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INDIGO AIRLINES
Introduction
1. IndiGo Airlines is a focused Low Cost Carrier in the Indian domestic air
transport segment. It operates from the national capital Delhi and its tag line says
“low fares, on-time flights and a hassle-free experience” to our passengers. It
commenced operations in August 2006 with a single aircraft, and has grown their
fleet to 97 aircraft. They have a relatively young fleet and the average age of their
aircraft is 3.26 years. IndiGo has:
An award-winning service
7. Low cost Air lines in India are presently operating in the beginning of
mature phase. There have been few bankruptcies and few take overs in recent past
like Deccan Airways and failure of King Fisher airlines. Commercial Airline
industry is characterized with long phases, with current Low cost model
approaching some maturity. Change is typically slow to arrive and is mostly lasts
couple of years, especially technological advancements. Because of safety reasons
any new advancement are highly tested and passed after rigorous checks and
balances. Competitive advantages and innovations are mostly expected in
processes and sales innovations. Area of differentiation is also restricted
considering Low Cost model of these airlines.
CLC Analysis
EMERGENT PHASE
MATURE PHASE
GROWTH PHASE
Internationalization Analysis
10. Indigo has been a focused domestic operator but however since 2012 has
scaled up operations to 5 neighboring countries. However, as compared to its
domestic operations, international operations are miniscule. Considering cost of
operations to Gulf States, which are comparable to local domestic operations,
Indigo should expand operations to these destinations manifold. Beginning Mar
2016 deliveries of initial batch of Airbus Neo 320 will start which will lead to
dramatic increase in capacity. In addition to notching up operations in domestic
sectors, Indigo should aggressively utilize its spare capacity in this lucrative sector.
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Diversification Strategy.
12. With the present business model and a working low cost model Indigo
should not go for any vertical diversification. However Indigo should and is
actually working on horizontal diversification of expanding operations to tier two
and other towns of India. It will enable Indigo to tap the high growth in domestic
traffic by scaling operations, which is presently its strong position.
13. An area where Indigo can diversify is extensive cargo operations by night.
Indigo has a Power by the Hour contract with International Aero Engines (IAE),
which provides the engines that put the onus of performance delivery on the
manufacturer. IndiGo has similar agreements with Airbus, as well as with the
vendors for other critical components Considering Indigo has mostly opted for
"power by hour" type of contracts for aircraft operation; higher aircraft utilization
will not offer any operational difficulties for the airline. Scaling up cargo
operations will satiate the ever increasing faster cargo demands of growing e-retail
industry in domestic market. Current utilization rate of 11.5 hrs per day can
actually be further pushed up to at least 14 to 15 hrs per day by introducing some
cargo and by combining Red – eye Flights.
14. Another area where Indigo can evaluate diversification is working out
value addition for its passengers by offering bundled app driven taxi services for
airport pick up and drop. Rather than starting its own app based taxi service, it
should tie up with existing players like Uber and Ola. Working on a revenue
sharing model rather than owning a subsidiary will enable roll out of highly value
driven service for its passengers without any expenditure and also increase its
bottom line.
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Competitive advantage
15. Indigo Airlines has been able to develop a unique competitive position that
allows it to create value for its key stakeholders. The company has a clear long
term business strategy of positioning itself as a clear market leader in LCC
segment in India. Its competitive position is able to align its values, opportunities
and capabilities in a very effective way and is able to become fastest growing
profitable LCC in India. There have been no reports of any negative issue
regarding any primary or secondary Stake holder of Indigo Airlines. The Company
is not only successfully able to create financial returns but also to impact the
society positively as a whole. Exhibit 1, Stakeholder map depicts key stakeholders
and the value proposition offered by Indigo Airlines.
Synthesis of Findings
16. Indigo has been making all the right moves on the strategic planning front.
Company has been able to maintain focus on low cost operation and on time
performance. Its cost of capital has been under control and they have been able to
sustain value for customers in the long run, without increasing ticket price. Its
strategic move of aircraft acquisition at the time of market slump has proved to be
a master stroke and likely to help company position itself in an enviable position.
17. With the Indian Government coming out with its latest draft Aviation Policy
and Open Sky Policy consumers will be benefitted. Air Operators are likely to face
tough challenges and there may be few bankruptcies, in years to come. In order to
enter the next orbit of growth the company needs to continue with its operations
and also evaluate its diversification strategy. With tough competition and high
interchangeability, companies need to innovate and offer better value than
competitors. In any case company is poised to enter high growth cycle if no
external negative factor is experienced.
Exhibit 1
Stake Holder Map
type of Stake-
stakeholder holders Issues
3. https://www.glassdoor.co.in