Interesting Facts and Articles...

Source: BS

February 22, 2007 02:00 IST

In the 42 months since Air Deccan became a credible and stable challenger to the erstwhile ruling triumvirate of Jet Airways, Indian Airlines and Sahara, the new entrants have garnered about 44 per cent of share of the market.

According to the figures for January, budget carriers alone -- such as SpiceJet, GoAir, IndiGo, apart from Deccan -- have 34 per cent share of the market. A year ago, the figure was only 20.8 per cent.

The market share of Kingfisher Airlines, a full-service airline that took off in May 2005, has increased to 10 per cent. SpiceJet's has increased to 8 per cent. GoAir, IndiGo, Paramount and Indus account for the rest.

In August 2003, when Deccan took off as the country's first no-frills carrier, Jet, IA and Sahara controlled the entire market.

Indian Airlines' share at that stood at a handsome 35 per cent.

Centre for Asia Pacific Aviation predicts the low cost carrier market share in India will reach 70 per cent by 2010, making it one of the world's leading LCC markets in terms of total market penetration.

Deccan, which has become the second biggest domestic airline after Jet in terms of market share, has widened its lead over the number three, Indian Airlines.

The market share of Air Deccan in January stood at 20.8 per cent, according to industry sources, while that of Indian Airlines was 17 per cent.

A spokesperson for Indian Airlines, however, said the state-owned carrier was firmly entrenched in the number two slot.

Disputing the figures, the spokesperson said: "The way other airlines calculate market share is different from the way we do. We are way ahead in revenue per passenger kilo metre. Moreover, the passengers in our international flights are not counted in the normal market share calculations."

Source: http://www.rediff.com/money/2007/feb/06dabur.htm (Dabur Strategy)

Some FMCG Stats

Tootpaste – Rs. 25 billion segment

Shampoo – Rs 22 billion

Personal Wash – Rs 5 billion

Dabur Vatika is Rs 1 billion brand

There's a flipside, though. Indiscriminate use of the brand across price points may dilute the brand equity. Returning to the Vatika example, the brand is a premium product in hair oil, a top-end product in shampoo, but a mid-level priced soap.

Dabur, too, is present across the spectrum in over a dozen products -- from premium chyawanprash and honey to low-end toothpowder, addressing very different consumer groups. Dabur, of course, says it is careful not to over-stretch its brands.