline." Their regular advertising efforts touting on-time
service, ‘Indigo Standard Time,' and same-day returns attract to business travellers. At the same
time, the youthful audience is drawn to their brand image of Smart, Cool, and 6E, as well as the
inexpensive cost.
SpiceJet's slogan, "Red. Hot. Spicy," promotes it as a young-oriented airline. Its advertising campaign,
"Flying for Everyone," positioned it as a low-cost airline that made flying accessible to everybody.
Vistara advertises itself as a high-end airline. Its motto, "Fly the New Feeling," highlights its positionas a
new entry in the industry, delivering a novel product that differs from the existing large competitors' low-
cost offerings. It comes at a small premium in terms of comfort.
MARKETING STRATEGY & MARKETING MIX (5PS)

SpiceJet's business model analyses the firm through the lens of the integrated marketing
structure, this contains Product, Price, Place, Promotion and People. Marketing tactics involve
Cycle of creativity, positioning strategies, promotion planning, and so on. Depending on the
SpiceJet marketing mix, these strategic decisions add to the success of a product.
SpiceJet's strategic plan will help the organization to establish a competitiveness and fulfill its
industry objectives and targets.
Product
The following describes SpiceJet's product strategy and mix:
SpiceJet is a well-known airline in India. In terms of product strategy and marketing mix,
SpiceJet's flight is its core offering. SpiceJet's fleet includes four Boeing 737-900s, 22 Boeing
737-800s, and 14 BOMBARDIER Q400s. SpiceJet may not provide business or elite passenger
aircraft accommodations; rather, it splits its offerings into two main categories:
a. Economy class: Here it is intended for customers who are unable to pay a higher fare but yet
want standard service. Those who choose it only get the most basic of air travel services.
SpiceJet aircrafts are contemporary, colourful, and elegant, and they provide the impression of
being on an international flight.
b. SpiceMax: An upscale service available to travellers. When booking a seat online or at the
airport counter, passengers must pay an extra charge for this premium service. A SpiceMax
seat gives you more legroom on the plane, in addition to a complimentary lunch, fast cargo
verify and also boarding passes Travelers may take use of premium add-on services such as
excellent multi cuisine meals, Spice Lounge, Spice Talk and many others.
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Price
SpiceJet is well-known for providing one of the most affordable airline services in India.Given
the sheer number of rivals in the low-cost carrier industry, Airlines employs reasonable rates in
its sales promotion strategies, providing its users with a blend of cost - efficient tickets and
appropriate onboard services. Airlines also provides a variety of initiatives and perks in way to
lure more travelers. Airlines also offers SpiceCash as an appreciation point that can be
redeemed for benefits for frequent flyers. The company offers a discount on pre-booking
tickets and add-on services, as well as a special discount for members of the Indian Armed
Forces, students, senior citizens, and small and medium-sized business travellers. Moreover,
the company employs a dynamic pricing strategy based on the date of ticket purchase and
offers varying price rates depending on the class of travel chosen by the consumer.
Place
Company has three hubs Delhi Airport , International Airport in Hyderabad and in Kolkata.
They has 246 daily flights between 34 Indian cities and seven overseas destinations, including
UAE, Sri Lanka, Afghanistan, and Saudi Arabia. Any passenger can purchase a ticket online using
companies webpage or any other ticket booking website or offline through bookies, airports,
and so on. Customer support may be contacted by a traveller who requires more assistance.
Airlines is very active on social media platforms such as Facebook and Twitter in way to involve
with potential clients.
Promotion
The Companies marketing tactics includes the following Strategies for publicity:
Firm advertises itself with a multi-pronged marketing strategy that encompasses television,
Terminal, online, paper, outside, and movies. SpiceMax, the company's premium service, has
been promoted through a series of amusing ads. Airlines cabin crew and other staff members
now wear a new red hot spicy uniform. This is done to help SpiceJet's brand reputation of
becoming attractive and vibrant. Airlines also advertises via outdoor methods, such as posters
at terminals as well as other high-traffic locations. SpiceJet also answers to customer
complaints and interacts with them via social media channels such as Facebook and Twitter.
SpiceJet's contribute offerings, such as SpiceClub and FlyForSure, may be accessed via the
company's mobile application. Airlines advertise their application by offering additional savings
when tickets are purchased using the app. Airlines also has a magazine that it uses to promote
its services and other items. Airlines has also promoted its brand through supporting sports
teams, such as Sunrisers Hyderabad in ILP 2014, as well as a range of charity work, such as
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educational tours for women in J&K.Because Airlines is a service design brand, the three
remaining Ps fill up SpiceJet's 7Ps business model.
People
SpiceJet is well-known for offering excellent service to its customers. The whole SpiceJet
workforce is solely devoted to client satisfaction. The airline staff is likewise recognized as the
worldwide brand image, as well as all squad members' clothing was quickly created to
represent radiance and attractiveness. Airlines has often encouraged its employees to take
ownership, lead a team, explore possibilities for promotion, and provide great customer
service. Employees and their families can also take full advantage of travel advantages
provided by SpiceJet. SpiceJet has also established a welfare programme for its employees in
order to assist them in providing for their families by offering schools and medical perks. To
provide the services to clients, the whole front end crew on a Flight is highly skilled and
knowledgeable. Everyone, from air hostesses to pilots, flight crew to goods packers, helps to
making the airport a welcoming atmosphere for its customers.
Process
SpiceJet's marketing mix includes a number of processes. A client visits the website to buy the
ticket. The traveller just choose the initial and final cities, the date of departure, and the total
number of guests before selecting from the available flights. The client just adheres to the
terms of service and pays instantly to complete the booking. The user's e - mail and mobile
number will be used to send the ticket containing flight information. This ticketing method can
also be used by the consumer from every webpage. On the day of check-in, the traveller must
drop their luggage and enjoy the journey at the SpiceJet desk at the airport. Airlines will
oversee this element of the procedure. SpiceJet offers SpiceMax category service to those who
want to enjoy the same benefits as business class passengers. Customers can check in ahead of
time and utilise a mobile ticket.
Physical Evidence
Company is recognised for adopting lower-cost planes with standard services for its customers.
Airlines boasts 40 jets as physical proof of its success in the airline industry. Company also
provides SpiceMax service, in which the seatings on its aircraft are more comfy and have extra
leg space. SpiceJet's boarding experience is easy since the architectural decoration is beautiful
and provides the appearance of a global airline. Airlines also provide in-flight meals like a
premium attach option to customers. Airlines also gives its passengers with their own
magazine. Airlines now has its own smartphone application, where customers may check in,
choose a seat and food, and get a boarding ticket. SpiceJet kiosks at airports may also assist
passengers. SpiceJet also provides its passengers with Spice Lounge service in cities like as
Delhi, Bengaluru, and Hyderabad. This encompasses SpiceJet's full marketing mix.
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CONCLUSION
Because traveller views of service quality are crucial to a company's profitability, it is critical to
grasp the distinctions between the two types of airlines. When customers demand the finest
service at the lowest possible cost, it is difficult for an organization to show up with cost-
cutting solutions without sacrificing quality. With customer pleasure as the primary goal,
management works tirelessly to strike a balance between too much and too little. The
outcomes of the present study helps in determining the issues of concern for clients. The
response of the client to the primary service, particularly the schedule, is important. All the
other aspects of the service are 'excess' that may be eliminated. In-flight service is an optional
extra for short-distance travellers as long as they arrive at their destination on time. As a result,
the management's primary job is to cater to the most fundamental demands of the customers.
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KINGFISHER AIRLINES
INTRODUCTION:
With approximately 400 flights per day, Kingfisher Airlines, based at Bengaluru International Air
port in Bangalore, India, is one of the world's leading airline.
Kingfisher Airlines Ltd. is India's largest contract avionics company.Their main responsibility in I
ndia is to manage traveller carriers as well as individual helicopter and plane contracts. Their sp
ecialized Air Deccan, India is low-cost airlines.
Kingfisher Airlines began its journeyMay 9, 2005, procedure with an agile of 4 Airbus A320 aircr
aft. Emirates came in third with a ten.3% traffic share and the third_most notable aeroplane de
velopment.
Stream, which had the2ndmost notable aeroplane development, is third on the list of traveller
development with a score of 3. with a 9% portion of the general industry.
kingfisher, which began nation to international operations in 2008 and ranked 46th.
The aeroplane used to work on eight global sites, including the majority of India's first urbannei
ghbourhoods.Hong Kong,london,Dubai,Colombo,Dhaka,Kathmandu, and Singapore are among
the destinations served by Kingfisher Airlines.
"I dressed to be almost my image diplomat, which is simply the way it's continued to create"
- Vijay Malaya.
"My own way of life got interwoven with brand character then without truly arranging it that w
ay I clothed to be nearly my image diplomat of which is merely the way it's continued to create
" - Vijay Malaya.
The construction of a Kingfisher carrier brand image was motivated by this philosophy. Two of t
he company's subsidiaries are (Vitae India Spirits &Northway Aviation). Preparing for acquisitio
n & financing of an airplane.
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Vijay Malaya's pleasant attitude recognized the lifestyle option a lord and focused only on idea
that eversky explorer would expect their journey to be similar to that of a King inside the Kingfi
sher Airlines.
The first target was raised to the top luxury class a year after carrier was discovered. The carrie
r couldn't keep up with the changing times and concepts of its models, let alone anticipate arbi
trary growth.
KINGFISHER’S VISION:
"The Kingfisher Airlines family will reliably convey a protected, esteem based, and agreeable
travel insight to all or any or any our visitors."
HISTORY:
On June 15, 1995, Kingfisher Airlines Ltd merged with Deccan Aviation to form a private limited
company. GR Gobinath, K J Samuel, and Vishnu Singh Rawal were instrumental in the company
's development.The company opened a suitable start line at Jakkur in September 1997 and des
patched their first helicopter.In June 1998, Hyderabad served as the midway point, and they be
gan seaward flight activities in December 1998.
The business unveiled the essential fixed_wing aeroplane in June 2001, followed by the second
fixed_wing aeroplane in November.The first Air Deccan flights from Bangalore to Hubli &from B
angalore to Mangalore began in August 2003.
The KF corporation became a public limited company in January 2005.
On May 9, 2005, Kingfisher Airlines began itservice with four Airbus A320_200s, which skies bet
ween Delhi and Mumbai on a routine basis.
Since 2006, the carrier has maintained a 5_star rating and is wellknown among business class tr
avellers. It also collaborated with Durdershan TV India Limited to provide customized live inflig
ht entertainment. By interfacing Bengaluru with London, the carrier started its global
procedure on third September 2008. In year 2008, the company achieved the standing for
being the only 5 stars flying in India and came to be known for delivering superb flight
administrations to its explorers and maintained with its situation for ensuing 3years.
On 3rdSeptember, 2008, the carrier began its global procedure by routing to
Bengaluru and London.
The company gained the status of being India's sole 5_star airline in year2008, and became kno
wn for providing oustanding flight administrations to its guests, which it maintained for the fut
ure 3 years.
In 2009, Kingfisher achieved numerous awards around the world, including being one ofonly se
ven airline industry to receive a 5-star rating from Skytrax.
Finally, with a 26.7% share of the flight market, it became the most demanded carrier in the wo
rld's 2nd most populous country. Kingfisher Airlines operated roughly 250 flights every day.Kin
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gfisher Airlines received the best avionics offer among all Indian airlines in May 2009, after tran
sporting more than one milion passengers.
Market share
1%
17%
27%
13%
18% 12%
2%3% 7%
Air India Indigo Spice Jet Jet lite Go Air Paramount Jet Airwaya Kingfisher Others
ADMINISTRATIONS:
Kingfisher carriers offered three types of movement to their passengers at the time:
Kingfisher’s Class: A Premium Economy administration for popular and upper-class people.
Kingfisher’s Red: A low passage essential class administration centred on labour individuals who
were popular and upwardly portable.
Kingfisher First: Individuals who would control the expense of premium administration were the
focus of business class administration
In year2011, it was named the top Indian airplanes of the year for the second time. In any case,
it disclosed a Rs.1,000/- cr deficit for three consecutive years.
DOWNFALL OF KINGFISHER AIRLINES
Continuous Change in Focus:
Kingfisher aircrafts acquired Air Deccan (low cost airlines)
airlines for development. According to the world_wide carrier, any carrier must have a minimu
m of 5 years of homegrown involvement with their particular region in order to apply for a wor
ldwide permit for
beeinginternationalairline. Kingfisher obtained the Air Deccan for the worldwide course permit,
but they never attempted to coordinate these 2 organizations to improve their benefits.
Securing for Expansion:
Initiallywithout balancing 1stout the domestic market to understand the fundamentals of the c
arrier's operation, Kingfisher sacked into international flights, where competition is huge in co
mparison to domestic aviation routes.
Financial Slowdown:
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Another external factor that may have contributed to Kingfisher's demise is a financial lull in 20
08. Kingfisher launched its global route from Bangaloreinternationalairport to Londoninternati
onalairports in 2008, and the same year's global downturn impacted the entire world, which, in
turn, impacted flight occupancy in global routes. As a result of the downturn, plane fuel costs i
ncreased, and airport terminal landing fees in global routes became more expensive.Ignorance
on the part of the administration:
Mr. Vijay Mallya created serious impediments in everyday tasks; Kingfisher was given to Siddar
th Mallya (Vijay Mallya's son) as a birthday present; Siddarth Mallya is unable to manage the ca
rriers' business since he is preoccupied with his own.The organisation did not consider appointi
ng Mr. Gopinath (the original architect of Air Deccan) the CEO of Kingfisher Carrier to turn the f
irm around, due to a lack of adequate skill and experience in the aircraft industry, as well as the
absence of a board of directors.
High Operational Cost:

The carrier industry's operational expenses are quite high when compared to any other industr
y; businesses must obtain permits for courses, pay parking fees, invest in aeroplane maintenan
ce, and employee pay rates are extremely high.
1. STRENGTHS 2. WEAKNESSES
➢ Strong brand worth and fame inside the ➢ Kingfisher’s Red (still to hinder Even)
personalities of purchaser ➢ (An uncommon of 950crs just to lube promotin
➢ UB bunch to the grounds that the parent g cos until the end of the month)
organisation. ➢ Huge ticket evaluating (KF First and Class)
➢ First Indian carrier to possess a substitution ➢ Tough contest from Indian additionally as
armada of planes global player
➢ Quality assistance and development
➢ very 80 objections
➢ however, 100 individuals (representatives)
per airplane
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3. OPPORTUNITIES 4. THREATS
➢ If prepared to urge for a few of years, then, ➢ Falling interest

at that time can have an enormous chunk of ➢ Overcapacity inside the fuselage
the pie ➢ Aviation Turbine fuel costs
➢ Untapped International Market ➢ Economic lull
➢ Untapped load market ➢ Infrastructure maintenance
➢ Expanding the travel industry business
SWOT ANALYSIS OF KINGFISHER
STP ANALYSIS
Segmentation:
Geographic:
Second-tier cities:(Delhi, Mumbai, Kolkata)
Cochin, Pune, Ahmedabad, Hyderabad, Indore, Jaipur, and other cities are among the focus
cities.
Demographic:
Gender-Male & Female
Age group of 25 to 45 years in social classes.
Groups with higher-middle and higher incomes.
Those that are searching for a fantastic flying experience are upwardly mobile, contemporary, and
stylish.
Target:
” Company executives”- Kingfisher First Class
“Middle, Upper-Middle, Lower-Upper segments”- Kingfisher Class:
The target demographic for Kingfisher airlines is people between the ages of 25 and 45. This
group had travelled extensive & is knowledgeable about foreign travel experience. They're
young, trendy, and upwardly mobile, and they're searching for a fun flight.
People in their 20s and 30s who do have small children and earning much more Rs. Seven lakhs
per year, commute btw Tier 1 & Tier 2 cities, travel for commercial business or pleasure and
enjoy luxuries life are their target market. It is believed that these fliers are ardent supporters.
POSITIONING: (Lifestyle, Benefits, Quality)

KF Airline referred as a budget-carrier rather than a low-cost carrier.
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Fares were higher than LCCs, but cheaper than Jet, Sahara, and Indian Airlines' economy class fa
res.
On all traffic routes, Kingfisher Airlines also permitted numerous fare variations and ticket aucti
oning.
The only word that comes to mind when people think of KF Airlines is “EXPERIENCE”.
KingfisherAirlines introduced an innovative category called AviationHospitality, emphasizing the
importance of hospitality and service.
Consumers understand that a higher level of comfort during the travel is only a small price to
pay.
In this way, the company has demonstrated an ability to position itself within the market as
luxury brand can offers sky-quality services at a massive premium.
Market research
Kingfisher Marketing Strategy:
To promote passenger loyalty program, Kingfisher uses co-branding/strategic partnerships similar
brands.
An annual marketing budget of around Rs 40 crore is spent by the company every year on different
media and non-traditional strategic marketing acts.
Also, Kingfisher First, A promotion to advance its premium-class service, has been launched by the
company.
The KF airlines is planning immense of series of online adv. On the other hand, they're looking into
partnering with luxury hotels to increase traffic in these areas.
It has been announced that KF Airlines is offering a special deal to all members of India's armed forces
as well as to the federal government, state governments.
"Funliners" were portrayed in airport advertisements as having modish interiors and a youngly, joy-
filled, world-class experience.
KFA used fashion events, celebrity tournaments, and New Year's Eve celebrations to build its brand
"Kingfisher Airlines", among other things.
For example, in August 2005, KFA launched the "King-Card" in collaboration with ICICI Bank as a way to
promote its sales. These actions were taken to build a loyal customer base. According to KFA's plan, the
program would create brand loyalty by providing benefits such as privileged access to KFA-affiliated
dining facilities and lounges as well as free airport refreshments as well as special invitations to lifestyle
shows.
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In order to compete with Jet Airways, KFA focused on the business traveler segment of frequent flyers.
King Saver Booklet consist six unpaid(free) tickets and was given as a giveaway to passengers who
purchased two of these booklets, each costing Rs 26,999. Jet Members (Gold/Platinum) could take
advantage of this offer by showing their card.
.
Market research on Downfall of KINGFISHER AIRLINES:
RESEARCH METHODOLOGY:
Economic Times, Business Standards and TOI are some of the news sources that provided the data for t
his study. The Aviation Industry Analysis Report is another secondary source that provided data for this
research.
FINDINGS:
There are Rs7,543 crore in loan money for Kingfisher Airlines and Rs14,123 crore in loan funds
for Jet Airways (India) Limited (debt to equity about 4.2). This has resulted in a total loss of
Kingfisher's net value.
It's Spice Jet Ltd that owes least amount of money (debt to equity ratio of around 0.7).
A negative net working capital of 1, 970 crore rupees has been recorded by Kingfisher on the
other hand.
Net working capital (excluding cash and bank) for Jet Airways is barely Rs560 crore, according to
the company, a tiny fraction of its total assets at Rs14,417 crore.
Spice Jet's fixed assets are worth a total of 115 crores of rupees.
But Kingfisher is not able to generate good profits, even in its last year’s-2011, when it was
supposed to be good.
Unaffected by capacity restrictions, Rupee 3,804/- was the domestic passenger yield, down by 3
percent.
Global guests yield increased by 5% to Rupees 10,864/- per passenger.
Nearly 213.4 crores in losses were delayed upfront taxes by Kingfisher under the "Deferred Tax
Asset" A one-time special item cost about Rs.79.25 crore.
KF Airlines share price from Sep-2010-2011
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Competitors for Kingfisher was:
The Indian airline Kingfisher Airlines Limited is a key player in the industry. Kingfisher offers about
400flights per day, with a network of 72 destinations and regional and long-haul international
services.
Kingfisher Airlines owns a 50% stake in low-cost carrier Kingfisher Red, formerly known as Air
Deccan,through one of its holding companies, United Breweries Group.
Along with Asian Airlines, A Malaysia Airlines, A Qatar Airways, A Singapore Airlines, and Cathay Pacific
Airways, Kingfisher Airlines is one of only six airlines in the world to receive a five-star rating from
Skytrax. Kingfisher Airlines carried over a million passengers in May 2009, giving it the most market
share among Indian airlines. Kingfisher has its registered office at Bangalore's UB Tower and its
headquarters in Mumbai's Kingfisher House.
• (2006-2012) Competitors of Kingfisher Airline
• Jet Airways is number one.

• Air India is number two.
• Indigo Airlines is number three.
Positioning of Kingfisher
SEC A, SEC B+ (socio-economic category) in the age group of 25-45 years old is the
targetdemographic for Kingfisher Airlines.
Kingfisher Airlines provides brand new airplanes, designer interiors, gourmet culinary art, and in-
flight entertainment (there are five channels of FUN TV and 10 channels of Kingfisher Radio, which
arepersonalized). Communicate with invitees at multiple touch points. Telecasting, print, wireless,
outdoor, promenades, multiplexes, nines, saloons, in-flight, and other media are all used to
communicate. Invariably, the invitees are informed of their new offers. A They provide tickets to
theatrical shows, manner shows, athletics shows, and other events to their frequent flyers.
Invariably, the invitees are informed of their new offers. A They provide frequent travellers with
tickets to theatre performances, runway shows, sporting events, and other events (club members).
Their Partners Program has shown to be effective. They've partnered with some of the most well-
known brands in a variety of industries. Some of the companies that have taken spouses include
Tata Tetley, Pepsi, Microsoft, Inox, Kenzo, IFB, Taj, Park Hotels, and Oxford Book Shops.
Strategy of Kingfisher
In the KF sector, benefits and innovative ways include:
• Reservations • Reservations can be made by contacting or singing the box office.
• As soon as the waiting list ticket is confirmed, they will notify the clients at the phone
numberprovided.
• Passengers have the option of first completing the engagement and then purchasing the ticket.
• Tickets can be cancelled up to 24 hours before the voyage by phone or fax.
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• simple-to-use websites.
• Debit card, recognition card, payment at kingfisher air hoses office, and recognition note
areall options for payment.
• Kingfisher air hose provides a location for ticket delivery and keeps direct contact
withcustomers.
Market share and Downfall:
The Reasons for the Decline KFA was regarded as one of India's top five passenger airlines until
December 2011, when it suffered large losses, heavy debts, and eventually shut down in 2012.
According to the data gathered, there are more business reasons for KFA's failure than there are
marketing reasons. The merger of KFA and Air Deccan, as well as the launch of Kingfisher Red,
werethe key marketing reasons for the drop. Reasons for Operation
1. In 2012, KFA's maintenance, navigation, and landing costs were for around 10.86 percent of
totalrevenue, which was 3% higher than Jet Airways'.
2. KFA's employee costs were also greater than those of other airlines.
3. KFA's Value Added Services (VAS) were also highly expensive, and they paid little attention
tocleanliness, connectivity, scheduling, and inexpensive rates, which are all basic criteria of
Indianclients.
According to the analyses and studies produced, India's aviation industry was in such a bad state
that it had a negative impact on the KFA. The poor state of India's aviation industry was caused
by four issues. Fuel Costs Have Increased Due to rising demand for fuel and competition among
airlines,the price of jet fuel has been steadily rising, and KFA has been unable to pay its fuel costs.
Their fuel expenses were increased by approximately 70%, and many vendors filed a petition with
the Bangalore High Court against KFA, including BPC, for nonpayment of fuel bills (Bharat
Petroleum Corporation). Also the Aviation Turbine Fuel is heavily imposed by Government of
India. In India ATF is approx. 51% higher than the international standard. 1. Fall in Rupee 2. High
cost of landing fee andairline taxes 3. Price cutting by AIR INDIA
MARKETING STRATEGY & MARKETING MIX (5PS):

Product:
The product describes the variety of items that the company has to offer. By providing a luxury
experience, it has given great service and added value to the passengers.
It has three airlines, which are as follows:
The first is Kingfisher, which offers both international and domestic lines.
International and domestic routes of the Kingfisher class.
The Kingfisher Red, also known as Air Deccan, was exclusively available on domestic flights.
They have distinct business and economics classes rather than merging them. These are some of the
many airline classes that Kingfisher provides.
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Price
The airline decided to use a premium pricing approach. Because the pricing approach is so reliant on
crude oil, dollar rates, and competition. The firm's pricing segment is the higher income group as
well as the upper-middle-class background. It also targeted young people with affluent lifestyles.
Kingfisher Red charges a low fare, therefore catering to the middle class.
These are some of the pricing methods used by the company.
Place
It provided domestic and international service. With a fleet of more than 60 aircraft, it was
recognised as one of the major domestic carriers. The firm's flight arrangements were made through
a travel agency or online.
Promotion
Kingfisher Airlines has taken a comprehensive strategy to reaching out to their consumers. Their goal
is to establish a space in the thoughts of their clients for their brand and to guarantee that the
message is properly communicated. Kingfisher Airlines has implemented a 360-degree promotion
approach. They communicate with their clients using all forms of media, including television, radio,
print, outdoor, malls and multiplexes, clubs and bars, and their in-flight magazine. They make certain
that they communicate with their consumers at various moments.
The airline's loyalty program is known as King Club. Customers who join King Club receive a variety of
special privileges and advantages based on their membership level. The more a client flies with
Kingfisher Airlines, the more rewards he will receive.
Yana Gupta served as the airline's brand ambassador during its initial debut. The company has
launched several efforts to market its brand, beginning with a $1 billion promotion for the
introduction of first international flight in London.
They also collaborated with the Royal Challengers of the Indian Premier League. It also sponsored
several cultural events as well as celebrity endorsements.
People:
Kingfisher Airlines provides unrivalled service to its customers. This airline's success in such a short
period of time might be ascribed to the new services it offered, such as
Roving agents: A roving agent is a mobile check-in counter. Guests with hand luggage are not
needed to queue at the check-in desks. Customers are assisted by roaming agents who come to
them.
Different check-in options: In addition to the airport check-in option, the airline offers clients to
conduct a web check-in through its website.
Unaccompanied minors, the elderly, and those with limited mobility receive special attention: The
airline assumes responsibility for securely transporting the youngsters to their destination. The
60 | P a g e
ground crew helps with check-in and boarding. Guests with impairments may anticipate customized
and compassionate service. The Guest might be assigned an escort in a wheelchair. Guests can also
get assistance with check-in, boarding, and disembarking.
In-flight entertainment: Each seat has its own TV with Live TV, as well as pre-recorded in-flight
entertainment channels and a radio.
RECOMMENDATIONS:
Needs to change brand perception
• currently perceived as Lifestyle slogan
• Red colour of crew Reflects Royalty
• Over dependence on brand image of Mr. Malaya
Jet airways Reflects professionalism
Advertisement reflecting Value for Money
Gain operational efficiencies through Airways licenses as with Jet
Leverage Upon:
• New fleet, Unmatched flight service
• Innova vie ideas-LIVE TV with 16 channels
• Air Bo antique, in Kingfisher Airlines
A joint prior motion, i.e., using MakeMyTrip services and flying Kingfisher Airlines.
• By partnering with Kingfisher Airlines, further
• convenience in travel is offered at no extra cost- Added value
• Fleet size expansion
SUGGESTION:
• Reduce the labour cost
• Simplify the flight operations
• Offer more transparent pricing
• Get smart or fuel
• The process of acquiring spice jet if complete would make kingfisher the largest player in the
aviation industry
• Different mc des of pricing should be take care of.
Conclusion:
Kingfisher Airlines is one of the country's largest and most ubiquitous airlines, operating not only in
India but also internationally.
It has alliances with a number of other airlines in this category. Kingfisher Airlines provides world-
class services to customers at a low cost. The national carrier is extremely proud of its role in
popularizing many aspects of India to people all over the world and serving as the country's cultural
ambassador. The airline employs one of the most sophisticated flight plans in the world. To
summarize, Kingfisher Airlines is providing excellent service to its customers and is growing.
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INDIGO AIRLINES
This Photo by Unknown Author is licensed under CC BY-SA
HISTORY:
Interglobal’s Rahul Bhatia, and Rakesh Gangwal founded IndiGo in 2006. InterGlobe became IndiGo's
51 percent owner. A hundred Airbus A320 aircraft carriers were ordered by IndiGo in June 2005,
with a debut date of mid-2006.
Almost a year after placing an order, IndiGo flew for the first time on July 28, 2006. On August 4,
2006, it began operating between New Delhi and Imphal via Guwahati. A total of nine new planes
have been added to the airline's fleet since the end of 2006.
A 17 percent passenger market share overtook Air India in December 2010 to become India's second
largest airline behind Kingfisher Airlines and Jet Airways.
In 2011, IndiGo placed a $ 15 billion purchase for 188 Airbus A320 aircraft. In January 2011, after five
years of existence, the airline was able to launch international flights. In December 2011, the DGCA
voiced concern that a rapid rise may threaten passenger safety.
Only six years after the airline commenced operations, IndiGo celebrated its 50th flight in February
2012. After Air India, IndiGo became India's most profitable airline, surpassing it. To celebrate its six-
year anniversary, IndiGo overtook Jet Airways as India's largest airline by virtue of market share on
August 17, 2012.
MISSION
IndiGo is a very quality conscious airline and passenger safety is paramount to our company’s
guidelines and values.
VISION
indigo's vision is to provide an open and inclusive space for discussion ,reflection and action
regarding the contemporary interpretation an application of traditionally inspired Indigenous design.
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STRATEGIC BUSINESS UNIT
Single type of flight
A-232 and A-320 are the main components of all Indigo planes. There are three types of planes
operated by Spice Jet, Air India, and Jet Airlines. With the same workforce from pilots to flight
attendants to ground crews training, there was more flexibility in hiring and upgrading costs.
single class
Only the inexpensive class is available on Indigo so there is no loss of time, money, or manpower.
airport lounges are expensive to operate.
Low average fleet age

Ten years ago, Indigo was founded. Protection costs for tiny planes are cheap. All of Indigo's aircraft
will be rented for five years in order to keep the fleet smaller. This allows them to pass the D-check
after 12 years of operation.
SWOT ANALYSIS
STRENGTHS
• strong brand value
• market share leadership
• cost management
WEAKNESS
• There are not many product Choice
• There are not many routes
• International absence
THREATS
• high fuel expenses
• The non-constant FDI guidelines
• exit limitations
OPPORTUNITY
• goods service
• charted-Flight provision
• growing flight frequency
• global marketplace.
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Market segmentation:
Indigo airlines demographics include approximately 65 percent official passengers and 35 percent all
other sorts of Indian travellers. Without dismissing the fact that even non-metro cities have the
ability to generate revenue. As indigo airlines are service providers, customers are segmented by
occupation, age, family size, and language. To Understanding the demographics of the target market
which is critical in long-term success of target marketing..
This segmentation mainly concerns people's lifestyles, attitudes and personalities. Indigo Airlines,
being an airline, takes customer needs into account, keeping the three perspectives are Safety,
Schedule Integrity and Economical Fares as a base to offer good customer service which relates
straight to relationship building
Market positioning:
Indigo Airline’s market position is critical because it is currently one of the finest low-priced airlines
in the Indian aviation sector, but it is not yet safe due to a high number of new competitors and the
presence of certain old competitors. which has the potential to be one of the best for many years to
come. Indigo Airlines will market itself as a carrier that provides a product that does not compromise
on service quality or commitment. It will establish a reputation as a reliable airline that offers low-
cost services.
The situation of indigo aircrafts in the market is vital as right now it is one of the most outstanding
minimal expense aircraft transporter in the Indian aeronautics industry anyway because of a ton of
new participants and the presence of some old contenders it is as yet unsure that it tends to be truly
outstanding in the following coming a very long time too.
Target market:
Consumer behavior is about understanding a consumer's mindset about what the consumer really
wants. IndiGo has done a great job of understanding consumer needs and designed its strategy to
meet its goals. Indigo Airlines delivers to middle-class people. Lower-middle-class people have a
fixed belief that air travel is more expensive than trains and are not happy with the price and
amenity of existing airlines. This is how Indigo targeted these individuals in the market.
• Indigo's target market is based on people's lifestyles, attitudes and personalities.
• Indigo Airlines focuses on targeting middle-class people
• Indigo has been able to build a loyal customer base over the years by building a strong and reliable
brand.
• The brand targets Tier 1 and Tier 2 cities to provide its services because most of its customers are
from cities.
Market research and strategy

IndiGo gets a large portion of its cash from deals and leaseback exchanges. These monetary
exchanges have assisted IndiGo with recording higher benefits. Sometimes, these exchanges have
changed over misfortunes into benefits, as on account of monetary 2011. Every deal and leaseback
creates a benefit of $ 4-5 million for IndiGo. Also, this fills in as working capital.
IndiGo got more than 40% off the rundown cost when they put in a tremendous request. The retail
cost for an Airbus A320, the main sort of airplane utilized by IndiGo, was $ 55 million of every 2007,
64 | P a g e
when the carrier marked the arrangement. IndiGo just had Rs 100 crore (about $ 20 million) of cash
from the advertiser, however he figured out how to agree to 100 planes and fired with a low down
payment.
The Indian aviation business is packed with different companies, each of which is dealing with its
profitability ratio and evaluating its tactics in order to stay in business in an increasingly competitive
market. Indigo, on the other hand, has maintained to the "low cost, lost price" approach. Indigo has
been progressively increasing the size of its fleet.
India aspires to become the world's second largest aviation market by 2025, and the industry is in
the midst of a rapid boom prompted by factors such as low-cost carriers, innovative technology, and
modern airports. By utilising some of these, companies like Indigo are propelling the market
forward.
Indigo flies to 40 locations and operates 680 flights each day, allowing the firm to become a market
leader. Allow a third-party provider to handle onboard catering and grocery on a payable basis.
Competition for indigo

The top 5 Rivals of indigo airlines are:
Spice
Jet
Vista
ra
Air
India
Go
air
Jet airways
Indigo is a low-cost airline and it is the undisputed leader in the Indian domestic
market. Asof March 2021, the airline had a market stake of 53 percent with a fleet of
250 aircraft. Thisputs the airline more than 40% ahead of second-placed SpiceJet. In
India, unlike in other markets, the epidemic has mostly stabilised market share trends.
IndiGo's market share has climbed from around 45-50 % to well into the 51-56 % range
65 | P a g e
Market share breakdown
Due to the 12.8 percent increase of the Indian aviation industry in the last five years, the airline
industry is becoming a massive business. At low-cost airline pricing, new airlines are being
launched.SpiceJet Airlines, which has been in battle with Indigo Airlines for a long time and is the
company's greatest rival. In comparison to Indigo, Spice Jet sells more tickets.
This is because to the time difference between the two airlines as Indigo is a four-year-old firm,
whereas Spice Jet has been in operation for almost seven years and is one of the industry's largest
low-cost carriers.
Competitive advantage
The Indian aviation business is expanding, and each airline is competing with its profitability
share and restructuring its plans to survive in an extremely competitive world. But Indigo has
been consistent with the "low cost, lost price" policy. Indigo has constantly extended the size of
its fleet,most recently achieving delivery of the A320neo in February 2016.
• Fleet of 274 aircraft, including 124 new generation A321 Neos, 80 A321 CEOs, 30 atrs
and 41A351 NEOs.
• From past ten years, SKYTRAX World Airline Awards has named them India's
IncrediblyAffordable Airline (2010-2020)
• Recognized as "Great Place to Work" in India " for 8 consecutive years (2008-2016)
and forthe 9th time in 2021.
• IndiGo was ranked the fourth most punctual airline globally in 2018, the sixth most
punctualairline globally in 2019, and the third most on time airline globally in 2021
by the OAG Punctuality League.
• Reduction of aircraft acquisition costs by using the bulk purchasing strategy. Last
year, theyplaced an order for 300 Airbus A320 aircraft, making it one of the largest
aircraft orders as solo aircraft operator.
• Short-haul and point-to-point route structure, a common fleet with unique
class seatconfiguration and high employee productivity.
66 | P a g e
Product positioning
Indigo's flagship product is low-cost air travel that allows even ordinary people to
experience air travel. The product offered by Indigo is primarily for passengers, but Indigo's
cargo department has also picked up speed in recent years. Indigo success is primarily due
to its focuson service efficiency and cost reduction. The success of your product can also
be seen in yourearnings. In recent years, other cost effective airlines such as SpiceJet and
Air India have suffered losses, while Indigo has made substantial profits. Finally, Indigo has
positioned itself as a cost effective airline targeting all groups in society, including low-
income groups, that large corporations could not do. They intend to have Lower
maintenance costs for effective cost reduction for the company.
MARKETING STRATEGY & MARKETING MIX (5PS):

Product
• Indigo's flagship product is cost effective air travel that allows even regular customers to
experience air travel.
• Indigo's cargo department has also picked up speed in recent years. But it offers primarily for
passengers
• Indigo's success is mainly due to its focus on efficiency in its services and reducing costs.
• The success of your product can also be seen in your earnings. In recent years, other low-cost
airlines such as SpiceJet and Air India have suffered losses, while Indigo has made substantial
profits.
• Finally, Indigo has positioned itself as a low-cost airline targeting all groups in society,
including low-income groups, that large corporations could not do.
Price
Indigo Airlines products are available to buy on ticketing counters, and through travel agencies. Pricing
is a crucial component of every firm since it influences the investors' return on investment. Indigo
Airlines is a cost-effective carrier, this makes pricing even more complicated as compared to its rivals
because there isn't a lot of room for error.
• Total number of indigo flies 119 airlines flights in single day

• The minimum ticket price is Rs 3210 if purchased one month in advance.
• 148 is total seating occupancy of A320
• 17463 is the total capacity of reservation in a day
• Rs 55,884,800 is the gross income in a single business day
• Total cost of discount coupons is Rs 16,000
• 21% increase in growth every month in seen
Place
It is critical to identify the appropriate area and the right people for a product to be successful. It is
critical to attract the target market, as determined by the demographic research above (target
market). The Internet is the ideal instrument for this since it expands marketing options by allowing
67 | P a g e
consumers to buy tickets on travel websites. Posting updates and crucial dates on such websites can
help to raise brand awareness among those who are eager to travel at discounted rates.
• Indigo's large online and offline implementation of its corporate network has aided in
providing consumers with a smooth travel experience.
• Indigo customers have ease of booking their tickets offline or online by means of various
channels such as booking agencies, online application which are available.
• The airline's destinations are spread across the country's major cities, allowing it to provide
superior service to its consumers.
• The company is expanding with the intention of growing its business and increasing their
number of clients by increasing its destination to new areas.
People
Indigo Airlines relies heavily on the individuals who are directly and indirectly involved in the business
since they give a great deal of knowledge. Airlines will receive direct business through travel agents;
thus, a channel must be established to determine the strength of travel agencies in a specified region.
Employees are a company's most asset, as human capital boosts output. To impress clients, employees
with strong customer service abilities should be employed.
Indigo Airlines is renowned for its skilled cabin crew, which delivers excellent customer care and
ensures high-quality service. Its primary job is to ensure passenger safety and protection. They then
go through a three-month intensive training programme. The flight operations department (pilots)
oversees the aircraft's safe and efficient functioning. Indigo Airlines guarantees that the flight deck
crew complies with all regulatory and licencing standards. Airport Operations and Customer Services
Department (AOCS) manages all ground operations. They ensure that all passenger travel-related
operations operate smoothly.
Process
Indigo airlines tickets may be purchased in multiple ways which includes online process through
mobile app over the phone with Indigo's support department and also through approved travel
agencies. It also includes "hold and pay" features that permit consumers to keep bookings on hold for
a limited time. Indigo employs highly qualified personnel who ensure that your operations function
efficiently. Travelers with specific needs, new-borns, minors, pregnant women, and medical
passengers all receive special attention.
Indigo features a customer care line where customers may contact queries or concerns. If there is
delay in flight and the client has provided their contact details, they will be notified in advance so that
there will be no disruption.
Physical Evidence
Indigo's corporate headquarters is located in Gurgaon. Customers can order and pay for tickets at
Indigo Airlines service centres. Indigo also offers a physical presence at airports, where customers may
purchase tickets and enquire about their flight booking. Indigo has offices in New York, Singapore, the
United Arab Emirates, Chicago, Los Angeles, Toronto, Kuwait, Nepal, and Oman, among other places.
The aircrafts are well-maintained and offer passengers with a pleasant ride.
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Promotion
They focus on 2 main objectives Escalating sales and achieving new product identification for the
business. Indigo Airlines has marketed itself across television commercials and through internet
marketing. Indigo Airlines uses billboards and hoardings to advertise. The Wieden and Kennedy
creative firm created the Broadway campaign that announced Indigo Airlines' worldwide expansion.
It launched its worldwide activities as well as communicating its main offering of being on time
everywhere. Indigo Airlines partners with banks for promotions, like as the Indigo-ICICI bank
campaign, which offers a cashback if tickets are purchased using an ICICI debit or credit card. few
promotions which leads indigo capitalise is market share are listed below:
• Indigo has proven more effective of dominating the local market than any other rival.
• Its low pricing and wide availability are primarily used to promote its brand across the market.
• Indigo's advertising spending is often minimal as it impacts on company's total costs.
• During festive seasons “India By Indigo” campaign was launched by indigo to connect with its
customers
• With festivals like Diwali, Durga Puja, and Christmas. Few promotions was developed to
promote the rich Indian culture.
• Indigo has also generated a series of promotions to attract consumers, such as "Freedom to
Change," which allows customers to make unlimited modifications to their reservations at no
additional cost.
Conclusion
IndiGo airlines have a competitive edge over other services in terms of client loyalty, services provided,
and, most importantly, pricing strategy. It has earned the title as "low-cost carrier" as a result of its
pricing approach. Indigo must also consider its long-term goals in order to stay in business in this
volatile industry and to decrease their losses, pricing should be adjusted in accordance with
operational costs.
Indigo Airlines has been able to satisfy consumer expectations in terms of delivering services on time,
establishing trust in customers, identifying their demands, and providing flexible business hours.
However, the airlines must improve on all other qualities such as tangibility, reliability, responsiveness,
assurance, and empathy in order to meet the customer's entire service quality expectations. Customer
loyalty develops when the consumers' quality of service exceeds their expectations. This will allow
management to set their brand besides the competition in terms of service quality. Airlines should
establish ways to encourage people to positive behavioural intentions.
Their success in large part is due to to the high quality of service and significant cost reduction. Indigo
has also proven that it can leverage the power of social media to enhance their brand value while also
becoming "Anti-Social" to prevent any brand impact. Despite being the market leader, the firm still
has a long way to go and is prepared for more success in the future. As they are fast growing airlines
in the country.
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Reference:
[1] https://en.wikipedia.org/wiki/SpiceJet
[2] https://www.business-standard.com/company/spicejet-3367/information/company-history
[3] https://www.slideshare.net/mehakmonga/low-cost-airlines-in-india-1859733
[4] https://corporate.spicejet.com/CodeOfConduct.aspx
[5] https://www.thehindubusinessline.com/companies/vistara-indigo-gain-market-share-
despite-pandemic-headwinds/article36085313.ece
[6] https://pdfcoffee.com/spice-jet-lcc-pdf-free.html
[7] https://www.thehindubusinessline.com/companies/vistara-indigo-gain-market-share-
despite- pandemic-headwinds/article36085313.ece
[8] https://www.mbaskool.com/marketing-mix/services/17049-spicejet.html
[9] https://4dinternationaljournal.com/wp-content/uploads/2016/02/8-
yadavResearch_paper_11.pdf
[10] https://www.slideshare.net/dspatra/analysis-of-kingfisher-airlines
[11] https://www.business-standard.com/company/kf-airlines-27271/information/company-
history
[12] https://en.wikipedia.org/wiki/Kingfisher_Airlines
[13] https://www.slideshare.net/wacym/kingfisher-airlines-8786909
[14] https://www.researchgate.net/publication/334319115_A_Case_Study_on_the_Downfall_of
_Kingfisher_Airlines
[15] http://dcac.du.ac.in/documents/E-Resource/2020/Metrial/26Anita1.pdf
[16] https://www.mbaskool.com/marketing-mix/services/17079-indigo-airlines.html
[17] https://iide.co/case-studies/marketing-strategy-of-indigo-airlines/
[18] https://www.ukessays.com/essays/tourism/indigo-airlines-marketing-plan-tourism-
essay.php
[19] https://www.marketing91.com/marketing-strategy-of-indigo-airlines/
[20] https://www.mbaskool.com/marketing-mix/services/16971-vistara.html
[21] https://www.business-standard.com/article/companies/vistara-looks-beyond-pricing-
strategy-to-build-its-brand-117052501590_1.html
[22] https://en.wikipedia.org/wiki/Vistara
[23] https://www.iosrjournals.org/iosr-jbm/papers/ies-mcrc-icscm/Part%202/10.pdf
[24] https://www.ijerm.com/download_data/IJERM0506003.pdf
[25] https://www.airindia.in/writereaddata/Portal/FinancialReport/1_215_1_Management_Disc
ussion_and_Analysis_Report.pdf
[26] http://www.allprojectreports.com/MBA-Projects/Marketing-Project-Report/ANALYSIS-OF-
SERVICE-QUALITY-OF-INDIAN-AIRLINES-LTD.htm
[27] https://www.slideshare.net/DeepakKumar3065/air-india-case-study
[28] https://www.ibef.org/industry/indian-aviation.aspx
[29] https://www.ukessays.com/essays/tourism/introduction-to-indian-aviation-industry-
tourism-essay.php
[30] https://www.civilaviation.gov.in/en/aboutus/orgsetup
[31] https://en.wikipedia.org/wiki/Aviation_in_India
[32] https://www.marketing91.com/marketing-mix-spice-jet/
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MARKETING MANAGEMENT

INDIAN AVIATION INDUSTRY

Jakkampudi Moulithya (21082)

Nisarga T Darya (21092)

Sudarshana Sharma K S (21112)

Session 2021 – 2023

Shri Dharmasthala Manjunatheshwara

During my research, I found various motivation instruments used by the Personnel/HR

CURRENT TRENDS of Aviation:

The following trends are emerging in the aviation industry −

• The utilisation of cutting-edge automation and technology that is continually evolving

"Especially at full-service restaurants, customers' expectations might be problematic.

Aviation Sector Factors:

Civil aviation is driven by several variables, including the following:

LCCs (low-cost carriers) and airports of the future

Regional connection is emphasized.

• Investment in domestic airlines by foreign direct investors

• Information technology (IT) interventions of the highest calibre.

PORTER’S FIVE FORCES MODEL:

BUYERS' NEGOTIATION POWER

BARGAINING POWER OF SUPPLIERS

THREAT OF NEW ENTRANTS

Technological Factors: Investment in research and development is a key technological factor.

National and local environmental regulations and standards

PRODUCT LIFE CYCLE:

Ready to travel again:

Price sensitive segment:

• Air based Defence Equipment Manufacturing

Airline Market Research

Airline Market Research can provide:

Airline Market Research Solutions

There are ways to run focus groups with consumers

When conducting a quantitative study on attitudes

may follow and report competition ads in the

will be able to find out what airline’s consumers

Competition for Airline Industry

Market share of Indian Airline Industry

Competitive Advantage in the Airline Industry

Airline Industry Positioning

An important objective of Vistara being, revolutionizing air travelling in India by offering

Particulars FY16 FY20

Long term Liabilities Rs 173.4 Crore INR Rs 6809.02 Crore INR

Indian market share

Positioning - Tata's Vistara delivers an excellent In-Flight Experience at a reasonable cost.

SWOT Analysis of Vistara

Market research and positioning

Vistara marketing strategy

Vistara's marketing strategy assists the brand/company in developing a competitive market

Vistara product strategy:

Place and distribution strategy

Vistara Promotion & Advertising Strategy:

Working income: Rs. 3,763.50 crore (US$530 million) decreased (2019)

Profit: Rs. 8,556.36 crore (US$1.2 billion) decreased (2019)

Increase in total assets: Rs. 52,352.18 crore (US$7.3 billion) (2019)

Decrease in out equity: Rs. -29,466.36 crore (US$−4.1 billion) (2019)

9,993 Workers till 2019

Air India SBU’s:

Air India’s Mission:

Air India Objective:

Air India Vision:

SWOT Analysis: AIR India

Marketing Campaigns – Air India