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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Europe. The market share leader is Ryanair. Important competitors are EasyJet‚ Air Berlin and the two smaller airlines: Norwegian Airlines and Wizz air. Also Aer Lingus can be seen as a competitor‚ despite the share of Ryanair in the carrier. Due to the economic recession opportunities for budget carriers increased. By mid-2009‚ budget airlines accounted for over 35% of scheduled intra-European traffic. Different players on the low-cost airline market Ryanair is an low-cost carrier‚ positioned
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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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Business Strategy Prof. Sebastian Raisch Mr. Jonathan Schad MBA Session 2014 HEC University of Geneva RYANAIR- The Low Fares Airline: Whither Now? Student: Roi Lavi May 5th 2014 1. Evaluation of the Competitive Situation in the Industry1: 1/5 The Bargaining Power of Low-Fare flight ticket buyer is LOW-MEDIUM: The low cost airline company’s buyers are mostly individual passengers that book 99% of tickets by Internet‚ without agents or other third parties and thus there is no dominant
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opportunities‚ it is also essential to analyze the internal environment of the company‚ to identified the types of activities that form the production process. An analysis tool that helps identify what are the key activities of the production process of Ryanair and which are auxiliary or complementary is the analysis of the value chain (value chain). The value chain‚ in fact‚ lets to consider the enterprise as a system of value-generating activities. This value is defined as the price that the consumer is
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INTRODUCTION This critical review of the article of Briner‚ B and Conway‚ N (2006) "Protecting the psychological contract" will briefly consider the problem formulation‚ the place of the theory‚ methodology‚ Standard of analysis and presentation. The writers show that an employment contract is vital in the relationship between the employee and the organisation. That a psychological contract is as equally important but is less well known. They further highlight that the psychological contract
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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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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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low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies. The key elements of Ryanair’s strategy are: Low Fares. Ryanair’s low fares are designed to stimulate demand‚ particularly from fare-conscious leisure and business travelers who might otherwise have used alternative forms of transportation or would not have traveled at all. Ryanair sells seats on a one-way
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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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