Since deregulation, margins are decreasing and LCCs have entered the market. Passengers are price sensitive and business travelers’ major concern is flight schedule and then price. Other factors such as reliability, amenities and in-flight experience are sought by passengers. Demand is cyclical and changes with business cycles.…
“Impact of Low Cost Airline” Mercer Management Consultancy 2002 (cited in Kupka and Jamart, 2009).…
As the overhead cost for airlines has become higher over the last decade with rising fuel costs and fees, the cost is obviously transferred to the customer, just as with any other form of business. For example, in restaurants, the rising costs have lead to higher prices on the menu. In general, inflation has rapidly increased in most every industry, passing the cost to the consumer. However, airline travel is one service that is highly targeted as being unfair and unbalanced in our world of hard economic times. Many customers feel that the airlines have raised prices and kept fees in place even while fuel prices have lowered some.…
International Airlines Group like many businesses in the current economic climate has seen a dramatic change in the way they have to do business due to several social factors. The most prominent of the social factors is the alteration in consumer buying habits due to the recession, as many people have a lower amount of expendable income due to the rise in cost of living prices such as food and energy bills combined with lower wages and high level of unemployment. The reason that this makes this social factor the most severe for IAG is that while most businesses have to deal with this change a large part of the British Airways customer base is that of business clients. Therefore due to businesses looking to cut costs to help with lower revenues many are no longer willing to pay for employees to travel first class and turn to the budget airlines. For example BA released a statement to investors regarding the future of the business ‘What we have been living through in the last two years is the deepest downturn this industry has ever faced. The International Air Transport Association (IATA) is forecasting revenues for the industry as a whole will fall by 15 per cent’ (British airways, Q1, 2010).…
IntroductionThis report has been written in order to provide an environmental and competitive analysis of the low-cost airline industry sector from the position of Easyjet. It will give a brief history into Easyjet and the low-cost airline industry. It will analyse the internal strengths and weaknesses as well as the external threats and opportunities. Competitors will be analysed through the use of porters 5 forces model. Recommendations will be made for easyJet's marketing strategies for the next three years.…
Being the fourth largest airline in the U.S. and eighth largest in the world, Continental was perceived as one of the most efficiently run companies in the airline industry. Nonetheless, 2008 brought unprecedented challenges for Continental and the entire industry as the United States and much of the world was heading into a severe economic recession. Companies cutting deeply into their budgets for business travel, the highest yielding component of Continental’s total revenue, together with a similar downward trend from the leisure and casual sector, combined to sharply reduce total revenue.…
RyanAir stands out as it is the only low-cost carrier among the airlines examined. The strengths of this LCC compared to the “legacy carriers” such as Delta, United, and American is that the company serves only relatively short-haul routes throughout Europe which cost cheaper to operate and generally are not a huge loss in case of non-full flights. This allows for flight cost structure to be controlled easily and RyanAir has perfected the formula for offering cheaper flights to value-conscious consumers while realizing high margins for their flights. The disadvantages of RyanAir involve its network that is controlled in growth which only allows it to compete in the European market as opposed to the international market. The advantage of the legacy carriers compared to LCCs such as RyanAir involves the global network serviced by these airlines. American, United, and Delta are very strong not only domestically in the United States but internationally with service among 6 continents. The disadvantage of operating as many routes as a legacy carrier would is that profit margins would be lower as long-distance flights are less cost-effective than short-distance routes. On an investment standpoint, RyanAir should be a strong competitor in the market due to its business structure that allows it to maximize profits while maintaining a busy network…
Hurt by poor profits and scarred from likely terrorist attacks against the US due to the US involvement in the Iraq war, the airline industry finds itself on a bumpy course. In an effort to head off a drop in the number of passengers and rising costs for security , companies laid off staff and trimmed services. In an already intensely competitive market, the ¡°inevitable¡± industry wide shakedown will have far-reaching effects on the industry's trend towards expanding domestic and international…
When the airline industry getting mentioned negative thoughts and emotions rush to peoples’ mind. 9/11 was not too long ago causing a huge drop in revenues and putting many large companies to the brink of bankruptcy. High ticket prices as well as a plethora of additional fees continue to plague frequent air travelers. However amongst all the chaos and disarray, one company continued to show profits and wow its customers. Every year since 1973 Southwest Airlines has continued to be profitable where others have lost millions on dollars. This is due to the genius operating methods put into place that have stressed Southwest’s goals of having low operating costs, low fares, and customer-pleasing service.…
Nevertheless, lifting entry restrictions also altered the market structure at the industry, airport and route levels and led to re-organization of airline networks. According to the authors of the case, major carriers focused on serving nonstop long-haul routes and abandoned shorter point-to-point route systems and adopted the hub-and-spoke route system. Moreover, “carrier bankruptcy and collapse marked the early 1990s due to a recession, a doubling of fuel prices during the GolfWar in 1991, and excess capacity in the industry.” (Southwest Airlines Case Study, page 467) Additionally, macroenvironmental forces such as the “economic environment and disparate income distribution” (Marketing Management, page 79) among Americans during the recession helped create opportunity for smaller airlines to enter the market as “low-fare, low-frill” (Southwest Airlines Case Study, page 467) carriers, thus…
Southwest Airline’s total revenues for FY09, FY08, and FY07 were $10,350MM, $11,023MM (11.55% growth), and $9,861MM, respectively. A large percentage of these fluctuations in revenue can be explained in relation to passenger fares with FY09 average passenger fares of $114.61, FY08 of $119.16, and FY07 of $106.60. As the economy took off from 2007 to 2008, so did the fares which also increased Southwest airlines total revenue. The opposite holds true as we entered the deepest parts of the recession in 2009, and average fares declined. Southwest airlines also has positive net income, which is in contrast…
Ryanair airline wants to resolutely establish itself as the leading airline industry in Europe. The company is facing stiff competition from its rival companies and aims at achieving global advantage over its competitors. The strategies deployed by the company in the realization of its strategic objective include low fares which are aimed at stimulating consumer demand. This is in particular form the consumers who are fare-conscious and the business travelers who they would otherwise use other forms of transportation. The company imposes sales of seats on a…
This identifies the main micro-environmental influences by classifying them into six groups: Political, Economical, Sociocultural, Technological, Environmental and Legal. By applying this framework to Ryanair it is possible to summarise the key forces in the general environment (see appendix A) likely to present opportunities and threats to the organisation (Johnson &…
The previous Environment Minister Ian Pearson described Ryanair as the “irresponsible face of capitalism” (Cheapflights, 2007) after the company opposed plans to include airlines in an EU carbon trading scheme whereby CO2 emissions are to be cut by 60% by 2050. Ryanair chief executive, Michael O’Leary retaliated saying the Environment Minister “didn’t have a clue what he was talking…
emerged as a savior of the global air travel industry, driving growth and expansion. With…