Table of Contents Introduction 5 Step 1: Identification of the main problem 5 1.1 Summary 5 1.2The strategic development of Ryanair 6 1.3 The main problem and resulting questions 8 Step 2: Gathering the facts 9 2.1 Environment 9 2.1.1. Macro environment 9 2.1.2 Meso environment 11 2.2 Strategic capabilities 13 2.3 Competitive strategy 14 2.3.1 Robustness 14 2.3.2 Cost efficiency 15 2.4 Economical information 16 2.5 Expectations and purposes 18 2.5.1 Stakeholders 18 2.6 Overview derived facts: SWOT
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Analysis For Ryanair Strategic Maneouveurs Business Essay The purpose of this report is to analyse Ryanair’s strategic position‚ in addition describing and evaluating its strategies between 2006 and 2010. The first part of the report will include PESTEL‚ SWOT and Porter’s five forces to evaluate the most important factors that affect Ryanair’s strategic position. Furthermore‚ at the second part‚ Ryanair’s corporate and business level strategies will be analysed and evaluated. The Ryanair airline was
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Conclusion | 9 | References | 10 | Word Count: 2061 Introduction Ryanair was founded in 1985 by the Ryan family‚ which was headed by Tony Ryan. It was the first budget airline in Europe‚ modeled after the successful US carrier‚ Southwest Airlines. It was founded to provide scheduled passenger airline services between Ireland and the UK‚ as an alternative to then state monopoly carrier‚ Aer Lingus. At the beginning‚ Ryanair was a full service conventional airline‚ with two classes of seating‚
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Strategy Introduction Ryanair is an airline company‚ which is well known for its low cost airline service across Europe. Christy Ryan‚ Liam Lonergan and note Irish businessman‚ Tony Ryan‚ founded the company in 1985 in Ireland (with a share capital of only £1 and 25 employees according to Business-market.com). Ryanair was restructured in 1991 by Michael O’Leary. He reported revenues of €3‚629 Billion for the fiscal year of 2011‚ bringing profits of €374‚6 Million‚ leading Ryanair as on the oldest and
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Ryanair’s average flight represents just 442 miles which is the equivalent of average length of passenger haul. This is a relatively small number that can be explained by the fact that Ryanair does not offer transatlantic flights‚ but focuses exclusively on routes between Ireland‚ the UK and Continental Europe. If one divides the number of employees at period end by the employees per aircraft served at period end one receives the number of airplanes‚ in this case 41‚38 airplanes. Furthermore one
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Australia. Australian Journal of Management 25(2)‚ 119-143 Slater‚ S Webster‚ F. E. Jr.‚ (1988) Rediscovering the marketing concept. Business Horizons 31 (May-June)‚ 29-39 Wrenn‚ B Ryanair‚ Available at: http://www.ryanair.com/site/EN/ Quinn‚ Eamonn.(2003) No competitors for Ryanair in Dublin‚ says Cassani Milmo‚ D.‚ 2006‚ Ryanair - the world’s least favourite airline‚ The Guardian‚ Available at: http://www.guardian.co.uk/uk_news/story/0‚‚1931403‚00.html
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Ryanair is considered to be the largest low fares airline in Europe. They have over 800 low fare routes across 26 different countries‚ so this gives you an indication as to the scale of this employer. Despite being a low budget airline‚ they are anything but budgeted when it comes to their staff. With real incentives and genuine opportunities for career progression‚ staff at Ryanair are valued for the hard work they do in helping to run one of the most successful budget airlines in the world. With
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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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Ryanair Contents Introduction 2 Case analysis‚ identification of key issues 3 Shareholder Prioritization 3 Alignment with environment and Resources 5 Competitive Advantage Reinforcement 5 Direction 6 Scope 7 Resources 7 Organization 8 Problem statement 8 Set of possible courses of actions 9 Standing seats 9 Only one toilet in every aircraft 10 Slim staff‚ smaller magazines‚ and less ice cubes 10 New technology for gutter oil to reduce fuel costs 11 New routes flights and additional
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and core competences. With using Ryanair as an industrial example‚ this essay would talk about how important strengths and weaknesses are to be used in designing strategy. Ryanair was founded in 1985 by Tony Ryan who already died in 2007. It was originally a full service airline and turned into a low-cost carrier in 1990s. Ryanair used a series of cost-cutting policies to attain to the target as its mission statement (Ryanair Annual Report‚ 1999): “Ryanair will become Europe’s most profitable
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