regional airports. It operates from more than 40 bases‚ including airports in Belgium‚ France‚ Germany‚ Italy‚ Spain‚ and Sweden‚ as well as in Ireland and the UK. The carrier maintains a fleet of about 270 Boeing 737-800s. Ryanair holds a 29% stake in Aer Lingus and has launched several unsuccessful bids to acquire the rival Irish airline. 1. Staff It is important to have highly trained staff on the plains and on the ground as well. It does not only mean that they complete their tasks well but they
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Financial comparison of Ryanair and British Airways Aviation Finance 12CVC062 Balázs Baumgartner (B015926) 10/12/2012 Table of Contents Review of Ryanair’s and British Airway’s current financial situation ........................................................ 2 Liquidity ..................................................................................................................................................... 2 Performance and earning ........................................
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Chapter 2 Characteristics of the Airline Industry The real difficulty in changing any enterprise lies not in developing new ideas‚ but in escaping from the old ones. John Maynard Keynes 2.1 Introduction In recent years‚ the European airline industry has exhibited impressively dynamics. The sector has gone through a drastic change on both the supply and the demand side. Unlikely in other industries‚ the driving forces governing the recent changes do not depend mainly on technological factors
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Supplier ’s Bargaining Power : HIGH Entire fleet is made up of Boeing aircrafts. Fuel prices are fluctuating. Regional Airports can increase the fees. Internal Rivalry : HIGH Highly competitive Low Cost market with Easyjet‚ Aer Lingus‚etc. Easy to imitate the Low Cost model by a Full Service airline. PESTEL ANALYSIS; Political: HIGH Political stability within europe but risk of tighter regulations. Airport Security restriction and enhanced passenger screening
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against the majority of shareholders. Articles give directors certain powers and shareholders cannot disregard these. But where NO SUCH POWERS ARE GIVEN‚ then shareholders can direct members to do or refrain from certain acts. Case Law: Ryanair V aer lingus 2011 – owned 30%. Directors refused to table resolution. Held: Directors had ultimate authority. Members resume control when: No capable directors can act. (no official directors‚ directors become deadlocked‚ refuse to discuss business matters
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Market-Orientation During the past decade‚ market orientation has received considerable attention from both academics and practitioners. This trend reflects both a long standing neglect of construct‚ (Webster‚1988‚ Kohli and Jaworski 1990) and a widespread acceptance of its importance (Houston‚ 1986‚ Webster‚1988‚ Kohli and Jaworski 1990). Building on the initial research by inter alia Kohli and Jaworski (1990)‚ Narver and Slater (1990) Deshpande et al (1993) significant progress has been made in
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JetBlue Case Analysis Executive Summary JetBlue airline was founded by David Neeleman who is a Brazilian born entrepreneur. His goal was to single handedly create a unique airline that was innovative for the current market. The low fare airline was designed for customers who needed to travel at affordable prices‚ and which would essentially create a new strand of business. Named JetBlue‚ Neeleman’s airline originally traveled to various cities around the United States‚ but has recently entered
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Ryanair Ryanair is one of the largest and still fastest growing low-fares airline companies in Europe. Led by CEO Michael O’Leary‚ a diverse board of directors‚ and an experienced top management‚ Ryanair has been very successful following a cost leadership strategy‚ partially achieved by a “no-frills” service strategy. External influences such as the European economic crisis‚ aviation deregulation‚ and rising oil prices have created opportunities or threats to Ryanair‚ and internal weaknesses such
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Prepared For G.Maher Prepared By Antoinette Keenan Class Business & Computers 1 Assignment 1/Organisation Study Date December 12th‚ 2013 Table of Contents Page Cover Page 1 Disclaimer 3 Introduction 4 Forms of Business 5 Chosen Organisation 8 Organisational Structure Chart 9 Organisation Structure Defined 10 Organisation Departments 10 SWOT Analysis 13 PEST Analysis
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Michael O’Leary took over as Chief Executive at Ryanair‚ a small Irish airline which had been founded as Guinness Peat Aviation in 1985 (Creation‚ 2004). Both started life in competition with major national flag carrier airlines (British Airways and Aer Lingus respectively) and grew to be major challengers to these established companies. As they grew‚ their scale of operations brought them into competition with a much larger number and range of airlines operating from the UK: Branson’s Virgin Atlantic
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