Ryanair is considered to be the largest low fares airline in Europe. They have over 800 low fare routes across 26 different countries‚ so this gives you an indication as to the scale of this employer. Despite being a low budget airline‚ they are anything but budgeted when it comes to their staff. With real incentives and genuine opportunities for career progression‚ staff at Ryanair are valued for the hard work they do in helping to run one of the most successful budget airlines in the world. With
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Ryanair’s average flight represents just 442 miles which is the equivalent of average length of passenger haul. This is a relatively small number that can be explained by the fact that Ryanair does not offer transatlantic flights‚ but focuses exclusively on routes between Ireland‚ the UK and Continental Europe. If one divides the number of employees at period end by the employees per aircraft served at period end one receives the number of airplanes‚ in this case 41‚38 airplanes. Furthermore one
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Current Ratio Interpretation From the calculation of the current ratio it is evident that the company’s current ratio for the year 2010 is 1.30:1 ‚2011 is 1.80:1‚ 2012 is 1.54:1 and 2013 is a 1‚53:1‚ that is company’s current assets in year 2013 was Rs. 1.53 for every 1Re of current liability‚ while in the year 2012 the current asset was Rs 1.54 Re of its current liability‚ while in the year 2011 the current assets was Rs 1.80 Re of its current liability‚ and while in the year 2010 the
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DogFight over Europe: Ryanair Global Business Strategy What is your assessment of Ryanair’s launch strategy? Is it sensible? Will it succeed? We believe that Ryanair’s launch strategy was successful and we will justify this statement with information that was provided in the Ryanair’s case. To begin with‚ Ryanair airline was not that hard to establish for Cathal and Declan Ryan because of the capital that Ryanair’s founders managed to get from their father‚ Tony Ryan‚ who was a co-founder of
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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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Current Ratio 2012 (‘000) 2013 (‘000) (Current Asset)/(Current Liabilities) (Current Asset )/( Current Liabilities) = (RM 308‚510)/RM161‚786 = RM337‚728/(RM 222‚768) = 1.91 : 1 = 1.52 : 1 The table above shows that Dutch Lady has a decreased
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Team A Ratio Analysis Memo Liquidity Ratios section Current Ratio A company must consider current ratios when determining the Liquidity ratios; this is because a current ratio is used to determine what the company liquidity and their ability to pay the companies short term debts back. The current ratios are figured out by talking the company’s current assists and dividing them by their current liabilities. In order to become a ratio it must be taken by x: 1‚ x is the current assets for every dollar
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MGT 472; Strategic Mgt. Ryanair Case Study 1.) What are the characteristics of the European aviation environment at the time of the case? (20 points) When Ryanair was established in April of 1986‚ there were many factors to consider in order to properly assess their current environment. In order to attain a firm grasp of their current atmosphere‚ we must delve deeply into its external‚ general‚ industrial‚ and competitive facets. European aviation at the time was dealing with different
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report outlines the analysis of two low-cost airlines performance in Europe‚ namely easyJet PLC and Ryanair Hldgs during their financial year between 2006 and 2008. It examines the companies’ portfolio‚ future prospects and competitors to analyse the threats and opportunities facing their business. In conclusion‚ there is a recommendation whether to invest on easyJet and/or Ryanair’s shares. II.FINANCIAL AND NON-FINANCIAL RATIO ANALYSISIn terms of the completed financial analysis‚ there are several
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the business environment. Ryanair operates in a very competitive market with in Europe. Considering the current economic climate this market has become increasingly more competitive with a far greater emphasis on value for money. It is evident from Ryanairs records that they hold a competitive advantage in their area of business. This is proven from the profitability percentage which is close to 15% considering the average figure is 3%. This is achieved by Ryanairs low cost business module. CEO
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