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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low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies. The key elements of Ryanair’s strategy are: Low Fares. Ryanair’s low fares are designed to stimulate demand‚ particularly from fare-conscious leisure and business travelers who might otherwise have used alternative forms of transportation or would not have traveled at all. Ryanair sells seats on a one-way
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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‚
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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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PR Corporate Communications Proposal : Ryanair Module Code: MC6002 Module Title: Corporate Communications and Strategy Individual Project: Corporate Communications and Strategy Plan (70%) Prepared for: David Longbottom and Emmanuel Ohohe Prepared by: Donike Pacarada Student Number: 11008902 11th April 2014 Individual Project: Corporate Communications Strategy and Plan (70%) Table of Contents 1.0 Abstract 2.0 Executive Summary 3.0 Situation Analysis 3.1 Macro Environnent 3.1.1- Swot Analysais
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Sun Yat-Sen University Strategic Management Professor: Richard Lihua Individual Reflection Date:April 13‚ 2013 Student: Wu Yanfei (12211208) 1 目录 1. Knowledge Reflection ........................................................................ 3 2. Individual Experiences on Strategic Management Reflection ............. 6 3. Future Expectations ........................................................................... 7 2 1. Knowledge Reflection Strategic Management is the
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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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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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Europe. The market share leader is Ryanair. Important competitors are EasyJet‚ Air Berlin and the two smaller airlines: Norwegian Airlines and Wizz air. Also Aer Lingus can be seen as a competitor‚ despite the share of Ryanair in the carrier. Due to the economic recession opportunities for budget carriers increased. By mid-2009‚ budget airlines accounted for over 35% of scheduled intra-European traffic. Different players on the low-cost airline market Ryanair is an low-cost carrier‚ positioned
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Business Strategy Prof. Sebastian Raisch Mr. Jonathan Schad MBA Session 2014 HEC University of Geneva RYANAIR- The Low Fares Airline: Whither Now? Student: Roi Lavi May 5th 2014 1. Evaluation of the Competitive Situation in the Industry1: 1/5 The Bargaining Power of Low-Fare flight ticket buyer is LOW-MEDIUM: The low cost airline company’s buyers are mostly individual passengers that book 99% of tickets by Internet‚ without agents or other third parties and thus there is no dominant
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