Abstract
Kingfisher Airlines Ltd. was started under the chairmanship of a flamboyant industrialist, one of the biggest Indian liquor tycoons who claimed himself as the ‘King of Good Times’. The company garnered multiple accolades and achieved a growing market share in the aviation sector, presenting an attractive and innovative image. By providing passengers with exceptional comfort and an enjoyable flight experience, customer satisfaction soared. Despite its relatively short existence, the company left a notable and impactful mark on the Indian aviation industry. Losses have been reported ever since it started operating in 2005. 1 For many years, it struggled with serious financial problems that ultimately forced the company to cease operations on 20 October 2012. Due to the reputation of its Chairman and Managing Director, several private and public sector banks in India extended loans to Kingfisher Airlines. Further, the airline struggled to incur maintenance, landing, and aviation costs. The employees and pilots staged strikes due to the non-payment of their owed salaries and dues. The collapse of Kingfisher Airlines is attributed to promoters’ inordinate overconfidence stemming from their past accomplishments, tunnel vision, and a weak business strategy. The current case examines the fall of Kingfisher Airlines from the strategic management and accounting manipulation perspective. It also outlines the causes contributing to the airline’s downfall.
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