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Why is India's biggest budget airline expanding its business class offerings?

  • Writer: Jinal Sanghavi
    Jinal Sanghavi
  • Jun 28
  • 1 min read

Updated: Aug 13


Indigo, India's largest airline operator got big with its budget no-frills model. In November 2024, it introduced business class seats on twelve domestic routes, marking its departure from an all-economy cabin. Basis success on this launch, it is set to expand this offering by 2026.

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So, why is Indigo doing this? Revenue Optimization Strategy.


In Economics, this is through a principle called price segmentation.


Price segmentation works by charging different prices to customer groups based on their **willingness and ability to pay.** Companies divide their market into smaller segments and set individualized prices for each group to maximize revenue. The primary goal is to capture maximum value by tailoring prices to different customer segments' price sensitivities, ultimately improving overall profitability.


Premium cabin segments are particularly lucrative, business class typically draws 33% more revenue per square foot than traditional economy, balancing razor thin margins in a largely unprofitable airlines business.


Other examples: A cinema might charge different ticket prices for seniors, students, and working adults, while a software company could offer free licenses to students to build future customer loyalty. Senior citizen and student discounts in public transport or family and fast pass tickets in amusement parks.

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Hi, I’m Jinal. I enjoy working on high impact problems and bringing ideas to life, from early days in my career in  social impact  addressing child marriage and building toilets in rural India to more recently as a program manager at Amazon. I have always loved learning - did my undergrad in Econ + Stats from St Xavier's Mumbai before going on to do my MBA from Indian School of Business.   Apart from work, I enjoy reading/writing about businesses, love a great cup of coffee and spending time with my 4-year-old daughter.

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