3. An unlisted company, IndiGo is not required to publish its profits
and revenues, but for fiscal year 2011, it saw a 48 per cent growth
in revenues and a profit of Rs.650 crore
A recent study by Centre for Asia Pacific Aviation (CAPA)
The study pegged IndiGo’s profitability in the first quarter of this
fiscal at Rs 106 crore.

4. MEMBERS
Divi Singh
Divya Sharma
Jaipreet Kaur
Jasleen Kaur Lamba
Parth Singh
Prachi
Yashika Dubey

5. 2006: Set up by Rakesh Gangwal and Rahul Bhatia, of
InterGlobe Enterprises aviation.
August 2006 : Started operations in India by
connecting Delhi to Imphal.
Operates 359 flights daily across 27 domestic cities and
5 international cities.
Fleet size is 58.
Indigo uses Airbus A 320-200 .
Market leader, 27% of the market share.
By early 2012, IndiGo had taken the delivery of its
50th aircraft in less than 6 years.

6. Indian Aviation Industry
 Major Players
 High cost environment
 High taxes on Aviation Turbine Fuel (ATF)
 High airport charges
 High debt burden and liquidity constraints
 Competition by LCCs
 A series of measures by the Government
 Financial Condition - Losses of $2.5 billion
 Banks unwilling to invest

7. AIRCRAFT MANAGEMENT
Indigo first purchased the aircrafts, then sold them to an
intermediary and then hire the fleet on lease from them on some
contractual basis
Use single configuration aircraft
For maintenance of aircraft, indigo allied with Airbus
Indigo preferred using Airbus crafts instead of Boeing’s as the
fuel efficiency of the former is greater than the latter

8. GROWTH AND EXPANSION STRATEGY
 It adopted a strategy of starting with one aircraft and adding
one after every six week. In other way to say is that they first
tested one market and after establishing foothold in that
market, they expanded to other markets
 Indigo signed a deal with Airbus and ordered 100 Airbus-320
fleet

9.  Operational Efficiency
 Collaborated with Quovadis ( a subsidiary of Airbus), Airport
authority of India and DGCA
 Followed Required Navigation Performance Approach (RNP)

10. Advantages of RNP approach
 Shorter trajectory for landing
 Does not require ground based navigation
 It helps in reduction of green house gas emission

11. Turnaround time
Load factor
Low frills – efficiency implications
 Hub and Spoke model for flights

12. Advantages of this model
 Serve more markets with fewer fleets
 First mover advantage
 Indigo’s market share is almost similar to that of its
competitors but with a much lower fleet
 The flight to market ratio for indigo is lower which
implies that it manages its fleet very efficiently.

13. CUSTOMER SERVICE
•Customers preferred
On time arrival &
Good connectivity Consistent service
departure
•1% of the Revenue spent on Marketing and promotional activities.
•On Time performance
Technological tool – Aircraft
Performance Record > 90% communication addressing and
Reporting system (ACARS)
“What
DGCA’s Record The
Indigo: 88.9% Fudge“
Jet Airways: 91.8%
•Cleanliness
•Consistent Image

14. HUMAN RESOURCE MANAGEMENT
•Pilot training
Functional Skill Training
One •Cabin Crew
Center
Central member
Customer Service & soft
training training
skills
Progra •Ticketing
m Leadership training attendant
•Baggage
handling
•AWARD: Best company to work with as per Great Places to Work survey.
•Emphasis on Internal Job Posting and Promotion
•Attrition rate: Negligible or ZERO percent.
•Cost Saving Hired Kingfisher Pilots (200-300) Joining Bonus
Less training

15. FINANCIAL ANALYSIS
DU PONT ANALYSIS:
Return on equity =
Now Return on Equity can be seen as:
* *

16. DEPRECIATION
Indigo Airlines follows AGGRESSIVE POLICY OF
DEPRECIATION
IMPACT OF FOLLOWING AGGRESSIVE POLICY OF
DEPRECIATION IN FUTURE FOR THE AIRLINES

17. SWOT ANALYSIS

18. PORTER’S FIVE FORCES MODEL

19. • GOVERNMENT REGULATIONS
• INDIAN AVIATION POLICY
• RISING FUEL PRISES
THREAT H
• FDI
OF NEW I • FUNDS & RESOURCES
ENTRANTS G • SET UP COSTS
H • IF THE BORROWING FROM BANKS BECOMES CHEAP THEN THE
THREAT MAY BE HIGH.
• DUOPOLY OF TWO MAJOR AIRCRAFT SUPPLIERS AIRBUS AND
BARGAINING H BOEING
I • SHORTAGE OF TRAINED PILOTS
POWER OF • ONLY 4 ATF SUPPLIERS : IOC, HINDUSTAN PETROLEUM
G
SUPPLIERS H CORPORATION, BHARAT PETROLEUM, ONGC
L
BUYING • LOW
O • NOT MUCH PRODUCT AND SERVICE DIFFERENTIATION AMONG
POWER OF
W AIRLINES.
BUYERS

20. • LIMITED SCOPE OF PRODUCT & SERVICE
DIFFERENTIATION
H
COMPETITIVE I • IMITATION
RIVALRY • NO CUSTOMER LOYALTY
G • STEAL CUSTOMERS FROM COMPETITORS INORDER TO
H GROW
AVAILIBILITY H
• OTHER MODES LIKE BUS/ TRAIN
I
OF • A NUMBER OF OTHER LOW COST AIRLINES
G • LOW SWITCHING COST
SUBSTITUTES H

21. TANGIBLE RESOURCES
FUEL
HUMANS
AIRCRAFTS

22. INTANGIBLE RESOURCES
• COVERED IN NEWS FOR EXCELLENT LOW COST
STRATEGIES
BRAND • MARKETING
AWARENESS • WORD OF MOUTH
• ON-TIME ARRIVALS
• CHECK-IN-COUNTERS
• AMICABLE RELATIONSHIP WITH SUPPLIERS
• COLLBORATION WITH HOTELS
SOCIAL CAPITAL • FOR Ex: , tie up with Mumbai based hotel chain
SAROVAR
• EXCELLENT INCENTIVES FOR EMPLOYEESS
• LOOKING AT EXPANDING THE EMPLOYEE
EMPLOYEE STRENGTH
RELATIONSHIP • NO SIGN ON DOWNSIZING
• LOKOUT FOR MORE PILOTS, CABIN
ATTENDENTS & AIRPORT SERIVE AGENTS

23. VALUE CHAIN ANALYSIS
FIRM’S
INFRASTRUCTURE
HRM
TECHNOLOGY
DEVELOPMENT
PROCUREMENT

24. TOWS ANALYSIS
• INCREASE DOMESTIC
DESTINATIONS
SO • UPGRDAE TO LONG HAUL
AIRCRAFTS AS PER DEMAND
• PLAN TO GO INTERNATIONAL
• EXPAND TO FREIGHT /
WO CARGO SERVICES
• DIVERSIFY TO CHARTERED
FLIGHT SERVICES.

25. TOWS ANALYSIS
• SIGN ANTI POACHING
AGREEMENTS WITH
COMPETITORS.
• EFFECTIVE INCENTIVE
PROGRAM TO PREVENT TALENT
ST DRAIN.
• EMPHASIS ON TRAINING.
• HIRE FROM OTHER COUNTRIES
• MENTORING FROM RETIRED AIR
FORCE PERSONELS.
• continuous innovation of value
WT added services.

26. 49% FDI in the aviation sector
What is there in Store for the Flying
Machines ?

27. ADVANTAGES
Help in fresh source of liquidity and
funding.
Opportunity for International Airlines to
set a strong foothold in Growing Indian
Market.
Foreign Airlines can compete in highly
competitive market.

28. Increased competition, better service,
greater efficiency and cheaper air fares.
Long term benefits to the industry in
terms of expertise, financial and strategic
capital.
Boost the tourism industry and
employment opportunities

29. DISADVANTAGES
Regulatory Challenges
High Airport Fees
High cost of Air Turbine Fuel

30. FUTURE PLANS OF INDIGO AIRLINES
180 new aircrafts to acquired between 2015 – 2024.
Sale of old aircrafts and have trained personnel.
Going International in spite of being a Domestic Low
Budget Carrier.

31. SCA STRATEGIES FOR INDIGO
Differentiate on services front like time and
quality of flying experience.
Demand pricing in comparison to uniform
pricing.
Facilitate ease of purchase and accessibility
to the consumers.
Effective and better communication with
customers by establishing mass customer
touch points.

32. Minimize on the operating cost by
connecting more flights among various cities
like more indigo airlines outlets.
Retain the old customers
Identify the various sources of ancillary
revenue
Target Tier II and Tier III cities with growing
disposable income

33. Set up innovating student promotional
offers for student as they extensively use
Low budget carriers.
Tie up with Government agencies for least
popular tourist destination and provide
attractive packages.
Go International.