Contents

1. Introduction............................................................................................................................3
....................................................................................................................................................4
2. Internal Environment:............................................................................................................4
2.1 SWOT Analysis:...............................................................................................................4
3. External Environment:...........................................................................................................6
3.1 PESTEL Analysis:............................................................................................................6
3.2 VRIO Analysis:................................................................................................................9
4. PORTER’S FIVE FORCES:................................................................................................10
5. Financial Analysis of Indigo Airlines..................................................................................13
5. Balance Scorecard................................................................................................................15
5.1 Characteristic of Balance scorecard for Indigo Airlines................................................15
6. Strategy of Indigo Airlines...................................................................................................16
1. Introduction
IndiGo Airlines began operations in August 2006, after ordering a hundred A320 aircraft in a
phased delivery schedule1 in 2005. Since then, it has maintained a steady increase in sales
while also maintaining a steady rise in earnings, albeit with a few small hiccups. This case
tries to comprehend the context in which this airline has thrived, as well as to examine the
factors that have contributed to its success in a competitive sector that has seen players such
as Air Sahara and Kingfisher go bankrupt.

As a low-cost airline, we primarily serve India's domestic air travel market, focusing on our
three pillars of low prices, on-time arrivals, and a polite and hassle-free experience. IndiGo
has come to be associated with punctuality.

IndiGo has 95 destinations in total, including 71 domestic and 24 internationals. It has a

fleet of 274 aircraft having more than 1100 flights per day.
2. Internal Environment:

2.1 SWOT Analysis:

Strengths:

 Positive Image: IndiGo has earned up a reputation for being the most cost-effective
low-cost carrier not just in India but also worldwide. Because of its image as a low-
cost carrier with high-quality services, it has become the favoured travel alternative
for many regular passengers.
 On-time performance (OTP): IndiGo has a strong track record of on-time flights.
According to recent studies, it had an average annual OTP of 98.70% in May 2021,
higher than the industry average.
 Services: Indigo's offerings include multi-channel direct sales, online ticket booking,
round-the-clock customer assistance via call centres and airport counters, online flight
status monitoring, and a user-friendly IndiGo app for Android.
 High stakeholder engagement: Indigo ensures that it maintains track of consumer
demands and engages with each customer on a frequent basis through a sophisticated
 customer interface. Indigo routinely ranks among India's finest places to work, with a
high degree of employee engagement.
 Fleet: Indigo's fleet strategy has always been to ensure that the average fleet age is
less than four years. The airline has also guaranteed that it buys its fleet at far cheaper
rates than what a vendor would want for it. As a result, the airline has been able to
maintain its low prices on a continuous basis.
 IndiGo has largest market share in Indian aviation Industry
 Highly motivated and self-driven staff: Indigo is a hassle-free place to work, which
has resulted in a highly motivated and self-driven workforce. Indigo has implemented
the i-fly facility, which provides new workers with comprehensive real-time training
on how to provide excellent customer care. This is widely regarded as the greatest
training facility in the industry. Furthermore, the firm ensures that its workers operate
in a stress-free atmosphere with a healthy work-life balance.

Weakness:

 Over-reliance on volume: In order to maintain profitability, the corporation needed

to ensure that volume was constantly high and that business was unaffected by
demand changes. This means that the company must take appropriate efforts to
maintain constant quantities, which necessitated an additional expenditure.
 Grounding of aircraft: After the safety of Pratt & Whitney aircraft was called into
doubt, the Civil Aviation Authority had no choice but to ground Indigo's flights. The
customer's goodwill and confidence were harmed as a result of the controversy.
 Lack of product breadth and depth
 Limited routes as compared to the competitors
 Untapped market of domestic and international cargo segment
 Lack of established alliance with other hospitality catering industry

Opportunities:

 Growing need for international travel: The number of individuals in India who
need to go abroad for work or pleasure is increasing. This implies that the airline has a
lot of room to expand to new international locations.
  Indigo has an excellent opportunity to join the air cargo industry owing to its brand
reputation. 
 Indigo can expand the frequency of domestic flights due to its brand reputation.

Threats:

 Brands such as Jet Airways, Indian Airlines, Air India, Singapore Airlines, and others
compete heavily with the airline.
 Costing: One of the most important components of an airline's cost is fuel, which is
very volatile, and managing pricing in accordance with the dynamics of fuel prices is
a danger today and in the future.
 Changing government policies towards civil aviation industry and its intervention.
 A proposal to allow foreign carriers to own up to 49 percent of a company is being
considered as an FDI opportunity.
 High airport fees: In India, airport fees for FSCs and LCCs are the same.
 Significant congestion at large airports - a half-hour hover at a major airport may raise
fuel expenditures by Rs.60,000 to Rs. 115,000, depending on the aircraft, in addition
to reducing aircraft usage.

3. External Environment:
3.1 PESTEL Analysis:

Political Factors:

 Operations that are heavily regulated: The sector is suffocated by a slew of rules
and monitoring. Encourage the Ministry of Civil Aviation to reorganise and loosen
several policies.
 Bailout by the Government: Air India, a state-owned carrier, is reliant on a public
bailout to cover its losses and debt. Because of the government's safety net, the airline
has a negative influence on competition in the already congested aviation market.
 Proposed government changes for the MRO industry include: The Indian civil
aviation Maintenance, Repair, and Overhaul (MRO) business accounts for just 1% of
 the worldwide MRO market, with Indian airlines forced to outsource their
maintenance to neighbouring countries due to cheaper taxation. New government
changes are expected to attract such company to India while also lowering
maintenance costs. Make a bet on the MRO market. Given Indigo's market dominance
and profitability in an otherwise challenging aviation industry, the suggestion made in
the current Budget to make India an MRO centre might help the airline.
 UDAN project: The government intends to add about 1 crore airline tickets yearly
under this regional connectivity scheme by operationalizing routes that connect
previously unserved airports. These programmes can be used by major airlines to
extend their domestic network.
 At the Global Aviation Summit 2019, the government revealed its air cargo policy,
which aims to make India one of the top five air cargo markets by 2025. Indigo may
increase its revenue by entering the lucrative air freight market.

Economic Factors:

 Prices of ATF (Aviation Turbine Fuel): Despite the fact that ATF (purchased with a
weak rupee) prices jet fuel in India at about 40% of the operational cost of airlines and
40% more than the rest of the world, ATF (purchased with a weak rupee) prices jet
fuel in India at about 40% of the operational cost of airlines and 40% more than the
rest of the world. Encourage the government to include Jet Fuel in the scope of the
GST, which would reduce taxes from up to 30% to as low as 5%.
 Leasing: Leasing accounts for 75% of India's commercial fleet. The risk premium for
the Indian market is likely to grow as a result of Jet Airways and Air India, which
would have an impact on total leasing prices. For the time being, future leasing of
new planes may be put off until the risk premium lowers again.
 Rising per capita income: Inflation-adjusted per capita incomes are anticipated to
rise to over 31,000 in 2036, more than double the current level, giving Indigo a
competitive edge as a low-cost carrier. During the same time span, supply must be
able to keep up with the demand generated by growing earnings, which may be met
by adding additional routes and planes.
 The aviation industry is expected to grow at a rate of 6.6 percent per year on average
over the next 20 years, so as the pie grows, Indigo, which has a near 50 percent
 market share, will profit. Indigo must ensure that its growth pace does not slowdown
in comparison to the market over time.
 Foreign exchange changes have an influence on aircraft finance and leasing. Indigo
must back the government's demand for local funding and leasing of planes.

Social Factors:

 Demographics: The number of younger and lower-income passengers is on the rise,

and they are increasingly price-sensitive. Many individuals have switched from other
forms of transportation to aircraft as a result of the travel boom fuelled by Indian
millennials' focus on work-life balance, prestige, and convenience.
 Pilot shortage: Due to a skills scarcity in the Indian labour market, airlines are forced
to employ expatriate commanders, which results in higher wages. According to the
expected 10-year growth in capacity and airport development, airlines would need to
employ 17,164 additional pilots, resulting in a 14 percent shortage of commander
pilots and an increase in the pay bill, which is the second largest cost component after
fuel.
 The highly publicised altercations between workers and customers have harmed
Indigo's brand image recently. The airline should take fast and proper action on
customer complaints to recover the brand value it has created through years of work.

Technological Factors:

 Indian airlines rely on planes produced in other countries. Domestic plane production
has the potential to transform the industry, thanks to rising technical capabilities and
the development of entrepreneurial companies like Thrust Aircraft Company.
 With airframe upgrades and the installation of winglets, the addition of 250 Airbus
320 neo aircraft will result in fuel savings of up to 15%. They should make optimal
use of these enhancements in order to decrease costs and, if feasible, pass on the
savings to customers who are extremely price elastic.
  Airlines are more vulnerable to cybercrime. Many electronic components, such as
flight control systems, GPS navigation, fuel monitoring systems, and maintenance
computers, may be targets.
 Dynamic pricing, enabled by AI and data analytics, allows businesses to price
services at the best possible price at all times, increasing profitability.

Ecological Factors:

 Aviation is responsible for roughly 2% of global carbon emissions each year. New
aircraft would be required to follow the International Civil Aviation Organization's
(ICAO) standards, which include a CO2 emission requirement, putting even more
burden on a sector already struggling to make ends meet.
 There is a pressing need to develop sustainable alternative fuel sources that will
lower gasoline prices in the long run while also reducing pollution. The industry has
pledged to stabilise CO2 emissions in order to achieve a 50% decrease by 2050.
 The pollution problem in North India during the winter months has not been
remedied, causing delays and slowing down the company's operations.

Legal Factors:

 Regulatory bodies: As the airline sector has grown, there has been a desire for
regulatory agencies such as the DGCA, AERA, and the Bureau of Civil Aviation
Security to be strengthened in order to provide better supervision, which is expected
to be welcomed by stakeholders. Consumer-friendly regulators result in costly fines
and stifle the industry's expansion.
 RDG (Route Dispersal Guidelines): Airlines are required to fly a set number of their
flights on loss-making routes to distant airports, reducing their profitability.
Diversifying the fleet to include smaller planes on certain routes can help combat
under capacity and losses.

3.2 VRIO Analysis:

Resource and Competencies Value Rarity Imitability Organization

Low Fares Yes Yes No Yes
Turnaround Time Yes No Yes Yes
Brand Name Yes Yes Yes Yes
Brand Positioning Yes No Yes Yes
Supply chain network flexibility Yes Yes Yes Yes
Financial Resources Yes No Yes Yes
Consumer Community Yes Yes No Yes
Brand Extensions Yes No Yes No

Value:
 By delivering the lowest tickets, IndiGo has created value and expanded its
market share. They accomplish this by using a single type of aircraft, which
lowers total maintenance costs.
 Through fuel hedging, this agreement also lowers fuel costs.

Rarity:
 IndiGo has built value and increased its market share by providing the
cheapest tickets. They achieve this by utilising a single aircraft type, which
reduces overall maintenance expenses. This partnership also reduces fuel
expenditures through fuel hedging.

Imitability:
 Even while IndiGo has produced a lot of value in the market and among its
consumers, many of its techniques, such as operating a single model of aircraft
and having a short turnaround time, are replicable. As a result, these
differentiators will not be very helpful for IndiGo in the long run.

Organization:
 IndiGo has established a household name in the Indian airline industry in
recent years. It has only been ten years since it was founded, but it has already
established a brand through unique value propositions and strategic activities.

4. PORTER’S FIVE FORCES:

Bargaining power of Buyers:

 It is not required for the buyer to pick the same airline every time since he chooses
airline service based on the availability of flights to his destination whenever he wants
and the cost of the ticket at the moment. And, because there are so many firms
offering identical services, transferring from one to the other will not cost the
consumer anything. As a result, the buyer's switching cost is quite minimal.

Because there are so many ways to purchase tickets, including mobile applications,
websites, agencies, and over-the-counter services, and because there is so much
information about discounts and deals for various airline services available on the
internet, The customer has a variety of alternatives for purchasing tickets and can
book them wherever they are cheapest. The buyer's negotiating power will rise as a
result of this. There's also room for trustworthiness and brand loyalty. Some airlines
are noted for their on-time services, others for their on-board offerings, and yet others
for maintaining positive customer connections.

Customers will be more likely to remain with a specific airline service depending on
their preferences. This will, to some extent, decrease the purchasers' negotiating
strength. Taking into account all of the above characteristics, we may infer that buyer
have moderate to strong negotiating power.

Bargaining power of suppliers:

There are 3 suppliers for IndiGo:

 Airplanes: In the globe, there are just a few aeroplane manufacturers. Only
Airbus and Boeing have a market share of greater than 90%. It means that the
industry is highly concentrated. As a result, switching from one supplier to
another is limited for airline firms. Long-term contracts between aeroplane
manufacturers and airline corporations are involved, as are large investments.
Long-term ties with airlines are preferred by airlines in order to obtain
discounts and customised planes. As a result, the airline businesses' switching
costs are quite expensive.
 Fuel: Gas prices account for roughly 30% of operational expenses in the
aviation sector, and firms have little control over the price of fuel. Many
 external variables influence fuel prices, including global economic
development, conflicts, OPEC nations, and others.
 Labour: The aviation business employs a large number of highly skilled
workers. There seems to be a demand for trained labour, and this demand is
particularly strong in India, especially for pilots, given the country's 11%
growth rate in the aviation industry. The problem has gotten worse as a result
of occurrences such as Arab nations kidnapping Indian pilots. In India, the
DGCA has mandated a six-month notice period for pilots, which is normally
three months for employees in other businesses. It demonstrates how high the
need for efficient pilots is in India.

There also some labour laws that need to be complied by airline companies. The above
factors show the bargaining power of the suppliers is very high and the threat is very high.

Threat of new entrants

Due to the high capital intensity of the airline business, large investments are necessary to
launch an airline firm. As a result, the fixed costs will be quite expensive. Customers
value safety as much as ticket price and travel experience, thus they are hesitant to trust
new or unknown airlines, regardless of their bargain offers. It takes a long time to build a
consumer base. Existing players will constantly strive to keep newcomers out of the
sector. As a result, they will constantly try to retaliate against new entrants by
participating in price wars, which they will be able to survive due to their economies of
scale, but the new entrants will not. Recruiting highly technical and qualified employees
for airline firms would be tough. Due to the shortage of pilots, new entrants must offer
high salaries to entice experienced pilots away from existing firms. A large number of
licences and licences from the civil aviation ministry, the environmental department, the
department of transportation, and other connected departments are necessary to launch an
airline firm. As a result, there is a lot of red tape involved, which will slow down the
procedure. Taking into account the aforementioned reasons, we can conclude that
entering the airline business is rather difficult and that the danger to established
enterprises is modest.
Competitive rivalry

Because there are so many established participants in India's airline sector, including as
Indigo, Spice Jet, Air India, Jet Airways, Go Air, Jet Lite, Air Costa, Air Asia, and so on,
the market is quite fragmented. As a result, there will be a lot of rivalry amongst them. In
this industry, the exit barriers are quite high. Because the fixed costs in this business are
so high, corporations may find it difficult to quit and may resort to price wars to maintain
market position. As a result, the rivals pose a significant danger.

Threat of substitutes

Emerging technology such as video conferencing link individuals virtually,

decreasing the need for people to travel. The introduction of high-speed bullet trains
in India might provide another option for air travel. As a result, the danger of
alternatives in this business is low to medium.

5. Financial Analysis of Indigo Airlines

The dynamic nature of economic environment over the world, makes the management
scrutinize the firm’s financials. To make rational decisions in tune with the objectives of the
firm, the management must analyse the fund’s needs, the financial status and profitability and
the business risk of the company (Van Horne 2000).

Airlines operate in a highly competitive market and is extremely sensitive to cost of fuel,
labour and borrowing cost. Due to high fixed cost, the operational efficiency is the key to
profitability.

Indigo has maintained a robust financial control system, which helps manage working capital
efficiently. It has also put proper policies and procedures to safeguard its assets, prevent and
detect frauds, and timely prepare reliable financial information. 
 Revenue
40000
35000
35756
30000
25000 28496.77

20000 23020.89
15000 18580.5
14640.63
10000
5000
0
Mar'17 Mar'18 Mar'19 Mar'20 Mar'21
Financial year

Operational Expenditure
35000 31717.85
30000 28702.21

25000
20064.37
Rs. In Crores

20000
16437.2
14666.09
15000

10000

5000

0
Mar'17 Mar'18 Mar'19 Mar'20 Mar'21
Financial year

Net Profits
3000 2242.37
1659.19
2000
1000 156.13
-248.16
0
Rs. in Crore

Mar'17 Mar'18 Mar'19 Mar'20 Mar'21

-1000
-2000
-3000
-4000
-5000 -5829.79
-6000
-7000
Financial year
From the above graphs we can observe that Indigo airlines was performing well in the

market. The revenue and profits were rising till financial 2020 and the expenditure were in

control.

Financial year 2021 was an exceptional year for airline industry due to lockdowns and travel

restriction owning to Covid 19 pandemic. All the airline companies made a significant loss

during this year. But the revival is good and shows promising results ahead.

5. Balance Scorecard

Balanced Scorecard is a strategic performance metric used to identify and refines various

internal business function and measure the resulting outcomes. It assists in providing

feedback to the organisation.

The balance scorecard involves measuring four major parameters of the business: Learning

and growth, business process, customer and finance. All the information is pooled together in

a single framework to provide information into service and quality in addition to financial

performance, and to help improve efficiencies.

5.1 Characteristic of Balance scorecard for Indigo Airlines

Financial data such as revenue, profits and expenditure are used to understand the financial

position of the company. Company is market leader in passenger aircraft carrier and to

further increase the revenue it is expanding into ancillary services.

Customer perceptive is used to measure the customer satisfaction with quality, price and

availability. Indigo offer clutter-free websites, self-check-in kiosks, a sleek boarding pass,

step-less ramps, intuitive food menu

Internal processes are used to understand the operation efficiency of the company. Indigo

airlines use Short-haul & point to point route structure, a common fleet with single class seat

configuration, and high employee productivity.

Learning and growth are analyzed through the investigation of training and knowledge

resources. The company maintains a professional work culture and a very high focus on

employee training.

Categories Objective Measures Initiatives

Due to high fuel prices and low

Maximise shareholders Market leader, increase margins to increase the revenue
Financials
wealth revenue and profits company is expanding into
ancillary services.

Adopt technology to lower

Offering low fares,
human errors and reduce clutter-free websites, self-check-
being on-time, and
turnaround time while in kiosks, a sleek boarding pass,
Customer delivering a courteous
keeping the cost of step-less ramps, intuitive food
and hassle-free
operations as low as menu
experience
possible

Short-haul & point to

point route structure, a Lower maintenance cost Indigo almost keeps every
Internal common fleet with due to newer and single aircraft in the air on an average
processes single class seat type aircraft strategy, for 12 hours every day,
configuration, and high Turnaround time is 20mins, Diversifying into new avenues
employee productivity.

IndiGo’s Learning
The company maintains
Academy — ifly — has One of the largest training
a professional work
Learning and over 100 instructors who facilities of 75,000 sq. feet. Post
culture and a very high
Growth regularly conduct flight briefing to understand
focus on employee
workshops for its 24000+ further improvements required.
training
employees.

6. Strategy of Indigo Airlines

Indigo airlines operate on a strategy of low-cost leadership and differentiation model.
Indigo has consistently performed well throughout the years; even as other Indian airlines
have struggled. We will examine Indigo’s success storey not only in terms of some of its
well-publicized cost-cutting methods, but also in terms of how it runs its service operations
internally and separates itself from other operators in the minds of passengers.

Lowering costs

The success storey of Indigo Airlines has been built on the foundation of cost management.
The following are some of the cost-cutting techniques it has successfully implemented:

 Aircraft orders in bulk: Indigo orders all of its planes in bulk. In June 2005, the initial
order for 100 planes was placed. It has now placed an order for 250 more planes. The
delivery times are spaced out across a considerable period of time. The airline gains
bargaining leverage as a result of this bulk order technique, which lowers the aircraft's
cost.
 For its fleet, IndiGo uses six-year sale and leaseback agreements11. In a sale and
leaseback deal, an airline sells a recently purchased aeroplane to a leasing business
(the lessor) then leases it back from the lessor on a monthly lease payment schedule.
The price at which a lessee (in this case, IndiGo) sells an aeroplane to a lessor is
frequently more than the price it paid to the original manufacturer (for example,
Boeing); hence, IndiGo makes $4-5 million from each sale-and-leaseback transaction,
making an immediate profit12. IndiGo can avoid the essential and costly D-check
maintenance (the most complete check for a plane13) that occurs every six years
thanks to the average lease duration of five and a half years. IndiGo may also refresh
its fleet every six to seven years, lowering maintenance costs and lowering overall
operating costs.
 IndiGo has also used the most up-to-date fuel-saving technologies, such as IAE's
SelectOne engines (a joint venture between Rolls-Royce and Pratt & Whitney) and
Sharklet fuel-saving wing tip devices14, to cut expenses.
 It also saves money by having only one type of plane in its fleet. IndiGo owns 118
Airbus A320 planes as of September 2016. The A320 Neo, a new model of the A320,
is the subject of its most recent order of 250 planes. As a result, spare parts have less
variety, allowing inventory to be more simplified and inventory expenses to be greatly
decreased.
 IndiGo has committed to the premise of a low-cost carrier, thus there aren't many
extras on board. The only extras that can be purchased separately from the regular
offering are extra leg room and pre-booked meals. Meals that have been pre-booked
ensure that the food supply on board is kept to a minimum. The operation costs have
been reduced by keeping frills to a minimum.
 Another crucial component in IndiGo Airlines' success is fuel optimization. ATF
accounts for a significant portion of an airline's operating costs, accounting for over
35% of the total. It minimises gasoline on board for each trip as well as reduces fuel
consumption by optimising fuel use with the unique Required Navigation
Performance technique16.
 IndiGo's turnaround times are faster than the industry average. An efficient signalling
approach that uses automated brief messages instead of the industry's manual way has
reduced turnaround time. IndiGo planes now have an average diurnal in-flight time of
nearly 11 hours, compared to the industry average of ten hours.
  In this regard, it's also worth considering the technique of maximising flight
utilisation. This is ensured by IndiGo's connecting flight strategy, which sees the bulk
of its flights take break journeys, or itineraries involving more than two airports. As a
result, the utilisation of flights and revenue production per asset both increases.

Sequential service offering structure of Indigo Airlines

Differentiating itself through its service portfolio

When examining IndiGo's service portfolio through the lens of a sequential structure, it's easy
to see how the airline has improved on other Indian airlines' offers at one level while
retaining parity with the best airlines' offerings at other levels. Figure depicts a sequential
pattern of five various sorts of service offerings it provides. Throughout the entire process,
from booking to the end of her journey, a consumer can sample one service option from each
tier. As a result, looking at the types of products in each tier can give you a decent picture of
IndiGo Airlines' total service portfolio.

 Booking: When a customer approaches a company, the first step is to make a

reservation. As a result, it's critical that the experience be as enjoyable and user-
friendly as possible. The consumer would have just finished evaluating alternatives at
 this point and is still likely to shift to the option that was second on his list of
preferences; any unpleasantness encountered at this point could contribute to such a
change of mind.
The entire flight routes IndiGo offers are a crucial factor we may assess here. It now
operates 883 daily flights to and from 35 Indian and five international airports.
Spicejet, for example, operates 298 flights every day, which is more than twice the
number of flights supplied by its closest competitors.
In terms of booking, IndiGo offers a unique feature called 'hold reservation,' which
allows customers to request that their reservation be held for 72 hours from the time
of booking. The ticket is verified if they pay at any ticketing counter or online within
these 72 hours; else, the booking is cancelled This feature distinguishes IndiGo's
booking services from the competition.
IndiGo has pursued a three-pronged strategy of enhancing passenger convenience and
comfort while maintaining the highest on-time performance.
 Check-in: In the customer-company interaction process, this is the second step. The
only difference between web check-in and mobile check-in is the route via which they
are completed. Mobile check-in is done through the mobile app, which is available for
Android, BlackBerry 10, Windows phones, and iOS.
The website is used for web check-in. The user can check in and print the boarding
pass two hours before the flight in both cases. Customers can also check in at the
kiosk and have their boarding pass printed there instead of at the counter if they do
not have any check-in luggage.
The ‘fast forward' service is a premium service accessible at this time, and is available
at six major Indian airports—for an extra R200, the user gains access to counter21,
which permits priority entrance. All of these features, however, are commonly
observed with all other carriers. Furthermore, innovations in this discipline are
promptly replicated across the industry. IndiGo, for example, was the first to
introduce kiosk printing. Almost all airlines now provide this service.
 Luggage: The requirements for luggage are in line with industry norms. Checking 15
kg of luggage per passenger on domestic flights and 20 kg of luggage per passenger
on international flights, for example, is free. Baggage that exceeds the authorised
limits is subject to fees.
 Seating: Seating is an important consideration because it affects the flying
experience. According to industry standards, IndiGo offers two main types of seats:
normal seats and seats with extra leg room. Each IndiGo plane has a total capacity of
180 passengers. 18 of them offer extra leg room that can be reserved for an additional
fee. The price is Rs 600 if made online, and Rs 800 if paid at the airport.
 In Flight Food: IndiGo does not provide complimentary food on its flights because it
is a low-cost carrier. Customers can, however, order meals on board—meals can be
ordered online at any time prior to the journey. If a consumer has not pre-booked a
meal online, he or she can still order meals from the menu on board. The alternatives
are determined by the length of the journey—for example, on a flight lasting 30-60
minutes, just snacks are offered, whereas on a flight lasting more than an hour, hot
and cold food is available.
Despite the fact that these are techniques used by other carriers as well, the
availability of warm and fresh food for clients who had not booked meals online was
superior in the case of IndiGo, according to all three authors' experiences.