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Ryanair’s AnalysisAnthony Bellamy – Ingrid Bernard – Catherine Brebion – Jérémy Ogeix
Global PresentationBusiness ModelPORTER AnalysisPEST AnalysisFutur plansConclusion
Source: European Low Fares Airline Association, 20091985Creation1991MichaelO’LearyAppointedTransformed toLow Cost Airline1...
Using Hub& SpokenetworkPeak hoursLots of delaysComplex fare structureNon-stop point-to-pointservicesHigh seating density a...
0 5 10 15 20 25Other operationg costsFlight crewCabin crewAircraft fuel and oilAirport and ANS chargesSales and reservatio...
Resource-Based View(Inside out)Marketingview(Outside in)Low Cost AirlineBusiness Model(Passes thecosts directly toRyanair’...
General Cost ReductionsOne Class TravelPoint-to-Point FlyingNo Refund PolicyNo FrillsHighly Successful Ancillary Service O...
Threat of New EntrantsLOWThreat of Substitute ProductsMEDIUMClients’ Bargaining PowerHIGHSuppliers’ Bargaining PowerHIGHIn...
1. LufthanseaPassengers – 70m2. RyanairPassengers – 70m3. Air France/KLMPassengers – 77.4m4. EasyJetPassengers – 60m5. Bri...
Cutting CostsRevenue EnhancementNo Window BlindsNo RecliningSeats, LeatherSeatsVelcro HeadrestsUse of mobilephoneInternet ...
Ryanair’s business model has some limitsbut the market offers lots of perspectives:Low cost Airline Business Model hasrest...
Thank you!
Rayanair ppt
Rayanair ppt
Rayanair ppt
Rayanair ppt
Rayanair ppt
Rayanair ppt
Rayanair ppt
Rayanair ppt
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Rayanair ppt

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Business Case : Ryanair.
Study throught PORTER and PEST Analysis.
Enjoi reading.

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Transcript of "Rayanair ppt"

  1. 1. Ryanair’s AnalysisAnthony Bellamy – Ingrid Bernard – Catherine Brebion – Jérémy Ogeix
  2. 2. Global PresentationBusiness ModelPORTER AnalysisPEST AnalysisFutur plansConclusion
  3. 3. Source: European Low Fares Airline Association, 20091985Creation1991MichaelO’LearyAppointedTransformed toLow Cost Airline1997Floated onDublin SEandNASDAQ20096369 employees,25 differentnationalities
  4. 4. Using Hub& SpokenetworkPeak hoursLots of delaysComplex fare structureNon-stop point-to-pointservicesHigh seating density andload factorsDirect bookingNo frillsUse of secondary airportsFull Service(Traditional)Low cost
  5. 5. 0 5 10 15 20 25Other operationg costsFlight crewCabin crewAircraft fuel and oilAirport and ANS chargesSales and reservations costsAdvertising and promotions costsStation costsCommissionAircraft related costsPassenger service costsLow cost way Traditional way(Cost per thousands of Revenue Passenger Kilometres)
  6. 6. Resource-Based View(Inside out)Marketingview(Outside in)Low Cost AirlineBusiness Model(Passes thecosts directly toRyanair’scustomers)Variety ofDestinations&RoutesCompetitiveAdvantageCompetitiveposition
  7. 7. General Cost ReductionsOne Class TravelPoint-to-Point FlyingNo Refund PolicyNo FrillsHighly Successful Ancillary Service OfferingOnline Bookings
  8. 8. Threat of New EntrantsLOWThreat of Substitute ProductsMEDIUMClients’ Bargaining PowerHIGHSuppliers’ Bargaining PowerHIGHIndustry CompetitorsHIGH
  9. 9. 1. LufthanseaPassengers – 70m2. RyanairPassengers – 70m3. Air France/KLMPassengers – 77.4m4. EasyJetPassengers – 60m5. British AirwaysPassengers – 46m
  10. 10. Cutting CostsRevenue EnhancementNo Window BlindsNo RecliningSeats, LeatherSeatsVelcro HeadrestsUse of mobilephoneInternet On-boardRented In-flightentertainment
  11. 11. Ryanair’s business model has some limitsbut the market offers lots of perspectives:Low cost Airline Business Model hasrestructured European Aviation IndustryInnovative way of advertising the businessCreative alternative revenue generation
  12. 12. Thank you!
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