History ATR-42 in 1991 Ryanair has grown since its establishment in 1985 from a small airline flying a short hop from Waterford to London into one of Europe’s largest carriers. After the rapidly growing airline was taken public in 1997‚ the money raised was used to expand the airline into a pan-European carrier. Revenues have risen from €231 million in 1998‚ to €1843 million in 2003 and €3013 million in 2010. Similarly net profits have increased from €48 million to €339 million over the same
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ANALYSIS OF RYANAIR LTD. IN EUROPE OBJECTIVE The objective of this report is to The aim of this report is to analyse Ryanair using appropriate economic tools and models such as Structure- Conduct- Performance Model‚ Porter’s Five Forces and PESTEL Analysis. Recommendations will then be provided based on the analysis. INTRODUCTION TO RYANAIR Ryanair is an Irish airline founded in 1985 by Tony Ryan who teamed up with Christy Ryan and Liam Lonergan to set up the airline (Creaton 2004). The company
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COMPANIES KEY RESOURCES AND COMPETANCIES 6 5 MARKET ANALYSIS 8 5.1 Market Choice 8 5.2 Consumer Analysis 9 5.3 Competitor Analysis 10 6 MARKET ENTRY MODE: FACTORS TO CONSIDER 11 6.1 Internal Factor’s 11 6.2 Desired mode characteristics 11 6.3 Transaction – specific factors 12 6.4 External factors 12 7 MARKET ENTRY STRATEGY 14 8 CONCLUSION 16 9 APPENDIX 17 9.1 PEST Analysis 17 9.1.1 Political/Legal 17 9.1.2 Economic 18 9.1.3 Socio Cultural 19 9.1.4 Technological
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Ryanair and the External Environment Executive summary This report explores Ryanair’s domain in relation to the external environment and outlines the concerns for the company within these sectors. The environmental uncertainty of Ryanair is dealt with and ways in which it can adapt to this uncertainty are outlined. This report also explores possible strategies for minimizing environmental uncertainty for the organisation. 1. Ryanair’s domain in relation to the external environment and sectors of
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Analysis For Ryanair Strategic Maneouveurs Business Essay The purpose of this report is to analyse Ryanair’s strategic position‚ in addition describing and evaluating its strategies between 2006 and 2010. The first part of the report will include PESTEL‚ SWOT and Porter’s five forces to evaluate the most important factors that affect Ryanair’s strategic position. Furthermore‚ at the second part‚ Ryanair’s corporate and business level strategies will be analysed and evaluated. The Ryanair airline was
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threat for Ryanair: Strategic changes that are required when a leadership shift takes place in the company Ryanair Ltd. Airside Business Park Dublin‚ Ireland Delivery Date: September 26‚ 2014 Executive Summary In order to understand what strategic organizational changes are required in the case of leadership shifts‚ the position and importance of Ryanair’s current leader was firstly determined. Michael O’Leary is an outstanding transformational manager‚ who leads Ryanair with an assertive
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BackgroundThe subject of this report is Ryanair - the first Low Cost Carrier in Europe - which was founded in 1985 (Ryanair.com History 2008). The firm began operations with a staff of 25 and a single 15-seat airplane flying between Waterford and London. In 1986 Ryanair received permission to begin flying four flights a day on the Dublin-London route. In doing so‚ they challenged the monopoly of British Airways and Aer Lingus with fares that were much lower. Ryanair’s strategy was to offer simple‚ low-cost
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Westpac B a n k i n g Corporation International Marketing Entry Strategy Report prepared by: Jean Diaz Due date: 09/06/2011 La Trobe University- Bendigo Semester 2 International Marketing Entry Strategy Table of Contents Executive summary Introduction Company and product background Provide an analysis of the business and product performance Company objectives and corporate strategies What is the product and needs does it satisfy? 1 2 3 3 4 6 7 7 10 12 14 15
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Case 5 - A Dogfight over Europe: Ryanair Key Issue: The key issue in this case is that Ryanair’s competitive advantage is based on offering customers an easy-to-imitate low price. While it may be operationally effective‚ they have no strategic positioning. Supporting Arguments: Ryanair’s low prices were not a strategy to gain market share. They were simply out of necessity to stay afloat as their sales plummeted. However‚ as their prices dropped to increase sales‚ they did manage to generate
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Ryanair Case Analysis 1. Porter’s Five Forces Analysis Substitute: In this industry‚ there are high substitution power because if one airline decides to raise prices then customers are going to switch to a cheaper airline company. The majority of passengers are price sensitive and have the option of taking other forms of transportation such as the rail or ferry. Customers are willing to travel longer if they can pay for a cheaper fare. The round fare for ferry and rail is 55
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