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Kingfisher Airlines Brand Idea I
- 1. Brand Management MUDRA INSTITUTE OF COMMUNICATIONS PGP - 19 KINGFISHER AIRLINES Rohit Rohan | 134 Neha Kulkarni | 117 Pranoti W. | 123 Harshna Pasaria | 100 Sidharth Uchil | 146 Umesh Menon | 154
- 3. BRAND OVERVIEW • • • • • KINGFISHER Airlines owners - United Breweries Group, Bengaluru established- 2003 > commercial operations- 2005; international- 2008 not shown profit in any financial year merged with Air Deccan in 2007 • Air Deccan > Kingfisher Red : low cost carrier potentially India’s 5th largest passenger airline • SKYTRAX five star rating • One of the six in the world • Only Indian airline • 2010 | 2nd largest market share > financial issues > 2011 | lowest market share • “Oneworld” airline alliance • was set to join in Feb 2012 - now it has been put off
- 4. KINGFISHER Airlines MARKET SCENARIO & COMPETITIVE POSITIONING
- 5. MARKET SCENARIO • • • • • KINGFISHER Airlines steady growth of the Indian economy after liberalisation demands for both business and leisure travel emergence of a new Indian middle class travellers and per capita use of airline services in China - eight times 2003: entry of new players into the airline industry • several costs of operating an airline were fixed • irrespective of business model - at times as high as 80% • most of the new entrants chose to use low fares as their weapon • • • more than 5crore air travellers in India around 3.8crore as repeat travellers air‐passenger strength in India is expected to grow at 12% per annum Source : www.dgca.nic.in
- 6. COMPETITIVE POSITIONING • • • • • • • • • • • • Damania - luxury airline with on‐board entertainment EastWest – biggest fleet Jet - punctuality and good service Sahara - excellent connectivity Modiluft - safe and reliable airline Air India – reliable and economic with wide reach Air Deccan – low cost IndiGo – budget airline GoAir – low fare carrier Paramount – niche reach MDLR – connectivity Kingfisher – initially ‘stylish flying’ - after merger with AirDeccan: ?? KINGFISHER Airlines
- 8. WHAT WENT WRONG? KINGFISHER Airlines • Acquisitive excess • acquisition of beverage companies, newspapers, magazines, football teams, cricket teams, Formula one teams etc. • scattered brand identity • seen as an ever expanding brand with no specialisation • profits made from other ventures used to support KF Airlines’ ambitions • External factors • Deregulation of the aviation industry • price range very competitive • also, compared to global air-fares, Indian rates were very low already • 2008 global economic crisis • air passengers went economical • fuel prices shot up | value of rupee suffered
- 9. WHAT WENT WRONG? KINGFISHER Airlines • Brand injuries on the public front • Ambiguity in media about brand during crisis • no or delayed statements from the company increased doubts • bad ‘W-O-M’ on social media websites • brand cannibalisation between parent brand and KF Red • if both brands look similar, fliers would go for cheaper option • poor service during crisis period • customers suffered at terminals on airports • in-flight service became poor • Faulty model • management woes |no exclusive management architecture • no heed to unnecessary costs that could be reduced • bad choice of service terminals at airports | bad choice of carriers
- 10. WHAT WENT WRONG? KINGFISHER Airlines • Merger with Air Deccan: Before v/s After • Before merger, promised a glamourous first class service - unusual among the domestic airlines • several unique offerings (IFE, special meals, exclusive staff, etc.) • admired service - corporate sector wanted all top executives to fly KF • Air Deccan was for the “aam aadmi”, a sort of shuttle service • a near-opposite model • forced to fly to tier-II cities at low costs • after acquisition, a confused value offering • struggle with upgrading Air Deccan operations into KFA template • overflowing costs + mismanaged dual identities • took on the international market without consolidating the domestic front • international market has more competition • requires deeper pockets
- 12. KINGFISHER Airlines Positioning Statement The Airline that redefines you experience of flying – while combining sophistication, comfort and impeccable service
- 13. Recommended Changes • KINGFISHER Airlines Re-structuring of management • • • • exclusive management for KFA clear demarcation of offerings between KF parent and KF-Red flights* Communications : Clear brand image of a committed player KFA should be seen as a corporate entity, not a pet-project • Given the performance of Kingfisher before and after the merger, it can be repositioned as Option I – Act as a niche brand, catering to the executive class Option II – Cater to all classes – executive and economical
- 14. KINGFISHER Airlines KINGFISHER AS A NICHE PLAYER
- 15. KINGFISHER AS A NICHE PLAYER KINGFISHER Airlines • Kingfisher Airlines had been doing initially well as a ‘luxury’ brand if the company doesn’t want to operate in tier II cities it could also choose to be identified as a niche brand it earlier was price its service higher and continue the existing fleet • • • Existing brand offerings that will be highlighted in branding fleet of brand new Airbus - A320’s glamorous flying : new aircrafts | stylish red interiors | stylishly dressed cabin crew • in-flight entertainment (IFE) systems • even in domestic flights • several unique services • personal valet at the airport to assist in baggage handling and boarding • exclusive lounges with private space • refreshments and music at the airport • audio and video on-demand - with extra-wide personalized screens in the aircraft • sleeper seats with extendable footrests • three-course gourmet cuisine • •
- 16. KINGFISHER Airlines KINGFISHER ACROSS ECONOMIC SEGMENTS
- 17. KINGFISHER ACROSS ECONOMIC SEGMENTS • Promise only what it can deliver KINGFISHER Airlines should be identified as a player with focus on ‘quality’ and not just ‘luxury’ reduce in-flight luxuries | increase efficiencies like turnaround time optimally choose service terminals at airports – depending on flights all communications about the brand should aim to clearly demarcate between the two KFA brands • differentiation of services should be clear to create separate identities • • • • • Adopt more cost-efficient carriers • Routine routes : Dreamliner 787 instead of Airbus A380 • unit cost of $193mn instead of $376mn • larger wingspan | more fuel efficient | higher cruising speed • Lighter routes : Bombardier Q400 or Comac C919 • low seating capacity as required • equivalent to standard ATR, Boeing and Airbus carriers • used by SpiceJet • Decision on routes to fly
- 18. KINGFISHER ACROSS ECONOMIC SEGMENTS • Holiday packages • for unprofitable routes like Nasik and Aurangabad • Other packages • tie ups with corporate houses • more efficient frequent-flyer program • surprise in-flight offerings to retain customers KINGFISHER Airlines
- 19. Recommended Changes Targeted Brand Identity KINGFISHER Airlines
- 20. KINGFISHER Recommended Changes Airlines Targeted Brand Identity Prism Physical • Same vibrant colours • Logo facing ’upward’ instead of downward • Textual distinction of brand by its service Relationship • Comfortable flying partner • Meets all standard expectations • Flyers should not worry about travel Reflected Customer • New age travellers • Ever expanding market and demands Personality • Global standard of service • Setting the bar for other brands • Quality oriented • Trustworthy Culture • Commitment • Quality • Fair value for invested money and choice Self Image • Committed • Organised • Customer oriented • Optimum use of resources
- 21. KINGFISHER AIRLINES | Flying into good times