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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Individual report (20%): What are the strategic choices for Ryanair? a) The choice of business positioning relative to competitors. b) The choice of strategic directions to pursue. c) Evaluate the reactions of key stakeholders regarding the strategy of Ryanair bid for Aer Lingus. -The business report should be précised. - Length is 2‚000 words (1‚800 to 2‚200) plus 10% deviation. Too brief or too long will be penalized. You need to indicate the words count at the front page of your report.
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Do a five forces analysis of the airline industry in 1999 with the information available in the case study - Threat of new entrants o Airport slot availability • There is limited access to airport slots as national airlines had access to the best slots in the major airport hubs and new entrants to the market would only have little success as they would be given none or off-peak slot allocations at the airports • So-called grandfather rights at certain airports. • For instance in Heathrow
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Ryanair Marketing Mix Product or Service. - Low cost‚ no frills air travel to European destinations. - No free food or drink onboard. You buy them onboard‚ or you don’t. You can take your own food and drink. - The company has deals with Hertz car rental‚ and a number of hotel businesses‚ phone cards and bus tickets. Ryanair takes a commission on ’up selling’. About 16% of profit is made this way. Price - Ryanair has low fares. -70% of seats are sold at the lowest two fares. 30% of seats
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COMPANY PROFILE Ryanair Holdings (Ryanair or ‘the company’) operates low fare scheduled passenger airline serving short haul‚ point to point routes between Ireland‚ the UK‚ and Continental Europe‚ as well as Morocco. It is headquartered in Dublin‚ Ireland and employs about 8‚560 people. The company recorded revenues of E3‚629.5 million ($4‚796.7 million) during the financial year ended March 2011 (FY2011)‚ an increase of 21.5% over FY2010.The operating profit of the company was E488.2 million ($645
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STRATEGY Ryanair case What is your assessment of Ryanair launch strategy? From my point of view‚ the strategy implemented by Ryanair was perfect because it is focused on capturing those passengers who have the price as the main criterion in choosing the mean of transport. There is a wide difference between the fare of the air companies with the ferry or rail giving rise to another variables‚ as comfort or no time‚ do not influence by the time of the decision-making. However‚ Ryanair managed
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9/21/2013 Modeling Credit Value Adjustment FX Forwards and Currency Swaps Alexi Carlos and Zedrick Torres Introduction This paper is concerned with the generalization of the Credit Value Adjustment (CVA) equation for FX Forwards and Currency Swaps. In addition‚ a model for CVA using Visual Basic for Applications (VBA) in Microsoft Excel will be presented. Counterparty credit risk (CCR) is the risk that the counterparty to a financial contract will default prior to the expiration
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Table of Contents TOC \o "1-3" \h \z \u INTRODUCTION PAGEREF _Toc400385288 \h 2INBOUND LOGISTICS PAGEREF _Toc400385289 \h 3OPERATIONS PAGEREF _Toc400385290 \h 3OUTBOUND LOGISTICS PAGEREF _Toc400385291 \h 4MARKETING AND SALES PAGEREF _Toc400385292 \h 4SERVICES PAGEREF _Toc400385293 \h 5Summary of strengths and weakness’ PAGEREF _Toc400385294 \h 5LVMH – Firm infrastructure PAGEREF _Toc400385295 \h 7COMPETITIVE ADVANTAGE PAGEREF _Toc400385296 \h 7STRATEGIC CAPABILITIES PAGEREF _Toc400385297 \h 8Upstream
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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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focused on a S.W.A.T. analysis on Ryanair‚ was fully based on internet web sites. For full information‚ refer to the bibliography at the end of he report. 3. Findings 3.1 Strengths a. Leadership in the low-cost sector • “Ryanair was Europe’s original low fares airline and is still Europe’s largest low fares carrier. Currently the company carries over 35m. passengers on 325 low fare routes across 21 European countries”( Ryanair). As a matter of fact Ryanair is currently the largest low-cost company
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