Easyjet, The Main Strategy Of Easyjet Essay

Easyjet, The Main Strategy Of Easyjet Essay
Introduction
EasyJet plc is a low–cost passenger airline what conducts it's operations throughout the United
Kingdom and mainland Europe. Bloomberg. (2016) Easyjet Plc. [Online] [31st October 2016]
http://www.bloomberg.com/profiles/companies/EZJ:LN–easyjet–plc
The main strategy of Easyjet is to be Europe's preferred short–haul airline, delivering market–
leading returns. Easyjet Corporate. (2015) Annual report and accounts 2015. [Online] [31st October
2016] http://corporate.easyjet.com/~/media/Files/E/Easyjet–Plc–V2/pdf/investors/result–center–
investor/annual–report–2015.pdf
It is important to examine Easyjet's strategy due to the changing financial climate in the UK and
Europe such as the 2008/9 recession and Brexit.
EasyJet began in 1995 when Stelios Haji–Ioannou had the idea to create a customer–focused brand
that would one day revolutionise the concept of stepping onto an aircraft. EasyJet leased it'd first
aircraft in 1996 and two years later in 1998 they started easyjet.com which allowed passengers to
book flights online. 2002 was a milestone for EasyJet as they bought low–cost airline Go (originally
created by British Airways) to create Europe's no. 1 air transport network. In 2013 60 million
passengers flew with Easyjet and they made it into the FTSE 100. In 2014 Easyjet announced a new
deal to buy the new generation A320 neo aircraft which will start in 2017. easyJet Airline. (2016)
History. [Online] [28th October 2016]
... Get more on HelpWriting.net ...

Ryanair Case
Ryanair Case Analysis
1. What is your assessment of Ryanair's launch strategy? Was it a good strategy? In your answer
consider potential market demand, pricing and Ryanair's likely cost structure.
After having grown up in the airline industry, the Ryan brothers proved they were able to operate a
scheduled airline successfully with their 14 seat flights between southeast Ireland and a secondary
London airport. Their strategy was to expand to the Dublin–London route, a known lucrative route
for British Airways and Aer Lingus. Ryanair planned to have unrestricted fares priced at I£98, while
providing first–rate customer service.
Ryanair chose to enter the market at a time when the consumer base needed a low cost alternative
and the ... Show more content on Helpwriting.net ...
The majority of their costs are fixed, making it difficult for them to quickly reduce their operating
expenses. Not only will BA and AL have to figure out ways to lower their costs, they will also need
to reassess the restrictions they have on their tickets. Ryanair is offering tickets without any
restrictions, so even if BA and AL came close to their price, the customer may still opt for Ryanair if
the others do not make policy changes.
In addition, BA and AL are likely to launch advertisement campaigns to try and convince the
consumer market that their level of service and experience in the industry is worth paying a higher
price. BA has retail shops that offer in–person service and are known among business travelers for
their in–flight amenities. Additionally they offer a variety of classes of service, from first to
economy, while Ryanair has one class on one type of plane.
BA and AL are assuming that the deregulation of the airline industry, particularly in the United
Kingdom, will allow them to expand their routes and cover more of their significant overhead.
British Airways has been continually increasing their revenue and profit from a low in 1981. BA
carries more international passengers than any other airline and has an overall higher operating
margin than in Europe alone. It would be safe to assume that BA will focus efforts on other markets
and not feel too much pain from losing some business on this route.
3. How costly

can long haul low cost airlines be successful
Research in Transportation Economics, Volume 24, Issue 1, The Economics of Low Cost Airlines,
2008, Pages 61–67 Can long–haul low–cost airlines be successful? Dr Peter Morrell Cranfield
University, Beds MK43 0AL, UK Phone: +44 1234 754242; Fax: +44 1234 752207
p.s.morrell@cranfield.ac.uk Abstract A key question is whether the very successful, largely short–
haul LCC business model can work over long–haul sectors? This paper compares the cost and other
advantages of LCCs and evaluates how far they might be applied to long–haul sectors. It is
estimated that cost advantages might be much lower than the 50–60% on shorthauls. Other factors
such as the adoption by network airlines of some LCC features and their likely ... Show more
content on Helpwriting.net ...
Ryanair's and AirAsia's announcement of their intentions to move into long–haul markets has added
to interest in the potential for such services. A previous paper addressed the degree to which the
low–cost model could be applied to long–haul operations (Francis et al, 2007). That study (based on
2003 data) concluded that a low–cost long–haul operation could only achieve a 20% cost advantage
over network carriers compared to 50% on short/medium haul flights. Their definition of long–haul
flights will also be adopted here: any sector that cannot be operated by an 3 unconverted A320 or
B737, the workhorses of the low–cost business model to date. This effectively means flights of six
hours or more.1 The head of Boeing's commercial aircraft division thought that 'there might be a
market for low–cost transatlantic flights; any further and creature comforts will be required'
(Morgan, 2007). However, existing long–haul Y–class cabins offer seat comfort that is scarcely
better than many short–haul LCCs. Furthermore other in–flight amenities would certainly be
available for purchase on a long–haul LCC. This paper examines the potential for long–haul LCCs,
first by reviewing previous proposals, looking at costs and competitive reactions before assessing
market stimulation and the need for feed. Regulatory

British Airways Valuation
Global Economic
There is increasing confidence that the world economy is enjoying a classic cyclical recovery.
Global economy is on a recovery path aided largely by the quick end to the Iraqi war, which
generated positive outlook among markets and built up business and consumer confidence.
GDP growth rate was 0.2% in the first quarter of 2003 in UK, growth rate for the second and third
quarter went up to 0.6%, pointing to a growth rate of 2.0% end 2003. Unemployment rate has been
decreasing to a rate at 4.7% according to the National Statistics with Inflation falls (September: CPI
now 1.1%, RPI 3.1%) in 2004. UK government increases the interest rate to avoid inflation during
past years. HM–Treasury in November 2003 forecasted the ... Show more content on
Helpwriting.net ...
The company 's other activities include its range of aircraft maintenance, package holiday and
airlines service offerings.
1.2 Competitors
Porters ‘five forces ' competition model
New Entrants
Threat of new entrants
Industry competitors
Suppliers Buyers
Bargaining power Intensity of rivalry Bargaining power of suppliers of buyers
Substitutes Threat of substitutes
Source: Porter (1985)
British Airways PLC (BAY–LN) focuses on international and domestic scheduled and charter air
services for the carriage of passengers, freight and mail. The Group 's is globally allied and holds
code share arrangements agreed with Finnair, Iberia and Cathay Pacific. In an attempt to compete

backwards in order to better control competition.
Analysis of the Airline Industry
In order for a company to be able to compare itself with its rivals in terms of competition intensity
and profitability, the five forces model can be used. This model is consisted of three ‘horizontal '
sources of competition these are the threat of substitutes, the threat of new entries and the
competition among rivals. The other two ‘vertical ' sources of competition are the power of
suppliers

British Airways PLC British Airways Essay
British Airways PLC British Airways
British Airway's PLC is the largest international airline in the world. It is based at Heathrow airport
in London, the busiest international airport in the world, and has a global flight net–work through
such partners as USAir in the United States, Qantas in
Australia, and TAT European airlines in France. Via its own operational and those of its alliance
partners, British Airways serves
95 million passengers a year, using 441 airports in 86 countries and more than 1,000 planes. The
principal activities of British Airways is the operation of international and domestic scheduled and
charter air services for the carriage of passengers, freight and mail and the provision of ancillary
services. ... Show more content on Helpwriting.net ...
All the managers, in relation to activities under their individual control, are responsible for
identifying and ensuring compliance with environmental regulations affecting environment. Each
director shall address environmental matters regularly, identify items requiring action and make sure
they are followed up. Authority for environmental matters is devolved thought the director of safety,
security and environment to head of environment that is responsible.
There are twenty six subsidiary companies. Their principal Banks are:
Barclays plc; National Westminster Bank plc. Finally, there are BA's financial information group.
These all from a significant part of the structure of British Airways operation. Another section of
BA's structure has to do with her fleet of airlines. There are a growing number of fleets British
airways operate, such as Boeing 747 fleet.
There is now the newer 777 fleet. Their flagship "Concorde" fleet
(introduced in 1976). I will go into the workings of one such fleet, as we progress; namely British
Airways (European) fleet. This gives insight into how the remainder of her fleet operate in a similar
pattern. This section concerns the geography of flights and their destinations, which can here be
enumerated.
1 British Airways (European)
2 British Regional Airlines
3 British Asia Airways

Collapse of a Section of the Tunnel Near Heathrow Airport
On the 21st October 1994 saw, what was described as, one of 'the worst civil engineering disasters
in the United Kingdom in the last twenty–five years'. Balfour Beatty, the contractor in charge of a
part of the £440 million project to build a part of the tunnel for the Heathrow Express train in the
CTA (Central Terminal Area), were five years later charged with a fine of £1.2 million plus,
£100,000 worth of prosecution costs for the collapse of a section of the tunnel near Heathrow
Airport and seventy–five meters away from a section of the Piccadilly line tunnel. Geoconsult, an
expert designer of Balfour Beatty's for the NATM (New Austrian Tunnelling Method) were also
fined by the Old Bailey Criminal Crown Court £500,000 plus £100,000 for prosecution costs.
The main reasons for the severity of the prosecution for Balfour Beatty were the failure in ensuring
safety for their employees throughout construction of the NATM station tunnels, and failing to
ensure safety of the general public, by exposing them to unnecessary danger. Geoconsult were fined
mainly due to the lack of technical supervision of the works being carried out.
Outline of project
Balfour Beatty were given a contract worth £60 million in order to build roughly nine kilometres of
tunnel and numerous NATM tunnels with two underground stations at Terminal 4 and the CTA.
Balfour Beatty's £60 million contract was part of the total estimated £440 million for the whole of
the Heathrow Rail Link Project. Geoconsult,

Persuasive Essay On A Trip To London
VIP Escorts Visiting You at the Airport
Whether a client is coming to London, leaving for another destination, or already lives here, there
are many escorts readily available from other websites that offer an average service, but there are
not many VIP escorts that you can meet at London Airports.
You might come to London for business or just passing through, but one thing is certain; we believe
that you deserve the best VIP service at whichever airport you are visiting.
Regardless if you are a women of class or a man of leisure, you just might be a VIP airport traveller
who uses only Private Jets and Business Travel Specialities which shows that you strive for
excellence and wishes to stay away from mediocrity and bask in luxury. We would love for you to
experience only the best that London has to offer in a secure, safe and refined way.
An Exclusive Airport Companion could meet you in an airport, hotel, restaurant, or join you at any
social event further in London. We respect the privacy of all our clients that prefer their meeting stay
discreet in an upscale hotel or penthouse, and would be delighted to offer an exclusive concierge
service that arranges a customised meeting for you. In this article, we will describe the most visited
UK Airports that our exclusive ladies and gentlemen would come to just for you.
Please note that we provide an exclusive service for all London Airports, including Heathrow,
Gatwick, Stansted, and London City, bringing the best female

Strategic Management: Strategic Directions Folloed by...
Contents
1) Executive Summary
2) Introduction of Company
3) External Environment
4) Company Financial Performance
5) Competitive Strategy
6) Strategic Direction of Development
7) Methods of Development
8) Conclusions and Recommendations
9) Resources
10) Appendices
1) Executive Summary
This report aims to evaluate the current strategic directions followed by Virgin Atlantic.
Initially we discuss the organisation's mission statement and identify how the vision of the company
is reflected though the strategic objectives. It is established at CSR plays an important role one
Virgin Atlantic ... Show more content on Helpwriting.net ...
This business model has the key understanding that the way in which the product is positioned and
the experience provided travelling by virgin Atlantic, will ensure customers will travel again and
again thus allowing them to achieve their long–term strategic objectives of increasing profits and
shareholder values.
2.3 One of the key factors in the business model is 'how' Virgin Atlantic provide a unique flying
experience, virgin maintain this positive feeling with the friendly flight attendants and the positive
attitudes they show customers. The airline ensures the happiness of staff with fair wage, discounts
on fairs as well as loyalty schemes. The most public display of loyalty towards staff was in 2009
when Virgin Atlantic employees were given 2 free flights to any of the airlines destinations as part
of the 25th anniversary of Virgin Atlantic Daily Mail (2009). This generosity towards the staff has
the same principles applied by its airline services, the idea of luxury onboard the aircrafts and the
knowledge that you will be taken care of.
2.4. Thomson and Martin (2005) believe that customers play a key part in an organisations business
model as they are ones who the services are specifically tailored to. In the 80's when Virgin

Atlantic's vision was launched, the glamour of air travel had distinguished and air travel was seen as
an expensive means of getting from a

Transferring the Successful Business Model of Short-Haul...
Transferring the successful business model of short–haul low–cost airlines to the long–haul market –
why does it not work?
Universidad del Pacifico
Globalization, Multinational Corporations & Foreign Direct Investment
Research Paper
3.12.2012
1
1. Introduction
In terms of financial achievements the airline industry has not performed well over the past decades.
It has even been stated as 'an example of how not to run business in the 21st Century, when looking
at hard numerical facts' (Button & Ison , 2008). However, there have been exceptionally flourishing
cases, especially in the low –cost short–haul airline industry. Companies such as Ryanair in Europe
or Southwest Airlines in the USA have gained considerable ... Show more content on
Helpwriting.net ...
This is vital for their survival as the capital n eeded for aircraft purchases is a heavy burden for the
balance–sheet of all airlines. Conventional full–service airlines on the other hand generally have a
more complex offer including short– and long–haul flights which require several types of aircrafts
incurring considerable costs.
2.3 Human Resources
Another factor used by short–haul LCCs to increase efficiency and lower costs is their use of human
resources. Not only do LCCs tend to hire younger cheaper staff but also, according to
3
Flouris & Walker (2005), a pilot of an average low–cost carrier flies approximately 25.1% more
hours and has 12.5% more work days than a pilot at an average full –service airline. In addition they
state that LCC pilots have a salary base of 60% and receive the remaining 40% based on
performance. These figures highlight the LCCs' efficient use of available resources in comparison to
full–service airlines. Furthermore, in terms of flight attendants, these are generally
'home–based', flying only peripheral routes to their home in order to facilitate scheduling and cut
costs such as overnight hotel stays for personnel (Morrell, 2008). Cleaning personnel is also kept to

a minimum since the clean–up in between flights is done by flight attendants and a full clean up is
not done every day. This is very much facilitated by the fact of not

British Airways And Ryanair And The Airline Industry
In today's business world, Aviation industry is frequently developing rapidly in order to compete
among each other and survive in the larger markets. The passenger air travel industry is facing
aggregate competition between low cost/no frills carriers –LCC and the more traditional full service
carriers–FSC (Hunter 2006). Due to rapid development, consumer trend improved in the market
because flying on mainstream carriers was no longer cost–effectively practical, which lead to an
appear of low cost carrier (Whitelegg, 2005). Subsequently, operation strategy is fundamental to the
success of the businesses. Slack, Brandon–Jones and Johnston (2013) defined operation strategy as "
The pattern of strategic decisions and actions, which set the role, objectives and activities of the
operation (Slack, Brandon–Jones and Johnston: 2013: P70). In this essay, it will be discuss, how two
successful businesses: British Airways and Ryanair compete and survive in the airline industry
according to strategic operations performance. British Airways (BA) is a worldwide airline based in
United Kingdom. It is a famous flag carrier airline. British Airways was established on 31st March
1974 and is now among the largest airlines compared to Ryanair, which is, an international airline
based in Ireland. It is known as the low cost airlines and was set up in 1985 by the Ryanair family.
According to Ryanair official website, Ryanair operates with an ultra low cost carrier strategy that is
lowest fares

British Airways Case Study
Organizational Behavior Final Case Analysis:
Done By:
Table of Contents:
1.Introduction.........................................................................................................................3 What the
company does?.....................................................................................................3 How it was
developed historically?......................................................................................3 SWOT
analysis....................................................................................................................4
Strengths..............................................................................................................................4
Weakness.............................................................................................................................5
Opportunities......................................................................................................................6
Threats.................................................................................................................................6 The
Problem........................................................................................................................6 Why is change
... Show more content on Helpwriting.net ...
Mistrust and fear from upper management Employee cognitive dissonance and inability to reconcile
with the company's values.
Opportunities
Terminal 4 expanding number of fleets. Strategic alliances. Provides most direct non–stop flights to
London worldwide.
Threats
Economic crises & Terrorism. Competitors (Lufthansa, Air France, and KLM) Natural disasters e.g.
Iceland Volcano eruption.
Strengths:
Brand name: British Airways had a strong, well–recognized brand name that influenced customers
worldwide greatly. Strong management style: the company was characterized by having a very
strong, influential bureaucratic style. It helped shape most of the company's decisions and proved to
be quite beneficial especially through times of economic and world crises. Motivational training

programs: Colin Marshall developed several training programs with different motivational goals to
help improve and shift the paradigm of the employees from being self–centered and arrogant to
being people–oriented and customer friendly. "Putting People First" introduced concepts of setting
personal goals and taking responsibility for getting what they wanted out of life. "Managing people
first" was originally targeted at middle managers, junior managers and supervisory grades {3}. The
program directed the 4

Internal Analysis Of Virgin Atlantic
1. Overview of Virgin Atlantic Airways
1.1 Background of the Airline Industry
In current times, air travel plays an important role as it is a means of transportation for people and
products. Since the beginning of flight in 1903, air travel has revolutionised the world. The airline
industry is not only a means of transportation, but also a very successful business. (Harris, 2012)
1.2 Overview of Virgin Atlantic
Virgin Atlantic Airways was founded in 1984 by Richard Branson's Virgin Group with its first flight
taking place on June 22, 1984 (Virgin Atlantic, 2014). 51% is owned by the Virgin Group and run by
133 executives with; Richard Branson as the Chairman, Craig Kreeger as the Chief Executive and
Maria Sebastian as Director of Sale and Marketing. The remaining 49% was owned ... Show more
Their products are distributed via numerous methods such as; their online website, operators and
travel agents and bookings that can even be done telephonically. (R.F.L, 2014)
Virgin Atlantic uses various modes of media such as posters, websites and online adverts to promote
sales and its brand in numerous locations worldwide. This is so as to attract new customers and
expand their company. (R.F.L, 2014)
2. Internal Analysis of Virgin Atlantic – SWOT Analysis
Strengths
Virgin Atlantic is owned by the world renowned Virgin Group helping to solidify its strong brand as
it covers many markets and are thus recognisable by 98% of the British public
It is run by the inspiring and innovative Richard Branson
They are innovative with their product offerings such as the new Premium Economy class as well as
in–flight music, ice cream and movies
They are a price leader with their competitive prices as highlighted earlier
There is a full service package offered when buying a flight ticket ranging from limo rides, check–in
facilities, clubhouses and exclusive lounges as well as in–flight

London Docklands Essay
London Docklands
A Case study of:
q Urban redevelopment / Urban regeneration
q Economic decline and regeneration
q In migration into an area and its impact
q An urban planning scheme
Where are the London Docklands?
In the East End of London. Docklands covers an area of 2200 hectares, (21 sq kms) over 5
boroughs, Newham, Tower hamlet, Southwark, Lewisham and Greenwhich. The area covered by the
London Docklands Redevelopment Corporation stretches from Wapping and Tower Bridge in the
west to The City Airport and Becckton in the east.
Why did the London docklands decline?
1. An increase in the size of the ships meant that the docklands were too narrow and shallow. ...
Show more content on Helpwriting.net ...
Being designated as an enterprise zone involves
q a 10 year period free of rates
q building grants and loans for site preparation
q grants for buildings and machinery
q planning applications from companies wishing to locate are given top priority
q tax relief given to companies who locate there

What were the London docklands gains and losses for economic, social and environmental
developments?
Gains
Losses
Economic
q New jobs created – new skills for young.
q New image of modern, hi tech business centre.
q New transport infrastructure (STOLPORT airport, DLR light railway, Jubilee Line, Limehouse
Link road)
q Property values rose quickly.
q New income from tourism
q Skills mismatch for local residents of area
q Poor loose out, because they cannot afford new housing at £200,000 – £500,000
q Local

Ryanair
Ryanair – The low fares airline: Whither now?
Main Problems
Ryanair's growth rate is affected by macroeconomic factors such as the recession, as seen in 2010
when Ryanair saw a 200% increase in profit and traffic growth, as the low fares became attractive
for those suffering from the current climate. Uncertainty still remains regarding the economic
climate; problems would arise if it continued, as passengers would reduce spending restricting the
company's passenger volume growth. If the economic climate was to grow, business and leisure
passengers may choose to pay more and travel with a full service airline, this could consequently
result in demand for low–cost flights to drop.
One of the greatest concerns is fuel prices the ... Show more content on Helpwriting.net ...
If it were to be successful Ryanair would have to change their strategy, as it would not be able to
keep low costs, as passenger on long haul flights would want the additional add–ons at no extra
price. This would result in increased price and pose a challenge for Ryanair to maintain cost
leadership.
Possible Solutions
Ryanair should expand in the EU, by increasing flight frequency and flights expansion especially in
Eastern Europe. One way they can do this is to purchase WizzAir, an airline that already has major
bases and routes in Eastern Europe. This would gain an advantage over competitors such as easy jet
who currently have no bases there, thereby maintaining cost leadership.
Strategic alliances should be put in place so Ryanair can achieve an extensive geographic network,
with bases placed strategically around Europe airports. By consolidating with Norwegian airlines
and creating a strategic partnership, with a percentage in each other's shares would allow for greater
scope and assurance from the unpredictable economic conditions.
Swift market responses need to be made by Ryanair, such as capitalising on the failure of other
European airline by opening new routes on their existing failed ones, this will achieve greater
economics of scale and thus costs fall. Ryanair should continue to look at the many airlines that
have a limited geographic area

The Complex Nature Of Major Infrastructure Projects
ROBERT GORDON UNIVERSITY
THE PLANNING FALLACY
STEINBACH, KEVIN (1512052)
MSC PROJECT MANAGEMENT
SUM104 – PROJECT PLANNING AND CONTROL
DOMINIC AHIAGA–DAGBUI
2ND NOVEMBER 2015
424 WORDS
1. Introduction
The complex nature of major infrastructure projects means they are heavily dependent on effective
teamwork and integration between parties for their success. Gajendran and Brewer (2012) state that
these aspects of project management are critical to the success of any project, however it is clear that
implementing these effectively in a real life context remains a significant hurdle. Numerous projects
in the UK continue to experience significant problems and face challenges as a result.
Background
This part of the introduction is simply a summary of your interpretation of the assignment brief and
is commonly referred to as 'explaining the terms of reference'. Also define any terms that may be
new to the reader.
Aims and objectives
This section provides information on the overall purpose (aim) of your work and the areas to be
covered (objectives) within it. For the latter you could use the following: "This report comprises five
main parts. It will begin with.... and then......... Next it will.......Conclusions will then be drawn and
six recommendations offered" (Robb 1997 p. 15).
Essay Question: Italy on the eve of 1860 has often been described as an unlikely nation. Why?
On the eve of 1860 the word Italy described not a nation, but a

British Airways : International Airline
British Airways ('BA' or ' the Company') is the largest international airline in the UK, and it also
leads the global premium airlines in the world (British Airways, 2014; MarketLine, 2015). BA's
principal company has been located in London and uses Heathrow Airport as its 'super hub'. BA
owns Heathrow Airport Terminal 5, which has been evaluated as the best terminal in the world, to
provide high quality services for passengers (NDC Case Study, 2015).
British Airways also try to balance between short–term benefits and long–term opportunities. In the
short term, British Airways plan to cooperate with reliable travel agents to offer special services to
meet customer and agents' needs and wants to achieve to win–win–win situation. In the Long term,
British Airways try to establish a flexible and innovative platform, and to create a cooperative
environment in the airline industry.
This report is a strategic review of British Airways. It has used various tools to analyze internal and
external environment of the British Airways, and provide valuable recommendations. In generally,
today's airline market becomes more and more competitive. BA also getting chances to increase the
number of passengers and expand market size mainly due to British Airways has good brand image
and reputation. The Company devotes to provide high quality service for passengers, and also
undertake relevant responsibilities, especially on its social and environmental responsibilities, such
as setting up aim

Branding of Airlines
INTRODUCTION
In a consumer world that is ruled by brand names, it has never been more important for an airline to
have the right public image. If the national flag and perhaps a catchy logo on planes, counters and
ticket covers were sufficient in the olden days, today branding is a science of its own.
Half a dozen branding agencies, most of them based in London and the USA, are fighting not just on
behalf of toothpaste or cars but, with dogged determination, in the aviation industry over budgets
worth millions. "The airlines are much more conscious today that branding can be a question of
survival," says David Davis of the Future Brand agency. It is not just a matter of appearing attractive
to one's own staff and one's customers. With ... Show more content on Helpwriting.net ...
Finally in the spring of 2000 Bob Ailing was himself thrown overboard along with his ethnic
concept after
only half the fleet had been transformed. The new Chief Executive, Rod Eddington, is now having
all the aircraft one by one repainted with the stylized national flag fluttering in the wind, as the tail
assembly art gallery sadly bites the dust. Designer Piers Schmidt, who was involved in the project,
explains, "It didn't work because the culture and product development within BA had not gone far
enough to fulfill the expectations aroused along with the design. They changed the packaging but
not the underlying concept."
On the other hand sometimes a new corporate image has produced quite tangible benefits for an
airline. When Landor introduced the new white fuselage at Federal Express to replace the former
mauve–coloured paintwork, the corporation's fuel costs fell significantly because the on–board air
conditioning did not need to be used so much on the ground. Southwest Airlines introduced new

What Is Easyjet Competitive Advantage
Markets/Customers
Easyjet, Plc, has a good competitive advantage as it connects important city–to–city markets in
Europe. Easyjet also has one or two market positions at chief airports such as London Gatwick,
Geneva, Paris Orly, Paris Charlesde Gaulle, Amsterdam and Milan Malpensa. The company's
market share in European market is about 8% and about 32% in Easyjet's markets. It has branches in
Uk, Amsterdam, France, Switzerland. In Uk the market share of the company is about
UK
The market share in this country is about 20%. Due to the increased number of flights from Gatwick
Easyjet saw a significant growth compared with other airports in the UK and increased its capacity
by 15% in the six months to September 30, 2014.The slots were transferred ... Show more content
on Helpwriting.net ...
Easyjet's main competitors in the market are legacy carriers: Air France KLM, IAG, Alitalia,
Lufthansa Group and Air Berlin. The main structural advantages of the company against legacies
are: seat density, load factors, fleet, point to point vs. feeder, pensions/ crew costs and overheads. As
opposed to Easyjet, the legacy has to charge the double amount of Easyjet fare to get same revenue
for the aircraft. The cost advantage and the ability to offer affordable fares to the customers helps
Easyjet to grow further taking shares from the legacies and generate higher levels of profits. During
one year, to September 30, 2014 the number of European short haul seats was increased by 4.3%
and by 3% on Easyjet markets. Besides, Easyjet was ahead in the market by seat growth of 5.1% in
the 2014 financial year, which was a result of short–haul European fleets and GDP growth. The
advantages of Easyjet against lower–cost competitors is important to mention the strength of the
network, including market presence and Pan–European network, strong balance sheet, scale and
purchasing power, easyjet.com

Swot Analysis Essays
COMPANY PROFILE
easyJet plc
REFERENCE CODE: 2E6ADD86–5D3A–4E9C–A7FE–1CC3DE06A90F
PUBLICATION DATE: 12 Sep 2014 www.marketline.com COPYRIGHT MARKETLINE. THIS
CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR
DISTRIBUTED.
easyJet plc
TABLE OF CONTENTS
TABLE OF CONTENTS
Company Overview..............................................................................................3
Key Facts...............................................................................................................3
SWOT Analysis.....................................................................................................4
easyJet plc
© MarketLine
Page 2
easyJet plc
Company Overview
COMPANY OVERVIEW easyJet plc (easyJet or the ... Show more content on Helpwriting.net ...
easyJet is the third largest carrier in Portugal with a market share of around 13% and is also the
second carrier in Lisbon Portela airport. easyJet's strong position in the key aviation markets of
Europe supports the company in delivering sustainable operational and financial performance.
Robust capital structure and liquidity
Over the years, easyJet has consistently delivered strong financial performance and has one of the
strongest and liquid balance sheets in the European aviation market. More importantly, the
robustness of its balance sheet has helped the company in comfortably sailing through the current
global macroeconomic fluctuations.
The company's FY2013 revenue grew by 10.5% over FY2012. Likewise, it's operating profit

registered growth of 50.2% and the net profit of 56.1% over the same period. The company also
enjoys strong financial position. In FY2013, the company reported non–current borrowings of £592
million ($924.4 million) which translates to a strong debt to equity ratio of 0.71. easyJet also holds
significant cash and liquid funds to mitigate the impact of potential business disruption events with
board approved policy stating a target level of liquidity of £4 million ($6.24 million) per aircraft in
the fleet. The total cash (excluding restricted cash) and money market deposits at FY2013 were
£1,237 million ($1,931.6 million). Also, the company has

My Experience In My Life
Suddenly, I was awakened and violently thrown towards the front of the airplane. My eyes shot open
and I blinked three or four times to adjust my dry, out of place contact lenses. The light bothered my
sensitive eyes but I was too nervous to even think about shutting them. I spread my arms and legs
creating a human starfish, contracted my stiff muscles, and let out a tiny grunt. I stood up from the
same seat I was acquainted with for nine hours. When I rose to my feet, something felt strange,
something felt different, something felt out of the ordinary. I quickly realized, I was standing at the
London Heathrow Airport about to embark on, what I originally thought would be, the most
miserable trip of my life. Never in a million years would I have even dreamed of participating in a
trip to a foreign continent with a group of kids whom I have never met. As I walked up the jet bridge
and into the customs line, I consistently asked myself why I decided to attend this program. I looked
around at the hoard of teens who would be my partners for activities, who I would eat meals with,
and who I would even have to share a bed with. As I originally expected, the group of teenagers,
mostly from massive cities such as New York, Los Angeles, and Dallas, had already began to easily
make friends with each other. The band of young adults began to make its way to the bus and I was
the only one, a small town kid from Birmingham, Alabama, who was left with not one person to talk
to and get to

Business Strategy of Virgin Atalantic Airlines
TITTLE: ''THE AIRLINE INDUSTRY'' (VIRGIN ATLANTIC AIRLINES)
Contents 1) Introduction to airline industry 2) Drivers of globalisation using yip's model 2.1 Market
globalisation 2.2 Cost globalisation 2.3 Globalisation of government policies 2.4 Globalisation of
competition 3) Localisation– arguments against globalisation 4) Pestle Analysis 5) Porter's 5 forces
analysis and their application to Airline industry 5.1 Rivalry amongst Existing Firms 5.2 Threat of
substitution 5.3 Threat of new entrants 5.4 Power of customers 5.5 Power of buyers 6) Opportunities
and Threats of Airline industry 7) Internal analysis of Virgin Airlines: Strengths and Weakness 8)
Financial Statics of Virgin Atlantic Airline 9) Strategic ... Show more content on Helpwriting.net ...
Threats: http://excellence.qia.org.uk/VLSP4/pdf/tour_resources_d.pdf
http://www.datamonitor.com/companies/company/?pid=C00F1CDB–4C6F–4BA5–997B
A82D60E1071C Intense competition: The airline industry includes a large number of players; with
many of them having worldwide operations. There are many large airline chains such as BA, Cathay
Pacific, and Lufthansa. Furthermore, a large number of independent airlines especially in the
European region provide acquisition opportunities to large chains. Merging in the airline industry
would strengthen competition and result in loss of revenues. Intense competition threatens to wear
away the group's market share and reduce its profitability.
http://www.datamonitor.com/companies/company/?pid=C00F1CDB–4C6F–4BA5–997B
A82D60E1071C *7) *INTERNAL ANALYSIS* OF VIRGIN ATLANTIC: *STRENGTHS &
WEAKNESS Strengths Strong financial position: The Company has witnessed strong financial
performance during the last few years. Its revenue increased at a CAGR of 9.5% to reach £2,140
million in fiscal 2007 as compared to £1,630 million in fiscal 2005. The net profit of the company
increased at a CAGR of 32.5% to reach £46.8 million in fiscal 2007 as compared to £20.1 million in
2005. Moreover, the net profit margin of the company also increased from 1.2% in 2005

Swot Analysis Of Ryanair
Abstract
The aim of this report is to explain and analyse the role of Human Resource Management in the
airline company Ryanair. To provide a background information of organisational structure, their
vision, mission and strategic goals. Outline the key challenges and opportunities faced by their
Human Resource Management.
Table of Contents
HR Strategy in Ryanair 6
Ryanair HR Planning 7
Managerial Judgement 7
Delphi Technique 8
HR Audit 8
Global Macro Environment (PEST) 9
Political/Legal 9
Economic 9
Technological 9
Socio– Cultural 9
The Competitive Environment 10
(Porter's 5 Competitive Forces) 10
The threat of new entrants 10
The bargaining power of suppliers 10
The bargaining power of buyers 11
The threat of substitute services 11 ... Show more content on Helpwriting.net ...
This was the beginning of a first fare war in Europe and the beginning of Ryanair's growth (Ryanair,
2000).
Ryanair adopted their business structure and strategy from Southwest Airlines, the largest low–cost
airlines in the World. Michael O'Leary, at the time just a tax advisor for Ryanair, was sent to United
States to learn and study the business model of Southwest Airlines.
He was hired as a CEO in 1994. Company continued to develop low–cost model and gained their
success (Creaton, 2014).
The company had their financial crisis during the years but managed to stay alive and fought their
way to the top. Today Ryanair operates more than 1800 daily flights connecting over 200
destinations in 33 European countries. They have 87 bases across Europe and North Africa (Ryanair,

2000).
Ryanair is the cheapest airline company in Europe to date. The average flight prices from Dublin to
UK starts from 9.99 euro and around 25 euro to destinations like Amsterdam or Copenhagen
(Conghaile & Breathnach, 2017).
Ryanair's Mission
According to (Ryanair, 2017) the company's mission and strategic goal is to gain a competitive
advantage over rival companies and firmly establish itself as a Europe's biggest passenger airline
company, by continued improvements and offering of its low fares service.
Ryanair's strategy is based on how they differentiate themselves as a lowest cost airline company by
implementing cost

How Did British Airways Change
British Airways during the years has changed a lot, they had a lot of improvements and they made
new experiments and growths that made the future of this company to be different. In 1974 British
Airways was created with the combination of two companies the British Overseas Airways
Corporation (BOAC) and British European Airways (BEA).
In 1986 the airlines with long–haul services were moved to the terminal 4 at Heathrow airport and in
1987 with the leadership Chairman Lord King was completed the privatization of British Airways.
In 1988 British Airways was unite with Gatwick Airport based British Caledonian Airways.
In 1997 another companies from around the world made a new fleet of Airbus aircraft for short haul
services. They announced in 1999 about the new association.
In March 2008 terminal 5 at Heathrow Airport was opened by the queen and the new Airbus A380s
and Boeing 787 Dreamliners were make public. The airline introduced the first ... Show more
The two important sources that makes British Airways one step ahead is the alliance with the other
airlines in the industry.
British Airways has a lot and different stakeholders, such as communities (UK and abroad), media,
customers, shareholders, employees, international civil aviation authorities, the travel market,
suppliers, NGOs, partner organizations, other airlines, industry groups and associations,
governments and regulators. They work on the key stakeholders to make to understand and provide
feedback on their projects of their business.
Their work is to make sure to be able to develop the understanding of the economic, environmental
and societal impacts of the business, so they can improve more their sustainability. British Airways
is always in touch with the stakeholders to talk about different problems they have and to sort them

Descriptive Essay Example
TITLE
Hungry At London Heathrow Airport? Head Over To Oriel Brasserie!
LEAD PARAGRAPH
Pow–wowing in your trainers whilst on the move, luggage in one hand, a handbag in the other and
rushing to get to the airport: that's usually me. However, when I arrive to the airport, I usually find
myself with ample time and quite frankly I had no need to move so fast! What does one do in such
an instance? Well, if you're flying out from London Heathrow Airport's Terminal 3, there is only one
place that you should be relaxing in and that's Oriel Grande Brasserie. Owned by the Casual Dining
Group which also owns Café Rouge, Bella Italia, La Tasca, Las Inguanas etc., Oriel Grande
Brasserie is definitely a special place to be in and in my view, a little bit better than the others in its
group. It is located close to the entrance of the terminal and before the check–in desks, so its very
easy to spot.
PARAGRAPHS
A grande Parisian cafe with cool jazz and retro posters
It is modelled as an old grand café in Paris, albeit of course in London and in the airport but this is
certainly fitting if you're flying out to Paris and want to enjoy the style beforehand! Oriel Grande
Brasserie has a very classy, elegant and modern style with a flair of art deco. It certainly adds a tiny
bit of grandeur and sparkle in the airport. Being quite a popular establishment, you may find
yourself having to queue but don't be disheartened as the queue is rather short and sweet and you
should be seated quickly (and in my view, a few minutes wait is worth it for this place).
Unsurprisingly with its Parisian décor, Oriel Grande Brasserie offers premium French inspired
dishes for every meal in the day and it has to be one of the best airport restaurants that I have
certainly ever experienced! As you can see from the photograph, its definitely not your usual
restaurant in the airport. The closer that you get to it, you louder you will hear the cool jazz music
being played in the background and will notice the retro travel posters and photos on the wall.
Cute booths within an art–deco style establishment
The seating area varies and there are some plush turquoise booths for a group of four and there are
some light brown mini booths for solos and couples

Business Plan for a New Entrant Airline
ATRN701 Airline Economics Business Plan for a new–
‐entrant airline by Cem Ersöz w14191741
March 2013 Company Profile FlyLikeUs is a new entrant airline financed by a team of businessmen
from the UK and Finland. Its headquarters and main facilities are in Helsinki. London City Airport –
where business travel is highly common but the demand for leisure travel continuously increases– is
considered as our future hub as soon as required maintenance facilities are employed at the airport.
FlyLikeUs wants to bring an innovative approach to regional market in Europe by operating a fleet
of brand new high–tech Embraer E–Jets. Mission ... Show more content on Helpwriting.net ...
(source: skyscanner.com) 1.4 In–
‐flight Services BA&AY Economy class seat pitch length is
between 31–34 inches and Business class seat pitch is fixed at 34 inches. A variety of
complimentary food and beverages are offered, based on the time of day and departure location.
Business class passengers take advantage of an enhanced meal service. Short TV programs are
shown on some flights. Norwegian offers a 29–inch seat pitch for all passengers. It accepts one hand
baggage for low fare and check in baggage and seat reservation are available for purchase. Flexible
fare includes check in baggage and seat reservation. Free Wi–Fi is offered on all Norwegian flights
for the use of passengers but no complimentary food or meal is available. (source:
www.seatguru.com, www.norwegian.com/) 1.5 Background to the market London, the capital of
United Kingdom, is a huge metropolis, which consists of diverse range of cultures, with a
population of 15 million people. It is located in South East England along the River Thames. It
attracts leisure travellers from all parts off the world for its sightseeing, nightlife, restaurants,
museums, hotels etc. Being the centre of culture, music, education, finance and trade, London is a
leading destination for business travellers, students, artists and so on. It is

British Airways: The Competitive Advantages Of British...
BRITISH AIRWAYS
T0087220
Meera Dasani.
INTRODUCTION British Airways is one of the largest airlines in the United Kingdom. It is one of
the largest in terms of fleet size and also the airlines they have. The main place from where they do
their business is London where they participate from Heathrow, Gatwick and London city airports.
They are also expanding their schedule to travel from Stansted, Manchester, Birmingham and
Bristol airports.
http://www.iairgroup.com/phoenix.zhtml%3Fc%3D240949%26p%3Daboutoverview. British
Airways flies to more than 70 different countries together with their partners and also their
franchise. It has a fleet of nearly 200 aircrafts and nearly 40 million passengers travel with British ...
British Airways competitive advantage is based on the following points:
The highest standards of service with a focus on service personalization.
The variety of choice is another important aspect of British Airways competitive advantage. For
example, in the World Traveller cabin, customers can choose from a wide range of Taste of Far East,
'gourmet Dining', 'Taste of Britain', 'Great British Breakfast', 'Healthy Choice' and 'Vegetarian
kitchen'.
Focus on Digitalization and increasing integration of information technology into various aspects of
service provision and business processes.
(Dudovskiy, 2016)
In an interview Adam Carson, BA CityFlyer's managing director had said that they started just as a
business but then they listened to their customers and expanded their business. The key to their
success is by satisfying their customers and expanding on their choice of destination. They have also
added more airports for more flights to take off and for customers to travel easily. (2017, NA).

Benefits Of Airline And Airport Privatization
1. Introduction
The airline industry is governed by a rapidly evolving framework of economic regulation by which
many factors, significantly continued liberalisation and open skies, have caused much turbulence
and uncertainty in this increasingly low margin market.
Although separate entities, airlines and airports are interdependent and could not operate without the
other. A major consequence of deregulation is airline concentration and strong economic drivers are
pushing towards even further concentration and consolidation (Doganis, 2006). UK airport
regulation was reformed with airport privatisation, enabling a long term focus to meet international
demand and to maintain a customer focused business plan, allowing management to monitor and
adjust costs and boost income.
The aim of this report is to examine these consequences, and the benefits of airline and airport
mergers and acquisitions, and will look specifically at the acquisition of Monarch Airlines by
Jet2.com (known as Jet2(b) later in this report). It will also look at similar acquisition benefits of
Leeds Bradford Airport (LBA) by Heathrow Airport Holdings Ltd (HAH).
2. Overview of Airlines
2.1 Jet2.com
Founded in 2003, Jet2.com Ltd is part of the Dart Group Plc and is the fourth largest leisure airline
in the UK, serving the North and is based at Leeds Bradford International Airport. Flying to over
fifty sun, sea and ski destinations across Europe and beyond, passenger numbers have rapidly
increased to 5.9m in

Essay on Employee Relationship of British Airways (Ba)
Employee Relationship of British Airways (BA)
• Brief description of organisation
British Airways happens to be the ninth largest airline in the world, in terms of the number of
passengers it carries. At the international level, it operates to more destinations than any other airline
and therefore is considered as an airline possessing the strongest network in the international
market. At present, it is operating to 167 different destinations in 87 different countries around the
globe (British Airways Plc and British Caledonian Group plc, 2002).
British Airways has the major advantage of being based in a premier location, i.e. London
Heathrow, which is considered the heart of the European air travel and is a major business hub. ...
Collectivism, like individualism, has two extremes ranging from "willing cooperation at one end to
a grudging acceptance at the other" (Farnham D, 1993, p36–7) It is important to understand that no
company is strictly individualist or collectivist and the links between the two employee relations are
not incompatible with each other. Overall, BA has the collectivist approach because large emphasis
is on the group. One such example is the nurturing of cabin crew. "Families" of staff are created to
work the same shift patterns. This was pursued to encourage mutual support, make cabin crew feel
comfortable about their working environment, and as a result, facilitate the production of emotional
labour (I Grugulis and A Wilkinson, 2001, p13).
 Unitary or pluralist management styles?
As for a particular type of Management style in practice, this is difficult to say, as there is overlap
between the two main categories; unitary and the pluralist. BA has some of the characteristics of the
unitary approach in the sense that the different departments consist of teams of people working
together towards common aims and there's a presence of strong leadership to create loyalty. Strong
emphasis is placed on employee training, which BA takes very seriously in order to create

Ryanair and easyJet Case Study
I.INTRODUCTIONThis report outlines the analysis of two low–cost airlines performance in
Europe, namely easyJet PLC and Ryanair Hldgs during their financial year between 2006 and 2008.
It examines the companies' portfolio, future prospects and competitors to analyse the threats and
opportunities facing their business. In conclusion, there is a recommendation whether to invest on
easyJet and/or Ryanair's shares.
II.FINANCIAL AND NON–FINANCIAL RATIO ANALYSISIn terms of the completed financial
analysis, there are several findings as follows:Profitability Ratios highlight the operating
performance from the generated profit. (Atrill & McLaney, 2008)Operating Profit MarginFigure 1.
Operating Profit Margins (%)The graph shows that easyJet's ... Show more content on
Helpwriting.net ...
Current and quick ratios tended to stay at the same level as both companies do not hold any
psychical production stocks. An average current and quick ratio of 2.02 for the last three years
indicates that Ryanair appeared to be more capable of covering and repaying its short–term debts
and obligations. Overall, both companies did not experience any problems in terms of liquidity
because their current assets were able to cover the current liabilities.
Financing Ratios show how companies finance their business whether from shareholders' funds or
debts. (Atrill & McLaney, 2008)Gearing RatioFigure 8. Gearing RatiosRyanair showed a higher
leveraging on its balance sheet, 46.48% on average, than easyJet, 39.95%. It is partly because the
borrowed money was mainly used in investing new aircrafts or launch new range of routes. This led
to higher returns to shareholders' equity in Ryanair rather than in easyJet.
Interest Cover RatioFigure 9. Interest Cover RatiosFrom the figures above, Ryanair was able to
generate high operating profits to cover its interest expenses as can be seen by the high interest
coverage ratio on average of 5.43. However, the interest cover ratio of easyJet slid to only 2.68,
which was particularly caused by a dramatic fall in the profit for the year from £ 152.3 million to £
83.2 million.
Investment Ratios assist investors in assessing their return on the made investment. (Atrill &
McLaney,

British Airways Management Analysis
Management Research Report
What has British Airways done during the recession to be competitive against Ryanair and Easyjet?
Table of Contents
1. Introduction ................................................................................................................. 3
2. Methodology ................................................................................................................ 4
3. Short History
3.1 British Airways .................................................................................................5
3.2 Easyjet and Ryanair............................................................................................6
4. Prior to the Recession
4.1 British Airways ..................................................................................................7
4.2 Easyjet .............................................................................................................8
4.3 Ryanair ............................................................................................................ 9
5. Recession and Airline Industry
5.1 Impact of current recession on the airline industry ... Show more content on Helpwriting.net ...
The company's main centres of operation are London Heathrow Airport and London Gatwick
Airport. The company was founded in 1972, when the British Overseas Airways Corporation
(BOAC) and British European Airways Corporation (BEA) managements were combined under the
newly formed British Airways Board, effectively making it the national airline for the United
Kingdom (BA, 1)
BA enjoyed great success during the 1980s and early 1990s, and as a result, became the world 's
most profitable airline for the most part of the 1990s, representing itself under the slogan "The

World 's Favourite Airline". (BA, 1)
3.2 Easyjet
Easyjet is a popular low cost airline, which was established in 1995 . The company started
extremely modestly, possessing a meager two aircrafts, and travelled only domestically. However,
the company gained popularity in the years that followed, and on April 1996, and started travelling
internationally, choosing Amsterdam as its first international destination. (Easyjet, 1)
Despite its modest start, Easyjet still managed to grow into one of the most popular airlines in the
world. Its current slogan reflects its status ("the web 's favourite airline") and as its popularity grew,
so did the number of aircrafts under its name, amounting to 174 operating aircrafts as of March
2010, with 54 more in order. (Gerry, 2009)
3.3 Ryanair
Ryanair, similar to Easyjet, started their business providing only

Ryanair Executive Summary
Market Description:
The transatlantic airline market between the United States and Europe is the single largest
intercontinental market in the world, with rigorous competition between dozens of airlines. The
transatlantic market consists of passengers, both seeking business and pleasure needs. Within the
first year of offering transatlantic flights, higher income professionals travelling for business
purposes will be targeted, along with families and students travelling on a J–1 visa. As the market is
heavily competitive, targeted segments such as families and students will be relatively elastic to a
change in price, with hope of finding the best deal. If Ryanair can replicate its hugely successful
model, offering savings on landing fee ... Show more content on Helpwriting.net ...
Dublin is a powerful connecting hub for transatlantic routes; Aer Lingus has now turned its focus on
long haul growth, resuming flights to Los Angeles, and a host of other destinations.
Strengths, weaknesses, opportunities and threat analysis:
Strengths:
Ryanair have a number of strengths on which to build on:
1. Low costs– Ryanair has the lowest unit costs in Europe and one of the lowest when compared to
international airliners. Lower costs can be passed onto customers in the form of cheaper prices,
which Ryanair will need to offer in order to compete. Research from the Centre for Aviation showed
that whether it was cost per seat or cost per passenger, Ryanair costs were less that of their
competitors.
(Source: CAPA– Centre for Aviation– Unit cost analysis of Emirates, IAG & Virgin; about learning
from a new model, not unpicking it)
2. Low fares– This is a result of lower costs, enabling Ryanair to offer lower costs than their
competitors. If Ryanair can replicate their current cost model which has proved so successful in the
European market and transfer it into transatlantic routes, they could offer flights at a significant
amount less than Delta and BA.
3. Size– Currently, Ryanair is larger in transporting passengers than Aer Lingus and British Airways.
Due to its enormous size, it has given Ryanair significant negotiating power over Boeing, and has
undoubtedly provided Ryanair with discounts and led to Ryanair's

Ryan Air
Management Questions. 1. Leadership a. Michael O'Leary is credited with the fabulous expansion
of ryanair. Compare his managerial style with Richard Brandson of Virgin and Stelios Haj–Ioannou
of Easy Jet. Do you see similarities, differences? O'Leary is said to have a pugnacious and
aggressive management style, using a flat management hierarchy whose ethos is to provide a low
cost, reliable and competitive service. Ryanair decided to hire O'Leary and sent him to the States for
studying the Southwest low cost model. He learnt that model and implemented it even in a more
drastic way in Ryanair, he is completely focused on cutting cost and becoming more and more
efficient and he is always looking for new ways to achieve it. On ... Show more content on
Helpwriting.net ...
O'Leary nonetheless has been narrowed on the transportation industry O'Leary is an entrepreneur,
leader and manager. Nevertheless to answer deeply to this question it's better to start looking his
personal career achievements and future goals then comparing it with the others form Branson and
Stelios. He was born in a country side family, he funded his studies working as a barman. He started
working as an accountant for KPMG, He worked towards qualifications as a tax consultant. He left
after two years in 1985 to set up a newsagent 's business and another one, he was working on it
during two years. One of his clients at KPMG was Tony Ryan head of the company GPA a leasing
company. Tony Ryan decided to hire O'Leary at 1987 (when he was 26) as financial and tax advisor.
Tony Ryan started Ryanair about that time as regular carrier, and the company started losing money.
Then O'Leary came into play. He studied Southwest case and implemented the same model within
Ryanair, in a more drastic way. He was incredibly successful on managing this 360º change, to
accomplish this, one have to mention that O'Leary has to have impressive leadership skills, first of
all to convince Tony Ryan and a whole company to follow him it that amazing crusade, and
secondly in reaching and exceeding the objectives. Therefore Ryanair suddenly started being quite

EasyJet Essay
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.
... Show more content on Helpwriting.net ...
For example,
Ryanair achieves significant cost savings by utilising landing slots at less attractive secondary
airports. On many routes, this strategy avoids direct competition with the traditional carriers, as the
target traffic is different. Easyjet has another business model. While generating a similar traffic
stimulation effect as Ryanair, the carrier appears more focused on existing O&D markets and
business traffic. Flying out of mainline airports means a higher cost base, but also better yields
compared with Ryanair.
There are however a number of other players in this market which although seem to hold lesser
market share are piggybacking on the success of the likes of Easyjet and Ryanair. These include the
following airline companies:–
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Rank Name Domain Market Share
1 easyJet www.easyjet.co.uk 37.01% 2 RyanAir.com www.ryanair.com 25.83% 3 bmibaby
www.bmibaby.com 10.03% 4 FlyBE.com www.flybe.com 8.05% 5 Monarch Airlines
www.flymonarch.com 4.68% 6 MyTravelLite.com

Marketing Mix Of Ryanair
Ryanair is an Irish based airline company, headquartered in Dublin airport, Ireland. It was
established in 1985, and since Ryanair has expanded from a small airline to serving 90.6 million
passengers. It operates 1,800 flights a day connecting 200 destinations. (Ryanair Annual Report,
2015; (Ryanair)).
Michael O'Leary, Ryanair's charismatic boss and one of the most successful business man in the
world. Starting from a single plane company, in about 30 years he has made Ryanair the largest
airline in Europe. With turnover of €5 billion and a profit of €591.4 million in 2014 (Ryanair on
top1000.). He achieved this through his masterful leadership and with an attractive business model
with central focus on cheap costs. So how did Michael O'Leary ... Show more content on
Helpwriting.net ...
This is only available at secondary airports and is not the norm at main airports, NCB says.
(Aughney, 2003)
Promotion
They spend as little as possible on advertising.
They do not employ an advertising agency. Instead all of the advertising is done by themselves. In
fact O'Leary himself oversees much of the promotion of Ryanair. They use simple adverts that tell
passengers that Ryanair has low fares.
Some of their aircraft are decorated in the attire of advertisers e.g. News of the World, Jaguar.
(Friesner, 2014) Ryanair spends very little on advertising. They do not subcontract advertising
facilities. Ryanair uses a very common form of advertisements, mostly black and white print ad in a
newspaper, with the focal message of "lowest fare". Even the company's logo is very simple and
straight forward which reads 'Ryanair; the low fares airline' in blue and white. However customer
attention is captured through stimulating images or unpleasant comparison to other airlines.
People
Pilots are recruited when they are young as pilot cadets. They work hard in order to attain
promotions and move further in their career.
They finance their own training.
Cabin crew pay for their uniforms to be cleaned. (Friesner,

History of British Airways
Company History:
British Airways PLC is the largest international airline in the world. It is based at Heathrow Airport
in London, the busiest international airport in the world, and has a global flight network through
such partners as USAir in the United States, Qantas in Australia, and TAT European Airlines in
France. Via its own operations and those of its alliance partners, British Airways serves 95 million
passengers a year using 441 airports in 86 countries and more than 1,000 planes.
British Airways ' earliest predecessor was Aircraft Transport & Travel, Ltd., founded in 1916. On
August 25, 1919 this company inaugurated the world 's first scheduled international air service, with
a converted de Havilland 4A day bomber leaving ... Show more content on Helpwriting.net ...
Britain 's primary supplier of flying boats, the Short Company, developed a new model, designated
the C–class, with 24 seats and weighing 18 tons. Since it had an increased range and flew 145 miles
per hour, it was able to simply bypass "politically difficult areas." The Short C–class went into
service in October 1936. A year later Imperial Airways made its first trans–Atlantic crossing with a
flying boat equipped with extra fuel tanks. However, it was Pan Am, with more sophisticated and
updated Boeing airplanes, which was first to schedule a regular trans–Atlantic service.
Imperial Airways was formed with the intention of being Britain 's "chosen instrument" for overseas
air service. On its European services, however, Imperial was competing with the British Continental
airlines and an aggressive newcomer called British Airways. British Airways was created in October
1935 by the merger of three smaller airline companies. Three months later the company acquired a
fleet of Lockheed 10 Electras which were the fastest airplanes yet available. The competition from
British Airways threatened the "chosen instrument" so much that in November 1937 a Parliamentary
committee proposed the nationalization and merger of Imperial and British Airways. When the
reorganization was completed on November 24, 1939, the British Overseas Airways Corporation
(BOAC) was formed.
The creation of BOAC was overshadowed

London Heathrow Airport
London Heathrow Airport. London's Heathrow is one of the world's busiest airports. It is used by
over 90 airlines flying to 170 destinations worldwide. The airport has five passenger terminals and a
cargo terminal. In the 1950s, Heathrow had six runways, now it has just two parallel runways
running east–west. Heathrow has witnessed strong growth over recent decades, currently handling
68 million passengers and 477,000 flights a year compared to around 48 million passengers and
427,000 flights a year in 1996. In the absence of any increase in runway capacity, this growth has
resulted in Heathrow's runways operating at around 99% capacity compared to its main European
competitors which operate at around 75% capacity, leading to increased ... Show more content on
Helpwriting.net ...
Technological improvements are vital to improving fuel efficiency and reducing CO2 emissions.
There have already been significant changes over the last decades in the efficiency of aircraft, which
are today 70 per cent more efficient than the first commercial jets. The cost of aviation fuel has
provided a strong incentive to operators and manufacturers to increase efficiency. This, together
with a need to meet internationally agreed aircraft standards related to emissions and noise, has
resulted in British aerospace companies investing a significant percentage of their annual research
and development budgets on environmental technologies. The next–generation of aircraft, including
the Boeing 787 Dreamliner, Airbus A350 and Bombardier C Series, are 20% more fuel efficient per
passenger kilometer than current generation aircraft. This is primarily achieved through more fuel–
efficient engines and lighter airframes and supporting structures made of composite materials but is
also achieved through more aerodynamic shapes, winglets, a "one–piece" fuselage and more
advanced computer systems for optimizing routes and loading of the aircraft. Route optimization is
another way to reduce CO2 emissions. Currently, air traffic corridors that aircraft are forced to
follow place unnecessary detours on an aircraft's route forcing higher fuel burn and an increase in
emissions. An improved Air Traffic Management System with more direct routes and optimized
cruising

Heathrow Terminal 5 Risk Management Essay
Introduction
Work on the London Heathrow terminal 5(T5) began in 2002 after a 4 year public enquiry. It took
six years to build at a cost of £4.3bn. The facility, situated on a 251hectar site had 6000 people
working on site at any one time (Health and Safety Executive, 2005). It boasts of 30,000 square
meters of glass walls, has 60 new aircraft stands and includes 13km of tunnels which were bored for
baggage handling and rail links (BBC, 2007a).
This report will be evaluating the project risk management in the construction of T5 airport. It will
start with a brief background on Heathrow terminal 5. The report will then take a critical look at
some of the British Airport Authority's (BAA) method of risk allocation and identification. It ...
In getting all parties involved to work as part of an integrated team, the risk identification process
would have involved a larger number of people and increased the identified sources of risk for the
project. This fundamental relationship between project parties played a huge role in the success of
the project with regards to time and cost. (Davies et al, 2009)
Another area that BAA also identified as a major source of risk going into the project was the
Information Technology (IT) systems that would go into T5. The head of systems for BAA, Nick
Gaines stressed that the IT systems represented the largest risk to the entire project ( Illet,
2006).This is further supported by the fact that T5 underwent 6 months of testing prior to it's
opening, most of which was to do with its IT systems integration including the baggage system
(BBC, 2007b)
Risk allocation
As mentioned in the introduction, allocating risk in financial terms to different parties is encouraged
as good practice.BAA however took on an entirely different approach to their allocation of risk by
choosing to take on all the risk. They went against the normal convention of contractual agreements
which are normally reactive in their nature and mostly end up with a focus on each party involved
claiming against the other for any extra

Easyjet Case Study
Pergamon
PII:
European Management Journal Vol. 17, No. 1, pp. 20–38, 1999 © 1999 Elsevier Science Ltd. All
rights reserved Printed in Great Britain S0263–2373(98)00059–0 0263–2373/99 $19.00 0.00
Case Study easyJet's $500 Million Gamble
DON SULL, London Business School, and Commentators, Constantinos Markides, Walter
Kuemmerle, Luis Cabral.
This Case Study details the rapid growth of easyJet which started operations in November 1995
from London's Luton airport. In two years, it was widely regarded as the model low–cost European
airline and a strong competitor to flag carriers. The company has clearly identifiable operational and
marketing characteristics, e.g. one type of aircraft, point–to–point short–haul travel, no in–flight ...
March 1997 for 1996 figures). SAS, Alitalia and Iberia accounts are unconsolidated, while all others
are consolidated. Swissair figures are for Swissair Ltd only, not the parent company SAir Group.
The exchange rates used were those applicable on 27 March 1998 (e.g. £/$ 1.68, DM/$ 0.55).
European Management Journal Vol 17 No 1 February 1999
21
EASYJET'S $500

Easyjet, The Main Strategy Of Easyjet Essay

Recommended

Recommended

More Related Content

More from Jennifer Wood

More from Jennifer Wood (20)

Recently uploaded

Recently uploaded (20)

Easyjet, The Main Strategy Of Easyjet Essay