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SWOT analysis for delta airlines
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Executive summary
This report is analysis internal and task environments (Porter’s five forces) on the European airline industry include general airline and budget airline and identity Ryanair. After that, student needs to use SWOT to analysis on Ryanair. Finally, students need to mention how Ryanair to delivery the strategy.
Firstly, I read all of the information from case study, that mention a lot of Ryanair background, strategy, objective and competitors. After that, I started to my online research. I read the Ryanair and some of the competitors’ web-site. Then I printed out some of the useful document from Ryanair.
Ryanair is a budget airline. It provides intra-Europe flight service to passengers. The main based is in Dublin but now incline to central Europe. Ryanair provide low fare air ticket to competitive with competitors.
In Europe airline, local government can prevent new entrants appear in the market. Suppliers bargaining power is not strong. Buyer can easily to switch to another airline. And, airline industry needs to face substitute by ferry, train and car.
SWOT mentions external opportunity such as government expands airport; external threat such as EU new rules; internal strength economic scale and contract out of service; internal weakness fuel cost.
At the end of this report will describe different viewpoint of Ryanair and how company delivery strategy to competitive with competitors.
In European airline industry classify two types’ airline, general airline (mainstream airline) and budget airline. Mainstream airlines are not only focusing flight services and also provide ancillary services such as flight club, free movies. On the other hand, budget airlines are only provide flight service on their business and also most of the airlines are set up by mainstream. For example, easyJet, a subsidiary company set up by British Airway, provide service Glasgow and Edinburgh from London. Most of these airlines are lack of financial capacity, as a result, budget airlines will choosing more profitable routes to operate.
Ryanair is a budget airline in European. But it is not a subsidiary company; it provides sales promotion and good discount price on the air ticket. And, passages need to pay on ancillary service.
1. Five forces analysis
1.1 Supplies
Whole world plane produce by Boeing and Aircraft. These two companies are providing high technical product. All of the airline company who want to purchase new airplane must negotiate alternative. Two options to choice by airline’s company, it is difficultly to switch their suppliers.
It has stayed relevant to the market through its propelled philosophy of relationships to generate profits in the business. Since its establishment in Monroe, Louisiana the once tiny airline has stretched to greater heights serving in 6 continents. It has also established a distinguishable name among its competitors with a reputation of leading customer services. However, even as an established venture, the company needs to maximize its profits in order to stay in business and expand in to new territories beyond its conquered boundaries. A strategic analysis was carried out by our team to establish the company’s current situation. A SWOT analysis was performed to come up with three referenced, strategic alternatives. This alternatives are meant to act as a strategic guidance to the company in order to enhance growth. The strategic recommendation provided will improve and enable the business to cope with the competitors while the implementation of the strategy section will outline the way to go about achieving these alternatives in the business setting. Lastly, we put up a discussion on the evaluation procedures and necessary controls for the
Yet amidst the storm, some regional airlines such as Jet Blue Airlines have managed to focus on specific markets and maintained or increased their profits. It is no doubt that Porter’s 5 forces of competition are at play in this industry. These forces are the Threat of Substitutes, Threat of New Entrants, Competitive Rivalry, Bargaining Power of Buyers and Bargaining Power of Suppliers. Threat of Substitutes The airline industry has been plagued by rising costs resulting in poor profits.
First I will look to the problems, which face Air France and KLM, then I take a closer look to the organizational structure and at least what consequences did have the “Transform 2015” plan.
The SWOT process will start by examining the internal strengths of the Boeing Company today. One of the dominant strengths possessed by Boeing is its ability to follow the changes in a market that is continually changing. The type of products produced by The Boeing Company demands the use of state of the art technology while maintaining all the proper safeguards for safety, regulatory compliance and profitability.... ... middle of paper ... ...
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 to offer the lowest cost/fare structure possible and the differentiated “no frills” product is purely a consequence of the implementation of this rigorous low cost strategy.
To identify the issues and problems that the company is facing and how the company incorporates into its business strategy the major trends that concerns air delivery business.
We can also identify the weaknesses of Ryanair in accordance to scientific management. From what we have previously discussed in the essay we now know that there are a few points from Douglas McGregor’s theory X that can relate to scientific management. However these key points also have influences on Ryanair, which can come across as
Before we discuss government intervention and its affect on an industry’s competition we must first seek to understand the five forces framework. The theory, discussed in 1979 by Micheal Porter seeks to evaluate the attractiveness of an industry. Throughout this essay I will explore the theory and then relate government action and its well-documented affects on the airline industry.
The aim of this report is to carry out a strategic analysis of Ryanair. This will involve investigating the organisation’s external environment, to identify opportunities and threats it might face, and its strategic capability, to isolate key strengths and any weaknesses that need dealing with. Finally, a SWOT analysis will be carried out to assess the extent to which Ryanair’s strategies are suitable to what is happening in its task environment.
Porter stated; “for an airline to succeed in the marketplace, it must have a sustainable competitive advantage” (Porter M. E., 2008). The airline industry is the highest competitive industry, and I believe a sustainable completive advantage is essential to succeed in the future of the aviation industry. The competitive advantages that an airline embrace, needs to be based on the airlines strategy and differentiation to competitors. Emirates displays how it has a strategy and how the airline gets ahead of its competitors through how unique it is.
Lufthansa, one of the world’s biggest airliners, has divisions handing maintenance, catering and air cargo. Since the World War II the airline industry has never earned its cost of capital over the business cycle (Hitt, 2010). Most of the airline companies have either filed for bankruptcy or are being bailed out by their government. Lufthansa had also gone through these tough times, but had resurfaced to become one of the worlds most profitable airline company. The company adapted a transnational strategy, seeking to achieve both global efficiency and local responsiveness. Lufthansa’s monopoly in Germany came to a halt with the creating of the European Union. All the EU member countries become one regional and therefore the European competition became, an increasingly a local competition. Lufthansa created its regional Hubs, to cater for its domestic market. But the availability of substitutes such as bullet trains and the Euro tunnel, made is necessary for Lufthansa to create short traveling time, customizations and quality standards in the region to achieve a competitive advantage. But outside the EU there are no substitute to air travels as such all the flag carriers are competing in the market, the international airline industry is a highly competitive environment. A new force has also emerged in the world of air travel, in the form of three Gulf airlines with jumbo ambitions. Within a decade Dubai’s Emirates, Qatar Airways and Eithad from Abu Dhabi have between them carried the capacity of two hundred million passengers (Micheal, 2010). The company had to go global and therefore adopted the international corporate-level strategy, where Lufthansa will ope...
Within the airline industry currently the airlines can be divided into low cost airlines and full service airlines. The low cost airlines targets customers that are seeking no frills connectivity between cities at low ticket prices. The full service airlines provide several add-ons like free meals, on plane entertainment, and communication facilities. The target market for full service airlines are customers who are willing to spend extra for the services that the airlines provides.
Emirates (Fly Emirates) is the national airline of the United Arab Emirates. It is one of the fastest growing airlines and is known for consistently turning a profit. Though Emirates is owned by the UAE government, is has “evolved into a globally influential travel and tourism conglomerate known for its commitment to the highest standards of quality in every aspect of the business” (The Emirates Story).
AirAsia Berhad (AirAsia) is a leading Low-Cost Carrier in the Association of Southeast Asian Nations (ASEAN) region. AirAsia focuses on providing high-frequency services on short-haul domestic and international routes. The main goal of this paper is to analyse the business strategy of AirAsia as a low-cost airline. This paper aims to apply the management process of strategy and analyse the three levels of strategy by which AirAsia is able to maintain its reputation as the top Low-Cost Carrier (LCC) in Asia. This paper will then show how innovation is a key aspect in AirAsia’s strategy, and will finally consider the external environment framework in which AirAsia is succeeding.
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