Kingfisher Airlines

Vision
The Kingfisher Airlines family will consistently deliver a safe, value-based and enjoyable travel experience to all our guests.

Introduction
Aviation industry
Founded by Dr. Vijay Mallya Incorporated in june 15 1995 as Deccan Aviation Started operations as Kingfisher Airlines 9 may 2005 1st flight: Mumbai to Delhi

Business operations
Head quarters in UB city

Bangalore Parent company UB group Products Passenger Aeroplane cargo aeroplane helicopter Services
Cabin class Domestic class International class

Macro business environment

DEMOGRAPHICS - Kingfisher Airlines is a five star airline service and thus targets the upper class people. Thus income, social class and occupation are the factors that affect the companys marketing strategies. ECONOMIC factors which had affected KFAs market are launch of new LCC, like go air & spice jet. Jet airways acquisition with air Sahara which would make Jet Airways India's largest airline with an almost 45% market . There were also other challenges which affected the airline industry as a whole, like high aviation turbine fuel (ATF) prices and

congestion problems at high traffic airports like Mumbai and Delhi.

NATURAL-involves the natural resources needed by the company as inputs. Environment concerns have grown steadily in past few years. Since airline needs fuel which is a natural resource, so it could be a serious problem in future economic growth of the company. TECHNOLOGICAL-advances in technology affects market in many ways. Various developments in IT system are used for the maintenance of aircraft. Due to advanced technologies new designs of aircrafts are being proposed which are more efficient in performance.

Continued
CULTURAL- As a company, its important to understand what

is going on in social and cultural environment, as customers perceptions and behaviors are constantly changing. sometimes brands are used as a means of self expression, customers buy product and services that connects with them easily. skies policy, ended the monopoly of IAC and AI in the air transport services by repealing the Air Corporations Act of 1953 and replacing it with the Air Corporations (Transfer of Undertaking and Repeal) Act, 1994. Private operators were allowed to provide air transport services. Foreign direct investment (FDI) of up to 49 percent equity stake and NRI (Non Resident Indian) investment of up to 100 percent equity stake were permitted through the automatic FDI route in the domestic air transport services sector. However, no foreign airline could directly or indirectly hold equity in a domestic airline company

POLITICAL - The Indian Government, as part of its "open

Financial analysis
Current ratio
Current ratio=Current assets/Current liabilities

Company Kingfisher Jet airways

2011
1.22 0.64

2010
0.78 0.34

2009
0.64 0.37

Quick ratio
Quick ratio=current assets-inventory/current

liabilities-provisions

Company Kingfisher

2011
0.62

2010
0.58

2009
0.52

Jet airways

0.77

0.86

1.09

Debt equity ratio

Debt equity ratio=debt/share holders equity

Company Kingfisher Jet airways 2011 -16.11

2010 -16.8

2009 -12.61

Fixed asset ratio

fixed assets ratio=Fixed assets/long term funds
Company Kingfisher
Jet airways
0.72

2011
2.83

2010
2.53 0.59

2009
2.85 o.62

Earnings per share

Earnings per share=profit after tax-preference

dividend/ no. of equity shares

Company Kingfisher
Jet airways

2011
-20.64 1.12

2010
-61.95 -54.17

2009
-60.50 -46.6

Dividend payout ratio

Dividend payout ratio=yearly dividend per

share/earning per share.

Company Kingfisher
Jet airways

2011
---------------

2010
---------------

2009
---------------

In 2007 jet airways paid 13.70 per share.

Return on equity
Return on equity = net income/share holders equity

Company Kingfisher

2011
-72.2 -43.8

2010
-41.5 -24.3

2009
34.8 -5.4

Jet airways

Return on assets
Return on assets = net income/total assets

Company Kingfisher Jet airways

2011
44.0 -0.7

2010
53.2 3.0

2009
1.8 4.9

Avinh Chandramit a Faisal Harshad Jingle Prakrit