British Airways And Ryanair And The Airline Industry

This report will be discussing strategic management to a company in the airline industry. This report will examine a chosen company’s strategic management and outline the stages. Strategic management is analyzing the situation facing the firm, also on the foundation of analysis formulating a strategy and lastly implementing strategy. Strategic management is the identification and the description of strategies that can be used by managers so as to attain better

As can be understood from the analysis given below, if British Airways can cut it’s staffing by 25%* and increase it’s utilization to 90% from 60%, it shall be able to reduce the prices significantly to I£104, still I£6 more than Ryanair. As British Airways is a renowned market leader, people would be inclined to travel by British Airways by paying the I£6 extra than by a relatively unknown carrier Ryanair. Also, such a reduction in tariff on all of BA’s routes might not be necessary. It can very well position separate flights/routes for this rate so as to offset any reduction in utilization through profits in other routes.

After researching and went through many articles which were published on the Ryanair Airline in Europe. To me, the online resources are more utilized as book resources which can be dated back to 20th century or more. The article 's which I read gives different facts and the information on marketing strategies which were used by the Ryanair Airline. Many of the contents are related to the work which I learned from this course on Airlines, and Airline Management and Marketing. The Ryanair Airline is known for its ' low airfare and consistent profitability and rapid growth. I think, the main goal for the Ryanair Airline is to provide low airfares for their customers and give high level of service, most of Ryanair passengers get excellent

The strategic plan of Ryanair has been to establish itself as Europe’s leading low-fares airline.” Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.” (www.ryanair.com)

The objective of this research paper is to describe how the 21St Century utilized concepts , such as corporate social responsibility in relation with triple bottom line, to shift the airline industry into becoming a forward-thinking industry embedding sustainability into their core of business operations to create shared value for business and society. I will define corporate social responsibility and areas of social responsibility in the airline industry at the beginning of the paper and proceed with how it ties into the bottom line concept. Next, I will give brief examples of airlines such as JetBlue Airways, and British Airways how they apply these concepts into their mission. In conclusion, I will express my own thoughts about how different generations based their purchases and career decisions on these concepts.

The scope of this report involves carrying out an investigation and study of the strategic development of Air New Zealand. Analysis of the external and internal environment will be carried out in order to provide relevant information pertaining to the organisation’s level of success. Further identification and analysis of the international dimensions of the nonmarket, corporate, business and competitive strategies of Air New Zealand will be carried out in assessing the performances of strategies and factors pertaining to their level of success. Various recommendations that are important to the short, medium and long-term success of the airline will also be discussed. This report also discusses the business strategy used and the factors that contributed to the organisation’s success or failure.

In an interview Adam Carson, BA CityFlyer’s managing director had said that they started just as a business but then they listened to their customers and expanded their business. The key to their success is by satisfying their customers and expanding on their choice of destination. They have also added more airports for more flights to take off and for customers to travel easily. (2017, NA).

The organizational chart of the company is relatively flat and the executive management team plays a large role in the company. There are few layers between this team and the frontline employees and the executives often communicate through technology assisted mediums so that they can reach the large employee base. The executive management team is an important stakeholder and sets the vision for the company's

In ‘Competitive Strategy’ Porter introduced the concept of generic strategies – differentiation, cost leadership and focus (Harvard Business Review, 2011). Using these possible alternative strategic positions to analyse AA and AWE, they clearly fall under the focus strategy; neither was a cost leader in their field, nor did they differentiate their product significantly from other Legacy competitors. They both targeted their business model at the whole market of airline travelers, catering to all classes of the market and delivering a similar product.

British Airways has focused its mission and objectives towards satisfying its key stakeholders that include employees, customers, Government and the British public. The company has been successful in dealing with cultural differences that arise between the UK and foreign countries, adopting a geocentric approach to hiring workers. The airline has also created a flexible organisation that responds quickly to the changing needs of

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

The aim of this report is to carry out a strategic analysis of Ryanair. This will involve investigating the organisation’s external environment, to identify opportunities and threats it might face, and its strategic capability, to isolate key strengths and any weaknesses that need dealing with. Finally, a SWOT analysis will be carried out to assess the extent to which Ryanair’s strategies are suitable to what is happening in its task environment.

Ryanair will be always known as a revolutionist of the Airline industry in Europe. Ryanair became Europe's first low-cost airline in the late 1990’s. It has continued to develop and has cemented its place as Europe's most profitable. It has achieved this by develop new strategies that has given them a competitive advantage over their rivals. Competitive advantage can be defined as strategies, skills, knowledge, resources and competencies that differentiate a business from its rivals (Wang, 2009).

A SWOT analysis of Ryanair’s strategy with regard to its leadership and management by Michael O’Leary will help us understand if Ryanair can capture its projected market share and make a mark in the European airline industry.

The objective of this paper is to analyze the strategy of Singapore Airlines, its competitive advantage and how they implement such a strategy.