Management Accounting Information Aids Managers

The main strategy of Easyjet is to be Europe’s preferred short-haul airline, delivering market-leading returns. Easyjet Corporate. (2015) Annual report and accounts 2015. [Online] [31st October 2016] http://corporate.easyjet.com/~/media/Files/E/Easyjet-Plc-V2/pdf/investors/result-center-investor/annual-report-2015.pdf

To gain a competitive advantage, most companies tend to implement a brand strategy. What makes easyJet stand out amongst its competitors is their image of a low-budget airline and no-frills services; this brand strategy is simple but strong. EasyJets’ whole company is recognised by their unique orange logo, this color also forms part of the uniform worn by their staff, which in turn is a strong recognised tool by the consumers.

With the BCG Matric analysis, we can argue that Easy Jet enjoys a viable competitive position because of its actual market growth. However, its prices have been compared with those of rival firms. This has clarified that Easy Jet emphasizes on being a low-cost carrier with no surplus in-flight services. Writers such as Quelch & Deshpande (2004, p. 71) argue that the Boston Consulting Group growth/share matrix has offered an opportunity to establish the market share of Easy Jet and the company's growth rate. In the context of the company's low cost market, it is clear that the market is still are still increasing. In addition, with the current fleet volume of 80 aircrafts, Easy Jet can serve 160 routes across Europe. Industry experts have associated such massive penetration with the rise in numbers of passengers and a relative rise in market share. Consequently, it is clear that the company has become a star. Nevertheless, Easy Jet must expand its market share for it to transform into a source of income after the decline of the market's growth rate. With respect to the company's Boston Consulting Group growth/share matrix analysis, we can claim that the cash flow of Easy Jet from operating activities have declined as well as the annual finances. Nevertheless, the acquiring firm's cash flow statement is the main area of focus (Butler &

easyJet's strong position in the key aviation markets of Europe supports the company in delivering

EasyJet was lunched in November 1995 with a fleet of two Boeing 737-300 aircraft flying from London to Glasgow and Scotland. Its mission was to offer low-cost airline service to the masses. This was successfully achieved by offering customers low fares with its no frill flights and adopting an efficiency-driven operational model; high brand awareness, maintaining a high level of customer satisfaction making it one of the leading low-cost airlines in Europe.

Capacity and forecasting is important operation decisions for easyJet as this creates and identifies activities within and outside the business to gain its greatest profitability .This approach allows easyJet to develop a cost per seat model comparison with competitor airlines. Seats are sold accordingly. Seat prices

The company mostly focuses on direct selling as a key part of controlling cost. It has the company’s URL painted on both sides of the Jets in its trademark orange. Easy Jet bases its idea on the principle that the determining factor in air transport is price elasticity. Initially, airlines operated on the assumption that the number of passengers grows in line with the economy and cutting of conveyance fees will result to reduced revenue. Easy Jet operates on 125 routes from 39 European airports. Its main airports are Luton, Liverpool, Geneva, and Amsterdam and were operating 72 aircrafts by November 2003 (Easy Jet Airline Company).

|Selling Price per|Year 1 Sales Units |Year 1 Year End Stock units |Year 2 Unit Sales |Sales Revenue Year 1 |

Rothschild, J. M., Lee, T. H., Bae, T., and others. "Survey of Physicians' Experience Using a Handheld Drug Reference Guide." (Presented at AMIA 2000 Annual Symposium). American Medical Informatics Association, Los Angeles, California, March 2000.

The following data were taken from the records of Clarkson Company for the fiscal year ended June 30, 2014.

To fully quantify the implications of BREXIT on easyJet, there is need to forecast the company’s free cash flows in the next five years. Free cash flow forecasting requires an estimation of some key Income Statement and Balance Sheet variables. As already mentioned in previous sections, the UK is the main geographic segment of easyJet, contributing to about 50% of the total revenue on average. Second on the list is Southern Europe which accounts for about 29% of the revenues on average, followed by Northern Europe at an average of about 19% and lastly Other at an average of just under 2%. For all estimates explained on the basis of the weakening pound, we acknowledge that easyJet hedges its fuel and currency exposures on a rolling basis over

EasyJet EasyJet has become the European leader in a no frills frenzy for low cost, cheap air travel. This market however has since the mid nineties gone from strength to strength and we have witnessed the arrival of a number of low cost airline companies which cater for the no frills approach. In Europe the top two competitors in this market are EasyJet and Ryan Air which serve their customers from London Luton and Dublin respectively. They offer a differentiated product compared with the major traditional airlines and the key to their success has been

COGS (Cost of Goods Sold) is an “inventoriable cost” ( recorded in the Balance Sheet as inventory and expensed (Income Statement) when goods are sold

Managerial accounting provides financial data for internal process which mainly uses by managers, executives and other governing boards of the organization (Buchbinder & Shanks, 2012, p. 184). Using the managerial accounting data, I would need to utilize a few department and clinical personnel to get better understanding in analyzing the operating budget process of Happy Town Neurology. In order to start budgeting process I would refer some of the departments and personnel such as, account receivable, the treasurer, human resource department, supervisors, and others as needed.

An efficient revenue management presents the companies with other advantages; infect running the availabilities of each departure permits the growth of benefits not only on the full flights but also on the flight where the plane is too big, on these flights, offering low prices or more low fare seats can also direct demand outside the full flights and allows a better use of availabilities in total.