Case Study: Ryanair Business Strategy Analysis Ryanair is an Irish low-cost airline headquartered in Dublin, founded in 1985. It operates 181 aircraft over 729 routes across Europe and North Africa from 31 bases. Ryanair has seen large success over recent years due to its low-cost business model and has become the world’s largest airline in terms of international passenger numbers. Taking Porter’s generic business strategies into consideration, Ryanair operates a cost-leadership strategy to drive itself into achieving its mission of being the leading European low-cost carrier (LCC). Throughout this essay the business strategy of Ryanair will be analysed and the sustainability of their model evaluated. Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low- fares service. Considering their objectives and mission, Ryanair’s decision on their cost- leadership strategy was based on a few main factors discussed below. A major influence was the deregulation of the airline industry in 1978, which removed government intervention within the European continent. Under the new rules, routes and fare decisions were made by individual airlines which meant that they could compete on other factors besides food, cabin crew and frequency. As a result of deregulation, a large number of new airline start-ups emerged within the EU and competition among airlines increased dramatically resulting in downward price pressures. Ryanair was established to take full advantage of these market conditions. By offering low prices, Ryanair entered a huge and virtually unlimited market. Having seen the major success of the low-cost carrier Southwest in the United States, Ryanair decided to follow in their footsteps by establishing an LCC for the European continent that targeted fare-conscious leisure travellers and regular low cost business travelers. By doing this Ryanair became the first low-fare airline in Europe. However, they took the Southwest model further by offering no drinks and snacks at all and abolishing the frequent flyer program that Southwest now offers its customers. The evaluation of Porters five forces influenced Ryanair’s choice of a cost-leadership strategy, as the threat presented by new entrants and the threat of substitutes could hinder their success. The threat of new entrants is high within the aviation industry which meant that low fares would help drive away any further competition. The threat of substitutes to Ryanair had to also be carefully examined. Their primary market, Europe, had the availability of high speed trains and car holidays. For Ryanair to be successful, prices had to be low to attract the public, and resist strong competition from substitutes like Eurostar. As Europe’s largest low fare airline, Ryanair’s competitive advantage remains in their abil.

1. Case Study: Ryanair Business Strategy Analysis
Ryanair is an Irish low-cost airline headquartered in Dublin,
founded in 1985. It
operates 181 aircraft over 729 routes across Europe and North
Africa from 31 bases.
Ryanair has seen large success over recent years due to its low-
cost business
model and has become the world’s largest airline in terms of
international passenger
numbers. Taking Porter’s generic business strategies into
consideration, Ryanair
operates a cost-leadership strategy to drive itself into achieving
its mission of being
the leading European low-cost carrier (LCC). Throughout this
essay the business
strategy of Ryanair will be analysed and the sustainability of
their model evaluated.
Ryanair’s objective is to firmly establish itself as Europe’s
leading low-fares scheduled
passenger airline through continued improvements and
expanded offerings of its low-

2. fares service. Considering their objectives and mission,
Ryanair’s decision on their cost-
leadership strategy was based on a few main factors discussed
below.
A major influence was the deregulation of the airline industry in
1978, which removed
government intervention within the European continent. Under
the new rules, routes
and fare decisions were made by individual airlines which
meant that they could
compete on other factors besides food, cabin crew and
frequency. As a result of
deregulation, a large number of new airline start-ups emerged
within the EU and
competition among airlines increased dramatically resulting in
downward price
pressures. Ryanair was established to take full advantage of
these market conditions.
By offering low prices, Ryanair entered a huge and virtually
unlimited market.
Having seen the major success of the low-cost carrier Southwest
in the United States,
Ryanair decided to follow in their footsteps by establishing an
LCC for the European

3. continent that targeted fare-conscious leisure travellers and
regular low cost business
travelers. By doing this Ryanair became the first low-fare
airline in Europe. However,
they took the Southwest model further by offering no drinks and
snacks at all and
abolishing the frequent flyer program that Southwest now offers
its customers.
The evaluation of Porters five forces influenced Ryanair’s
choice of a cost-leadership
strategy, as the threat presented by new entrants and the threat
of substitutes could
hinder their success. The threat of new entrants is high within
the aviation industry
which meant that low fares would help drive away any further
competition. The threat
of substitutes to Ryanair had to also be carefully examined.
Their primary market,
Europe, had the availability of high speed trains and car
holidays. For Ryanair to be
successful, prices had to be low to attract the public, and resist
strong
competition from substitutes like Eurostar.
As Europe’s largest low fare airline, Ryanair’s competitive

4. advantage remains in their
ability to continue as cost leaders; providing the cheapest fares
to its customers. This
https://www.mbaknol.com/management-case-studies/case-study-
strategy-of-ryanair/
https://www.mbaknol.com/management-case-studies/case-study-
strategy-of-ryanair/
https://www.mbaknol.com/strategic-management/cost-
leadership-strategy/
https://www.mbaknol.com/strategic-management/cost-
leadership-strategy/
https://www.mbaknol.com/international-business/porters-model-
of-the-five-competitive-forces/
https://www.mbaknol.com/strategic-
management/hypercompetition/
https://www.mbaknol.com/strategic-
management/hypercompetition/
https://www.mbaknol.com/strategic-management/competitive-
advantage/
dictates that the company must minimize its own costs to ensure
that they are able to
offer customers the service at a price below their direct
competitors. This leads us to
consider some key functional strategies which directly help
Ryanair towards their
ultimate goal to be Europe’s leading low fares airline.
The marketing strategy is perhaps the most obvious and
significant functional

5. strategy of Ryanair. Low fares are designed to stimulate
demand, attracting fare-
conscious travelers, those who may have used alternative forms
of transportation or
even those who may not have travelled at all. Penetration
pricin,g as it is called helps
gain market share and simply, more customers equal more
revenue. Tickets are almost
solely sold on their website ‘www.ryanair.com’ which very
importantly keeps sales costs
to a minimum since very few phone operators are employed and
computers can
cheaply handle all functions of sales. With ever-increasing
accessibility of the internet
globally anybody with internet access can buy airline tickets
from Ryanair, so
distribution practically takes care of itself through this medium.
Ryan Air relies on low
cost promotions and in recent times has concentrated on their
‘One million seats at
one pound’, which is usually advertised through their internet
site, national press and
bulletin boards. It is the simplicity of this promotion which
helps keep costs low since

6. expensive advertising agencies can be entirely avoided and
advertising can be dealt
with in house.
Ryanair’s operations strategy determines how the airline will
deploy its resources and
the policies it will operate by. To keep costs low they operate a
‘no frills’ service
onboard aircraft. This means the fare only includes the flight.
There are however a
number of other measures directly related to a no-frills service.
These include ticket-
less boarding, unallocated seats, one class of travel, costs for
check-in baggage, no
refund policy, basic seats (to increase aircraft capacity) and
charging for any additional
service. All this significantly reduces costs to Ryanair. The
Achilles heel of Ryanair is
their greater aircraft utilization through super quick turnaround
times. Essentially this
means the aircraft spends very little time on the ground, they
achieve this through
their human resource policies and by having none or very little
cargo in the baggage

7. hold to speed up loading and unloading of the aircraft.
Logistics strategy deals with the flow of products into and out
of Ryanair. Again there
is heavy emphasis on cost saving and reducing measures.
Ryanair fly to secondary
airports which are potentially much further from the City centre
but accessible enough
by other forms of ground transportation. At these airports
Ryanair are able to
negotiate extremely aggressively and demand the lowest landing
and handling fees.
Additionally Ryanair is usually able to gain financial assistance
with marketing and
promotional campaigns at these airports.
As cost leader Ryanair strives to undercut all its rivals but this
means very low income
per fare and requires maximum utilization of its resources.
Fortunately their financial
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strategy-definitions-and-process/
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strategy/
https://www.mbaknol.com/strategic-management/levels-of-
strategy/
https://www.mbaknol.com/marketing-management/role-and-
functions-of-advertising-agencies/

8. policy ensures they are able to still profit handsomely from rock
bottom fares. The aim
is to break-even on fares but to make their profits out of
ancillary charges and
commissions from their partners. Ryanair has a number of
affiliates such as Hertz car
rental, Acumus insurance and booking.com all of whom are
advertised readily on the
Ryanair website. Since the website has high website traffic its
partners are able to reach
out to Ryanair’s huge client base and are prepared to pay good
commissions to the
firm for this privilege. Ryanair also generate income from
advertising on board the
aircraft. Ancillary revenue is generated from many of the
services that traditional
airlines wouldn’t charge for, such as large baggage into the
cargo hold, allocated
seating, snacks and drinks.
Ryanair’s strategy when purchasing aircraft is to buy new,
uniform aircraft. This is
beneficial for a number of reasons all of which directly help
cost saving measures.

9. Firstly, by being able to order same aircraft in bulk they are
able to negotiate a better
price per aircraft. Secondly, uniform aircraft mean that there are
potential savings in
staff training; air stewards being more familiar with all aircraft
and maintenance will be
simpler. Finally by buying new, the company has safer, more
fuel efficient planes with
lower maintenance costs. Safer aircraft also means greater
consumer confidence,
equating to more fare sales.
Furthermore Ryanair aggressively hedge and fix as many of
their costs as possible,
such as oil and aircraft prices so they are not subject to future
price fluctuations which
could adversely affect profitability.
The human resource policy is again directly related to reducing
costs. Employees are
expected to pay for their own uniform and equipment. Training
given is the required
minimum and staff utilization is among the highest in the airline
industry. Many staff
are employed on performance contracts and those who do not

10. meet their expectations
are readily replaced. Staff are also expected to take on a number
of roles, cabin staff
will also clean the aircraft prior to the next service, check in
staff assist in boarding the
aircraft etc.
Ryanair has successfully experienced years of growth both in
the number of its aircrafts
and passengers since its launch. However, with the global
financial system recently
suffering its greatest crisis in more than 70 years, existing
business models of many
aviation firms are coming under great strain. As this economic
downturn bankrupts
LCCs like XL and Zoom with more expected to follow, the
question is whether Ryanair’s
cost-leadership strategy is sustainable or not as it continues to
offer lower fares in the
face of high costs. Although Ryanair has posted losses along
with other aviation firms
for the latest quarter, it is expected to emerge from this
downturn with fewer
competitors because its â €š ¬1.8 billon balance sheet is one
of the strongest in the

11. industry. Additionally, as the credit crunch takes its toll,
traditional airlines are not in a
position to cut fares and the threat of new LCCs is virtually
eliminated due to the lack
of financing. Although Ryanair faces competition from
substitutes like Eurostar, it is at
an advantage because of Eurostar’s limited destinations.
Ryanair is sticking to its mantra, when the going gets tough,
sell more seats for almost
nothing. By offering low fares, Ryanair expects passengers to
trade down to the low
cost airlines rather than stop flying completely. This trend
appears accurate so far
based on passenger numbers as recession forces millions of
passengers to focus on
price. Additionally, the latest statistics from The European Low
Fares Airline Association
members show a 15.7% year-on-year growth in the number of
passengers for 2008,
indicating that the LCC model is robust, even in times of crisis.
Consequently, there is
no doubt that Ryanair looks poised for substantial profits and

12. passenger growth in the
coming years. However, in order to compete with other LCCs
and maintain its
continued market share growth in the future, Ryanair needs to
improve its poor
customer relations.
The sustainability of Ryanair’s cost leadership strategy also
depends largely on the
price of oil and how effective the firm is in cutting costs in
order to continue offering
low fares. According to the firm’s latest financial report,
Ryanair will enjoy significantly
lower oil costs thanks to their recent hedging programme, when
most of their
competitors are already hedged at much higher prices. These
lower prices will drive
Ryanair’s traffic growth, maintain high load factors and capture
market share from
higher cost fuel surcharging competitors. In order to cut costs,
Ryanair close all its
airport check-in desks and have passengers check-in online
instead. Other cost saving
methods not yet implemented include charging customers for
using toilets on

13. airplanes. These cost cutting ideas are not very popular among
consumers and it
means that Ryanair needs to improve its already tarnished brand
image in the future
which it had attained through negative press reporting and
misleading
advertisements.
The current strategy at Ryanair is expected to work so well that
despite the recession
Ryanair’s CEO has underlined the firm’s commitment to
expansion. The firm is
expected to grow at 20 percent a year because of a 180
aircraft’s on order from Boeing.
These expansion plans for the future will require the company
to increase its landing
slots at airports and recruit more employees. Currently Ryanair
has limited access to
landing slots in major airports and the secondary airports are
long distances away from
city centers which could make it less attractive in the future.
However, a remarkable
cut in flights by other European airline carriers due to recession
is creating enormous

14. opportunities for Ryanair, as many major airports compete to
reduce charges in order
to attract Ryanair’s growth. Availability of skilled personnel
shouldn’t be a problem for
Ryanair due to recent high unemployment levels. However,
Ryanair needs to improve
its current low level of empathy for employees if it is to retain
them in the future.
https://www.mbaknol.com/modern-management-concepts/cost-
control-techniques/
https://www.mbaknol.com/management-concepts/the-
importance-of-brand-attributes/
https://www.mbaknol.com/marketing-management/objections-
against-advertising/
https://www.mbaknol.com/marketing-management/objections-
against-advertising/
Even though Ryanair’s cost leadership strategy is robust and it
looks set to serve them
well in the future, there are some key areas within the business
that can be improved
on to enhance the firm’s profitability and brand image.
Ryanair has always been criticized for many aspects of its poor
customer relations.
According to The Economist, Ryanair’s “cavalier treatment of
passengers” had given

15. Ryanair “a deserved reputation for nastiness” and that the
airline “has become a
byword for appalling customer service … and jeering rudeness
towards anyone or
anything that gets in its way”. If Ryanair is to maintain its large
customer base, it needs
to ensure that it acknowledges its customers’ concerns and
maintains a service focused
attitude at all costs. Ryanair needs to invest in servicing
customers better by providing
a non-premium contact number, improving its non-user friendly
website, and
simplifying the terms and conditions of the flight service.
Ryanair should also create a
frequent flyer program to establish a fixed customer base and
encourage customer
loyalty.
Ryanair is notorious for its high staff turnover which negatively
affects its reputation
as an employer. Over utilisation of employees, poor
remuneration package, and
minimal training are a few other critical items to be considered
by Ryanair if it is to
retain employees in the future. Ryanair needs to understand that

16. although it is
currently possible to replace outgoing employees, but with time
Ryanair’s overall
image will be tarnished. Resultantly, attracting new employees
could become
impossible and this will hinder their expansion plans. Ryanair
should incorporate a
flexible benefits package solely designed to improve employee
morale such as flexible
working hours and extra holidays. To improve its image
amongst employees, training
at all employee levels must include exposure to similar
techniques and methods that
help promote the development of a uniform company identity.
Following massive success in Europe, Ryanair should consider
introducing low cost
transatlantic flights to support its expansion plans and attain a
larger customer base.
With a high demand for certain routes like London-New York
and room for negotiation
in airplane prices and airport slots mainly due to the current
financial climate, it is an
ideal time to further reap the rewards of the cost leadership
strategy that has served

17. Ryanair so well over the years.
Ryanair’s model looks set to survive the current industrial
downturn through its lower
costs and substantial cash balances. No airline is better placed
in Europe than Ryanair
to trade through this downturn. It will therefore continue to
grow, by lowering fares,
taking market share from competitors, and expanding in markets
where competitors
either withdraw capacity or go bust. By taking the recommended
improvements into
consideration, it looks like Ryanair’s cost leadership strategy
seems ideal for the future.
https://www.mbaknol.com/human-resource-
management/concepts-of-compensation-and-compensation-
management/
Innovations in Biology and Technology - Finding Information
Sources and Outline
Vaccines. Your friend is worried about the many vaccines that
his newborn son is scheduled to receive and asks you for advice
since you are taking a biology course. Start with an explanation
of how vaccines work. Briefly contrast the traditional methods
used to create vaccines with more recently used biotechnology

18. techniques, including the COVID 19 mRNA vaccines. Explain
how the mRNA vaccines work based on your knowledge of the
Central Dogma of Molecular Biology. What are some of the
diseases that infants and children in the US are routinely
vaccinated against? How have vaccinations impacted the
frequency of these diseases over the past 100 years? Why are
some people worried about giving their children vaccines? Why
do some people believe that the MRR vaccine can
cause autism? Is there scientific evidence to support these
concerns? Conclude with advice to your friend in regard to
getting the recommended vaccines based on what you learned
from reliable information sources.
· locate 3 reliable information sources that you may use for this
assignment. The purpose of this step is to get the research
process started; you are not required to use these information
sources in the final version of your assignment.
· Write 1-2 sentences for each information source explaining
why you believe these sources are reliable using what
you learned from the UMGC library article.
· Write references to the 3 information sources in APA format:
https://libguides.umgc.edu/apa-examp.
· Create an outline for the writing assignment. The outline
should be in a bullet list format and include the major topics
that you plan to include in your assignment, with some
supportive detail for each topic. It should
not be a draft with full sentences and paragraphs. Here
are two resources that may be helpful as you write your
outline:
Rubric

19. Criteria
Excellent
Good
Needs Improvement
Criterion Score
Information Sources (30 points)
30 points
Three reliable and relevant information sources are provided,
with a 1-2 sentence explanation for each source.
28-30 points
27 points
Two reliable and relevant information sources are provided, or
three information sources but with some concern regarding
reliability and/or relevancy, and/or missing description for one
or more of the information sources.
15-27 points
14 points
One reliable and relevant information source is provided, or
three information sources that are not reliable or relevant, or
no reliable/relevant information sources included.
0-14 points
Score of Information Sources (30 points),
/ 30
APA format (20 points)
20 points
All information sources are in correct APA format.
20 points
19 points
A few errors in APA format.
15-19 points
14 points
Multiple errors in APA format, or just URLs.
0-14 points
Score of APA format (20 points),
/ 20

20. Outline (50 points)
50 points
A well-organized outline that addresses all the questions with
good supportive detail.
45-50 points
45 points
A mostly well-organized outline that addresses all or most of
the questions with mostly good supportive detail, but with some
room for improvement.
25-45 points
25 points
Outline is not well organized and/or
is missing information related to several questions,
and/or is lacking supportive detail.
0-24 points
Score of Outline (50 points),
/ 50
2
Comparative Business Model
Institution Name
Student’s Name
Date

21. A company's internal logic is reflected in what is known as its
"business model." A significant degree of complexity is
inherent in running a business; nevertheless, with the help of a
business model, executives are able to graphically streamline
the internal process of the company and identify the nine
important building pieces that are responsible for bringing the
market value. This model can be simplified further in the
fashion industry by concentrating on the four primary factors
that differentiate firms from one another. These are the value
proposition of the company, the customer segmentation, the
communication and supply process, and the level of complexity
in the value chain of the company (Ko et al. 2019). The link that
is made between a firm's value proposition (also known as the
solution) and the target market (also known as the consumers
the company hopes to assist) is the essential component of a
business model. This connection is also known as the "customer
connection." This paper will discuss the different elements of
two competing business models; luxury brands and premium
brand.
Luxury Brand Model
Business Purpose
A luxury brand model is an intricate structure that
communicates information about quality, genealogy, social
position, and personal preference. It typically consists of a
collection of graphical identifiers, such as a unique logo,
monograms, patterns, and photographs, among other things.
Bottega Veneta is a wonderful example of this since the
company's leather goods don't exhibit any visible insignia or
logos, but the woven leather pattern on the items allows the
company to be easily identified. The objective of a luxury brand
is to generate the greatest amount of brand value and price
power possible by capitalizing on a number of different brand
aspects, such as legacy, place of origin, workmanship,

22. exclusivity, and prominent customers (Ko et al. 2019).
Customer Segment
Luxury brands will preferably target clients who are often
referred to as HNWIs (High Net Worth Individuals). The price
point has little influence on this sort of consumer's buying
selection since they appreciate the experience of shopping a lot
more than they value money. This is not to say that those luxury
brands aren't interested in attracting more "ordinary" customers.
Customer Offer
· Performance: A great experience both in terms of how it works
and how it makes you feel.
· Pedigree: A long and interesting history that adds to the
specialness of the brand.
· Limited supply: Products are produced in limited quantities or
with unique ingredients like platinum.
· Public figures: It doesn't have to be a paid endorsement, and
the best thing is for the brand to appear naturally with famous
people at events, etc.
· Pricing: Luxury brands keep their perceived value high in
order to charge more.
Supply Process
Exclusive distribution is the supply strategy followed by luxury
businesses in marketing terms. Businesses in the luxury market
must provide a shopping experience that can convey the
maximum capabilities of their brand message. Fully owned
retail is a must for luxury brands that want to establish an
atmosphere suitable for educating, enlightening, and
entertaining their clients (Ko et al. 2019). That's why, in the
luxury market, corporations build their market by opening
'flagship shops,' which are one-of-a-kind stores in one-of-a-kind
locations that enable them to deploy the artistic and educational
parts of the brand. These shops are less concerned with sales
and more concerned with establishing a venue for engagement
among various brand stakeholders.
Performance
Compared to brands that offer equivalent tangible

23. advantages, luxury firms are able to charge higher prices for
their products and services. On contrary, the trait of "high
price" is a result of the best results and reliability that
luxury brands offer consistently and without exception.
Core Competencies Organizational Structure
The raw materials used in the creation of luxury goods are of
the highest possible quality. Whereas in the past luxurious
materials like exotic animal furs and feathers were considered
top of the line, today's fashion trends favor cutting-edge
synthetic fabrics. Luxury and good design go hand in hand; the
style of a luxury product is what sets it apart from others,
proving that even in the age of mass production, originality and
creativity are still possible. Luxury buyers are easily pleased,
and manufacturers continue to satisfy this need.
Premium Brand Business Model
Business purpose
The idea behind the premium business model is to target
customers with more discerning tastes by providing high-end
goods and services that meet their needs. Given that quality is
frequently a matter of opinion, a premium business strategy
places a significant emphasis on the image of the brand. The
goal of this kind of company strategy is to achieve a larger
profit margin while maintaining a lower volume of sales (Chu,
2021).
Customer segment
The high-income sector, also known as the premium market, is
comprised of wealthy individuals who are able to purchase top-
tier and luxury products. The tastes of the individuals who
belong into this market group are often taken into consideration
throughout the development process of premium brands, so that
the resulting products are a good fit for those individuals.
Because fewer individuals earn enough money to purchase
premium products, this segment is less than one may think.
People who want premium brands work hard to achieve an
income level that is high enough to allow them to participate in
the premium market segment; as a result, the premium market

24. segment is influenced by the premium brand sector. The age
range of 25 - 44 years old is the demographic that premium
brands are aiming at nowadays. They account for sixty-four
percent of the total audience, the younger generation between
the ages of 16 and 24, known colloquially as Generation Z are
also the targeted segments. They represent an additional
sizable portion of the audience fashion businesses are trying to
reach (Chu, 2021).
Customer offer
The marketing strategies used by premium companies are aimed
at increasing the perceived value of the goods and services they
provide. People have a deep-seated need to be seen as capable,
desirable, and even enviable by their peers. They will place a
higher value on a service or product that can assist them in
experiencing these emotions and will be willing to pay a higher
price for it.
Supply process
. In the premium market, it is essential to provide goods of
the highest possible quality; thus, the sourcing process
guarantees the use of high-quality components and raw
materials and each stage of the production process is consistent
with the quality standard that is required. As a direct result of
this, it is frequently necessary to acquire materials in certain
countries (for example, leather in Italy, crocodile skin in
Australia) and also from specialist suppliers. In a similar vein,
the stages of manufacturing that are considered to be the most
vital, such as the cutting step, are to be retained in-house, while
the less vital and more labor-intensive phases are to be
outsourced.
Performance
The performance leadership of a premium brand in its market
category, as well as an exceptional, product-specific basic and
supplementary advantage, are the defining characteristics of a
premium brand system. Premium companies are able to
command greater costs for their goods and services in
comparison to brands that provide comparable tangibly useful

25. benefits. The characteristic of "high pricing," on the other hand,
is a consequence of the optimum performances and quality that
premium brands provide on a constant basis and without
compromising (Sarkar, 2021).
Core competency’s organizational structure
Majority of firms link themselves with the "hand-made"
attribute, and make sure to include their lengthy tradition in
their brand narrative. The handbag is an instance of a premium
product that stresses workmanship. Quality is driven by
distinctiveness and limited editions. We can observe throughout
the history of elegance how the garments worn by the highest
classes were not easily duplicated by other tailors. Luxury has
grown ironically vast in recent years, yet it is still dictated by
celebrities and others, and things have a brief sales cycle,
creating the illusion of scarcity required to generate luxury.
References
Chu, X. Y., Chang, C. T., & Lee, A. Y. (2021). Values Created
from Far and Near: Influence of Spatial Distance on Brand
Evaluation.
Journal of Marketing,
85(6), 162-175.
De Silva, S. S., Seeley, E. L., Ongsakul, V., & Ahmed, Z. U.
(2020). Conceptualizing a new model for luxury brand purchase
intention in an emerging country setting.
Journal of Transnational Management,
25(2), 100-127.
Ko, E., Costello, J. P., & Taylor, C. R. (2019). What is a luxury
brand? A new definition and review of the literature.
Journal of Business Research,
99, 405-413.

26. Sarkar, J. G., Sreejesh, S., Sarkar, A., & Dwivedi, Y. K. (2021).
Impact of self‐brand connection on willingness to pay premium:
Relevant mediators and moderators.
Psychology & Marketing,
38(11), 1942-1959.
Assessment Two – BUS305
Question
You are part of the ‘The Journey Team’ tasked to develop or
make simultaneous and mutually
supportive changes to your company’s existing business model.
Present a report to the
management of your organisation detailing the changes
required. Changes can address the
choice of the target segment, product or service offering,
revenue model, profitability,
competitive advantage, or value creation. Your report should
introduce at least two changes.
You are required to select one of the following companies:
1. Jetstar
2. Officeworks
3. Commonwealth Bank

27. 4. AGL Energy
• 35% of the final mark
• The word count is 1200-1500, excluding references, tables,
charts, and graphs.
• Submission through Turnitin. Due date: Sunday, 30 October
2022, 11:59 pm
Recommended structure for your paper
• An “essay” format is preferred
• Introduction
✓ An opening statement and supporting sentences on business
model
innovation.
• A detailed discussion of the changes (at least two)
✓ the target segment,
✓ product or service offering
✓ revenue model
✓ profitability
✓ competitive advantage

28. ✓ value creation
• Conclusion
✓ Synthesize your significant points
✓ Final words – connect back to the introduction.
What is expected of you
• Prior understanding of business
✓ Course materials
✓ Textbook
✓ Relevant articles
• Support your analysis with solid evidence and reasonable
assumptions
✓ What data/information/references are relevant and how to use
them in your
analysis/discussion of business models
• Keep your writing clear and focused
✓ Progression of ideas

29. ✓ Referencing
✓ Proofreading
Formatting Instructions
• Papers should be submitted in word format.
• Figures and other relevant information should be saved in the
appendix section.
• The main document should be double-spaced, with one-inch
margins on all sides,
and all pages should be numbered consecutively.
• The text should appear in 12-point Times New Roman or
another standard 12-point
font.
• Harvard referencing style
Relevant papers
Breier, M., Kallmuenzer, A., Clauss, T., Gast, J., Kraus, S. and
Tiberius, V., 2021. The role of

30. business model innovation in the hospitality industry during the
COVID-19
crisis. International Journal of Hospitality Management, 92,
p.102723.
Franceschelli, M.V., Santoro, G. and Candelo, E., 2018.
Business model innovation for
sustainability: a food start-up case study. British Food Journal.
Geissdoerfer, M., Vladimirova, D. and Evans, S., 2018.
Sustainable business model
innovation: A review. Journal of cleaner production, 198,
pp.401-416.
Keiningham, T., Aksoy, L., Bruce, H.L., Cadet, F., Clennell, N.,
Hodgkinson, I.R. and Kearney,
T., 2020. Customer experience driven business model
innovation. Journal of Business
Research, 116, pp.431-440.
Rachinger, M., Rauter, R., Müller, C., Vorraber, W. and
Schirgi, E., 2018. Digitalization and its
influence on business model innovation. Journal of
Manufacturing Technology

31. Management.
Assessment One – BUS305
Question
You are required to select two competing business models in the
fashion industry and
present a report on the key elements of their models. Your
report should present
information on key issues such as
• Business purpose
• Customer segment
• Customer offer
• Supply process
• Performance
• Core competencies organisational structure
• 20% of the final mark
• The word count is 800-1000, excluding references, tables,
charts, and graphs.
• Submission through Turnitin. Due date: Sunday, 25 September

32. 2022 11:59 pm
Recommended structure for your paper
• An “essay” format is preferred
• Introduction
✓ An opening statement and supporting sentences on business
models.
• Discussion of the elements
• Conclusion
✓ Synthesize your major points
✓ Final words – connect back to the introduction.
What is expected of you
• Prior understanding of business
✓ Course materials
✓ Textbook
✓ Relevant articles
• Support your analysis with solid evidence and reasonable

33. assumptions
✓ What data/information/references are relevant and how to use
them in your
analysis/discussion of business models
• Keep your writing clear and focused
✓ Progression of ideas
✓ Referencing
✓ Proofreading
Formatting Instructions
• Papers should be submitted in word format.
• Figures and other relevant information should be saved in the
appendix section.
• The main document should be double-spaced, with one-inch
margins on all sides,
and all pages should be numbered consecutively.
• The text should appear in 12-point Times New Roman or
another standard 12-point
font.
• Harvard referencing style