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Strategy and evaluation of Ryanair
Strategy and evaluation of Ryanair
Development of ryanair
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Air travel is no longer just an idea that was developed to get people from point A to point B in a shorter amount of time or give a military force air superiority. Today, flying on an airplane is as common as driving a car or riding a bicycle. In fact, some airlines have made air travel an extravagant event and others have made it affordable to those who never dreamed they’d be able to see the skies. These different types of airlines open all over the world to provide services to different regions, countries and even classes. One such airlines, Ryanair, has a brief but exciting history in Europe. The purpose of this paper is to discuss Ryanair’s history.
In 1985, the Ryan family created Ryanair with a share capital of £1 and 25 people
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Their annual passengers also more than tripled in 1987 (Ryanair, 2015). Then, Ryanair purchased another new jet and added routes to Brussels and Munich as well as a frequent flyer club in 1988 (Ryanair, 2015). The Bandeirantes were retired in 1989 and more turboprop planes were bought purchased and launched and annual passengers being serviced reached almost three quarters of a million (Ryanair, …show more content…
The first part of the decade, the airline did lose £20 million, but they were able to reinvest, relaunch under new management and offer the lowest fares in any market (Ryanair, 2015). They also had to cut their routes back, but began making a £293,000 per year profit. Their jet fleet was increased to seven jets in response to a 45% growth in traffic, despite a decrease in routes (Ryanair, 2015). In 1994, Ryanair buys their first Boeing 737 and starts launching more routes due to servicing an annual 1,666,000 passengers. The Ryan family continued to increase their Boeing 737 fleet as more and more routes are added (Ryanair, 2015). In 1997, Ryanair finally becomes a public company with “successful flotation” on the stock exchanges in New York and Dublin (Ryanair, 2015). In 1998, Ryanair was voted “Airline of the Year,” and had purchased 45 Boeing 737-800 series and even more routes (Ryanair,
The airline industry has long attempted to segment the air travel market in order to effectively target its constituents. The classic airline model consists of First Class, Business Class and Economy, and the demographics that make up the classes have both similarities and differences to the other classes. For instance there may be similarities between business class travellers on a particular flight, but they will not all be travelling for the same reason. An almost-universal characteristic of air travel is that customers do not fly for the sake of flying; the destination is the important element and the travel is a by-product, a means-to-an-end that involves the necessity of an aircraft that gets the customer from point A to point B. Because the reasons can differ greatly in the motivations for a customer wanting to fly, it can be difficult to divide the market into discrete segments, that is, there is always going to be overlap in the preferences and characteristics of any given segment. With that in mind, the commonalities that are shared between the clientele that make up the respective classes can easily withstand analysis.
In 1978, deregulation removed government control over fares and domestic routes. A slew of new entrants entered the market, but within 10 years, all but one airline (America West), had failed and ceased to exist. With long-term growth estimates of 4 percent for air travel, it's attractive for new firms to service the demand. It was as simple as having enough capital to lease a plane and passengers willing to pay for a seat on the plane. In recent news, the story about an 18-yr British...
Is change going to keep Qantas in the air, or force them to the ground?
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
...leader. Certainly, it has to take into account the implications of completion from both the direct and the indirect competitors. That is why EasyJet centers on the cost management strategy and the differentiation strategy (Hanlon, 2007). Through an analysis of EasyJet Airplane company strategies and performance, it is clear that they are ambitious and strive for the best. They not only survive in an industry that is intensely competitive, as shown through the analysis by Porter's Five Forces, but also succeed in terms of offering their customers the best that they have to offer in terms of value for money. The advantage this airline gains over its oligopolistic competitors stems from flexible ticketing and complete access to all primary routes. However, in keeping airline industry, there is room for improvement and growth as the analysis using Ansoff Matrix reveals.
Ryanair mainly operates in EU countries and the political climate in this region affects its strategic decisions. The region has had a mostly peaceful political climate for the airline industry enabling good on-going operations. However the recent economic uncertainty regarding the “Brexit” decision has had an impact on Ryanair’s strategic decisions going forward. The result of the vote will
In 1972, in order to manage UK’s two nationalized airline corporations (British Overseas Airways Corporation and British European Airways) and two smaller, regional airlines ( Cambrian Airways and Northeast Airlines), The United Kingdom established a British Airways Board.
The 737 was originally created on on May 11 1964, however it wasn’t until November 9th 1964 that production was officially approved. On February 19th 1965 Lufthansa placed its first order for the 737-100, and on the 9th of april 1967 the 737 flew for the first time. In 1970, Boeing had less than 35 orders for the 737 and considered canceling the program. Boeing however ultimately decided to cut from other areas and to continue the 737 program. By deciding to continue the program Boeing paved the way for its future success and formed the backbone of many airlines that exist today that solely fly the 737.
Ryanair have Invested seventeen billion euro on its fleet replacement and expansion programme. The move from the Boeing aircraft 737200 to the 737800 next generations reduces fuel consumption and CO2 emissions per passenger kilometre by 45 per cent. Ryanair currently operate the youngest most fuel efficient aircraft fleet of one hundred and sixty six Boeing aircrafts, at an average age of two and a half years compared to the world average of eleven years. Future plans provide for acquisition of a future one hundred and forty brand new aircrafts. From Ryanair’s initiatives and substantial investment in new aircrafts has led them to an overall reduction in fuel consumption and emissions of over f...
In 1981 British Prime Minister Margaret Thatcher instructed Lord King, the chairman of the BA, to prepare the airline for privatization. In fact, the company had a lot of problems and it was impossible to convert the airline quickly from unprofitable, stated-own to profitable, private company. By 1981British Airways had strong financial difficulties as it lost £200 per a minute.
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...
to major airports but later it went down as PE try to grow faster and
In March of 1985, Emirates airlines was created with support from Dubai's royal family. With an investment of 10 million US dollars, Emirates was able to lease a Boeing 737-300 and an Airbus 300B4 for two years ( The Emirates Group). The airline commenced its operations with a new route from Dubai to Karachi on October 25th 1987 and was once again assisted by the royal family who purchased Boeing 727s.
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
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 substantially and successfully. The company currently has 146 routes to 84 destinations in 16 countries, and carries more than 15 million customers annually. Ryanair aims to be Europe’s largest airline in 8 years (www.ryanair.com).