Scenario Analysis of Thailand IBMS403/404 0810937 Chenchen Chen 0810992 Yuan Cui 0823155 Cherry Liu 1 Content Table & Figure ............................................................................................................................................ 5 Chapter 1 business idea............................................................................................................................3 Step 1 Deciding on the company’s competitive advantage...........
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TASK 2 - SWOT ANALYSIS A SWOT analysis is a study which can be undertaken in order to identify an organisation’s‚ product’s‚ or service’s internal Strengths and Weaknesses‚ and also its external Opportunities and Threats. A SWOT analysis focuses on the micro environment of one of the above entities‚ i.e. “factors which the organisation has some control over”. – Business Management Course Text‚ AIT Ireland (2013-20134). SWOT ANALYSIS OF RYANAIR Strengths Weaknesses Lowest Cost Base of any
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Report: An Analysis of Ryanair’s business environment Introduction: Ryanair is Europe’s leading low cost airline. It currently operates over 1600 flights per day to 180 destinations in 29 countries. It has achieved this through developing and marketing itself as Europe’s only ultra-low cost carrier (ULCC). This has seen its profits rise by 13% for the fiscal year ending 2013 to over €569million and its passenger traffic grow by 5% to over 79.3 million people‚ this being in spite of an increase
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- Dec 2011 Z0928183 INTRODUCTION Ryanair was founded in 1985 with only two aircrafts and a single Dublin-London route . By 2010 Ryanair had transformed itself into Europe ’s leading low cost airlines with 232 aircrafts flying to 153 destination. Ryan Air ’s strategic objective has been to offer the lowest possible air fare to its passengers and strive towards becoming europe No.1 Low Cost airlines. In this paper we will explore and analyze Ryanair ’s competitive position‚ strategic capabilities
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Ryanair was established by the Ryan family with a staff of 25. Its first route was launched in 1985 with a 15-seat aircraft ferrying passengers between Waterford in Ireland and London. In 1986‚ Ryanair launched its route from Dublin to London to challenge British Airways and Aer Lingus‚ the two dominant airline carriers on that route‚ by offering fares at lower prices. With two routes in operation‚ Ryanair carried 82‚000 passengers in its first full year of operation. By 1993 Ryanair has carried
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Master’s thesis M.Sc. in EU Business & Law An analysis of the European low fare airline industry - with focus on Ryanair Student: Thomas C. Sørensen Student number: 256487 Academic advisor: Philipp Schröder Aarhus School of Business September 13‚ 2005 1 Table of contents 1. Introduction 1.1. Preface 1.2. Research problem 1.3. Problem formulation 1.4. Delimitation 6 6 7 7 2. Science and methodology approach 2.1. Approaches to science 2.1.1. Ontology 2.1.1.1. Objectivism 2.1.1.2. Constructivism
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Strategies 2.2 CSR Challenges and Issues 2.3 Summary of Key CSR Elements 3. Ryanair CSR Audit 3.1 Company Background 3.2 CSR Audit of the company 4. Analysis and discussion of the company CSR performance 5. Strategies CSR recommendations for the company 6. Conclusion 7. References Executive Summary Aim of this study This study is to analysis the selected airline business environment and Corporate Social Responsibility (CSR) program implementations
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Introduction Ryanair is an airline with the straight of low fare. Ryanair operate over 1500 flights per day from 51 bases‚ across 28 countries. The firm has over 1‚500 routes‚ connecting 168 destinations. Ryanair has 290 new Beoing 737-800. They plan to buy a further 13 new aircraft. Ryanair has the average youngest aircraft group in the Europe. The firm runs with more than 8500 employees. First part of the report is analysing the external environment of airline industry through the model of
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Ryanair value chain analysis Ryanair strongly manages and forms relationships with various suppliers e.g. Boeing and food/beverages etc‚ to ensure goods are received of requirement standards and on time in-order to add value through out its value chain. In addition to this by forming strong relationships with Boeing‚ they are able to obtain spares and maintenance on favorable terms reducing costs‚ thus offering lower prices to passengers and safer flights (adding value). In-order to add
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1. Strategy of Ryanair Overview of the Company Ryanair started in year 1985 with only 57 staff members and with one 15 seater turboprop plane from the south of east of Ireland to London-Gatwick which carried 5000 passengers on one route (Harrison‚ 2002). In 1986‚ inspired from the story of David and Goliath the company go after the big guys for a slice of the action and end up smashing the Aer Lingus or British Airways high fare cartel on the Dublin-London route. The staff increased
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