What Is Ryanair Swot Analysis

Ryanair was established in the year 1985 by the RYAN family and has grown from a small airline flying a short hop from Waterford to London, into one of the Europe’s largest carriers. The company expanded and within 4 years it had 350 employees, 14 aircraft, and carried 600,000 passengers a year. It is currently serving to 26 European Countries with 148 destinations. It operates on 794 different routes daily serving by more than 1050 flights in a day. It has totally 169 aircrafts running for different routes with 5986number of employees working in it However, Ryanair’s costs rose drastically and it recorded losses of £20 Million sover four years despite its growth. Although consumers were continuing to fly Ryanair

This is an analysis of the Airline Industry in Europe. The paper will cover the current market situation, including financials and market volume. Following this will be a Five Forces analysis on the factors that affect industry competition. The paper will conclude with key insights into the profitability of the industry and a SWOT analysis of one of the industry’s best performers and what rivals and possible future entrants can learn from their success.

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)

Generally speaking, the launch strategy of Ryanair was not the best one for that moment in time. They began operations between Dublin and London, in a very saturated market, which was already served by two competing and very experienced companies owned by the governments:

Ryanair, originally an Irish low-cost airline and established by the Ryan family in the year of 1984 starting off with only 25 members of staff. Replicating the American Southwest airline business model and then officially relaunched in the year 1990. It has vastly grown from being a single-aircraft family operation into one of the world’s top leading airlines. Now Ryanair has reached 11,458 employees. The airline carries over 131 million passengers per annum on over 2,000 flights daily, from 86 different routes, flying to more than 205 destinations in 33 countries.

Michael O’Leary, Ryanair’s charismatic boss and one of the most successful business man in the world. Starting from a single plane company, in about 30 years he has made Ryanair the largest airline in Europe. With turnover of €5 billion and a profit of €591.4 million in 2014 (Ryanair on top1000.). He achieved this through his masterful leadership and with an attractive business model with central focus on cheap costs. So how did Michael O’Leary

Amicably, in today’s airline business industry leadership and culture is imperative and crucial in achieving strong business management and operation. There can be looking at the two airlines specifically, Easyjet and Ryan Air as the focus for explanation and discussion points. Ideally, the product services being offered by RyanAir are cheap fare flights that are most likely the same with Easyjet, offering economic flights to frequent passengers. The core discussion can center on these two airlines leadership and culture adhering points as to how each airlines adopt to their leadership styles and what specific culture norm does they utilize in such business. Knowing also if there are issues and challenges from within the

Prior to 1991, Ryanair had suffered from continuous losses from 1985 to 1989. The first reason that put it into this situation was that it tried to position itself as a low fare airline with the first rate services. It tried to keep low and unrestricted fare, while keep focusing on the best customer service and relationship. This mixed model was proven inefficiency. The low price could lure number of

Set up in the year 1985 at a capital of 1 pound with a staff strength of 25, Ryanair is today the World’s favourite and most commonly used airline which operates more than 1,400 flights per day from 44 bases and 1100+ low fare routes across 27 countries, connecting 160 destinations. Ryanair operates a fleet of 250 new Boeing 737-800 aircraft and is expected to increase it by another 64 in 2 years. Ryanair currently has staff strength of more than 8,000 people. Its passenger base has been increasing

Ryanair incorporated at no-frills, low-cost, quick to reach consumers destinations in a much modernized aviation industry. For instance, it is more cheaply, and more reliable, than any other airline including British Airways. They do not compromise on safety, top-drawer punctuality, near perfect baggage handling and efficient ‘green’ policy. The target markets of this particular airline are those who compromises on comfort and fare conscious customers. For example: Students, low-income earners, busy businessmen, and family (Ryanair.com). On the other hand, British Airways strategy is to become the world’s leading global premium airline by making cost that is base more efficiently and focus on outstanding customer service, which is a critical part of their strategy. The 5 strategy goals are to be the airline of choice for long haul premium customers, deliver and outstanding service for customers at every touch point, grow their presence in key global cities, build on the leading position in London and meet customers’ needs and improve margins through new revenue streams (British Airways PLC .com). The target market of British Airways is leisure travellers, consumers who want comfort and cost is not an issue (marketingmagazine.co.uk). Both aviation companies are customers based but they do differ from each other in their operation strategy.

Aim The aim of this report is to provide recommendation for how Ryanair can keep its continues growth and market in pursuing price cut and aggressive expansion in light of crippling fuel cost ,faltering demand of customer and global credit crisis challenging the airline industry in the European market.

Ryanair is Europe’s largest low-fares, no-frills short-haul carrier. The organisation was founded in 1985 as a conventional airline but re-launched itself in 1990/1991 as a low-cost carrier, replicating American Southwest Airlines’ business model. Since then Ryanair has grown

1. In-depth environmental analysis of the European Airline industry and discuss the implications for the budget sector and especially for Ryanair. 2. An integrated understanding of the functioning of a company – its human and technical operations, leadership, customer relationships and financial structure. 3. Implications of the internal functioning to create viable strategic positioning and discuss any changes to Ryanair’s approach to ensure an improved sustainability 4. Evaluate the strategic leadership style of Michael O’Leary

Ryan air, an Irish airline started in 1985 by Ryan family with a capital share of £1 and a staff of 25. Over the past few years the company has shown tremendous ontogeny. Indeed it is Europe's largest low cost carrier and fastest growing airlines. Currently it’s operating more than 1,500 flights every day from over 50 bases and around 1400 low fare routes across 28 countries which connect 165 destinations.

We will see how Ryanair was successful as world’s one of the most favoured low-fare airline and how did it apply each of this mix by putting in the