By Kuan Li
Chief executive Michael O 'Leary blamed weaker exchange rates, greater competition and the continued impact of austerity measures in Europe for decline. However, sources at other airlines queried Ryanair 's statement, saying they had yet to see similar signs (Thomas, 2013).In other words, that means the environmental impact of Ryanair is less than other airlines. At the same time also can know that Ryanair has strong actual strength.
The company recorded revenues of $6,051.5 million during the financial year ended March 2012, an increase of 21% over FY2011. The operating profit of the company was $941.7 million during FY2012, an increase of 39.9% over FY2011. The net profit was $772.5 million in FY2012, an increase of 49.6% over FY2011 (Marketline, 2013).
However, yet as Europe 's economic slump grinds on, even Ryanair is starting to feel the pinch of weakening travel demand. In September, the airline warned investors that net profit for its current financial year could fall below last year 's record $773 million as it scrambles to fill unsold seats. That would be the Ryanair 's first earnings decline in a decade (Clark, 2013).
Therefore, the purpose of this report is to research the environment of Ryanair by doing a PESTEL analysis and Porter’s 5 forces analysis, and put into effect a marketing strategy to address the problems of Ryanair. At last, stakeholders and customers should be considered into the strategy and how they apply to Ryanair.
1. The Background of Ryanair:
Ryanair is Europe’s only ultra-low cost carrier (ULCC), operating more than 1,600 daily flights (over 500,000 per year) from 57 bases, across 1,600 low fare routes, connecting 180 destinations in 29 countries and operating a fleet of 303 new Boeing 737-800 aircraft. Ryanair currently has a team of more than 9,000 highly skilled professionals, will carry over 81.5 million passengers this year and has an outstanding
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