prices various according to which airport the airlines land it to, number of passengers it will carry and what airport facilities they will use. Rynair, operates this system by being cost effective, they aim to cut cost down when ever applicable, therefore they choose to depart airports which are usually far from the city centres such as Gatwick and Luton. (Rynair Official Website, 2013). All airlines charge passengers taxation fee for flying. This tax fee is usually included within the tickets price they
reaching to sell two million bottles a week in 2010, and extended in many countries in Europe Source: Management an introduction David Body fifth edition, text book Taking quick look at Raynair and Robert Owen`s company will enable us to compare them. Rynair. The management cut down the production cost by offering: Flights to secondary airports instead of big cities. Sold their seats online The usual free food and drinks were no longer available. Simple fleet- they used just one type of aircrafts
frecuentes tanto nacionales como internacionales. Por ejemplo: Madrid-Barcelona o Barcelona-Londres. De esta forma, es posible conseguir incluso una mayor fidelidad por parte de los clientes. * Los encuestados ponen de manifiesto su desacuerdo con Rynair a la hora de los kilogramos por pasajero permitidos en sus vuelos. Ambas compañías permiten un máximo de 10kg por pasajero en cabina, pero mientras que Vueling permite 23kg por equipaje facturado, Ryanair sólo permite 15kg. * Recomendación:
Ryanair is the firm‟s direction towards out sourcing certain service activities within the firm, such as maintenance and repair service. This pace might help the firm to focus on sustaining improvement with on-payroll staff and enhance customer service. Rynair‟s performance related pay structure acts as a motivation for the staff and as a company it will stand out in terms of providing excellence in total organizational performance. The variety of ancillary services offered by Ryanair was the greatest source
haul market as well as an increase of approximately 400 destinations since 2011 via joint ventures with American Airlines and OneWorld alliance with Qantas (Hoovers, 2012); BA now compete with short haul market airline services such as EasyJet and Rynair. The establishment of the OneWorld alliance, expanding their access to a wider range of destinations globally, access of modern technology (such as self-check in services), combined with their high quality services and strong brand identity is where
(experience: low unit costs) Rigorous implementation of no-frill strategy Number one customer service (punctuality, few cancellations, least lost baggage) 2.3 Competitive strategy In fact, Ryanair’s competitive strategy is easily imitable. Nevertheless, Rynair has been able to sustain its market leading position since its restyle in 1990 as a result of its extraordinary cost-efficiency which is revealed below. 2.3.1 Robustness With regard to the complexity, thus robustness, of Ryanair’s competitive strategy
airlines identified a clear opportunity. They invested heavily in order to develop their on-line brand name and to capture a significant market share. Pioneers included established airlines, such as American Airlines, and newcomers such as Bratthens, Rynair and Easyjet that adopted the Internet from the early stages. Several carriers even painted their aircraft with their Internet address whilst they arranged special promotions with newspapers to drive traffic to their web sites. They provided incentives