ryanair management

Services such as safety, on-time reliability, in-flight services, frequency of departures, and customer service are all a part of the airline product. According to Wensveen 2011, the airline with the most frequent service times will capture the largest market share. Ryanair has utilized their product by increasing the number of flights available over their competitors while maintaining an average of 80% capacity throughout the past five years (Ryanair, 2013). Ryanair is the only EU airline that does not overbook and has no alliances with other airlines and in my opinion; this assists them in maintaining capacity above their break-even point of 70% (Ryanair, 2013).

Ryanair, Europe's first and largest low fares' airline started in 1985 and was set up the Ryan family with a share capital of just £1, and a staff of 25. Over the past few years the company has shown tremendous growth and now operates more than 1400 flights every day from 44 bases and around 1100 low fare routes across 27 countries which connect 160 destinations. The company now has approximately 73.5 million passengers in the current fiscal year.

Swift market responses need to be made by Ryanair, such as capitalising on the failure of other European airline by opening new routes on their existing failed ones, this will achieve greater economics of scale and thus costs fall. Ryanair should continue to look at the many airlines that have a limited geographic area

This article is focus on Ryanair case study in other to understand the main model and values in strategic management field. In addition, Ryanair was founded in 1985 and it is Irish low cost airline which has become Europe most popular aviation providers (Eleanor, 2016).

Referring to the Ryanair case, critically discuss the extent to which low cost competitive strategies are sustainable.

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.

Zara and Ryanair have been a great success in their own industry. Both of them are famous in their low cost comparing to its major competitors. This research is going to investigate the position of the two companies and recommendations are made to both companies to further improve their strategic position in the

Since 1990 the company implemented a substantial transformation towards a “no frills” model that it was already utilized by the American Southwest Airlines. Ryanair has been the first low-cost airlines in Europe. The Ryanair features as “no frills” company, such as no free luggages, no free snacks or beverages on board and no selected seats, permits to the company to save on aircraft costs, faster turnaround situations and then less airport costs. For these reasons the company can offer to customer lower

As a result of the success story of the U.S Budget Airline - Southwest Airlines - Ryanair was established as a first low-cost airline in Europe. The case study is based on the revised Strategy of Ryanair to meet challenges within European airline industry of the budget service providers.

Ryanair positioned itself as a low cost airline, which delivered services equivalent to that of British Airways and Aer Lingus. In terms of service quality, they positioned themselves in the same category as the aforementioned airlines, but at the same time, charging a relatively low price when compared to British Airways and Aer Lingus. Their strategy was to deliver first rate/ good quality customer services and offer meals and amenities comparable to that of British Airways and Aer Lingus. The second strategy was to charge a single fare ticket of I£98 on it Dublin-London service, which was very low when compared to British Airways and Aer Lingus’s rate of I£208 or I£99 if booked in advance.

Ryan air’s success can be attributed to a few factors. First would be its ‘Ever-decreasing costs’ mantra, providing low cost, low fares and no frills carrier strategy while achieving operating efficiency and satisfying its customers which gives it a competitive advantage and cost leadership. It targets price sensitive customers and offers them the cheapest short haul service among all its competitors in the market. Ryanair gives much focus on keeping costs low and is constantly examining every area of its operation to implement cost reductions. The initiatives taken to keep costs low include:

If this strategy is scarce or they are not available to an airline industry’s competitors, they can become uncommon, difficult to exploit and rare compare to others. If Ryanair’s competitors possessed the same valuable strategy of low fares, it is not a source of competitive advantage anymore unless it is rare. This is because all of these airline industries have the capability to exploit that low fare strategy in the same way. In this case, Ryanair Holding focus on control their cost by using a single model aircraft which allows minimization of training and maintenance costs, efficient management of spare parts inventory, and more flexible scheduling of flight crews. This cost control is uncommon which is rare relative to other competitors in the short run. But in the long run, Ryanair Holding would not be rare forever since competitors which are other airline services would be using the same strategy to compete with Ryanair Holdings. Thus, it would then give customers more choices to pick. Infact, competitors like British Airways and Air France would be able to develop the latest or better version of low-cost business level strategy than what Ryanair has offered. Therefore, this strategy then would not be rare

After researching and went through many articles which were published on the Ryanair Airline in Europe. To me, the online resources are more utilized as book resources which can be dated back to 20th century or more. The article 's which I read gives different facts and the information on marketing strategies which were used by the Ryanair Airline. Many of the contents are related to the work which I learned from this course on Airlines, and Airline Management and Marketing. The Ryanair Airline is known for its ' low airfare and consistent profitability and rapid growth. I think, the main goal for the Ryanair Airline is to provide low airfares for their customers and give high level of service, most of Ryanair passengers get excellent

Planning means to look ahead and chalking out future courses of action to be followed. It is a preparatory step. Planning is an important function of management. In the absence of planning, all the business activities of the organization will become meaningless. It determines how and who is going to perform a specific job. Planning is about identifying and selecting appropriate goals and courses of action; one of the four principal take of management (Bethel University, 2006). Planning is always done for the future. Each goal should have financial and human resources projections associated with its completion. Each goal should have tasks or projects associated with its achievement. Strategic planning determines where an organization is going. It serves as framework. The most two important task that need to be done before a strategic planning. You need to review the organization and review the internal functions within the organization.

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.