Kingfooder Airlines: Case Study: Kingfisher Airline

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Starting of the crisis
The company reported losses, ever since it commenced operations in 2005, refer to exhibit 1. Acquiring Air Deccan in 2007 made the situation even worse. After acquiring the Air Deccan, the company suffered a loss of over Rs. 1,000 crore for three executive years. By early 2012, the airline accumulated the losses of over Rs. 7,000 crore with half of its fleet grounded and several members of its staff going on strike.
In November 2010, in order to cater heavy debts and interest from the loans taken, the company went in for debt restructuring. As a part of it total of 18 leading lenders agreed to reduce interests and convert part of debts to equity. Debt restructuring helped the company to lower down interest to 11% and save ₹500 crore/year as interest cost. But high leverages and increase in cost lead the company to liquidity and created following payment problems.
Delayed Salary
By 2010, Kingfisher Airline had the staff strength of 6,000 and used to spend ₹ 58 crore on salaries every month. According to the financial results of first quarter of year 2011, it had ₹ 174 crore under the segment of employees cost, which increased from ₹163 crore during the same year. From August 2011 to January 2012, Kingfisher Airlines was unable to pay salaries to its employees which lead to agitation by the employees. Kingfisher likewise defaulted on paying the Tax Deducted at Source (TDS) from the worker salary to the tax department.
Fuel Dues
Due to lack of funds, KFA

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