Strategic Analysis on Ryanair
TABLE OF CONTENTS Introduction | 2 | Analysis | 3-7 | Problems | 7 | Solutions | 8 | Conclusion | 9 | References | 10 |
Word Count: 2061
Introduction
Ryanair was founded in 1985 by the Ryan family, which was headed by Tony Ryan. It was the first budget airline in Europe, modeled after the successful US carrier, Southwest Airlines. It was founded to provide scheduled passenger airline services between Ireland and the UK, as an alternative to then state monopoly carrier, Aer Lingus. At the beginning, Ryanair was a full service conventional airline, with two classes of seating, leasing three different types of aircraft. Despite growth in passenger volumes, by the end of 1990, the company faced a great conflict, disposing of five chief executives, and piling up losses of IR£20m. After getting through the conflict, the airline restyled itself to become Europe’s first low-fare, no-frills carrier, built based on the successful model of Southwest Airlines. Michael O’Leary, who was appointed by Tony Ryan, was made to lead the new management team.
Ryanair continued to outperform other airlines, especially in European market. In August 2006, an Air Transport World magazine announced that Ryanair was the most profitable airline in the world, based on its operating and net profit margins, on a per-airplane and per-passenger basis. The airline’s growth was remarkable, successfully increasing its profit over the years. In this report, the strategic analysis on Ryanair will be discussed further, including the SWOT, PESTEL and Porter’s Five Forces Analysis. Furthermore, the central problems identified and recommended solutions to the problems will be would be stated and examined.
Analysis In this analysis part, the strategic analysis on the case study of Ryanair would be evaluated. This analysis consists of three components, which are SWOT, PESTEL and Porter’s Five Forces Analysis. SWOT Analysis |
Word Count: 2061
Introduction
Ryanair was founded in 1985 by the Ryan family, which was headed by Tony Ryan. It was the first budget airline in Europe, modeled after the successful US carrier, Southwest Airlines. It was founded to provide scheduled passenger airline services between Ireland and the UK, as an alternative to then state monopoly carrier, Aer Lingus. At the beginning, Ryanair was a full service conventional airline, with two classes of seating, leasing three different types of aircraft. Despite growth in passenger volumes, by the end of 1990, the company faced a great conflict, disposing of five chief executives, and piling up losses of IR£20m. After getting through the conflict, the airline restyled itself to become Europe’s first low-fare, no-frills carrier, built based on the successful model of Southwest Airlines. Michael O’Leary, who was appointed by Tony Ryan, was made to lead the new management team.
Ryanair continued to outperform other airlines, especially in European market. In August 2006, an Air Transport World magazine announced that Ryanair was the most profitable airline in the world, based on its operating and net profit margins, on a per-airplane and per-passenger basis. The airline’s growth was remarkable, successfully increasing its profit over the years. In this report, the strategic analysis on Ryanair will be discussed further, including the SWOT, PESTEL and Porter’s Five Forces Analysis. Furthermore, the central problems identified and recommended solutions to the problems will be would be stated and examined.
Analysis In this analysis part, the strategic analysis on the case study of Ryanair would be evaluated. This analysis consists of three components, which are SWOT, PESTEL and Porter’s Five Forces Analysis. SWOT Analysis |
References: O’Higgins, E. 2007. Ryanair – the low-fares airline. In G. Johnson, K. Scholes, R. Whittington, eds. Exploring Corporate Strategy. London: Pearson, 2008, pp. 694-707.