What Is Easyjet Competitive Advantage

It is important to examine Easyjet’s strategy due to the changing financial climate in the UK and Europe such as the 2008/9 recession and Brexit.

This report illustrates an in-depth look of easyJet and will also discuss an analytic research that was made to demonstrate aspects of the history of the airline, along with the marketing strategy and brand strategy used and implemented by the low-budget airline. The strengths, weaknesses, opportunities and threats, known as SWOT analysis, will also be illustrated along with the external environment better known as PEST analysis which consists of the political, environmental, social/cultural and technology factors of easyJet. In addition an analysis of the competitive market environment of easyJet will be shown, which includes an overview of easyJet’s main competitors and the nature of business in which they operate

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 &

Many larger organizations have already achieved a mature stage in their organizational lifecycles and some are even in decline as their business models fail to keep pace with changes in an increasingly globalized marketplace. One larger organization that continues to grow using its original business model, though, is easyJet, which is already one of the largest low-fare air carriers in Europe and current signs indicate that the company will continue to grow its market in the future. To determine how easyJet has succeeded where others have failed, this paper examines the company's efforts in meeting the challenges with its initial launch, the company's early growth and the lessons learned from these experiences, as well as the acquisitions and mergers that have helped the company achieve its organizational goals. An examination of easyJet's organizational maturation status and how the company has differentiated its services is followed by a summary of the research and important findings in the conclusion.

JetBlue is a low-cost airline with a differentiated approach in regards to the high level of customer service it offers. It thus follows a best-cost provider strategy because it aims to give customers more value for money. As we will see in this report, JetBlue achieves a best-cost position from its ability to incorporate

In 2002-2003 EasyJet in the pursuit of reinforce and change their market conditions acquire “Go”, a low-cost airline who helped to reinforce a cultural and commercial challenge: Integrate Airbus into EasyJet network (Goodson 2005). The company acknowledge that interdependencies

The essay will firstly introduce the organisation easyJet. Secondly the essay will explain about how easyJet uses its operation strategies and its competitive priorities. Finally the essay will discuss the most important operation decision and explain it further in detail. easyJet is a well known low-cost airline which operates in several European countries and has been founded by serial entrepreneur Sir Stelios Haji-Ioannou in 1995. easyJet undertook intensive research of a United States owned low-cost airline ‘Southwest Airline’. Most of the concepts for easyJet were adopted from Southwest airline; however easyJet added its own touch which reduced operating costs even further. EasyJet was strategically located at London's Luton airport.

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).

Rivalry among low cost carrier industry is very high. Due to this, it is difficult to acquire high profit through market share dominance. With high fixed costs, airlines often sell unsold seats cheaply or provide free upgrades which can lead to price wars. (Hubbard, 2004). Growth in a mature industry with low growth potential can only be achieved through diversification or at the expense of the competitor. (Duritz,

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

The author believes that the government and European taxes are the main political factors that can affect the future of the company. Airport taxes are levied as a fixed tax on the sale of airline seats in most of the countries where easyJet operates. The UK government had established one of the highest taxes in Europe- Air Passenger Duty (APD). In 2008, the APD tax is charged at £10-£20 for flights within Europe and at £40-£80 for long-haul flights. (Osborne, 2008). At that time the company takes out an advertisement in the UK national newspaper for making the APD tax greener and free of subsidies to airlines with transfer passengers. EasyJet takes action to replace the APD tax with a flight base tax. This means that the passengers that fly in the newest aircraft cause less pollution and they should not pay the same money as somebody using an old aircraft.

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

Ryanair is one of the largest airlines in terms of passenger numbers (REF) and has continuously grown in size and value over time as shown above. The extent of such an expanding firm is conveyed over the last eight years as Ryanair’s profits have more than quadrupled. However, there have been drops in profits in 2004 and 2008. In 2004, the airline was hugely affected by the conflicts in Iraq, the renewed threat of terrorism and endless increasing oil prices. However, in this same period, Ryanair managed to launch new bases in Rome and Barcelona, launch 73 new routes, takeover their competitor Buzz for a knock-down price and carry more passengers than BA in the European market. The reason for the decrease in profits in 2008 was due to increases in fuel prices and significantly increased airport charges, particularly at their largest bases at Stansted and Dublin.

Easyjet is a popular low cost airline, which was established in 1995 . The company started extremely modestly, possessing a meager two aircrafts, and travelled only domestically. However, the company gained popularity in the years that followed, and on April 1996, and started travelling internationally, choosing Amsterdam as its first international destination. (Easyjet, 1)

II.3 Competitive Advantages Their main competitors are carriers including easyJet, BMI baby, FlyBe and ThomsonFly all of who try to attract potential customers by emphasising their low cost tickets. This makes the competition in this market segment fierce as in order to offer the lowest fares, costs must also be kept to a minimum.