On successful completion of this assignment the student will be able:
1. To develop abilities to gather, analyse, interpret and evaluate information on a
management consulting task and project related
topic(s).
2. To strengthen conceptual and analytical skills in the study management
consulting.
3. To build tangible links between the theory and practice of management
consulting.
4. To heighten awareness and understanding of management consulting in action
and gain greater self-awareness of oneself as a consultant.
5. To develop and present thoughts, arguments, and informed opinions in a logical
and coherent way.
6. To develop creativity and critical management skills.
7. To develop skills in case study navigation and analysis.
8. To demonstrate academic and management research, report writing and
composition skills with academic and business integrity.
9. To consistently apply the APA system of academic referencing.
10. To demonstrate word processing and IT skills
11. To develop project and time management skills.
12. To develop healthy and functional work habits in progressing confidently and
consistently towards a defined submission deadline date.
Individual Assignment – Overall Task – 25%
Using your Ivey Case Study as your client organisation, immerse yourself in the role of
Management Consultant in providing a consulting service which involves assessing the
central issue(s)/challenge(s) at the heart of the case organisation, conducting analysis
using consulting diagnostic tools and recommending solution(s).
Ivey Case Study: IndiGo Airlines: Monopolizing Indian Skies
https://www.iveycases.com/ProductView.aspx?id=101852
(Purchase for $4.50 from Ivey Case Study Clearing House)
This Assignment is a practice in management consulting via the use of the case study
method and follows the steps outlined in the flow diagram in Appendix A.
Step 1: Conduct Environmental Scanning and Analysis
Environmental scanning is the process of gathering information about events and their
relationships within an organization’s internal and external environments. The basic
purpose of environmental scanning is to help management and you as an advising
consultant to determine the current status and possible future direction of the
organization. It’s like a health check before an operation or checking the weather forecast
2. Table of Contents
3. Introduction
4. Purpose and Goals of the report.
5. Internal Analysis: Structure, System, Policies, Resources VIRO, RBV Value
Chain etc.
6. External Analysis: PESTLE analysis, Stakeholder analysis, Industry and Sect
or
SWOT – Strengths, Weakness, Opportunities and Threats and Issues Priority
Matrix
7. Current Challenges and Problems and the Status Quo.
8. Menu of Strategy Alternatives and Justification (Generic strategies and sub
strategies)
9. Recommending One Strategy and Sub Strategy as a Solution and Justification
(and Assumptions)
10. Implementation and Execution (any potential challenges in implementation)
11. Discussion and Conclusion
12.References
13.Appendices
Points to Note for Success:
• Please do not just describe the diagnostic tools in an academic and abstract way.
You must use the facts and data of the case to illustrate your use of the various
diagnostic tool. So customise. This is a business document not an academic
one.
• Make it as client friendly as possible by using graphs and visuals to summarise
your findings from the diagnostic tools such as SWOT.etc
• It always recommended to include an Industry Map, to illustrate what
competitive space your client is occupying compared to rivals.
• Remember you are always writing for the client and so need to customise it to
the clients needs and facts of their organisation. Ask yourself, if I was the client,
would it help me to read what I have just written ??
Writing Up the Assignment: Style and Substance:
BUSI 640 – Individual Assignment Brief 5
Follow the suggested format. This is not rigid and allows for some variation to suit your
client needs.
Assignment Format and Checklist:
Word Count: 3,000 to 3,500 words. This excludes any footnotes, references,
bibliography or appendices. The word count should be indicated on the pro-forma cover
page. 10% flexibility on word count on either end of the parameters.
Form
at:
The assignment should be presented in word processed format adhering to the following
guidelines:
– Table of Contents at front
– Executive Summar
y
– Report style formal structure.
– Word only format, not PDF
– Word count of 3,000 to 3,500 with a flexibility of 10% on either end of the
paraments.
– See the APA Template on the Library section.
– Clear paragraphing with headings and sub-headings.
– Use of plenty of white space, breaking up the text with visual aids, diagrams,
graphs, etc. If too bulky, put in Appendix.
– Double line spacing
– Numbered paragraphs 1.2 1.3 2.1 2.2 etc.
– Times New Roman 12
– Pages Numbered
– Consistent Style of APA Citation Referencing.- see Library Workshops
– Minimum of 5 references.
– Proof Read and Spell Checked
– Contain completed Cover Sheet and signed Academic Integrity Declaration Form
(at end of this document) which includes the Assignment Title, Student Number, Year,
Course Part & Program and Word Count and which verifies that you have acknowledged
all references, the work is yours and that you have not plagiarised.
2. Academic Integrity:
Please ensure that you read the section on Academic Misconduct policy in the University
Canada West website located in MyUCW under the Registrar section. Plagiarism and
lack of academic integrity includes, but is not limited to:
• Submission of another person’s work as original;
• Inadequate attribution given to an author or creator whose work is incorporated in
the student’s work; and
• Paraphrase or use of material verbatim from a source without sufficient
acknowledgement.
Falsifying Materials includes, but is not limited to:
BUSI 640 – Individual Assignment Brief 6
• Fraudulently manipulating laboratory processes, electronic data, or research data
in order to achieve desired results;
• Submitting work prepared by someone else (e.g., commercially prepared essays)
as one’s own;
• Citing a source from which material was not obtained; and
• Submitting false records, information or data, in writing or orally.
Cheating: includes, but is not limited to:
• Submitting the same work for different courses without prior permission from the
faculty member;
• Copying another person’s answers or other work;
• Sharing information or answers when doing take-home assignments, tests, and
examinations except where the instructor has authorized collaborative work;
• Having any unauthorized materials or equipment in an examination or test;
• Submitting an assignment completed (or partially completed) by someone else;
• Falsifying or making up data or bibliographic information;
• Impersonating a candidate in an examination or test, or being assigned the results
of such impersonation
;
• Reproducing, sharing or otherwise making unauthorized copies of UCW materials
in any format;
• Using technological means such as cell phones, data storage units and other
electronic devices without prior permission from the faculty; and
• Assisting others or attempt to help others to engage in any conduct described
above or any other activities prohibited by UCW.
Penalties for Academic Misconduct:
Penalties for academic misconduct include, but are not limited to:
• At the course level:
o Written reprimand for retention in the student file
(no transcript entry)
o Repetition of the assignment or completion of a different, but similar, assignment
(no transcript entry)
o Failing grade for the assignment (no transcript entry)
o Failing grade for the course (recorded on transcript)
• At the program level:
o Disciplinary probation for a defined period with written documentation retained
in the student’s file (transcript notation for period of probation)
• At the University level:
o Suspension (permanent transcript entry)
o Expulsion (permanent transcript entry)
o Rescission of degrees granted (permanent transcript entry)
Step 6. Follow and Double Check Your Final Work Against the Assessment and
Critical Thinking Rubrics and Marking Scheme:
Specific Assessment Rubric:
BUSI 640 – Individual Assignment Brief 7
Marking Rubric for Individual Assignment – Ivey Case Study – 25%
Criterion/Section Marks Award Comment
Table of Contents 1
Executive Summary
Clear core critical takeaways and primary
recommendation.
4
Introduction and Conclusion
5
Environmental Analysis – Internal
Use diagnostic tools to identity and analysis the
internal forces
15
Environmental Analysis – External
Use diagnostic tools to identify and analyse the
external environment and forces including the
industry and sub-sector.
15
Core Challenge(s)
Identify, clarify and prioritise the keys challenges
and problems confronting the organisation. The
status quo.
15
Menu of Strategies:
Identify and explain the range of solutions and
strategies and sub strategies open to organisation
which are realistic and feasible.
15
Recommended Strategy and Justification and
Discussion:
Identify which strategy and sub strategy you
recommend as best and provide rational
justification and rationale including any
implementation challenges and how to overcome
them.
15
Organization, Layout and Format:
Logical and reader friendly layout and structure.
5
Readability:
Proofread and spell checked and free of errors
and good flow of language and expression
5
Originality
It stands out and has an element of the “whow” or
x factor. Creative and innovative.
5
Total 100
Total /100%
Generic Assessment Rubrics:
To check your critical thinking, following dimensions will be considered: clarity, relevance, depth of
discussion, breadth of discussion, integration and internal consistency.
Exceptional: Normally achieved by a small
minority of students who have
consistently exceeded performance
expectations in all evaluation criteria.
90-100% A+
(4.33)
Excellent: Demonstrates a comprehensive
knowledge and understanding of subject
matter and achievement of learning
outcomes at high levels of performance in
almost all of the evaluation criteria.
85-89% A (4.00)
Very good: Demonstrates a
comprehensive knowledge and
understanding of the subject matter and
achievement of learning outcomes at well
above average levels of performance in
most of the course evaluation criteria.
80-84% A- (3.67)
Good: Demonstrates substantial
knowledge and understanding of the
subject matter and achievement of
learning outcomes at average to above
average performance levels in most of the
course evaluation criteria
76-79% B+ (3.33)
72-75% B (3.00)
BUSI 640 – Individual Assignment Brief 11
Satisfactory: Demonstrates sufficient
knowledge and understanding of the
subject matter and achievement of
learning outcomes at average levels of
performance in most of the course
evaluation criteria.
68-71% B- (2.67)
Pass: Demonstrates acceptable knowledge
and understanding of the subject matter
and achievement of learning outcomes at
low to average level of performance in
many of the course evaluation criteria.
60-67% C (2.00)
Fail: Unacceptable performance in most or
all of the course evaluation criteria
0-59% F (0)
Given the nature of “relative grading” (competition), your grades will normally follow
a normal distribution curve which means Grade A and A+ will be very rare and few as
will Fail Grades.
Step 7. Complete and Sign the Academic Integrity Declaration Form.
Please fully complete the Assignment Cover Sheet including the Academic Integrity
Form. (a copy is on the last page of this brief.) An electronic signature is acceptable, or
you may physically sign and scan. Attach a signed copy of this cover sheet to the final
document before final submission.
NB: Screen shot the completed cover sheet and insert into the appendix of the
completed assignment. Do not insert as a document as it will drive up the Turnitin
Similarity score.
Step 8 . Put Through Turnitin With a Similarity Score of 20% Or Less.
If the Turnitin similarity score is greater than 30% it is an automatic failure.
Between 20% and 30% incurs a penalty in marks and under 20% is fine. Please do
NOT submit the final document until at least 20% or less. You may submit as many
times as you wish in Turnitin, until you get it below 20%, before the final deadline.
This course requires you to submit your assignment in electronic form. The electronic
material will be submitted to a service to which UCW subscribes, called Turnitin. This
is a service that checks textual material for originality. Turnitin.com is used increasingly
in North American universities. For additional information please visit:
Ramakrushna Panigrahi wrote this case solely to provide material for class discussion. The author does not intend to illustrate either
effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying
information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Our goal is to publish
materials of the highest quality; submit any errata to publishcases@ivey.ca.
On May 2, 2018, InterGlobe Aviation Ltd., owner of IndiGo, India’s largest airline, reported a 73 per cent
decline in its fourth-quarter profits, following which its share price fell by 18 per cent.2 Exactly two years
earlier, the company had reported a net profit of ₹19.9 billion,3 while all other airlines had reported huge
losses.4 IndiGo had completed more than a decade of operations and had consistently done well by introducing
a series of small innovations.5 After the airline’s entry into the aviation sector in 2006, the global economy
had witnessed one of the most severe recessions since the 1970s, and Indian markets experienced their share
of the global impact for a prolonged period.6 Throughout the past 12 years, globally, all airlines in the aviation
sector had battled to keep their operations going in the face of high turbine fuel prices. In the Indian aviation
market, many of IndiGo’s competitors had struggled to even recover their operational costs, and continued to
operate under losses. Despite the aviation industry in India being in a financial mess, IndiGo had consistently
managed to emerge as the sole profit-making airline, which it achieved by introducing unique and
innovative strategies, thereby winning the confidence of all stakeholders including the regulatory
authorities. While its competitors were grappling with losses, IndiGo had experienced a dream run since it
commenced operations, taking the largest market share in the civil aviation industry in India.7
However, despite its success in an otherwise loss-making aviation industry, the airline struggled to meet
market expectations. In April 2016, even though the company had reported a record profit and had
announced a dividend of ₹15 per share, its stock price dropped by 4.83 per cent following the
announcement.8 IndiGo had little control over pricing, given the fierce competition in the sector. Also, the
rise of new entrants in Indian skies, such as Vistara, had raised consumers’ expectations, and the ensuing
competition made operations difficult for all.9 IndiGo’s top management faced two critical questions. First,
how could IndiGo sustain its market leader position in the Indian civil aviation industry over the long term?
Second, would the company be able to innovate to such an extent that it could replicate its success in its
domestic operations and continue to post higher profits in line with market expectations?
OVERVIEW OF THE INDIAN CIVIL AVIATION MARKET
The Indian civil aviation industry was opened in 1991 with the introduction of the Open Skies Policy.
Previously, the Indian government had owned Indian Airlines, and Air India had enjoyed a monopoly in
the Indian market, which was highly regulated.10 Subsequent to the liberalization, many players had
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attempted to enter the aviation market, but until 2002, Indian Airlines had enjoyed a near monopoly status
in the domestic aviation market. In 2018, the Indian aviation market was the seventh-largest in the world
in terms of passengers carried (see Exhibit 1). However, it was a mere one-ninth the size of the US aviation
market, although India’s population was more than four times greater. In India, the domestic aviation sector
had been the fastest growing in the world, driven by its population of 1.3 billion and the aviation market’s
low penetration in India—fewer than 62 air passengers per 1,000 people (see Exhibit 1). A rising per capita
income was a major reason why the aviation market had grown more than 10 times in terms of passenger
volumes since the mid-1980s (see Exhibit 2). Due to its very low fares,11 Air Deccan, a low-cost carrier
(LCC), contributed significantly to the air traffic in India. Apart from Air Deccan, Kingfisher Airlines (now
grounded), SpiceJet, GoAir, Paramount Airways, and IndiGo all started operations in the early 2000s. The
competitive pricing strategy of LCCs and full-service carriers such as Jet Airways, Indian Airlines,
Kingfisher Airlines, and Paramount Airways seemed to have significantly reduced the cost of air travel and
enabled India’s lower middle class to take the aerial route to reach their destinations.
Despite such phenomenal growth in the aviation sector, most airlines in India continued to see losses. In
2011, a financial audit conducted by the Directorate General of Civil Aviation indicated that many airlines,
with the exception of IndiGo, were suffering from significant financial problems. The combined loss of all
Airlines was estimated to be US$2.5 billion–US$3 billion, with the state-run Air India accounting for close
to US$2 billion in losses.12 The airlines in India faced some unique challenges, which further dampened
profitability. First, due to government regulations, airlines had to fly financially unattractive routes. Second,
a lack of onward connectivity and an erratic occupancy rate posed major challenges to achieving operational
efficiency for most players.13
MAJOR PLAYERS IN INDIAN AVIATION MARKET
There were many players in India’s civil aviation market after 2005. The industry included major full-
service companies such as Jet Airways, Air India, Kingfisher Airlines, Paramount Airways, Air Sahara, and
Vistara. Air Sahara was grounded in 2006, and Kingfisher Airlines had an unceremonious exit in 2013.
However, the Indian aviation market was dominated by the LCCs, due to the extreme price-sensitivity of
Indian consumers. The dominant players in the segment were IndiGo, SpiceJet, GoAir, Simplifly Deccan
(later Kingfisher Red), Jetconnect, and AirAsia. While Kingfisher Red and Jetconnect were grounded in
2013 and 2014, respectively, the remaining LCCs shared more than 67 per cent of the domestic market
share (see Exhibit 3 for trends in the market share of IndiGo and its competitors). Although many players
had started operations around 2005, IndiGo had grown from its modest 5 per cent market share in 2006 to
emerge as the largest player in the aviation market with a 40 per cent market share in 2018.
INDIGO: THE COMPANY
Founded in 2006, IndiGo made a modest entry into the Indian civil aviation market after taking delivery of
just a single aircraft. As of 2016, the company had headquarters in Delhi and operating bases in Chennai,
Delhi, Bangalore, Mumbai, Nagpur, Kolkata, and Hyderabad. Over the years, IndiGo had developed a fleet
of 161 aircrafts. In 2015, it operated 818 daily flights across 40 Indian cities and five international
destinations. Since its entry, IndiGo had used a single-class configuration14 aircraft—the 180-seat Airbus
A320-200.15 The company’s unique selling proposition was to offer the lowest airfares, professional
customer service, and honesty in dealing with delays and cancellations.16 IndiGo believed in product
homogeneity and focused on one type of airplane, which decreased ambiguity and inefficiency in a fiercely
competitive service sector. IndiGo emphasized its tag line, “On time is a wonderful thing”17 and ensured it
had more than 95 per cent18 on-time performance in arrival and departures, making the company a market
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leader. IndiGo also boasted the lowest flight cancellation rate (just 0.38 per cent) among all of its
competitors. In 2015, IndiGo was awarded “Low Cost Airline of the Year” by the Centre for Asia Pacific
Aviation as part of its Aviation Awards for Excellence.19
IndiGo focused on four key strategies to achieve profitability. First and foremost, its pricing strategy was very
competitive. Due to a dynamic pricing (DP) model and the dominance of ticketing aggregators20 such as
cleartrip.com, yatra.com, and goibibo.com, the differences in price for any given route varied a great deal
depending on the time of booking and how many days in advance the ticket was booked. For example, for the
Delhi–Mumbai sector (route), an IndiGo ticket purchased seven days in advance sold for much higher than a
ticket from Air India, which was a full-service carrier (see Exhibit 4). However, in all dominant sectors,
IndiGo tickets were most often priced 1–20 per cent lower than other airlines, including LCCs (see Exhibit
4). Second, IndiGo had innovated its aircraft management strategy. The company operated on a leaseback
model that ensured it would receive a new fleet every three to four years and that until 2032, its fleet’s average
age would be four years,21 which was significantly lower than other airlines. Also, maintaining a single-
configuration aircraft helped IndiGo reduce its training and maintenance costs. Third, IndiGo had a unique
expansion strategy. While other airlines ordered aircraft in bulk to connect many cities in one go, IndiGo
started with just one aircraft and then added one more to its fleet every six weeks.22 IndiGo first tested one
route for operational and financial viability, and having established a foothold in that route, expanded to other
sectors. However, to take advantage of the lower prices in bulk purchase ordering, IndiGo made history by
ordering 100 Airbus 320 aircraft, which were gradually delivered in a phased manner. Fourth, IndiGo realized
the importance of punctuality, good connectivity, and consistent services in making customers loyal to an
airline in the aviation sector. IndiGo focused on these parameters and gained publicity by word of mouth.
IndiGo slowly but steadily earned a reputation for on-time performance. To ensure transparency, IndiGo used
the Aircraft Communications Addressing and Reporting System, which automatically monitored the arrival
and departure times of IndiGo aircraft.23 In the Indian aviation market, the only service that distinguished
LCCs from full-service airlines’ economy class was in-flight meals. Since most of IndiGo’s routes were short-
haul flights,24 customers did not mind paying extra for food. For Indian travellers, who were very price-
sensitive, IndiGo became the preferred choice of airline because of its reputation of on-time performance and
the great psychological boost it gave to their self-esteem with its offer of classless yet efficient services during
boarding and off-boarding.25
DYNAMIC PRICING AND INTENSE COMPETITION
DP allowed prices for the same service to change according to customer, time, aggregate demand, and other
situation-specific parameters such as occupied seats in the aircraft for a particular route. The airlines used the
posted prices26 that customers could see prior to deciding to purchase a ticket. In the civil aviation industry,
customer loyalty was minimal due to product homogeneity; thus, dynamic price discrimination was primarily
driven by customer dynamics, where even a ticket cheaper by just a few cents attracted customers from
competitors. The most important factor of price discrimination through DP was not to extract more money
from the consumer, but to address the ever-shifting loyalty of customers in order to attain a higher occupancy
rate in advance.27 Airlines all over the world used DP,28 given the large number of customers and the number
of real-time online transactions, which was essential for using such a pricing mechanism. For most products
and services, because of higher customer involvement in purchases with heterogeneity in perceived valuation
for the same service, the firm could use DP to reallocate and manage demand for various routes in the aviation
market. As was evident to most players in the Indian aviation market, the higher a company’s need to sell
excess or reassigned inventory, the greater the potential role for DP.29
Like most usages of DP, airlines in India focused on price acceptance specifically in economy-class
services.30 Despite increasing price transparency brought about by access to the Internet, customers were
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willing to pay different prices for the same product for several reasons, including prior experience in the
category, their personal tastes (in the case of products), situational exigencies, and differing levels of price-
consciousness.31 IndiGo leveraged the benefits of DP to take advantage of highly price-conscious customers
in the Indian aviation market, where demand was still inelastic given the low penetration rates.32 IndiGo
aimed to offer competitive prices to attract more customers and attain a larger market share.33 IndiGo’s
ability and efficacy in executing efficient DP models34 had resulted in an increase of 68 per cent in its
operating revenue per 1,000 passenger kilometres since 2007–08 (see Exhibit 5). During the same period,
all other airlines had adopted similar DP models.35 While SpiceJet and GoAir attained increases of 61.7 and
48 per cent, respectively, Jet Airways and Air India achieved an increase of less than 10 per cent in operating
revenue per 1,000 passenger kilometres since 2007–08. IndiGo’s average revenue hovered around ₹3,600
per 1,000 kilometres until 2011, and increased in 2012–13 to ₹4,600 because of a hike in ticket prices,
which was necessitated by a stiff rise in costs over those years (see Exhibit 5). All of the airlines in India,
including the state-run Air India, increased ticket prices by 20–30 per cent across sectors, despite the stiff
competition (see Exhibit 5). The efficacy of IndiGo’s DP contributed to its rising market share and average
operating revenue per passenger kilometre. These increases helped IndiGo to post huge profits while its
competitors struggled to minimize their losses.
INPUT COSTS
The prices of all inputs in the aviation sector had been steadily increasing for the past 10 years (see Exhibit
6). In the Indian domestic aviation sector, fuel accounted for 48 per cent of the total operational cost and
labour for 35 per cent.36 The remaining factors essential for operation included maintenance, passenger
services, promotion, and airport charges. Although the prices of all inputs had increased significantly over
those 10 years, as evident from Exhibit 6, aviation turbine fuel (ATF) prices had risen only marginally,
which helped all airlines remain in operation. The cost of logistics had also risen, by 40 per cent over the
last 12 years. However, owing to the stickiness of ticket prices, average prices for all routes for all airlines,
including IndiGo, had remained stagnant since 2006–07.37
Personnel Costs
The civil aviation industry in India had witnessed a steep rise in personnel costs soon after the entry of
Kingfisher Airlines; even though all airlines in India were experiencing significant losses, the hiring costs of
personnel, including ground staff, were not deterred. The expansion plans of the airlines and the intense
competition in this sector had ensured a significant increase in salaries, especially for commercial pilots and
cabin crews. The high retail inflation rate (i.e., the consumer price index) and the rising cost of living had led
to an increase in salaries across the board, and personnel costs constituted approximately 35 per cent of
airlines’ total costs.38
KEEPING COSTS DOWN
The aviation industry in India was in a difficult situation with the cost of inputs and personnel continuing to
increase substantially without a corresponding increase in the price of flight tickets.39 For many companies in
this sector, it was very difficult to meet operational costs, let alone sustain profit levels to meet the expectations
of stakeholders and the market.40 The solution seemed to lie in the implementation of more efficient operations
by achieving the highest possible occupancy rate in each sector. IndiGo and its competitors had seen
significant gains from a fall in crude prices since 2013 (see Exhibit 6), but the personnel and overhead costs
continued rising due to inflation. As prices remained sticky for an extended period and costs kept rising,
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companies needed to innovate to bring costs down. Most airlines continued to add new features to their
services, and in the process discovered cost-cutting measures. IndiGo had been successfully following this
strategy for the past 12 years, by modifying its services to cut down on costs yet still keeping customers loyal
and happy. However, amid rising costs, the company faced major challenges, as it lacked a cushion that would
allow it to pass the burden on to consumers. Any attempt on IndiGo’s part to raise prices was met with
instantaneous price cuts by its rivals, since all of them followed DP. Yet, the rival firms were facing the same
challenges; in fact, the challenges were worse for them than for IndiGo, as they also faced increasing losses.
The airlines’ only alternative was to keep their operation costs down through increased efficiency. Because
increasing the price of tickets was out of the question for most routes, the only solution was to achieve
technical efficiency and economies of scale. The gap between the average cost and the ticket price was quickly
shrinking for each route operated by IndiGo. Therefore, to remain relevant in the financial market, IndiGo
needed to constantly innovate to cut costs and achieve the right mix of operational schedules on all routes.41
COMPETITION FROM SURFACE TRANSPORT
The introduction of Air Deccan, with its very low prices, attracted train passengers to the aviation sector.42 In
fact, a typical ticket for a 24- to 30-hour air-conditioned (AC) train journey (2nd class AC) was priced only 5–
10 per cent lower than the flight price offered by Air Deccan. Consumers quickly shifted to the aerial route for
their travel to save time and to enjoy the flying experience. This trend boosted the aviation sector—the number
of passengers rose many times after 2003. Air Deccan’s pricing strategy forced all other operators to reduce their
fares, and the aviation sector witnessed a price war after 2003. The airlines faced stiff competition from
unexpected quarters (i.e., stagnant prices in Indian Railways for a prolonged period, from 2002 to 2014.) The
populist government policy43 ensured that train ticket prices never rose; rather, prices fell by 2–5 per cent for
brief periods. This situation, along with a rise in the price of crude oil, had not helped the aviation sector in India.
The price of ATF was deregulated in India and was linked to crude oil prices. Apart from the rise in crude oil
prices, local taxes on petroleum products were very high in India, which further raised prices. After 2007, all of
the airlines linked their fares to ATF prices by imposing a dynamic fuel surcharge to combat their losses;
however, this strategy raised fares significantly and greatly affected the aggregate demand for air travel.44
PROFITABILITY
IndiGo had been able to maintain a steady increase in profits despite challenges that were beyond its control,
such as the increased costs and fuel prices that had affected the entire aviation sector. In 2008, which was
considered to be the worst year for the Indian civil aviation industry, the company posted a net profit of ₹80
million while its competitors reported losses.45 In 2018, IndiGo’s net profits rose to ₹22.4 billion46 and it had
a 40 per cent market share (see Exhibit 3). However, a fall in profits for the last quarter of 2017–18 resulted
in a drop in its stock price on the Indian stock exchanges.47 Despite IndiGo reporting such huge profits, with
each passing year its financial results had not exceeded market expectations (which were reflected by the
response of financial markets soon after the company published its quarterly reports).48 Could Rahul Bhatia,
IndiGo’s chief executive officer, find a way to increase prices to achieve higher profitability, without
compromising the airline’s position as domestic market leader in India? Would the company be able to
sufficiently innovate and strengthen its domestic operations to replicate its success from domestic operations
and meet stakeholders’ expectations? Should IndiGo buy the state-run Air India to further expand its market
share, monopolize the Indian sky, and enjoy further economies of scale to sustain its profits?
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EXHIBIT 1: CIVIL AVIATION MARKET, AIR CONNECTIVITY, AND PER CAPITA INCOME OF
SELECTED COUNTRIES
Country
Size of Aviation
Market
(Passengers
Carried)
Geographical
Area (in
Square
Kilometres)
Number of
Cities with a
Population
of 500,000+
Per Capita
Income in
US$PPP
2017–18
Population
(Thousands)
United States 762,560,000 9,526,468 34 $62,152 328,434
China 390,878,784 9,572,900 197 $18,066 1,396,982
United Kingdom 125,068,988 242,495 13 $45,565 66,466
Japan 110,544,000 377,930 28 $44,426 126,491
Germany 107,587,503 357,114 12 $52,801 82,838
Brazil 100,403,628 8,515,767 40 $16,199 209,205
India 82,751,555 3,287,263 93 $7,783 1,334,221
Russia 72,189,961 17,098,246 37 $28,957 143,965
France 63,434,263 640,679 3 $45,473 65,098
Note: PPP = purchasing power parity; *Per Capita Income US$PPP refers to the number of US dollars required to buy a
predefined basket of commodities in different countries. It differs both from the official exchange rate conversion of per capita
income and from country to country, based on the purchasing power of a currency in the domestic economy. For example, if
US$100 is required to buy a predefined basket of commodities in the United States and the same basket can be purchased
in India for ₹4,000, then the PPP exchange rate is ₹40/US$1, whereas the official exchange rate is approximately ₹60/US$1.
Per capita income in US$PPP is a better indicator of the affordability of air travel than nominal per capita income. Population
figures are as on May 14, 2018
Source: “World Economic and Financial Surveys: World Economic Outlook Database,” International Monetary Fund, accessed
May 14, 2018, www.imf.org/external/pubs/ft/weo/2018/01/weodata/weorept.aspx?sy=2018&ey=2018&scsm; International
Civil Aviation Organization, Civil Aviation Statistics of the World and ICAO Staff Estimates, “Air Transport, Passengers
Carried,” The World Bank, accessed May 16, 2016, http://data.worldbank.org/indicator/IS.AIR.PSGR
EXHIBIT 2: GROWTH IN DOMESTIC PASSENGER TRAFFIC IN INDIA, 2006–2018
Source: “Yearly Statistics,” Directorate General of Civil Aviation India, accessed May 23, 2019, http://dgca.gov.in/reports/stat-
ind.htm.
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EXHIBIT 3: TR ENDS IN MARKET SHARE OF INDIGO AND ITS COMPETITORS, 2006–2018
(% MARKET SHARE FROM DOMESTIC OPERATIONS)
Note: Figures have been rounded. *Air Deccan (later acquired by Kingfisher Airlines) was a major player, with a 19 per cent
market share in 2006; **March 2018 data.
Source: Compiled by the case author using CRISIL Report, accessed May 16, 2016,
www.crisilresearch.com/CuttingEdge/Content/Economy/HeadLinePDF/Airlines ; the market shares for 2016, 2017, and
2018 are from “Domestic Traffic Reports (as on 24-10-2018),” Directorate General of Civil Aviation India, accessed May 14,
2018, http://dgca.nic.in/reports/Traffic-ind.htm.
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EXHIBIT 4: SECTOR-WISE PRICES OF INDIGO AND ITS COMPETITORS (₹)
Sectors IndiGo Jet Airways SpiceJet Air India GoAir
Delhi–Mumbai
4,742
3,983
4,821
4,091
3,649
3,649
4,482
4,280
4,651
4,249
Delhi–
Bangalore
5,578
5,049
6,673
5,228
5,799
4,499
6,291
6,291
5,584
5,246
Delhi–Chennai
5,062
5,062
6,144
6,144
4,040
5,399
5,155
5,155
10,765
9,283
Delhi–Kolkata
3,937
3,409
4,450
3,652
3,895
2,840
4,250
4,250
3,835
8,253
Delhi–
Hyderabad
3,964
3,345
5,297
4,610
4,079
4,079
3,878
3,299
*
*
Mumbai–
Bangalore
5,203
4,057
4,552
3,917
4,299
2,849
4,672
4,069
5,047
4,192
Mumbai–
Chennai
4,885
3,797
4,657
3,494
5,299
2,950
5,777
3,667
5,891
3,748
Mumbai–
Kolkata
8,164
6,155
7,408
5,504
5,899
4,249
6,983
5,677
13,511
12,453
Mumbai–
Hyderabad
2,240
2,240
2,044
2,044
1,100
1,100
2,243
2,243
*
*
Bangalore–
Chennai
1,400
1,461
1,511
1,511
1,290
785
1,451
1,451
*
*
Bangalore–
Kolkata
6,001
5,155
5,293
5,293
3,749
3,491
5,074
5,074
*
*
Bangalore–
Hyderabad
2,087
1,769
3,781
3,252
1,197
1,197
2,361
2,361
*
*
Chennai–
Kolkata
5,360
3,885
5,472
4,732
4,949
4,249
8,231
4,709
*
*
Chennai–
Hyderabad
1,716
1,716
5,271
4,108
1,799
1,799
1,965
1,965
*
*
Kolkata–
Hyderabad
4,515
4,515
7,380
8,143
2,900
2,900
5,841
5,038
*
*
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; * = No service by the airlines in this sector. Kingfisher Airlines
prices are not reported, as the airline was grounded in 2013. The first line represents the lowest one-way price on offer when
the ticket is booked seven days in advance; the second line represents the lowest one-way price on offer when the ticket is
booked 14 days in advance.
Source: The ticket prices were collected on May 13, 2016, from the official websites of all airlines for May 20 and May 27,
2016. The airfare data for May 2018 were accessed May 2018, as reported in the main text.
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EXHIBIT 5: INDIGO AND COMPETITORS—OPERATING REVENUE PER THOUSAND PASSENGER
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; N/A = not available; *projected figures; Kingfisher Airlines
prices are not reported, as the airline was grounded in 2013.
Source: “Domestic Traffic Reports (as on 24-10-2018),” Directorate General of Civil Aviation India, accessed May 14, 2018,
http://dgca.nic.in/reports/Traffic-ind.htmhttp://dgca.nic.in/reports/Traffic-ind.htm.
EXHIBIT 6: TRENDS IN THE AVIATION SECTOR’S INPUT PRICES, 2006–2018
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; FOB = free on board; ATF = aviation turbine fuel; CPI = consumer
price index; Kl = Kilolitre; *2018 figures were until April 2018. The ATF prices in Delhi are taken for the month of May 2018 (both
₹ and US$). The yearly exchange rate is taken for the average five months of 2018. In the case of CPI, data are considered for
the month of November 2016. The Index of Road Freight for 2016 is estimated by the author based on the CPI.
Source: Data on Crude Prices were obtained from “Average Annual Brent Crude Oil Price from 1976 to 2018 (in US Dollars
per Barrel),” Statista, accessed May 21, 2016, www.statista.com/statistics/262860/uk-brent-crude-oil-price-changes-since-
1976/; data on ATF prices were obtained from “Aviation Fuel,” Indian Oil, accessed May 14, 2018,
www.iocl.com/Products/AviationTurbineFuel.aspx; data on Index of Road Freight rates were obtained from “Indian Road
Freight Index,” TCI, accessed March 9, 2017, at 1.15 p.m., www.tcil.com/tcil/indian-road-freight-index.html. (For 2016, 2017,
and 2018, the data were extrapolated from the CPI.)
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ENDNOTES
1 This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of IndiGo or any of its employees.
2 “IndiGo’s Parent InterGlobe Aviation Stock Falls 18% as Higher Fuel Costs, Lower Yields Take Toll on Q4 Net Profit,”
Business Today, May 3, 2018, accessed May 5, 2018, www.businesstoday.in/markets/company-stock/interglobe-aviation-
stock-falls-higher-fuel-costs-lower-yields-q4-net-profit/story/276133.html.
3 ₹ = INR = Indian rupee; all currency amounts are in ₹ unless otherwise specified; ₹1 = US$0.0150 on May 2, 2016.
4 Anshul Dhamija, “IndiGo Reports Its 8th Year of Consecutive Profit,” Forbes India, April 29, 2016, accessed May 3, 2016,
www.forbesindia.com/article/special/indigo-reports-its-8th-year-of-consecutive-profit/43141/1.
5 “List of Scheduled Operators as on 31.10.2018,” Directorate General of Civil Aviation, accessed January 30, 2019,
http://dgca.nic.in/operator/sch-ind.htm.
6 Dan Milmo, “Airlines ‘to Lose $9bn’ as They Fight to Survive Recession,” Guardian, June 8, 2009, accessed January 30,
2019, www.theguardian.com/business/2009/jun/08/iata-airline-industry-losses.
7 Investor Relations, IndiGo, accessed January 30, 2019, www.goindigo.in/information/investor-relations.html.
8 Pallavi Pengonda, “Dividend Cheer for Investors from IndiGo,” liveMint, May 2, 2016, accessed May 16, 2016,
www.livemint.com/Money/VtrWUTfvBuZXyVtTekHDtM/Dividend-cheer-for-investors-from-IndiGo.html; “InterGlobe Aviation
Share Falls on Q4 Results, ATF Price Hike,” Financial Express, May 2, 2016, accessed May 16, 2016,
www.financialexpress.com/market/interglobe-aviation-shares-fall-6-on-q4-results-atf-price-hike/246642/.
9 “List of Scheduled Operators as on 31.10.2018,” op. cit; P. R. Sanjai, “Five Things Vistara Is Doing Differently,” liveMint,
December 20, 2014, accessed January 30, 2019, www.livemint.com/Companies/VfpRgHRCIcds7rBC8EgN9M/Five-things-
Vistara-is-doing-differently.html.
10 “Indian Aviation Sector—20 Years of the Open Skies Policy!,” Transitionofthoughts, February 28, 2010, accessed January
31, 2019, https://transitionofthoughts.com/2010/02/28/indian-aviation-sector-20-years-of-the-open-skies-policy/.
11 The fares offered by Air Deccan were comparable to AC 2-Tier train fares in India; Carol H. Anderson and Julian W. Vincze,
Strategic Marketing Management, 2nd ed. (New Delhi: Bizantra, 2003), 868.
12 “Air India Losses to Come down to Rs 26236 Crore: Govt Tells Lok Sabha,” Hindustan Times, April 29, 2016, accessed May
3, 2016, www.hindustantimes.com/business/air-india-losses-to-come-down-to-rs-2-636-crore-govt-tells-lok-sabha/story-
hJs9TPlLRb7V4cwbBtK7wI.html.
13 Binoy Prabhakar, “For Airlines, How Frustrating Is Flying Remote Routes Really,” Economic Times, March 8, 2016, accessed
January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/for-airlines-how-frustrating-is-
flying-remote-routes-really/articleshow/51302260.cms; PTI, “Should We Fly Loss Making Routes, Asks Kingfisher Airlines,”
November 13, 2011, accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-
aviation/should-we-fly-loss-making-routes-asks-kingfisher-airlines/articleshow/10705884.cms; Benjamin Zhang, “Airline Startups in
India Are Having a Tough Time Getting Off the Ground,” August 23, 2014, accessed January 31, 2019,
www.businessinsider.in/Airline-Startups-In-India-Are-Having-A-Tough-Time-Getting-Off-The-Ground/articleshow/40719235.cms.
14 This single-class configuration helped IndiGo to achieve low maintenance costs and realize economies of scale.
15 IndiGo added five 180-seat Airbus A320neo aircraft to its usual fleet of Airbus A320-200 aircraft.
16 “About IndiGo,” IndiGo, accessed April 17, 2018, www.goindigo.in/about-us.html.
17 “IndiGo,” YouTube video, 0:52, posted by “Bang,” May 19, 2010, accessed July 27, 2016,
www.youtube.com/watch?v=W8oklhX6uQg.
18 Devash Agarwal, “Indian Airlines’ 2015 Annual Review – IndiGo, Vistara, and SpiceJet the Leaders,” Bangalore Aviation, February
4, 2016, accessed May 3, 2016, www.bangaloreaviation.com/2016/02/2015-annual-review-the-best-airlines-in-india.html.
19 Subhro Niyogi, “IndiGo Named CAPA Low Cost Carrier of the Year at World Aviation Summit,” Times of India, October 8,
2015, accessed April 18, 2019, https://timesofindia.indiatimes.com/business/india-business/IndiGo-named-CAPA-low-cost-
carrier-of-the-year-at-World-Aviation-Summit/articleshow/49272661.cms.
20 Many ticketing aggregators, such as cleartrip.com, yatra.com, and goibibo.com, provided comparative pricing offered by all
airways as a specific journey. It was easy for the customer to find out the cheapest airfare on any route from these web portals.
Many times the customers would find that the price offered in these web portals were much lower when they actually tried to book
either through these portals or the airline’s portal. In all these portals, for most sectors, IndiGo figured at the top of the list due to
its lowest-pricing strategy. For example, to see the prices of a 10-week advance ticket for Bhubaneswar–Bangalore–
Bhubaneswar, see www.cleartrip.com/flights/results?from=BBI&to=BLR&depart_date=06/10/2016&return_date=19/10/2016
&adults=1&childs=0&infants=0&class=Economy&airline=&carrier=&intl=n&sd=1469693604671&page=loaded, as accessed July
27, 2016. When tried for all the sectors in India, IndiGo figured at the top 97 per cent of the time. In a few cases, GoAir figured at
the top with a price ₹1 or ₹2 less than IndiGo’s price.
21 Sunny Sen, “With Avg Fleet Age of 4 Years, IndiGo ‘Will Have 330 Aircraft at its Peak,’” Financial Express, accessed July 27, 2016,
www.financialexpress.com/industry/companies/with-avg-fleet-age-of-4-years-indigo-will-have-330-aircraft-at-its-peak/164556/.
22 “IndiGo Takes Delivery of Its First Brand New Airbus A320 Aircraft,” Aviation India, July 29, 2006, accessed January 31,
2019, www.aviationindia.net/2006/07/indigo-takes-delivery-of-its-first.html; Mihir Mishra, “A Tale of Two Airlines: Kingfisher
Vs. IndiGo,” February 11, 2013, accessed January 31, 2019, www.business-standard.com/article/companies/a-tale-of-two-
airlines-kingfisher-vs-indigo-112022100014_1.html.
23 This automated system added credibility to IndiGo’s claim of punctuality, as it was impossible to manipulate the timings
related to arrival and departure.
24 Most of the domestic routes in India could be covered in less than two hours.
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Page 11 9B19M028
25 Mishra, op. cit.
26 The other broad category of dynamic pricing was the price discovery mechanism, in which customers determined prices
through their own actions during the transaction. The airlines in India did not use this mechanism.
27 Peter McCafee and Vera te Velde, Dynamic Pricing in the Airline Industry, California Institute of Technology, accessed April
4, 2016, http://mcafee.cc/Papers/PDF/DynamicPriceDiscrimination .
28 Ibid.
29 Specifically, in reverse auctions, where the final price had little relation to cost, and the product could be viewed and
evaluated at a distance, DP methods could be used to determine a price range. The DP method was also useful when money
needed to be recovered quickly for improved cash flow. In implementing DP to its full advantage, it was important that the
customers accepted the practice and not view it as iniquitous. DP could not be perceived to be inequitable, as that perception
could be deadly for the company in the age of communication.
30 McCafee and te Velde, op. cit.
31 Ibid.
32 “Pricing Advice and Revenue Management,” IndiGo, accessed January 31, 2019, www.group-
indigo.com/en/expertise/pricing-advice-and-revenue-management/; Rahul Gupta and L. Ganesh, “Dynamic Pricing in Airline
Industry,” Asian Journal of Research in Business Economic and Management 7, no. 1 (2017): 15–29.
33 Ibid.
34 Ibid.
35 “Domestic Airline Industry Follows Global Practice of Dynamic Pricing,” Business Standard, January 5, 2018, accessed April
22, 2019, www.business-standard.com/article/news-ians/domestic-airline-industry-follows-global-practice-of-dynamic-pricing-
118010500717_1.html.
36 Brian Beers, “Which Major Expenses Affect Airline Companies?,” Investopedia, April 30, 2018, accessed June 17, 2017,
www.investopedia.com/ask/answers/040715/what-are-major-expenses-affect-companies-airline-industry.asp.
37 IATA Economic Briefing: Airline Fuel and Labour Cost Share, International Air Transport Association, February 2010,
accessed January 31, 2019, www.iata.org/whatwedo/Documents/economics/Airline_Labour_Cost_Share_Feb2010 ;
Aneesh Phadnis, “40 Years Ago . . . And Now: Air Travel—Fixed Fares to Dynamic Pricing,” Business Standard, February 9,
2015, accessed January 31, 2019, www.business-standard.com/article/pf/40-years-ago-and-now-air-travel-fixed-fares-to-
dynamic-pricing-115020800782_1.html.
38 Anirban Chowdhury, “Crisis in the Cockpit: Indian Carriers Stare at Pilot Shortage,” Economic Times, July 11, 2018,
accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/crisis-in-the-
cockpit-indian-carriers-stare-at-pilot-shortage/articleshow/64939986.cms.
39 The revenue for the airline was minuscule from most flight tickets booked in advance. The airfare consisted of many
surcharges and taxes, and revenue for the airline was far lower than the price of the ticket.
40 “Indian Airlines Struggle in Turbulent Aviation Market,” DW.com, accessed January 31, 2019, www.dw.com/en/top-stories/s-9097.
41 John Samuel Raja and Binoy Prabhakar, “The Secret of IndiGo’s Consistent Profits,” Economic Times, December 22, 2013,
accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/the-secret-of-
indigos-consistent-profits/articleshow/27747508.cms; “IndiGo Stands Out as the Only Profitable Carrier in India,” CAPA Centre
of Aviation, March 29, 2012, accessed January 31, 2019, https://centreforaviation.com/analysis/reports/indigo-stands-out-as-
the-only-profitable-carrier-in-india-70751; Rhik Kundu, “IndiGo Remains Top Airline in India with 41% Market Share in May,”
liveMint, June 20, 2018, accessed January 31, 2019, www.livemint.com/Companies/4ltXPDJVDRZ10XLlCPXhjI/IndiGo-
remains-top-airline-in-India-with-41-market-share-in.html.
42 Gautam Chakravorthy, “Air Deccan Expects Higher Revenue Per Passenger,” liveMint, April 4, 2007, accessed January 31,
2019, www.livemint.com/Companies/0vS92XNtgF4XaFfJ6bihxO/Air-Deccan-expects-higher-revenue-per-passenger.html.
43 Indian Railways could be described as a natural monopoly. Until 2017, the rail budget was separate from the union budget
(i.e., the annual budget for the entire country) and was presented two days prior to the main annual budget. Since India’s
independence, the presentation of the rail budget had been a major political event to appease the electorate of India. This
situation had resulted in stagnant train fares.
44 G. Srinivasan, “Rail Budget: To Be Populist or Pragmatic,” Hindu Business Line, March 7, 2011, accessed January 31, 2019,
www.thehindubusinessline.com/economy/rail-budget-to-be-populist-or-pragmatic/article23047131.ece; ET Bureau, “Hike in
Railway Fare Likely to Make Flying an Attractive Option,” Economic Times, June 21, 2014, accessed January 31, 2019,
https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/hike-in-railway-fare-likely-to-make-flying-an-
attractive-option/articleshow/36916823.cms.
45 Tarun Shukla, “IndiGo Profits from Cost Cuts,” liveMint, October 19, 2009, accessed May 16, 2016,
www.livemint.com/Home-Page/dZsnZVEfJRpQO81v29eF5O/IndiGo-profits-from-cost-cuts.html.
46 “IndiGo Q4 Profit Falls 73% to Rs117.6 Crore on Lower Yields, Fuel Costs,” liveMint, May 2, 2018, accessed May 24, 2018,
www.livemint.com/Companies/VrdusrR99awWxv4UX4LU6H/IndiGos-Q4-profit-slumps-73-to-Rs118-crore.html.
47 Rajesh Naidu, “Investors Get Off IndiGo on Profitability Concerns,” Economic Times, August 1, 2018, accessed April 22, 2019,
https://economictimes.indiatimes.com/markets/stocks/news/investors-get-off-indigo-on-profitability-concerns/articleshow/65222030.cms.
48 Ibid.
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9B19M028
INDIGO AIRLINES: MONOPOLIZING INDIAN SKIES1
Ramakrushna Panigrahi wrote this case solely to provide material for class discussion. The author does not intend to illustrate either
effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying
information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Our goal is to publish
materials of the highest quality; submit any errata to publishcases@ivey.ca.
On May 2, 2018, InterGlobe Aviation Ltd., owner of IndiGo, India’s largest airline, reported a 73 per cent
decline in its fourth-quarter profits, following which its share price fell by 18 per cent.2 Exactly two years
earlier, the company had reported a net profit of ₹19.9 billion,3 while all other airlines had reported huge
losses.4 IndiGo had completed more than a decade of operations and had consistently done well by introducing
a series of small innovations.5 After the airline’s entry into the aviation sector in 2006, the global economy
had witnessed one of the most severe recessions since the 1970s, and Indian markets experienced their share
of the global impact for a prolonged period.6 Throughout the past 12 years, globally, all airlines in the aviation
sector had battled to keep their operations going in the face of high turbine fuel prices. In the Indian aviation
market, many of IndiGo’s competitors had struggled to even recover their operational costs, and continued to
operate under losses. Despite the aviation industry in India being in a financial mess, IndiGo had consistently
managed to emerge as the sole profit-making airline, which it achieved by introducing unique and
innovative strategies, thereby winning the confidence of all stakeholders including the regulatory
authorities. While its competitors were grappling with losses, IndiGo had experienced a dream run since it
commenced operations, taking the largest market share in the civil aviation industry in India.7
However, despite its success in an otherwise loss-making aviation industry, the airline struggled to meet
market expectations. In April 2016, even though the company had reported a record profit and had
announced a dividend of ₹15 per share, its stock price dropped by 4.83 per cent following the
announcement.8 IndiGo had little control over pricing, given the fierce competition in the sector. Also, the
rise of new entrants in Indian skies, such as Vistara, had raised consumers’ expectations, and the ensuing
competition made operations difficult for all.9 IndiGo’s top management faced two critical questions. First,
how could IndiGo sustain its market leader position in the Indian civil aviation industry over the long term?
Second, would the company be able to innovate to such an extent that it could replicate its success in its
domestic operations and continue to post higher profits in line with market expectations?
OVERVIEW OF THE INDIAN CIVIL AVIATION MARKET
The Indian civil aviation industry was opened in 1991 with the introduction of the Open Skies Policy.
Previously, the Indian government had owned Indian Airlines, and Air India had enjoyed a monopoly in
the Indian market, which was highly regulated.10 Subsequent to the liberalization, many players had
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Page 2 9B19M028
attempted to enter the aviation market, but until 2002, Indian Airlines had enjoyed a near monopoly status
in the domestic aviation market. In 2018, the Indian aviation market was the seventh-largest in the world
in terms of passengers carried (see Exhibit 1). However, it was a mere one-ninth the size of the US aviation
market, although India’s population was more than four times greater. In India, the domestic aviation sector
had been the fastest growing in the world, driven by its population of 1.3 billion and the aviation market’s
low penetration in India—fewer than 62 air passengers per 1,000 people (see Exhibit 1). A rising per capita
income was a major reason why the aviation market had grown more than 10 times in terms of passenger
volumes since the mid-1980s (see Exhibit 2). Due to its very low fares,11 Air Deccan, a low-cost carrier
(LCC), contributed significantly to the air traffic in India. Apart from Air Deccan, Kingfisher Airlines (now
grounded), SpiceJet, GoAir, Paramount Airways, and IndiGo all started operations in the early 2000s. The
competitive pricing strategy of LCCs and full-service carriers such as Jet Airways, Indian Airlines,
Kingfisher Airlines, and Paramount Airways seemed to have significantly reduced the cost of air travel and
enabled India’s lower middle class to take the aerial route to reach their destinations.
Despite such phenomenal growth in the aviation sector, most airlines in India continued to see losses. In
2011, a financial audit conducted by the Directorate General of Civil Aviation indicated that many airlines,
with the exception of IndiGo, were suffering from significant financial problems. The combined loss of all
Airlines was estimated to be US$2.5 billion–US$3 billion, with the state-run Air India accounting for close
to US$2 billion in losses.12 The airlines in India faced some unique challenges, which further dampened
profitability. First, due to government regulations, airlines had to fly financially unattractive routes. Second,
a lack of onward connectivity and an erratic occupancy rate posed major challenges to achieving operational
efficiency for most players.13
MAJOR PLAYERS IN INDIAN AVIATION MARKET
There were many players in India’s civil aviation market after 2005. The industry included major full-
service companies such as Jet Airways, Air India, Kingfisher Airlines, Paramount Airways, Air Sahara, and
Vistara. Air Sahara was grounded in 2006, and Kingfisher Airlines had an unceremonious exit in 2013.
However, the Indian aviation market was dominated by the LCCs, due to the extreme price-sensitivity of
Indian consumers. The dominant players in the segment were IndiGo, SpiceJet, GoAir, Simplifly Deccan
(later Kingfisher Red), Jetconnect, and AirAsia. While Kingfisher Red and Jetconnect were grounded in
2013 and 2014, respectively, the remaining LCCs shared more than 67 per cent of the domestic market
share (see Exhibit 3 for trends in the market share of IndiGo and its competitors). Although many players
had started operations around 2005, IndiGo had grown from its modest 5 per cent market share in 2006 to
emerge as the largest player in the aviation market with a 40 per cent market share in 2018.
INDIGO: THE COMPANY
Founded in 2006, IndiGo made a modest entry into the Indian civil aviation market after taking delivery of
just a single aircraft. As of 2016, the company had headquarters in Delhi and operating bases in Chennai,
Delhi, Bangalore, Mumbai, Nagpur, Kolkata, and Hyderabad. Over the years, IndiGo had developed a fleet
of 161 aircrafts. In 2015, it operated 818 daily flights across 40 Indian cities and five international
destinations. Since its entry, IndiGo had used a single-class configuration14 aircraft—the 180-seat Airbus
A320-200.15 The company’s unique selling proposition was to offer the lowest airfares, professional
customer service, and honesty in dealing with delays and cancellations.16 IndiGo believed in product
homogeneity and focused on one type of airplane, which decreased ambiguity and inefficiency in a fiercely
competitive service sector. IndiGo emphasized its tag line, “On time is a wonderful thing”17 and ensured it
had more than 95 per cent18 on-time performance in arrival and departures, making the company a market
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Page 3 9B19M028
leader. IndiGo also boasted the lowest flight cancellation rate (just 0.38 per cent) among all of its
competitors. In 2015, IndiGo was awarded “Low Cost Airline of the Year” by the Centre for Asia Pacific
Aviation as part of its Aviation Awards for Excellence.19
IndiGo focused on four key strategies to achieve profitability. First and foremost, its pricing strategy was very
competitive. Due to a dynamic pricing (DP) model and the dominance of ticketing aggregators20 such as
cleartrip.com, yatra.com, and goibibo.com, the differences in price for any given route varied a great deal
depending on the time of booking and how many days in advance the ticket was booked. For example, for the
Delhi–Mumbai sector (route), an IndiGo ticket purchased seven days in advance sold for much higher than a
ticket from Air India, which was a full-service carrier (see Exhibit 4). However, in all dominant sectors,
IndiGo tickets were most often priced 1–20 per cent lower than other airlines, including LCCs (see Exhibit
4). Second, IndiGo had innovated its aircraft management strategy. The company operated on a leaseback
model that ensured it would receive a new fleet every three to four years and that until 2032, its fleet’s average
age would be four years,21 which was significantly lower than other airlines. Also, maintaining a single-
configuration aircraft helped IndiGo reduce its training and maintenance costs. Third, IndiGo had a unique
expansion strategy. While other airlines ordered aircraft in bulk to connect many cities in one go, IndiGo
started with just one aircraft and then added one more to its fleet every six weeks.22 IndiGo first tested one
route for operational and financial viability, and having established a foothold in that route, expanded to other
sectors. However, to take advantage of the lower prices in bulk purchase ordering, IndiGo made history by
ordering 100 Airbus 320 aircraft, which were gradually delivered in a phased manner. Fourth, IndiGo realized
the importance of punctuality, good connectivity, and consistent services in making customers loyal to an
airline in the aviation sector. IndiGo focused on these parameters and gained publicity by word of mouth.
IndiGo slowly but steadily earned a reputation for on-time performance. To ensure transparency, IndiGo used
the Aircraft Communications Addressing and Reporting System, which automatically monitored the arrival
and departure times of IndiGo aircraft.23 In the Indian aviation market, the only service that distinguished
LCCs from full-service airlines’ economy class was in-flight meals. Since most of IndiGo’s routes were short-
haul flights,24 customers did not mind paying extra for food. For Indian travellers, who were very price-
sensitive, IndiGo became the preferred choice of airline because of its reputation of on-time performance and
the great psychological boost it gave to their self-esteem with its offer of classless yet efficient services during
boarding and off-boarding.25
DYNAMIC PRICING AND INTENSE COMPETITION
DP allowed prices for the same service to change according to customer, time, aggregate demand, and other
situation-specific parameters such as occupied seats in the aircraft for a particular route. The airlines used the
posted prices26 that customers could see prior to deciding to purchase a ticket. In the civil aviation industry,
customer loyalty was minimal due to product homogeneity; thus, dynamic price discrimination was primarily
driven by customer dynamics, where even a ticket cheaper by just a few cents attracted customers from
competitors. The most important factor of price discrimination through DP was not to extract more money
from the consumer, but to address the ever-shifting loyalty of customers in order to attain a higher occupancy
rate in advance.27 Airlines all over the world used DP,28 given the large number of customers and the number
of real-time online transactions, which was essential for using such a pricing mechanism. For most products
and services, because of higher customer involvement in purchases with heterogeneity in perceived valuation
for the same service, the firm could use DP to reallocate and manage demand for various routes in the aviation
market. As was evident to most players in the Indian aviation market, the higher a company’s need to sell
excess or reassigned inventory, the greater the potential role for DP.29
Like most usages of DP, airlines in India focused on price acceptance specifically in economy-class
services.30 Despite increasing price transparency brought about by access to the Internet, customers were
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Page 4 9B19M028
willing to pay different prices for the same product for several reasons, including prior experience in the
category, their personal tastes (in the case of products), situational exigencies, and differing levels of price-
consciousness.31 IndiGo leveraged the benefits of DP to take advantage of highly price-conscious customers
in the Indian aviation market, where demand was still inelastic given the low penetration rates.32 IndiGo
aimed to offer competitive prices to attract more customers and attain a larger market share.33 IndiGo’s
ability and efficacy in executing efficient DP models34 had resulted in an increase of 68 per cent in its
operating revenue per 1,000 passenger kilometres since 2007–08 (see Exhibit 5). During the same period,
all other airlines had adopted similar DP models.35 While SpiceJet and GoAir attained increases of 61.7 and
48 per cent, respectively, Jet Airways and Air India achieved an increase of less than 10 per cent in operating
revenue per 1,000 passenger kilometres since 2007–08. IndiGo’s average revenue hovered around ₹3,600
per 1,000 kilometres until 2011, and increased in 2012–13 to ₹4,600 because of a hike in ticket prices,
which was necessitated by a stiff rise in costs over those years (see Exhibit 5). All of the airlines in India,
including the state-run Air India, increased ticket prices by 20–30 per cent across sectors, despite the stiff
competition (see Exhibit 5). The efficacy of IndiGo’s DP contributed to its rising market share and average
operating revenue per passenger kilometre. These increases helped IndiGo to post huge profits while its
competitors struggled to minimize their losses.
INPUT COSTS
The prices of all inputs in the aviation sector had been steadily increasing for the past 10 years (see Exhibit
6). In the Indian domestic aviation sector, fuel accounted for 48 per cent of the total operational cost and
labour for 35 per cent.36 The remaining factors essential for operation included maintenance, passenger
services, promotion, and airport charges. Although the prices of all inputs had increased significantly over
those 10 years, as evident from Exhibit 6, aviation turbine fuel (ATF) prices had risen only marginally,
which helped all airlines remain in operation. The cost of logistics had also risen, by 40 per cent over the
last 12 years. However, owing to the stickiness of ticket prices, average prices for all routes for all airlines,
including IndiGo, had remained stagnant since 2006–07.37
Personnel Costs
The civil aviation industry in India had witnessed a steep rise in personnel costs soon after the entry of
Kingfisher Airlines; even though all airlines in India were experiencing significant losses, the hiring costs of
personnel, including ground staff, were not deterred. The expansion plans of the airlines and the intense
competition in this sector had ensured a significant increase in salaries, especially for commercial pilots and
cabin crews. The high retail inflation rate (i.e., the consumer price index) and the rising cost of living had led
to an increase in salaries across the board, and personnel costs constituted approximately 35 per cent of
airlines’ total costs.38
KEEPING COSTS DOWN
The aviation industry in India was in a difficult situation with the cost of inputs and personnel continuing to
increase substantially without a corresponding increase in the price of flight tickets.39 For many companies in
this sector, it was very difficult to meet operational costs, let alone sustain profit levels to meet the expectations
of stakeholders and the market.40 The solution seemed to lie in the implementation of more efficient operations
by achieving the highest possible occupancy rate in each sector. IndiGo and its competitors had seen
significant gains from a fall in crude prices since 2013 (see Exhibit 6), but the personnel and overhead costs
continued rising due to inflation. As prices remained sticky for an extended period and costs kept rising,
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Page 5 9B19M028
companies needed to innovate to bring costs down. Most airlines continued to add new features to their
services, and in the process discovered cost-cutting measures. IndiGo had been successfully following this
strategy for the past 12 years, by modifying its services to cut down on costs yet still keeping customers loyal
and happy. However, amid rising costs, the company faced major challenges, as it lacked a cushion that would
allow it to pass the burden on to consumers. Any attempt on IndiGo’s part to raise prices was met with
instantaneous price cuts by its rivals, since all of them followed DP. Yet, the rival firms were facing the same
challenges; in fact, the challenges were worse for them than for IndiGo, as they also faced increasing losses.
The airlines’ only alternative was to keep their operation costs down through increased efficiency. Because
increasing the price of tickets was out of the question for most routes, the only solution was to achieve
technical efficiency and economies of scale. The gap between the average cost and the ticket price was quickly
shrinking for each route operated by IndiGo. Therefore, to remain relevant in the financial market, IndiGo
needed to constantly innovate to cut costs and achieve the right mix of operational schedules on all routes.41
COMPETITION FROM SURFACE TRANSPORT
The introduction of Air Deccan, with its very low prices, attracted train passengers to the aviation sector.42 In
fact, a typical ticket for a 24- to 30-hour air-conditioned (AC) train journey (2nd class AC) was priced only 5–
10 per cent lower than the flight price offered by Air Deccan. Consumers quickly shifted to the aerial route for
their travel to save time and to enjoy the flying experience. This trend boosted the aviation sector—the number
of passengers rose many times after 2003. Air Deccan’s pricing strategy forced all other operators to reduce their
fares, and the aviation sector witnessed a price war after 2003. The airlines faced stiff competition from
unexpected quarters (i.e., stagnant prices in Indian Railways for a prolonged period, from 2002 to 2014.) The
populist government policy43 ensured that train ticket prices never rose; rather, prices fell by 2–5 per cent for
brief periods. This situation, along with a rise in the price of crude oil, had not helped the aviation sector in India.
The price of ATF was deregulated in India and was linked to crude oil prices. Apart from the rise in crude oil
prices, local taxes on petroleum products were very high in India, which further raised prices. After 2007, all of
the airlines linked their fares to ATF prices by imposing a dynamic fuel surcharge to combat their losses;
however, this strategy raised fares significantly and greatly affected the aggregate demand for air travel.44
PROFITABILITY
IndiGo had been able to maintain a steady increase in profits despite challenges that were beyond its control,
such as the increased costs and fuel prices that had affected the entire aviation sector. In 2008, which was
considered to be the worst year for the Indian civil aviation industry, the company posted a net profit of ₹80
million while its competitors reported losses.45 In 2018, IndiGo’s net profits rose to ₹22.4 billion46 and it had
a 40 per cent market share (see Exhibit 3). However, a fall in profits for the last quarter of 2017–18 resulted
in a drop in its stock price on the Indian stock exchanges.47 Despite IndiGo reporting such huge profits, with
each passing year its financial results had not exceeded market expectations (which were reflected by the
response of financial markets soon after the company published its quarterly reports).48 Could Rahul Bhatia,
IndiGo’s chief executive officer, find a way to increase prices to achieve higher profitability, without
compromising the airline’s position as domestic market leader in India? Would the company be able to
sufficiently innovate and strengthen its domestic operations to replicate its success from domestic operations
and meet stakeholders’ expectations? Should IndiGo buy the state-run Air India to further expand its market
share, monopolize the Indian sky, and enjoy further economies of scale to sustain its profits?
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EXHIBIT 1: CIVIL AVIATION MARKET, AIR CONNECTIVITY, AND PER CAPITA INCOME OF
SELECTED COUNTRIES
Country
Size of Aviation
Market
(Passengers
Carried)
Geographical
Area (in
Square
Kilometres)
Number of
Cities with a
Population
of 500,000+
Per Capita
Income in
US$PPP
2017–18
Population
(Thousands)
United States 762,560,000 9,526,468 34 $62,152 328,434
China 390,878,784 9,572,900 197 $18,066 1,396,982
United Kingdom 125,068,988 242,495 13 $45,565 66,466
Japan 110,544,000 377,930 28 $44,426 126,491
Germany 107,587,503 357,114 12 $52,801 82,838
Brazil 100,403,628 8,515,767 40 $16,199 209,205
India 82,751,555 3,287,263 93 $7,783 1,334,221
Russia 72,189,961 17,098,246 37 $28,957 143,965
France 63,434,263 640,679 3 $45,473 65,098
Note: PPP = purchasing power parity; *Per Capita Income US$PPP refers to the number of US dollars required to buy a
predefined basket of commodities in different countries. It differs both from the official exchange rate conversion of per capita
income and from country to country, based on the purchasing power of a currency in the domestic economy. For example, if
US$100 is required to buy a predefined basket of commodities in the United States and the same basket can be purchased
in India for ₹4,000, then the PPP exchange rate is ₹40/US$1, whereas the official exchange rate is approximately ₹60/US$1.
Per capita income in US$PPP is a better indicator of the affordability of air travel than nominal per capita income. Population
figures are as on May 14, 2018
Source: “World Economic and Financial Surveys: World Economic Outlook Database,” International Monetary Fund, accessed
May 14, 2018, www.imf.org/external/pubs/ft/weo/2018/01/weodata/weorept.aspx?sy=2018&ey=2018&scsm; International
Civil Aviation Organization, Civil Aviation Statistics of the World and ICAO Staff Estimates, “Air Transport, Passengers
Carried,” The World Bank, accessed May 16, 2016, http://data.worldbank.org/indicator/IS.AIR.PSGR
EXHIBIT 2: GROWTH IN DOMESTIC PASSENGER TRAFFIC IN INDIA, 2006–2018
Source: “Yearly Statistics,” Directorate General of Civil Aviation India, accessed May 23, 2019, http://dgca.gov.in/reports/stat-
ind.htm.
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Page 7 9B19M028
EXHIBIT 3: TR ENDS IN MARKET SHARE OF INDIGO AND ITS COMPETITORS, 2006–2018
(% MARKET SHARE FROM DOMESTIC OPERATIONS)
Note: Figures have been rounded. *Air Deccan (later acquired by Kingfisher Airlines) was a major player, with a 19 per cent
market share in 2006; **March 2018 data.
Source: Compiled by the case author using CRISIL Report, accessed May 16, 2016,
www.crisilresearch.com/CuttingEdge/Content/Economy/HeadLinePDF/Airlines ; the market shares for 2016, 2017, and
2018 are from “Domestic Traffic Reports (as on 24-10-2018),” Directorate General of Civil Aviation India, accessed May 14,
2018, http://dgca.nic.in/reports/Traffic-ind.htm.
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Page 8 9B19M028
EXHIBIT 4: SECTOR-WISE PRICES OF INDIGO AND ITS COMPETITORS (₹)
Sectors IndiGo Jet Airways SpiceJet Air India GoAir
Delhi–Mumbai
4,742
3,983
4,821
4,091
3,649
3,649
4,482
4,280
4,651
4,249
Delhi–
Bangalore
5,578
5,049
6,673
5,228
5,799
4,499
6,291
6,291
5,584
5,246
Delhi–Chennai
5,062
5,062
6,144
6,144
4,040
5,399
5,155
5,155
10,765
9,283
Delhi–Kolkata
3,937
3,409
4,450
3,652
3,895
2,840
4,250
4,250
3,835
8,253
Delhi–
Hyderabad
3,964
3,345
5,297
4,610
4,079
4,079
3,878
3,299
*
*
Mumbai–
Bangalore
5,203
4,057
4,552
3,917
4,299
2,849
4,672
4,069
5,047
4,192
Mumbai–
Chennai
4,885
3,797
4,657
3,494
5,299
2,950
5,777
3,667
5,891
3,748
Mumbai–
Kolkata
8,164
6,155
7,408
5,504
5,899
4,249
6,983
5,677
13,511
12,453
Mumbai–
Hyderabad
2,240
2,240
2,044
2,044
1,100
1,100
2,243
2,243
*
*
Bangalore–
Chennai
1,400
1,461
1,511
1,511
1,290
785
1,451
1,451
*
*
Bangalore–
Kolkata
6,001
5,155
5,293
5,293
3,749
3,491
5,074
5,074
*
*
Bangalore–
Hyderabad
2,087
1,769
3,781
3,252
1,197
1,197
2,361
2,361
*
*
Chennai–
Kolkata
5,360
3,885
5,472
4,732
4,949
4,249
8,231
4,709
*
*
Chennai–
Hyderabad
1,716
1,716
5,271
4,108
1,799
1,799
1,965
1,965
*
*
Kolkata–
Hyderabad
4,515
4,515
7,380
8,143
2,900
2,900
5,841
5,038
*
*
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; * = No service by the airlines in this sector. Kingfisher Airlines
prices are not reported, as the airline was grounded in 2013. The first line represents the lowest one-way price on offer when
the ticket is booked seven days in advance; the second line represents the lowest one-way price on offer when the ticket is
booked 14 days in advance.
Source: The ticket prices were collected on May 13, 2016, from the official websites of all airlines for May 20 and May 27,
2016. The airfare data for May 2018 were accessed May 2018, as reported in the main text.
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Page 9 9B19M028
EXHIBIT 5: INDIGO AND COMPETITORS—OPERATING REVENUE PER THOUSAND PASSENGER
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; N/A = not available; *projected figures; Kingfisher Airlines
prices are not reported, as the airline was grounded in 2013.
Source: “Domestic Traffic Reports (as on 24-10-2018),” Directorate General of Civil Aviation India, accessed May 14, 2018,
http://dgca.nic.in/reports/Traffic-ind.htmhttp://dgca.nic.in/reports/Traffic-ind.htm.
EXHIBIT 6: TRENDS IN THE AVIATION SECTOR’S INPUT PRICES, 2006–2018
Note: ₹ = INR = Indian rupee; ₹1 = US$0.0149 on May 2, 2018; FOB = free on board; ATF = aviation turbine fuel; CPI = consumer
price index; Kl = Kilolitre; *2018 figures were until April 2018. The ATF prices in Delhi are taken for the month of May 2018 (both
₹ and US$). The yearly exchange rate is taken for the average five months of 2018. In the case of CPI, data are considered for
the month of November 2016. The Index of Road Freight for 2016 is estimated by the author based on the CPI.
Source: Data on Crude Prices were obtained from “Average Annual Brent Crude Oil Price from 1976 to 2018 (in US Dollars
per Barrel),” Statista, accessed May 21, 2016, www.statista.com/statistics/262860/uk-brent-crude-oil-price-changes-since-
1976/; data on ATF prices were obtained from “Aviation Fuel,” Indian Oil, accessed May 14, 2018,
www.iocl.com/Products/AviationTurbineFuel.aspx; data on Index of Road Freight rates were obtained from “Indian Road
Freight Index,” TCI, accessed March 9, 2017, at 1.15 p.m., www.tcil.com/tcil/indian-road-freight-index.html. (For 2016, 2017,
and 2018, the data were extrapolated from the CPI.)
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Page 10 9B19M028
ENDNOTES
1 This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives
presented in this case are not necessarily those of IndiGo or any of its employees.
2 “IndiGo’s Parent InterGlobe Aviation Stock Falls 18% as Higher Fuel Costs, Lower Yields Take Toll on Q4 Net Profit,”
Business Today, May 3, 2018, accessed May 5, 2018, www.businesstoday.in/markets/company-stock/interglobe-aviation-
stock-falls-higher-fuel-costs-lower-yields-q4-net-profit/story/276133.html.
3 ₹ = INR = Indian rupee; all currency amounts are in ₹ unless otherwise specified; ₹1 = US$0.0150 on May 2, 2016.
4 Anshul Dhamija, “IndiGo Reports Its 8th Year of Consecutive Profit,” Forbes India, April 29, 2016, accessed May 3, 2016,
www.forbesindia.com/article/special/indigo-reports-its-8th-year-of-consecutive-profit/43141/1.
5 “List of Scheduled Operators as on 31.10.2018,” Directorate General of Civil Aviation, accessed January 30, 2019,
http://dgca.nic.in/operator/sch-ind.htm.
6 Dan Milmo, “Airlines ‘to Lose $9bn’ as They Fight to Survive Recession,” Guardian, June 8, 2009, accessed January 30,
2019, www.theguardian.com/business/2009/jun/08/iata-airline-industry-losses.
7 Investor Relations, IndiGo, accessed January 30, 2019, www.goindigo.in/information/investor-relations.html.
8 Pallavi Pengonda, “Dividend Cheer for Investors from IndiGo,” liveMint, May 2, 2016, accessed May 16, 2016,
www.livemint.com/Money/VtrWUTfvBuZXyVtTekHDtM/Dividend-cheer-for-investors-from-IndiGo.html; “InterGlobe Aviation
Share Falls on Q4 Results, ATF Price Hike,” Financial Express, May 2, 2016, accessed May 16, 2016,
www.financialexpress.com/market/interglobe-aviation-shares-fall-6-on-q4-results-atf-price-hike/246642/.
9 “List of Scheduled Operators as on 31.10.2018,” op. cit; P. R. Sanjai, “Five Things Vistara Is Doing Differently,” liveMint,
December 20, 2014, accessed January 30, 2019, www.livemint.com/Companies/VfpRgHRCIcds7rBC8EgN9M/Five-things-
Vistara-is-doing-differently.html.
10 “Indian Aviation Sector—20 Years of the Open Skies Policy!,” Transitionofthoughts, February 28, 2010, accessed January
31, 2019, https://transitionofthoughts.com/2010/02/28/indian-aviation-sector-20-years-of-the-open-skies-policy/.
11 The fares offered by Air Deccan were comparable to AC 2-Tier train fares in India; Carol H. Anderson and Julian W. Vincze,
Strategic Marketing Management, 2nd ed. (New Delhi: Bizantra, 2003), 868.
12 “Air India Losses to Come down to Rs 26236 Crore: Govt Tells Lok Sabha,” Hindustan Times, April 29, 2016, accessed May
3, 2016, www.hindustantimes.com/business/air-india-losses-to-come-down-to-rs-2-636-crore-govt-tells-lok-sabha/story-
hJs9TPlLRb7V4cwbBtK7wI.html.
13 Binoy Prabhakar, “For Airlines, How Frustrating Is Flying Remote Routes Really,” Economic Times, March 8, 2016, accessed
January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/for-airlines-how-frustrating-is-
flying-remote-routes-really/articleshow/51302260.cms; PTI, “Should We Fly Loss Making Routes, Asks Kingfisher Airlines,”
November 13, 2011, accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-
aviation/should-we-fly-loss-making-routes-asks-kingfisher-airlines/articleshow/10705884.cms; Benjamin Zhang, “Airline Startups in
India Are Having a Tough Time Getting Off the Ground,” August 23, 2014, accessed January 31, 2019,
www.businessinsider.in/Airline-Startups-In-India-Are-Having-A-Tough-Time-Getting-Off-The-Ground/articleshow/40719235.cms.
14 This single-class configuration helped IndiGo to achieve low maintenance costs and realize economies of scale.
15 IndiGo added five 180-seat Airbus A320neo aircraft to its usual fleet of Airbus A320-200 aircraft.
16 “About IndiGo,” IndiGo, accessed April 17, 2018, www.goindigo.in/about-us.html.
17 “IndiGo,” YouTube video, 0:52, posted by “Bang,” May 19, 2010, accessed July 27, 2016,
www.youtube.com/watch?v=W8oklhX6uQg.
18 Devash Agarwal, “Indian Airlines’ 2015 Annual Review – IndiGo, Vistara, and SpiceJet the Leaders,” Bangalore Aviation, February
4, 2016, accessed May 3, 2016, www.bangaloreaviation.com/2016/02/2015-annual-review-the-best-airlines-in-india.html.
19 Subhro Niyogi, “IndiGo Named CAPA Low Cost Carrier of the Year at World Aviation Summit,” Times of India, October 8,
2015, accessed April 18, 2019, https://timesofindia.indiatimes.com/business/india-business/IndiGo-named-CAPA-low-cost-
carrier-of-the-year-at-World-Aviation-Summit/articleshow/49272661.cms.
20 Many ticketing aggregators, such as cleartrip.com, yatra.com, and goibibo.com, provided comparative pricing offered by all
airways as a specific journey. It was easy for the customer to find out the cheapest airfare on any route from these web portals.
Many times the customers would find that the price offered in these web portals were much lower when they actually tried to book
either through these portals or the airline’s portal. In all these portals, for most sectors, IndiGo figured at the top of the list due to
its lowest-pricing strategy. For example, to see the prices of a 10-week advance ticket for Bhubaneswar–Bangalore–
Bhubaneswar, see www.cleartrip.com/flights/results?from=BBI&to=BLR&depart_date=06/10/2016&return_date=19/10/2016
&adults=1&childs=0&infants=0&class=Economy&airline=&carrier=&intl=n&sd=1469693604671&page=loaded, as accessed July
27, 2016. When tried for all the sectors in India, IndiGo figured at the top 97 per cent of the time. In a few cases, GoAir figured at
the top with a price ₹1 or ₹2 less than IndiGo’s price.
21 Sunny Sen, “With Avg Fleet Age of 4 Years, IndiGo ‘Will Have 330 Aircraft at its Peak,’” Financial Express, accessed July 27, 2016,
www.financialexpress.com/industry/companies/with-avg-fleet-age-of-4-years-indigo-will-have-330-aircraft-at-its-peak/164556/.
22 “IndiGo Takes Delivery of Its First Brand New Airbus A320 Aircraft,” Aviation India, July 29, 2006, accessed January 31,
2019, www.aviationindia.net/2006/07/indigo-takes-delivery-of-its-first.html; Mihir Mishra, “A Tale of Two Airlines: Kingfisher
Vs. IndiGo,” February 11, 2013, accessed January 31, 2019, www.business-standard.com/article/companies/a-tale-of-two-
airlines-kingfisher-vs-indigo-112022100014_1.html.
23 This automated system added credibility to IndiGo’s claim of punctuality, as it was impossible to manipulate the timings
related to arrival and departure.
24 Most of the domestic routes in India could be covered in less than two hours.
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Page 11 9B19M028
25 Mishra, op. cit.
26 The other broad category of dynamic pricing was the price discovery mechanism, in which customers determined prices
through their own actions during the transaction. The airlines in India did not use this mechanism.
27 Peter McCafee and Vera te Velde, Dynamic Pricing in the Airline Industry, California Institute of Technology, accessed April
4, 2016, http://mcafee.cc/Papers/PDF/DynamicPriceDiscrimination .
28 Ibid.
29 Specifically, in reverse auctions, where the final price had little relation to cost, and the product could be viewed and
evaluated at a distance, DP methods could be used to determine a price range. The DP method was also useful when money
needed to be recovered quickly for improved cash flow. In implementing DP to its full advantage, it was important that the
customers accepted the practice and not view it as iniquitous. DP could not be perceived to be inequitable, as that perception
could be deadly for the company in the age of communication.
30 McCafee and te Velde, op. cit.
31 Ibid.
32 “Pricing Advice and Revenue Management,” IndiGo, accessed January 31, 2019, www.group-
indigo.com/en/expertise/pricing-advice-and-revenue-management/; Rahul Gupta and L. Ganesh, “Dynamic Pricing in Airline
Industry,” Asian Journal of Research in Business Economic and Management 7, no. 1 (2017): 15–29.
33 Ibid.
34 Ibid.
35 “Domestic Airline Industry Follows Global Practice of Dynamic Pricing,” Business Standard, January 5, 2018, accessed April
22, 2019, www.business-standard.com/article/news-ians/domestic-airline-industry-follows-global-practice-of-dynamic-pricing-
118010500717_1.html.
36 Brian Beers, “Which Major Expenses Affect Airline Companies?,” Investopedia, April 30, 2018, accessed June 17, 2017,
www.investopedia.com/ask/answers/040715/what-are-major-expenses-affect-companies-airline-industry.asp.
37 IATA Economic Briefing: Airline Fuel and Labour Cost Share, International Air Transport Association, February 2010,
accessed January 31, 2019, www.iata.org/whatwedo/Documents/economics/Airline_Labour_Cost_Share_Feb2010 ;
Aneesh Phadnis, “40 Years Ago . . . And Now: Air Travel—Fixed Fares to Dynamic Pricing,” Business Standard, February 9,
2015, accessed January 31, 2019, www.business-standard.com/article/pf/40-years-ago-and-now-air-travel-fixed-fares-to-
dynamic-pricing-115020800782_1.html.
38 Anirban Chowdhury, “Crisis in the Cockpit: Indian Carriers Stare at Pilot Shortage,” Economic Times, July 11, 2018,
accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/crisis-in-the-
cockpit-indian-carriers-stare-at-pilot-shortage/articleshow/64939986.cms.
39 The revenue for the airline was minuscule from most flight tickets booked in advance. The airfare consisted of many
surcharges and taxes, and revenue for the airline was far lower than the price of the ticket.
40 “Indian Airlines Struggle in Turbulent Aviation Market,” DW.com, accessed January 31, 2019, www.dw.com/en/top-stories/s-9097.
41 John Samuel Raja and Binoy Prabhakar, “The Secret of IndiGo’s Consistent Profits,” Economic Times, December 22, 2013,
accessed January 31, 2019, https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/the-secret-of-
indigos-consistent-profits/articleshow/27747508.cms; “IndiGo Stands Out as the Only Profitable Carrier in India,” CAPA Centre
of Aviation, March 29, 2012, accessed January 31, 2019, https://centreforaviation.com/analysis/reports/indigo-stands-out-as-
the-only-profitable-carrier-in-india-70751; Rhik Kundu, “IndiGo Remains Top Airline in India with 41% Market Share in May,”
liveMint, June 20, 2018, accessed January 31, 2019, www.livemint.com/Companies/4ltXPDJVDRZ10XLlCPXhjI/IndiGo-
remains-top-airline-in-India-with-41-market-share-in.html.
42 Gautam Chakravorthy, “Air Deccan Expects Higher Revenue Per Passenger,” liveMint, April 4, 2007, accessed January 31,
2019, www.livemint.com/Companies/0vS92XNtgF4XaFfJ6bihxO/Air-Deccan-expects-higher-revenue-per-passenger.html.
43 Indian Railways could be described as a natural monopoly. Until 2017, the rail budget was separate from the union budget
(i.e., the annual budget for the entire country) and was presented two days prior to the main annual budget. Since India’s
independence, the presentation of the rail budget had been a major political event to appease the electorate of India. This
situation had resulted in stagnant train fares.
44 G. Srinivasan, “Rail Budget: To Be Populist or Pragmatic,” Hindu Business Line, March 7, 2011, accessed January 31, 2019,
www.thehindubusinessline.com/economy/rail-budget-to-be-populist-or-pragmatic/article23047131.ece; ET Bureau, “Hike in
Railway Fare Likely to Make Flying an Attractive Option,” Economic Times, June 21, 2014, accessed January 31, 2019,
https://economictimes.indiatimes.com/industry/transportation/airlines-/-aviation/hike-in-railway-fare-likely-to-make-flying-an-
attractive-option/articleshow/36916823.cms.
45 Tarun Shukla, “IndiGo Profits from Cost Cuts,” liveMint, October 19, 2009, accessed May 16, 2016,
www.livemint.com/Home-Page/dZsnZVEfJRpQO81v29eF5O/IndiGo-profits-from-cost-cuts.html.
46 “IndiGo Q4 Profit Falls 73% to Rs117.6 Crore on Lower Yields, Fuel Costs,” liveMint, May 2, 2018, accessed May 24, 2018,
www.livemint.com/Companies/VrdusrR99awWxv4UX4LU6H/IndiGos-Q4-profit-slumps-73-to-Rs118-crore.html.
47 Rajesh Naidu, “Investors Get Off IndiGo on Profitability Concerns,” Economic Times, August 1, 2018, accessed April 22, 2019,
https://economictimes.indiatimes.com/markets/stocks/news/investors-get-off-indigo-on-profitability-concerns/articleshow/65222030.cms.
48 Ibid.
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