1.Visit Ryanair’s website. Compare its website with one of its competitor, like Spirit Air, and give recommendations on how Ryanair can utilize .it’s website as a strategic marketing tool to enhance its .competitiveness. How can it improve the website to function more effectively and enhance the company’s efficiency in serving its potential customers? Case Study- 0110MINI-CASE ON RYANAIR LIMITED (RYAAY)IS RYANAIR'S WEBSITE ITS STRATEGICMARKETING TOOL?Headquartered in Dublin, Ireland, Ryanair was set up by the Ryan family and began operating in1985 with a share capital of £1 only, and a staff of 25 individuals.According to the International Air Transport Association (IATA) report in 2013, the low-cost air-line, with its main bases at Dublin and London Stansted Airports, was considered the largest Europeanairline in terms of domestic, international, and scheduled passenger figures and passenger-kilometers.The airline has 1,600 flights scheduled daily across 185 destinations, with 300 Boeing 737-800 jetsin operation.The airline is growing rapidly, serving 35 countries in Africa (Morocco), and the Middle East(Cyprus and Israel), and Europe. In 2014, the airline saw an increase in traffic by 11 percent. Theoperations outgrew its previous office space at the Dublin Airport, and in April, 2014, Ryanair'snew €20m Dublin Head Office in Airside Business Park, which was around 100,000 square feet,was officially opened. In the same year, Ryanair launched its "Always Getting Better" program toaddress things that customers did not appreciate. It also agreed to purchase up to 200 Boeing 737Max 8s (100 confirmed and 100 options) for over $22 billion. In December 2015, the airline openedan operating base at Milan Malpensa Airport.The key trends for Ryanair over recent years are shown below (year ending March, 2015):Source: © 123rf.com 201020112012201320142015Total operating revenue (Em) 2,988.13,629.54,390.24,884.05,036.75,654.0Operating income (€m)402.1488.2683.2718.2658.61,042.9Profit before taxation (Em)341.0420.9633.0650.9591.4982.4Profit after taxation (Em)305.3374.6560.4569.3522.8866.7Source: Based on data from Ryanair FY 2015 Results, March 2015, © RyanAir, www.investor.ryanair.com.In December 2014, Ryanair announced that it would inaugurate its 72nd base in 2015 in theAzores. In 2016, Ryanair will work towards developing a low-cost airline named VivaCan. The air-line service has projected to have provided service to 160 million passengers in 2024.Questions1. Visit Ryanair's website. Compare its website with one of its competitor, like Spirit Air, and giverecommendations on how Ryanair can utilize its website as a strategic marketing tool to enhanceits competitiveness. How can it improve the website to function more effectively and enhancethe company's efficiency in serving its potential customers?

A website, as the name suggests, is a'site' on the 'web' where you can post information about…

Visit Ryanair’s website. Compare its website with one of its competitor, like Spirit Air, and give recommendations on how Ryanair can utilize .it’s website as a strategic marketing tool to enhance its .competitiveness. How can it improve the website to function more effectively and enhance the company’s efficiency in serving its potential customers?

Visit Ryanair’s website. Compare its website with one of its competitor, like Spirit Air, and give recommendations on how Ryanair can utilize .it’s website as a strategic marketing tool to enhance its .competitiveness. How can it improve the website to function more effectively and enhance the company’s efficiency in serving its potential customers?

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.1SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Case Study 7: Aspire Limited Aspire Limited is a 5-year-old travel and tourism retailer owned by Chris Fisco and managed by 10 employees, but Chris Fisco is the key decision-maker and sits at the helm of affairs. The company's CEO recognises the gap in the market and launched the business providing travel and tourism services to two main countries in the African continent, Kenya and Tanzania. It has been operating in Kenya for the past 5 years and recently added Tanzania to 3S (Sun, Sea, Sand) tourist enthusiasts. The main target customers are British tourists between ages 46 and 54. However, aspire is looking to encourage the younger demography, ages 21 and 35, to have fun and try out alternatives in what can be a fascinating holiday. The Business Situation: The challenge is, without having a unique element (WOW factor), it is problematic to reach anyone within that demography with an interest, even though they have their money to spend. Conduct research and clearly explain key…
Case Study 2 Apple and Samsung mobile phones: When Apple first introduced the iPhone, its initial price was as high as $599 per phone. The phones were purchased only by customers who really wanted the sleek new gadget and could afford to pay a high price for it. Six months later, Apple dropped the price to $399 for an 8-GB model and $499 for the 16-GB model to attract new buyers. Within a year, it dropped prices again to $199 and $299, respectively, and you can now get a basic 8-GB model for free with a wireless phone contract. In this way, Apple has skimmed the maximum amount of revenue from the various segments of the market. On the other hand, in Kenya, Nigeria, and other Africa countries, Samsung recently unveiled an affordable yet full-function Samsung Galaxy Pocket model that sells for only about $120. The Samsung Pocket is designed and priced to encourage millions of first time African buyers to trade up to smartphones from their more basic handsets. Samsung also offers a line…
Case Study 2 Apple and Samsung mobile phones: When Apple first introduced the iPhone, its initial price was as high as $599 per phone. The phones were purchased only by customers who really wanted the sleek new gadget and could afford to pay a high price for it. Six months later, Apple dropped the price to $399 for an 8-GB model and $499 for the 16-GB model to attract new buyers. Within a year, it dropped prices again to $199 and $299, respectively, and you can now get a basic 8-GB model for free with a wireless phone contract. In this way, Apple has skimmed the maximum amount of revenue from the various segments of the market. On the other hand, in Kenya, Nigeria, and other Africa countries, Samsung recently unveiled an affordable yet full-function Samsung Galaxy Pocket model that sells for only about $120. The Samsung Pocket is designed and priced to encourage millions of first time African buyers to trade up to smartphones from their more basic handsets. Samsung also offers a line…
Case Study 2 Apple and Samsung mobile phones: When Apple first introduced the iPhone, its initial price was as high as $599 per phone. The phones were purchased only by customers who really wanted the sleek new gadget and could afford to pay a high price for it. Six months later, Apple dropped the price to $399 for an 8-GB model and $499 for the 16-GB model to attract new buyers. Within a year, it dropped prices again to $199 and $299, respectively, and you can now get a basic 8-GB model for free with a wireless phone contract. In this way, Apple has skimmed the maximum amount of revenue from the various segments of the market. On the other hand, in Kenya, Nigeria, and other Africa countries, Samsung recently unveiled an affordable yet full-function Samsung Galaxy Pocket model that sells for only about $120. The Samsung Pocket is designed and priced to encourage millions of first time African buyers to trade up to smartphones from their more basic handsets. Samsung also offers a line…
Case Study 2: Apple and Samsung mobile phones: When Apple first introduced the iPhone, its initial price was as high as $599 per phone. The phones were purchased only by customers who really wanted the sleek new gadget and could afford to pay a high price for it. Six months later, Apple dropped the price to $399 for an 8-GB model and $499 for the 16-GB model to attract new buyers. Within a year, it dropped prices again to $199 and $299, respectively, and you can now get a basic 8-GB model for free with a wireless phone contract. In this way, Apple has skimmed the maximum amount of revenue from the various segments of the market. On the other hand, in Kenya, Nigeria, and other Africa countries, Samsung recently unveiled an affordable yet full-function Samsung Galaxy Pocket model that sells for only about $120. The Samsung Pocket is designed and priced to encourage millions of first time African buyers to trade up to smartphones from their more basic handsets. Samsung also offers a line…
What is the relation between Quality Assurance (QA), Quality Control (QC) and GMP ? Please explain? Please answer at your own words
Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…
Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…
Case Study: Refer to the case study Online Firm for BooksOnline Retail is an Internet venture that was launched in July 1995, and has becomeone of most famous site in cyberspace. It initially started out with a mission to use theInternet to transform book buying into the fastest, easiest and most enjoyableexperience possible. Jeff Bezos, its founder, selected book retailing as it was a,fragmented industry, with the two biggest booksellers at the time accounting for lessthan 12% of total books sales. Unlike traditional bookstores, there are no bookshelvesto browse at Online Retail. From the website, customers can search for a specific book,topic or author, or they can browse their way through the book catalogue. Visitors canalso read book reviews from other customers, the NewYork Times and othernewspapers and magazines. Customers can browse and then complete the sale byentering their credit card information—in the early days, customers placed their ordersonline and then phoned in their…