The report deals with analyses of Ryanair Holdings plc and its core business — low cost flights — with regards to get a status of its performance and the actual market situation in order to develop a suitable and successful marketing strategy, including its corresponding implementation, evaluation and control measures.
Strategic Management Executive Summary This report clearly states ryanair's long term vision by using different business models.
Here it shows how management factors focus in order to see its position in low cost market. The Business Plan ranges from an industry analysis to an internal financial analysis. It integrates the impact of competition in the market of low fare airlines with our own financial capability This material critically analyses the process of strategic management in the areas of nature of competition, the strategy, the strategy process, method of entrepreneurship and resources of RYANAIR.
The analysis has been done by using some major theories such as macro analysis, balance score card, double loop learning of Ryanair. Accordingly, this material primarily analyses the current business strategies of Ryanair to understand the nature of their operations.
Subsequently, conducts a PESTEL analysis, Porter's five forces and value chain analysis to understand the environment of Ryanair, drivers of profit in the industry at present and the future and financial analysis.
In addition to balance score card analysis also has been done to understand finance situation in the context of Ryanair and to evaluate its performance.
Finally, this report will recommend the recommendations where it's applicable. The analysis of this report was complete with the support of the case information provided and through industry related information from academic books, journals, websites and other publicly available secondary data sources.
Introduction Ryanair started its operation in In the first year more than 5, passengers traveled between South Eastern Ireland and London. The company expanded continuously andpassengers traveled per year in 14 aircrafts by In the current CEO Mr.
Michael O'Leary took over the management and conducted major changes in the company. Ryanair followed the low cost-low frills concept and reduces the routes from 19 to 5 by The company increased the fleet to 21 over the next 6 years and remarkable increase in passenger traveled in Ryanair due to its low pricing policy.
European regulation restricted Ryanair to take advantage to implement low pricing policy. Ryanair took full advantage in open new routes in Continental Europe due to deregulation of European Union air transportation regulation.
Ryanair established routes by and hubs established around the continent in London, Glasgow, Brussels, Frankfort, Milan, Now Ryanair is the most profitable and key players in the European budget airline market. Identifying low cost airline's critical issues and core problem.
Before heavy restriction imposed by the individual countries to protect their national airlines. Towards deregulating industry Ireland and UK signed bilateral agreement. In EU also deregulate the industry and any European airline can operate anywhere within the Europe.
Ryanair benefited by this move. Subsequently EU introduces competition law which it prevent taking state aid and commission. Also any airline having dominant position in the market should not abuse the dominant position. Major travel agents and major commercial airlines operators own charter flights.
Small flight operators like Virgin Express has become franchise to major flag carriers. The independent airlines become franchise to major flag carrier. Ryanair and easyjet have to compete with each another as low cost budget carriers. Budget carriers cost structure doesn't allow these airlines to compete successfully on short-haul routes.
Ryanair eliminated traditional secondary service and take this opportunity to earn profit by charging fee for every in-fight service and other traveling expense as travel insurance, car hire, and internet.Jet Blue Airways Corporation is a low-fare, low-cost passenger airline that serves point-to-point routes between 22 destinations in 11 states and Puerto Rico.
The Company focuses on serving underserved markets and/or large metropolitan areas that have higher than average fares. Southwest Airlines Is a low-cost/low-fare airline.• Their concept is attract passengers by flying convenient schedules, get passengers to their destination on time, make sure they have a good experience, and charge fares competitive with travel by automobile.•.
Southwest Airlines Success: A Case Study Analysis. The airline ’ s new pr esident Management & Research and its content may not be copied or emailed to multiple sites or posted to a. Organizational Research: Southwest Airlines. slogan "The Low Fare, No Frills Airline" and this strategy has indeed increased the number of customers patronizing the services of the.
Southwest Airlines Success: A Case Study Analysis example of a pioneer in the low-cost airline industry. higher level informative course to postgraduate management learners of an.
Nov 21, · “This shows you how little we have to do to run the airline,” says Mr. Van de Ven. are threatening Southwest’s dominance in the low-fare trade.
market, charge attractive prices and.