SWOT Analysis of Ryanair

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Table of content Abstract 1 2.0 2.1 2.2 2.3 2.4 3.0 3.1 3.2 3.3 3.4 4.0 5.0 6.0 7.0 8.0 Introduction………………………………………………………………………...5 Critically analysis and evaluate the key issues …………………………………...6 Decision making……………………………………………………………………6 Planning……………………………………………………………….....................6 Organising………………………………………………………………………….7 Controlling………………………………………………………………………….8 SWOT………………………………………………………………………………8 Strength…………………………………………………………………………….9 Weakness…………………………………………………………………………..10 Oppurtunity………………………………………………………………………..11 Threat……………………………………………………………………………....11 PEST……………………………………………………………………………….12 Financial Analysis…………………………………………………………………13 Critically evaluate alternative solutions……………………………………………14…show more content…
According to (Robbins.S, Bergmen.R, Stagg.I, Coutler.M, 2006) “Intuition decision making is a subconscious process of making decisions on the basis of experience and accumulated judgment.” 2.2 Planning Ryanair‟s objective of “ being the leading no frills airline in Europe” was achieved through a proper planning, concentrating on driving down costs to sustain low fares and remain profitable, even on low yields. Ryanair planned and implemented cost reduction strategies focusing on the following areas: Cost reduction Planning: 1. Fleet commonality 2. Contracting out services 3. Airport charges and route policy 4. Staff Cost and productivity 5. Marketing cost Other Planning Issues:

In spite of the cost deduction planning, Ryanair also has designed other plans to maximize its profit and expand the market share of the company. On 1st February 2003, Ryanair announced that it was acquiring Buzz, the loss making budget subsidiary of KLM, based at Stansted. Ryanair purchased the loss making company Buzz, as it was a golden opportunity to pick up a ready- made bundle of take -off and landing slots at Stansted Airport, where there is intensifying competition for space. This would not only increase Ryanair‟s share of slots in Stansted from 33 to 49.5 per cent but also produce profit by the fiscal year end of March 2004. Ryanair also aimed to increase its sales through ancillary services in conjunction with its core airline

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