far? 2. Is Ryanair’s strategy sustainable? 3. Would you recommend any changes to Ryanair’s approach in changing environmental circumstances? Does the proposal to introduce long-haul flights make strategic sense? 4. What should Ryanair do with Aer Lingus if its third takeover bid succeeds or with its holding if it fails? Tutorial 3 is specifically designed for the preparation of the GBE assignment. Therefore‚ the attendance is mandatory. All registered students are assigned to groups in their tutorial
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RYANAIR LIMITED RYANAIR LIMITED SUBMISSION TO THE COMMISSION FOR AVIATION REGULATION ON THE DETERMINATION OF AIRPORT CHARGES 27 MARCH 2001 Table of Contents 1. Introduction 2 2. Background on Ryanair 5 3. Background on Aer Rianta’s Charging Policy 9 4. Key Issues 14 5. Comments on the Statutory Background 15 6. Submissions on Questions raised 20 Confidential Annex (Separate Document) - WITHHELD 1. INTRODUCTION This paper sets out Ryanair’s submissions on the determination of airport charges by the
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Recent measures taken by the firm to achieve efficiency. (Distinguish carefully as between different economic notions of efficiency in your answer). Glanbia plc is an international dairy and nutritional ingredients group headquartered in Ireland. The company has 4‚500 employees in seven countries and sales offices in a further five. International operations include food ingredients and nutritionals while Irish operations incorporate consumer foods and agribusiness and property. The group has three
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ranging from [pic]0.99 to [pic]199.99 (excluding government taxes and passenger service charges). Ryanair’s competitors generally do not operate a one-way pricing policy‚ so direct comparison is not possible‚ but current round-trip fares on Aer Lingus‚ Ryanair’s largest competitor on the LondonDublin route‚ for travel in September 2004 were [pic]82.27 for economy restricted return tickets‚ [pic]218.27 for economy flexible return and [pic]353.75 for business class tickets. In July 2004‚ Ryanair
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million passengers every year. But Ryanair was not always so successful. Entering the market in early 1985‚ its early aim was to provide an alternative low-cost service between Ireland and London to the two market leaders. British Airways and Aer Lingus. Ryanair chose this route because it was expanding in both the business and leisure sectors. However‚ the airline business is marked by economies of scale and Ryanair then‚ with a small fleet of all old-fashioned aircraft‚ was no match for its
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Strategic Role of Information Systems in an organization. Information Systems (IS) Information Systems is systems comprising of people‚ processes and technology to process data into meaningful and interpretable information. This system aims at assisting management and business operations in making business decisions and support business processes. There are various types of information systems‚ for example: transaction processing systems‚ decision support systems‚ knowledge management systems‚ learning
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IBERIA CASE STUDY Iberia was founded on June 28‚ 1927 by Horacio Echeberrieta. It was not only Spain’s first airline‚ but also the first to fly between Europe and South America (as of 1946)‚ the first to establish a walk‐ on air shuttle service (between Madrid and Barcelona)‚ and the first in Europe to offer an international frequent flyers customer loyalty programme (Iberia Plus). In 2001‚ on April 3‚ Iberia’s privatization process was completed‚ when its shares were listed for the
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URL:http://www.investopedia.com/terms/o/organicgrowth.asp [Accessed 20 December 2008] • KEEFE‚ L.‚ 2004. Encouraging employee communication [online]. Available at: [Accessed 4 January 2009] • MANAGE 12‚ 2009 • REUTERS‚ 2009. Ryanair rebuffed by Aer Lingus investors [online]. Available at: [Accessed 7 January 2009] • REYNOLDS‚ T.‚ J.‚ 2006. Methodological and strategy development implications of decision segmentation. Journal of advertising research. December. • THOMPSON‚ J.‚ L.‚ MARTIN‚ F‚ 2005
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Each company in this directory is categorised under the following sector divisions: AEROSPACE IRELAND DIRECTORY / MRO Centres Airframe & AERO Engine / Airline operators/fleet operators / leasing & financial services / Airports / Research & A MRO Centres Airframe & AERO Engine B Airline operators/fleet operators C leasing & financial services D Airports E Research & development F original equipment manufacturer G sub supply goods H international services development / original equipment manufacturer
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2nd tier airports. 4. Marketing objective: Acquisition-Stimulate demand with eye on stealing share from flag European carriers. 5. Target market was fare conscious customers who otherwise wouldn’t have travelled by air. 2. How do you expect Aer Lingus and British Airways to respond? There could be 4 ways to respond: 1. Start price war with Ryanair by immediately reducing AL and BA prices: unsustainable due to high overheads. 2. Gradual cost cutting (staff reduction‚ less customer service
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