Easycar Swot

Easycar Swot
EasyCar is one of the companies under the easyGroup brand name created by Stelios Haji–Ioannou.
It is the fastest growing car rental company in Europe because it offers value for money. This is
achieved by simplifying the car, and passing on the benefits to the customer in the form of a lower
price. This low cost car rental idea is not for every consumer. Since the market is segmented into
business and leisure travelers easyCar tries to focus all of its efforts to the price sensitive leisure
segment. It has taken them two years for easyCar to break even, and Stelios intends to quadruple its
sales in the next two years. Swot Analysis: Strengths: Leverage on established brand reputation of
easyJet (by easyGroup): EasyCar is a member ... Show more content on Helpwriting.net ...
Finally, there are many additional charges that are explained in the fine print. When easyCar first
opened they received a lot of bad press because they didn't explain their costs clearly. Recently they
have been trying to make their charges more transparent to the customer. Opportunities: Expand into
other European markets: Experts of the car rental industry feel that Europe is "ripe for
consolidation." This is significant since it will allow easyCar to work together in different countries
across Europe and further strengthen its brand. Broaden the fleet size to offer customers more
choices: To further expand easyCars market share they could offer more selection. Customers value
choice, but this is only realistically possible if the prices remain low. Further develop the one hour
car rental service provider: To compete with local transportation like buses and cabs they can target
citizens of each city who only want to rent a car for an hour or a short amount of time to complete
less time consuming tasks. Threats: Legal Challenges: If the company is unable to amend the seven
day full refund law than there could be serious consequences. The utilization rate would be expected
to fall from 90% to 65%, and it could also delay their expected 2004 IPO. There is also legal
criticism with the posting of peoples faces on the website who have overdue cars. Competition:
There are several internationally recognized car rental companies, and
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Easyjet and the Recession
CONTENTS PAGE
1. – Introduction_________________________p. 3
2. – Application__________________________p. 4
2.1. – Easy Jet profile__________________p. 4
2.2. – PESTEL Analysis__________________p. 4
2.3. – Porters Five Forces________________p. 5
2.4. – SWOT__________________________p. 7
3.0. – The Challenge_______________________p. 7
4.0. – Recommendation____________________p. 8
5.0. – References_________________________p. 8
1. – INTRODUCTION
According to Boddy (2008), management refers to the process of bringing together individuals with
the sole intention of achieving desired objectives, aims and goal using available resources
effectively. Composed of several vital tenets, this paper seeks to ... Show more content on
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The company mostly focuses on direct selling as a key part of controlling cost. It has the company's
URL painted on both sides of the Jets in its trademark orange. Easy Jet bases its idea on the principle
that the determining factor in air transport is price elasticity. Initially, airlines operated on the
assumption that the number of passengers grows in line with the economy and cutting of conveyance
fees will result to reduced revenue. Easy Jet operates on 125 routes from 39 European airports. Its
main airports are Luton, Liverpool, Geneva, and Amsterdam and were operating 72 aircrafts by
November 2003 (Easy Jet Airline Company). The company's mission statement is to provide
customers with a safe, good value point–to–point air services. To ensure consistent, reliable product
and fares, appealing to leisure and business markets on a range of European Routes. Evidently, Easy
Jet is in mass transport business. It focuses on leisure and business travellers offering them point to
point air transport with safe, good value. Easy Jet as at 30 September 2009 had a staff of 8,000
people throughout Europe (Easy Jet Airline Company).

2.2. – PESTEL Analysis
PESTEL analyses are the factors that are likely to have an impact on the airline business and they
need to be taken into consideration when formulating a working marketing plan for Easy Jet.
Political Factor
Due to the war going on

Easyjet Market Analysis
Executive Summary: This report illustrates an in–depth look of easyJet and will also discuss an
analytic research that was made to demonstrate aspects of the history of the airline, along with the
marketing strategy and brand strategy used and implemented by the low–budget airline. The
strengths, weaknesses, opportunities and threats, known as SWOT analysis, will also be illustrated
along with the external environment better known as PEST analysis which consists of the political,
environmental, social/cultural and technology factors of easyJet. In addition an analysis of the
competitive market environment of easyJet will be shown, which includes an overview of easyJet's
main competitors and the nature of business in which they operate ... Show more content on
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Economical Factors: Some of the economical factors that may affect easyJet consist of an increase in
fuel costs, other environmental factors that contribute to the economy such as natural disasters
would result in easyJet not being able to operate for a certain period of time. Another factor that can
have an effect on easyJet is the recession, research has indicated that this recession is likely to last
longer than expected, which results in less business travellers travelling due to an attempt to
decrease the amount of spending. Globalisation may be seen as another factor, as it continues to
enhance air traffic in the long–term. (Geiger et al., n.d.). Social/Cultural Factors: The social and
cultural factors that might affect the operation of easyJet are that French and German customers are
unwilling to use their credit cards over the internet or phones or via the internet, this caused a
problem for easyJet since they only sell tickets via the internet and phones. Another simple but
affective factor that contributes to their operation is that the people are generally willing and not
hesitant to pay for cheaper flights. (Geirger et al., n.d.). Technological Factors: The key
technological factors that contribute to easyJets' operations is the technological advancements which
they try to integrate into their own systems such an example would be Galileo and Amadeus, which
in turn makes online bookings more efficient and effective. (Bing, 2007).

Organisational and Managerial Performance
ENVS1130 E.J. de Renzy–Martin Foundations of Management December 2002 Coursework 1
Organisational and Managerial Performance 1. How, when, where and by whom should
organisational, managerial, product and service performance be measured? It has never been more
important to accurately measure business and managerial performance. Since the post–War
renaissance, companies' prospects of obtaining a competitive advantage have solely depended on a
combination of the expertise, knowledge and skills of its staff. There is, however, no single measure
of performance in any situation. A large proportion of performance measures are qualitative not
quantitative, and therefore value judgements can only be calculated with ... Show more content on
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Continuing feasibility is further likely when concerns and interests of each individual party are
recognised, reconciled, and satisfied successfully. . (a) The Company It is important, when
identifying specific measures, to remember that this performance can only be measured against
previously set aims and objectives, which differ on different levels within the company. There is the
need for these aims and objectives to be specific, by means of identifiable and quantifiable
measures; measurable, so that success and failure can be identified; achievable, recognizable and
time constrained, so that a record of progress can be established. A company produces large amounts
of statistical and financial information every year; concerning their markets, competitors, suppliers,
customers and staff. The need to understand these figures is vital, so that conclusions are drawn and
objectives resolved. Executives and top managers can then asses this information, and use it to
ensure the continued success of the organization. Staff should also maintain an interest in these
statistics – business and financial strength indicates the stability of their employment. Ultimately, all
organizations are eventually judged on their financial performance. Furthermore, qualitative
measures would have to be analysed.

easyjet Essay
easyJet
Business Model Analysis
BMAN72801
EasyJet's Business Model Analysis
Table of Contents
Executive Summary.................................................................................................................................
1
1. The Business Model of EasyJet
........................................................................................................... 2
1.1 Theory ........................................................................................................................................... 2
1.2 Easyjet's Business Development ................................................................................................... 2
1.3 EasyJet's Current Business ... Show more content on Helpwriting.net ...
Easyjet's critical success factor is built around its leading market position in European convenient
airports, low fares, and exceptional customer orientated services. However, the successful growth of
EasyJet has brought it into direct competition with Legacy Carriers and similar Low Cost Airlines.
This Report has been divided into three sections, the first section analyses the business model using
the four–box framework: Customer Value Proposition, Profit Formula, Key resources and Key
processes. Easyjet's customer value proposition is based on providing low fares with customer
orientated services using key resources and processes such as standardized fleets and online booking
systems to maintain its cost structure which is a crucial component of its profit formula. Together
with this, to maximise revenue, a number of methods such as sophisticated yield management
techniques are in place.
The second section analyses the dependencies and constraints of the business model. Easyjet's
business continuity to an extent depends on IT systems, Processes at the London Luton Airport and
Markets where customers value low price and quality at the same time. Macroeconomic activities
outside its control such as industry consolidation, weakened consumer confidence, inflationary
pressure, competition, regulatory intervention, airport charges, and the rising cost of fuel are the
constraints that disrupt the viability of their business model.
The third

Ryanair And Ryanair Case Study
How did the deregulation of air transportation in Europe foster entrepreneurial behavior and
innovation in the European airline industry over the last twenty years?
Case studies: SAS Airline & Ryanair
Master Thesis in Entrepreneurship and Dynamic Business Contexts
Spring 2007
Supervisor: Håkan Bohman
Entrepreneurship Master Program
Authors: Gilles Helterlin and Nuno Ramalho
Acknowledgements
We would like to express our gratitude to all who have contributed to the realization of this
Master Thesis. A warm thank to our supervisor, Håkan Bohman from USBE (Umeå School of
Business), for his guidance, his precious help and his advises during the last months.
To Mr. Lundvall, from LFV (Luftfartsverket), Mr. Valinger from ... Show more content on
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Our study shows that EU deregulation altered the five competitive forces in European airline
industry and in turn this fostered entrepreneurship and innovation, as a reaction of firms to adapt to
the change in their context. The reaction of Ryanair and SAS through entrepreneurial and innovative
behaviour was different due to the differences in their business model. We argue that the removal of
barriers to new entrants and the increased rivalry between firms were the main forces that fostered
entrepreneurship and innovation. We predict that if further EU deregulation comes (as it is the trend)
this will generate more opportunities to entrepreneurship and innovation like it generated in the past.
TABLE OF CONTENTS
1 INTRODUCTION
........................................................................................................................................................ 1
1.1 BACKGROUND OF THE
STUDY.................................................................................................................................. 1
1.2 RESEARCH
PROBLEM...............................................................................................................................................
3
1.3 RESEARCH OBJECTIVES
........................................................................................................................................... 4
1.4 DEMARCATIONS AND LIMITATIONS OF THE

Internet Cafe
Executive summary
Stelios Haji–Ioannou opened the first easyinternetcafe on June 21st, 1999. During the internet boom
between 199 and 2002, internet cafes were booming. Following the yield management model1 to
this business brought in great profits. After the dotcom/internet bubble deflated, losses were
continuing to mount. A change had to occur. The company's CEO gave the managing director 9
months to start showing improvement. The only way to do this is by changing the operational
structure of the company. A complete redirection in the operations philosophy was to franchise the
operations. In order to help with this, it is recommended to use the company Ingram Micro to assist
with this task. Ingram is the world's largest B2B ... Show more content on Helpwriting.net ...
* Sold products through a network – additional charges 4) Ingram Micro total cost per store 976
Pros:
* Largest B2B trade–only warehouse provider of technology products and services * Provide
complete integrated solutions * Billing franchisees directly * Lease arrangements available * If
selling their own products, save on warehousing * Possible elimination of most of logistic costs
Cons:
* Limited to 5 countries
Recommendation and implementation
As per the alternatives mentioned previously, it is recommended to choose Ingram Micro as the
company of choice to

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

The Organizational Lifecycle of Easyjet
The Organizational Lifecycle of easyJet Few appreciated just how far we could and would go, back
in 1995, when Stelios first had the idea to create a customer focused brand that would revolutionise
the concept of stepping on an aircraft. –– easyJet History, 2012 Introduction Many larger
organizations have already achieved a mature stage in their organizational lifecycles and some are
even in decline as their business models fail to keep pace with changes in an increasingly globalized
marketplace. One larger organization that continues to grow using its original business model,
though, is easyJet, which is already one of the largest low–fare air carriers in Europe and current
signs indicate that the company will continue to grow its market in the future. To determine how
easyJet has succeeded where others have failed, this paper examines the company's efforts in
meeting the challenges with its initial launch, the company's early growth and the lessons learned
from these experiences, as well as the acquisitions and mergers that have helped the company
achieve its organizational goals. An examination of easyJet's organizational maturation status and
how the company has differentiated its services is followed by a summary of the research and
important findings in the conclusion. Review and Analysis History of EasyJet Currently one of
Europe's largest low–fare airlines, easyJet (hereinafter alternatively the company) operates daily
scheduled services for both leisure

Essay about Easyjet- Principles of Operations Management
The essay will firstly introduce the organisation easyJet. Secondly the essay will explain about how
easyJet uses its operation strategies and its competitive priorities. Finally the essay will discuss the
most important operation decision and explain it further in detail. easyJet is a well known low–cost
airline which operates in several European countries and has been founded by serial entrepreneur Sir
Stelios Haji–Ioannou in 1995. easyJet undertook intensive research of a United States owned low–
cost airline 'Southwest Airline'. Most of the concepts for easyJet were adopted from Southwest
airline; however easyJet added its own touch which reduced operating costs even further. EasyJet
was strategically located at London's Luton airport. ... Show more content on Helpwriting.net ...
When it comes to providing low cost there are many different strategies easyJet use which help
lower its expenses. These strategies are e.g. using the internet for online booking, which reduces
distribution costs, it makes an effort to utilise as many aircrafts as possible and making sure the
aircrafts are full as possible and flying as much as possible. Another strategy is ticketless travel
which reduces the cost printing and other cost related to it. The organisation also reduces cost by not
offering free meal during the flight, applying paperless operations as most of their paper work is
done online e.g. filing of paper based customer information does not have to be stored in secure
places, using economies of scale to lower expenses e.g. buying aircraft , fuel and food all in bulk.
Efficient use of airports making sure enough planes are turning over customers, also if the aircrafts
are in the hangers and not in service they are still paying the fee to lease the space from the airport
authorities. And another good strategy is having few levels of management where they do not have
to pay high salary to highly skilled staff.
Capacity and forecasting is important operation decisions for easyJet as this creates and identifies
activities within and outside the business to gain its greatest profitability .This approach allows
easyJet to develop a cost per seat model comparison with competitor airlines. Seats are sold
accordingly. Seat prices

Exploring Corporate Strategy
ECS8C_C01.qxd 22/10/2007 11:54 Page 597 CASE STUDIES ECS8C_C01.qxd 22/10/2007
11:54 Page 598 ECS8C_C01.qxd 22/10/2007 11:54 Page 599 Guide to using the case studies The
main text of this book includes 87 short illustrations and 15 case examples which have been chosen
to enlarge specific issues in the text and/or provide practical examples of how business and public
sector organisations are managing strategic issues. The case studies which follow allow the reader to
extend this linking of theory and practice further by analysing the strategic issues of specific
organisations in much greater depth – and often providing 'solutions' to some of the problems or
difficulties identified in the case. There ... Show more content on Helpwriting.net ...
Pharmaceutical Industry – global forces at work in the ethical pharmaceutical industry. TUI –
competitive forces in the travel industry. HiFi – how can small players survive changing markets?
Amazon (B) – latest developments in a successful dot.com. Formula One – developing the
capabilities for competitive success in a hi–tech industry. Manchester United – clash of expectations
in the football world. Salvation Army – strategic challenges for a global not–for–profit organisation
with a mission. Bayer MS –

Easy Jey and Ryan Air Financial Analysis
Avation Executive Committee | Easy Jet And Ryan Air | Analyzing the financial performance of 2 of
Europe's Largest Low Cost Carriers across 3 Financial Years (2012 – 2010) | | | | Vs | Table of
Contents Executive Summary 2 Introduction 4 Profitability 5 Easy Jet 6 Ryan Air 8 Comparing
Profitability of Easy Jet amp; Ryan Air 10 Efficiency 13 Easy Jet 14 Ryan Air 15 Comparing
Efficiency of Easy Jet amp; Ryan Air 16 Liquidity 19 Easy Jet 19 Ryan Air 21 Comparing
Liquidity of Easy Jet amp; Ryan Air 22 Gearing 23 Easy Jet 24 Ryan Air 25 Comparing Gearing of
Easy Jet amp; Ryan Air 26 Horizontal Analysis 27 Easy Jet 28 Ryan Air 29 Comparing Easy Jet
and Ryan Air ... Show more content on Helpwriting.net ...
However from an investment perspective one should think twice before investing in Ryan Air just
because it's profitable, because of its financial gearing it is possible that given an unfavorable turn of
events in the European economy Ryan Air may not do so

Easyjet Analysis
Impacts of Tourism and Travel, Transport and Logistics
EasyJet
TABLE OF CONTENTS
Introduction 3
Background 3
External Impacts 5 Political and Legal impacts 5 Economical impacts 6 Sociocultural impacts 7
Technological impacts 8 Environmental impacts 9
Other impacts 10 Staffing and recruiting 10 Branding 11 Competitors and competitive advantage 11
Future expansion 12
Conclusion 13
Recommendations: 15
References 16
Introduction
Nowadays aviation is a big industry. According to Hanlon (2004) it origins from 1919 just after the
Second World War and half a century on it carries about 1.5 billion passengers a year, generating
about $300 billion in revenue and employing about 1.7 million people. ... Show more content on
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The main concept of cost leadership is achieved through the following actions: – reducing the
distribution cots using Internet and Phone reservations; – maximizing the utilization of each aircraft ;
– ticketless travel; – no free meal; – efficient use of airports; – paperless operations;
These are some of the strategies that traditional airlines use to eliminate the unnecessary costs and
frills.
External Impacts
Political and Legal impacts
The author believes that the government and European taxes are the main political factors that can
affect the future of the company. Airport taxes are levied as a fixed tax on the sale of airline seats in
most of the countries where easyJet operates. The UK government had established one of the highest
taxes in Europe– Air Passenger Duty (APD). In 2008, the APD tax is charged at £10–£20 for flights

within Europe and at £40–£80 for long–haul flights. (Osborne, 2008). At that time the company
takes out an advertisement in the UK national newspaper for making the APD tax greener and free
of subsidies to airlines with transfer passengers. EasyJet takes action to replace the APD tax with a
flight base tax. This means that the passengers that fly in the newest aircraft cause less pollution and
they should not pay the same money as somebody using an old aircraft.
Recently, the additional taxes concerning

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

Easy Car
Easycar.com: Strategic service system design. |Author: |Lawrence, John J.; Solis, Luis | |Article
Type: |Case study | |Geographic Code: |4EUUK | |Date: |May 1, 2005 | |Words: |5794 | |Publication:
|Journal of the International Academy for Case Studies | |ISSN: |1078–4950 | CASE ... Show more
content on Helpwriting.net ...
Sixt was the market leader in Germany, for example, while Atesa (in partnership with National) was
the market leader in Spain. Generally these major players accounted for more than half of the
market. In Germany, for example, Sixt, Europcar, Avis and Hertz had a combined 60% of the 2.5
billion [euro] German rental car market (easyCar set to shake up German market, 2002). In Spain,
the top five firms accounted for 60% of the 920 million [euro] Spanish rental car market. Generally,
these top firms targeted both business and vacation travelers and offered a wide range of vehicles for
rent. Table 1 provides basic information on these market–leading companies. In addition to these
major companies in each market, there were many smaller rental companies operating in each
market. In Germany, for example, there were over 700 smaller companies (easyCar set to shake up
German Market, 2002), while in Spain there were more than 1600 smaller companies. Many of these
smaller companies operated at only one or a few locations, and were particularly prevalent in tourist
locations. There were also a number of brokers operating in the sector, like Holiday Autos.
Brokerage companies did not own their own fleet of cars, but basically managed the excess
inventory of other companies and matching customers with rental companies with excess fleet
capacity. Overall, the rental car market could be thought of as

Easyjet Casestudy
ABSTRACT
Our group will do a report about easyJet's case–study. First of all, we will get information about
EasyJet from the textbook and the Internet. Secondly, we will do the SWOT analysis and find out the
reasons for EasyJet's success by making marketing mix. Thirdly, with all the information, we use
them to answer 5 questions about the case–study in the text–book. Finally, we apply these
experiences to our job in the future.
TABLE CONTENT
ABSTRACT i
TABLE CONTENT ii
PICTURE CONTENT v
ACKNOWLEDGEMENT vi
INTRODUCTION vii 1. EasyJet company 1 1.1 History. 1 1.2 Swot analysis of
easyJet............................................................................ 1 1.2.1 Strengths: 1 1.2.2 Weaknesses: 3
1.2.3 Opportunities 4 1.2.4 ... Show more content on Helpwriting.net ...
Here are some objectives we want to reach in this casestudy:
➢ Understand how price affects customers' decision
➢ Understand how the marketing mix of EasyJet affects its price decisions
➢ Analyze the factors that affects airline ticket prices
➢ How we react these theory in the future
Our group has five members and we share the tasks to complete this report.
|Name |Student code |Tasks |
|1.Đặng Quốc Thắng |092348 |Swot analysis, Maketing strategy; 4Ps model, Question 1, and write |
| | |the report |
|2. Hà Trần Tín |092508 |Question 2. |
|3.Phan Anh Tuấn |092366 |Question 3. |
|4.Trần Đại Nam |101284 |Question 4 |

|5. Đỗ Ngọc Trâm Anh |092275 |Question 5 |
EasyJet company
1.1

Fdvdf
Case study
Easyjet
1–In the 1990, easyjet says that the internet is not important for her business, and they denounced
that the internet as something for nerds, and swore that it wouldn't do anything for his business
In the 1998 the easyjet company as a low cost airline company were looking to undercut traditional
carriers such as british airways, it need to create a lean operation to achieve this , the company
decided to use a single sales channel that it was the phone but after the unexpected growth in sales
they was obliged to start using the internet to serve his customer well , that it was a more efficient
idea than building a new call center, that was in 1999 when easy jet start using internet for sales. The
low cost ... Show more content on Helpwriting.net ...
4–Easyjet said the approach from NAS to use the EasyJet brand in the Gulf region had been made
jointly with Dubai–based Abraaj Capital, a leading Middle East asset management and private equity
group.
NAS is the largest operator of corporate jets in the Middle East and has already placed significant
orders for Airbus executive jets to support private jet customers throughout the region and also on
routes to Europe.
EasyJet said that NAS had applied for a licence to operate domestic scheduled flights initially in
Saudi Arabia and later in the Gulf region, where to date low cost carriers had only had a minimal
presence. The domestic market remains highly regulated and is dominated by the state–owned Saudi
Arabian Airlines.
The small number of low cost airline start–ups in the Middle East include Air Arabia, based in
Sharjah in the United Arab Emirates, and Kuwait's Jazeera Airways.
EasyJet said that it was not planning to invest any equity or cash in the Saudi venture. It would only
go ahead with such a move, if it delivered significant shareholder value. A deal also depended on
the progress made by NAS in its application for an operating licence.
A decision on the deal was unlikely to be made before early 2007.
We would provide our brand and a little assistance in getting their airline set up, said an EasyJet
spokesman. The group would need to assess the potential risk to its brandname including safety and
security risks.
EasyJet, which was started in 1995

The strategic analysis of EasyJet and Easy Group --the...
Introduction
The assignment was based on a strategic marketing analysis of Easy Jet and Easy Group. It will be
carried out through two exclusive parts.
In the first part, firstly, we are going to give a general overview on easyJet's assets, then mainly
concentrate on its critical capability which formed its core competence. Essentially, historical
comparison approach was adopted to evaluate the organization's relative strengths and weakness.
The second one is by constructing a Growth–share Matrix for the Easy Group to better understand
the balance portfolios of its different Easy companies in it and then the core competence of Easy
group will be discussed in detailed.
Part One
1. The overview of easyJet's assets:
1.1 Physical assets ... Show more content on Helpwriting.net ...
Now approximately 90% of all seats are sold over the Internet, making EasyJet one of Europe's
biggest Internet retailers. This approach eliminates the distribution costs charged by the middlemen.
(Cranfield School of Management, 2001)
Ticketless travel
easyJet confirm the booking of seats by e–mailing passengers, which cuts the cost of issuing,
distributing and processing tickets.. This is going to be a sustainable basis for easyJet to continue to
be as successful as it has been in the year ahead. (biz/ed, 2004)
High utilization of aircraft
easyJet has always bought brand new aircrafts which are believed more reliable and need much less
maintenance. Consequently, it allows high utilization, minimising the cost .per hour flown cheaper
than using older ones. (Stellios Harji Ioannou, 2002)
Simple service model

Ending of free on–board catering reduces costs and unnecessary management. It is also a key
differentiator, a potent reflection of their low–cost approach, between easyJet and other airlines.
Passengers have choice to purchase food if desired and pay less for the flight. The concept also
reflects a more general point of eliminating other unnecessary, complex–to–manage and costly
services, such as pre–assigned seats; interline connections with other airlines and cargo/freight
carriage. ( go–fly.com. 2004f.)
Efficient use of airports
EasyJet flies to main destination airports throughout Europe and uses less congested and less
expensive

Financial Comparison of Ryanair and British Airways
Financial comparison of Ryanair and British Airways
Aviation Finance 12CVC062
Balázs Baumgartner (B015926)
10/12/2012
Table of Contents
Review of Ryanair's and British Airway's current financial situation
........................................................ 2 Liquidity
..................................................................................................................................................... 2
Performance and earning
.......................................................................................................................... 3
Solvency.....................................................................................................................................................
3 ... Show more content on Helpwriting.net ...
Such rate suggests for the banks and suppliers that the company is low risk for investment and has
high liquidity, but also proposes that the cash is being accumulated to finance future aircraft orders
or other investments. The fact that the cash reserves has grown with €1.2bn in the last two years also
underpins these assumptions.(Morrell 2007)
2
British Airways has a low current ratio of 0.7531. It points out the problem that BA cannot finance
its current assets from its current liabilities. Thus, it can be assumed that the short term debts are
financed through the more expensive long term loans. The company's cash reserves are £1.7bn,
which is considerably lower in comparison to Ryanair's reserves. This can result in higher interest
rates as the airline is not considered as a safe investment for lenders. According to Moody's credit
rating company BA's credit ratings were B1 and BB in 2011. Also being a legacy airline BA works
with more third party suppliers like travel agents and these issues can mean that the pay–outs are
delayed. It is important to note that Ryanair and the low–cost business model do not use travel
agents.
Performance and earning
The operating margin gives an indication of management efficiency in controlling costs and
increasing revenues as

Case Study : Stellios And The Easy Corporation
Our Final case this semester is the case for EasyCar.com Company created by Stellios and the Easy
Corporation. Stellios Haji–Ioannou a Greek entrepreneur and the son of a shipping billionaire
received enough capital to start the Easy Corporation. He first started in the airline business and
went that prove successful he created The EasyCar.com Company which started an internet based
way to rent a car, customers could log into an account and reserve a car without having to ever deal
with a sales person. Their corporation used a quite different approach than did their competitors
where The EasyCar.com Company used a single type of car and no other types of cars to choose
from. Other car rental companies would have many types of cars to rent to fit many styles of
customers. Stelios pleased with the expansion of the car company in the second year of existence,
even after the first year suffered significant losses the second year was a breakeven year. Stelios had
plans of taking the company form making 27 million to100 million I just 2 years. This was a very
aggressive goal, which for it to be made the company was opening two stores a week. These store
openings may sound aggressive but for the EasyCar Company the store openings were usually
located in existing parking lots and because most of the rental work was completed online there were
no real office to place in the lot. EasyCar purchased most of the offices as a temporary storage unit
with bare essentials.
MY

Easyjet Market Analysis
Executive Summary:
This report illustrates an in–depth look of easyJet and will also discuss an analytic research that was
made to demonstrate aspects of the history of the airline, along with the marketing strategy and
brand strategy used and implemented by the low–budget airline. The strengths, weaknesses,
opportunities and threats, known as SWOT analysis, will also be illustrated along with the external
environment better known as PEST analysis which consists of the political, environmental,
social/cultural and technology factors of easyJet. In addition an analysis of the competitive market
environment of easyJet will be shown, which includes an overview of easyJet's main competitors
and the nature of business in which they operate ... Show more content on Helpwriting.net ...
The prices of these seats however tend to change in accordance with the days that the bookings of
these flights are made available till the date of departure (Koenigsberg, Muller and Vicassim, 2008).
All bookings for easyJet are made straight from either telephones or the internet; this made it very
easy to incorporate the web into its central booking system. By achieving this, there were no
possible channel conflicts with other intermediaries, for example with travel agents Easyjet's website
illustrates their pricing policy as being based on supply and demand, and prices usually increase as
seats are sold on every flight. Basically the sooner a person books, the cheaper the flight ticket
would be. The web also states that the low cost scheme of easyJet is not tickets, no ties to other
networks, no travel agents and no on–flight meals. (easyJet plc., 2010). A pin code is also given for
each customer's booking that is done on the website which is given to travellers upon arrival at the
airport.
Brand Strategy:
To gain a competitive advantage, most companies tend to implement a brand strategy. What makes
easyJet stand out amongst its competitors is their image of a low–budget airline and no–frills
services; this brand strategy is simple but strong. EasyJets' whole company is recognised by their
unique orange logo, this color also forms part of the uniform worn by their staff, which in turn is a
strong recognised tool by the consumers.

Essay Logistics and Project Planning
easyInternetcafe's Situation
easyInternetcafe was launched in 1999 under the umbrella of the easyGroup. The mission of elc was
to provide consumers with access to the Internet at the lowest cost. Despite the excellent support and
recognition from the public, elc was experiencing adversity of keeping their business profitable after
the Internet Investment bubble burst. The original concept of owning many of the large stand–alone
cafes with 250–500 PC terminals at each café was not working well. elc undertook a dramatic
restructuring of the company by downsizing the cafes. Many of the large, original stand–alone elc
stores will be run by franchisees. These franchised stores will become smaller stores which have 20
to 30 ... Show more content on Helpwriting.net ...
Building on the success of easyJet and to extend the 'easy' brand further, he formed the holding
company easyGroup in 1998. easyInternetcafe was his first venture under the umbrella of the
easyGroup. Other companies in the group included easyJet, easyCar, easyCinema, easy.com,
easyMoney and easyValue, easyBus, easyPizza, easyCruise, and easyDorm. Low price and no–frill
is the key elements of the 'easy' brand.
Yield Management Model Stelios is an enthusiast of Yield Management Model and he applies the
model to his business. According to Wikipedia, yield management is the process of understanding,
anticipating and influencing consumer behavior in order to maximize revenue or profits from a
fixed, perishable resource (such as airline seats or hotel room reservations). Stelios believes that
lowering the price will increase the demands of the customers significantly. By locating all the large
internet cafes in high traffic areas, elc aimed to capture the maximum revenue by providing internet
services with a variety of price points at different points in time (peak hours or off peak hours). The
price for Internet access varies based on demand, raising the price in dollar per hour in mid–
afternoon, when stores are nearly full. That gives bargain hunters an incentive to visit in the non–
peak hours, when price is dropping. The model is well suited for business with high

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

Easyjet
The Web 's Favorite Airline
1. COMPANY OVERVIEW
EasyJet was lunched in November 1995 with a fleet of two Boeing 737–300 aircraft flying from
London to Glasgow and Scotland. Its mission was to offer low–cost airline service to the masses.
This was successfully achieved by offering customers low fares with its no frill flights and adopting
an efficiency–driven operational model; high brand awareness, maintaining a high level of customer
satisfaction making it one of the leading low–cost airlines in Europe.
Extensive public relations and advertising campaign slogans by easyJet resulted in increasing
demand for more flights resulting in the creation of new routes. The concept adopted by easyJet was
the use of one type of aircraft ... Show more content on Helpwriting.net ...
Countries protected their National carriers by refusing other airlines landing slots in their countries.
However, even with this deregulation in 1992, only 3–5% of passengers in Europe flew on low cost
carriers, compared to 24% in the US. This was believed to be due to the direct competition with high
speed rail services on some European routes.
Economical
Even with high entry costs, many new airlines came into the market. Though the cost of running an
Airline in Europe was 40% higher than in the US, and as a result few low–cost carriers were as
successful as easyJet. Even with such barriers to entry, it was predicted by analysts that the European
low–cost market could grow by as much as 300% by 2004.
The value of the UK pound also made more viable to run operations from the UK. Avoid third
person in order to get low price (price sensitive) – Don 't understand this, and I can 't find it
anywhere in the case .Please explain. Anything else that can be added here?
Social
Due to the British and Germans being the most frequent travellers, most airlines set up their base in
the United Kingdom. They also have more purchasing power because of the strength of their
currency. – I 'm confused about this currency stuff, as I don 't find it mentioned in the case study
Please explain. Anything else to add here?
Technology
Direct sales of flights were done over the internet.

Easycar.com : Strategic Service System Design
Abstract
This case Easycar.com: Strategic service system design describes a situation experienced in 2003
by EasyCar, which is a European company rental car, founded in 2000 by entrepreneur Stelios Haji–
Ioannou. According to the Problem–based decision method, after the main character identified, when
and where it occurred the case, the problems will be identified and analyzed. Furthermore, it is
essential find the main causes of the problem, write the hypothesis and elaborate the solutions. For
this, it is necessary to create the plan–action, with short–term and long–term recommendations,
describing each plan detail. Finally, it is important to think about the risks, and the possible
solutions, to write an alternative plan, a contingency ... Show more content on Helpwriting.net ...
In addition to improving the quality of services provided, many measures had to be deployed to the
ambitious objectives proposed for 2004 for the Easycar, could be achieved.
Introduction
EasyCar, the UK–based car rental company, was founded with the mission to provide customers
with reliable service at the lowest possible price. EasyCar is an EasyGroup member, whose founder,
the Greek entrepreneur Stelios Haji–Iannou, firstly, founded low–cost air carrier EasyJet.com in
1995. EasyJet was one of the early low cost, no frills air carriers in the European market. As all
companies of the group, has as a principle offer the most cost–effective, in other words, provide
services and products at affordable prices for offer them without facilities considered unnecessary.
To accomplish this mission EasyCar took a very different approach than the traditional car rental
companies in Europe. The main competitors of EasyCar were Avis Europe, Europcar, Hertz, and
Sixt.
According to the author (Lawrence and Solis, 2005), EasyCar had just reached breakeven in 2002 on
sales of 27 million pounds sterling, and had as its goals to reach sales of 100 million pounds sterling
and profits of 10 million pounds sterling by the end of fiscal year 2004 in order to position itself for
an initial public offering. To do this would require opening new locations at a rate of two per week
and expanding its fleet of rental car from 7,000 to 24,000.
To achieve these goals, the company had made

Swot Analysis Of Easyjet
INTRODUCTION
Innovators and bold in their ventures in business EasyJet are key contenders within the European
economic market and despite Brexit, have huge scope to succeed in a tactical relocation in a suitable
EU member state after Great Britain imminently leaves the European Union.
Background
Founded by Greek billionaire Sir Stelios Haji–Ioannou and driven by CEO Dame Carolyn McCall
since taking her post in 2010. EasyJet launched in 1995, and has made a niche market for itself as
cheap and cheerful, not being afraid to stick to its UPS of cheap flights in major cities across Europe,
and not afraid to maintain this by strategic financial management e.g. By keeping expenses and
overheads low, charging customers for inflight meals, ... Show more content on Helpwriting.net ...
In the wake of the macro event Brexit Bothe easyJet and its rival Ryanair are seeking strategic
relocation to a Europe to continue operations and secure competitive advantage. Strategy
(easyJet.com, 2017) Task 1
Macro Analysis
PESTLE
Political
The political environment in Germany is considered very good, the situation stable and attractive to
home corporate investment and promotes good interrelations with EU members and the world.
Germany is a quality business environment Corporate default probability very low risk on the scale
according to Coface (2017)
Germany is divided into 16 states known collectively as Lander, and which are subdivided into a
further 403 districts. Chief of state President Frank–Walter Steinmeier and Federal chancellor
Angela Merkel govern by traditionally Roman and German influenced legislation. (The Global
Edge, 2017)
Germany are the funders of the what is now the European Union and members of the G8, NATO and
United Nations among other.
Foreign policy holds vast international relations with some excess of 190 countries worldwide.
Germany invest 0.37% of it GDP on development. Predominantly land locked Germany is situated
centrally within and vast and sophisticated trade zone. Germanys political stability supports a growth
culture in Germany. (The Global Edge, 2017)
Merkel has vowed during her recent campaign to reform her 'open–door' policy which has been cited
as caused for some of the recent atrocities the

Easy Car
Easycar.com: Strategic service system design.
|Author: |Lawrence, John J.; Solis, Luis |
|Article Type: |Case study |
|Geographic Code: |4EUUK |
|Date: |May 1, 2005 |
|Words: |5794 |
|Publication: |Journal of the International Academy for Case Studies |
|ISSN: |1078–4950 | ... Show more content on Helpwriting.net ...
EasyCar's approach, built on the easyJet model, was quite different than the approaches used by the
traditional rental car companies. EasyCar rented only a single vehicle type at each location it
operated, while most of its competitors rented a wide variety of vehicle types. EasyCar did not work
with agents––over 95% of its bookings were made through the company's website, with the
remainder of bookings being made directly through the company's phone reservation system (at a
cost to the customer of 0.95 [euro]/minute for the call). Most rental car companies worked with a
variety of intermediaries, with their own websites accounting for less than 10% of their total booking
(Click to fly, 2004). And like easyJet, easyCar managed prices in an attempt to have its fleet rented
out 100% of the time and to generate the maximum revenue from its rentals. EasyCar's information
system constantly evaluated projected demand and expected utilization at each site, and adjusted
price accordingly. Because of its aggressive pricing, easyCar was able to achieve a fleet utilization
rate in excess of 90% (Simpkins, 2002)––much higher than other major rental car companies.
Industry leader Avis Europe, for example, had a fleet utilization rate of 68% (Avis Europe plc,
2002).
It was January, 2003. EasyCar had broken even in the fiscal year ending September 2002 (Simpkins,
2002) on revenues of 27 million [pounds sterling] (Marketing, 2003). This represented a significant
improvement

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

Environmental and Competitive Analysis of Easyjet
IntroductionThis report has been written in order to provide an environmental and competitive
analysis of the low–cost airline industry sector from the position of Easyjet. It will give a brief
history into Easyjet and the low–cost airline industry. It will analyse the internal strengths and
weaknesses as well as the external threats and opportunities. Competitors will be analysed through
the use of porters 5 forces model. Recommendations will be made for easyJet's marketing strategies
for the next three years. Corporate HistoryEasyjet was founded in 1995 by Stelios Haji–Ioannou
who based the firm around the low–cost, no–frills model of the US flight operator 'Southwest'. The
concept of Easyjet is based on the fact that short flights ... Show more content on Helpwriting.net ...
No customer retention/relationship policy. No points scheme to reward frequent flyersAccess to
European airports allowed by the deregulation of the industry, which may vary in the
futureOutsources many of its services to third parties which may be damaging to its
reputationSuccess of Easyjet makes it difficult and expensive to train staff quickly enough.
OpportunitiesLower costs furtherIncrease faresIntroduction of more countries into the European
Union has increased potential customers and flight destinationsExpand into new routes, outside of
Europe, and long haulDecrease turn around timesImprove aircraft utilisationVertical integration to
eliminate outsourced functions of easyJet's procedureGain first mover advantage with regards to
using alternative 'greener' fuel cellsIntroduction of points scheme to reward and retain frequent
flyersThreatsRising fuel pricesIntroduction of a carbon emission tax or other environmental
regulationsNew emerging competitionCompetitors undercutting prices or offering similar prices for
a more efficient/better serviceAircraft maintenance problemsTerrorism reducing air travel
numbersEmerging alternative modes of transportReputation lost in event of well publicised
incidentDelaysPEST AnalysisA PEST analysis analyses the Political, Economic,

Ryanair Plc : A British Airline And Will Provide A Brief...
Introduction:
This essay is about Easyjet Plc which is a British airline and will provide a brief summary about the
company. It will make arguments on how Management Accounting information could aid the
managers of the business, evaluating how Budgeting, Variance Analysis and Activity Based could be
utilized within the company and will provide ways in which the managers could keep in mind to
make recommendations and decisions.
EasyJet Plc:
EasyJet Plc founded in 1995 by a Greek Cypriot businessman Sir Stelios Haji–Ioannou, leading in
Europe and based at London Luton Airport. It operates over 600 routes across more than 30
countries, consists of over 200 Airbus aircraft and employ over 8000 people including 2,000 pilots
and over 4500 cabin ... Show more content on Helpwriting.net ...
The company's ambition is to be Europe's preferable airline for short distance destinations airline,
delivering safety, good value and service to customers.
Management Accounting Information in Easyjet:
Management Accounting Information is the process of planning, motivating and controlling.
Managers in a company such as this, act as to benefit of the business by preparing reports, accounts,
performance evaluation and operational control so that they can make day–to–day and short–term
decisions. Also, organisation has to be in the company and try to solve problems may have. It could
also help the managers
of EasyJet, by keeping records of any financial transactions the company has. Therefore, managers
of the business provide financial data to control the firm and make decisions.
Ratios are used by management accountants to evaluate the process. Efficiency is a ratio where
managers can decide whether the company can pay its debts. Another ratio is gearing, that shows the
long–term financial position of the business and profitability ratio shows the progress of the
business.
Furthermore, business managers in the company can measure any progress in the business and can
help to make decisions about bases, new routes, costs of flights and any opinion that passengers can
have during the flight. Also, managers in EasyJet Plc can control and give instructions for the
operation of each

Marketing of EasyJet
MARKETING RESEARH PROJECT
Name: Doğancan Yüksel
School Number: 110131060
EasyJet
Introduction The Airline market's success or future lies through marketing because this sector is in
competition with other modes of transportation such as bus, high–speed train. Also, the product that
airlines serve is a somewhat typical service. Therefore, it has to be differentiated with marketing
processes. All in all, marketing is one of the most elements in the airline sector and it is highly used
by the companies, and specialspecific marketing techniques have been developed to use it in the
sector. Also, we will be in aviation sector, therefore doing the marketing research in airline sector
will ... Show more content on Helpwriting.net ...
Direct competitors of Easyjet in market: British Airways, Lufthansa, Ryanair, Air France–KLM,
Swiss International Air Lines
History and Development of EasyJet
The airline was established in 1995 as part of the Easy–group conglomerate. It was launched by
Cypriot businessman Sir Stelios Haji Ioannou with two Wet leased Boeing 737–200 aircraft, initially
operating two routes: London Luton to Glasgow and Edinburgh. In April 1996, the first wholly
owned aircraft was delivered to EasyJet, enabling its first international route to Amsterdam. Until
October 1997, the aircraft were operated by GB Airways, and subsequently by Air Foyle as EasyJet
had not yet received its Air operator certificate. In 2000, EasyJet's flotation on the London Stock
exchange took place in 2000 at an offer price of 310p, valuing the Company at £777m. Shortly after,
EasyJet joins the FTSE 250 list of companies. In March 1998, EasyJet purchased a 40% stake in
Swiss charter airline TEA Basle for three million Swiss Francs. The airline was renamed EasyJet
Switzerland and commenced franchise services on 1 April 1999, having relocated its headquarters to
Geneva International Airport. This was EasyJet 's first new base outside the United Kingdom. On 16
May 2002, EasyJet announced its

How to Increase ancillary Service Revenue of easyJet
TABLE OF CONTENTS
TABLE OF FIGURES
Figure 1. 0 – Data Source Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 2. 0 – Benefits of Secondary Data . . . . . . . . . . . . . . . . . . . . . 10
Figure 3.0 – Top Down Approach . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Figure 4.0 – Quantitative Data Analysis Structure . . . . . . . . . . . . . 15
Figure 5.0 – Data Quality Model . . . . . . . . . . . . . . . . . . . . . . . . . 16
THE PROPOSAL
An Investigation into Easy Jet airlines customer satisfaction, as a result of their strategic low cost
carrier business model, of implementing ... Show more content on Helpwriting.net ...
Global airlines have realized that ancillary revenues can make a huge difference to profit and loss,
especially during difficult times (Upadhyay, 2013, p.1). From a business point of view ancillary
revenue has become a necessity for all airlines as they all struggle to fill the profit gap created by
high operating costs and intense competition, in order to achieve an increase in profitability (Kuuchi,
2013). According to Robson, competitive advantage is attained by targeting to provide a more
relevant and advanced product offering for the same price as the competition within the same market
(Robson, 1994). However low budget airlines have turned this around and have focused on attaining
competitiveness by offering lower prices than competitors, making their pricing their superior value
and unique benefit, without increasing the products value itself, but simplifying it to its basic and
letting the customer change the product to its personal needs and demands (E. Porter, 1985). Budget
ticket offerings have long proven to be one of the most successful strategies and business models in
the airline industry for companies such as easyJet, to attain not only a rise in profitability but also to
increase market share and competitive edge, as more and more budget–conscious tourists are willing
to give up comfort in return for lower fares (Hyonhee, 2012).
1.3 THE EASYJET BRAND
Business Sense not Business Class (easyJet, 2013)

The Easy Jet brand

Company Case
Emerging Markets Case Studies Collection Emerald Case Study: Kulula.com: now anyone can fly in
South Africa Stephanie Townsend, Geoff Bick Article information: To cite this document: Stephanie
Townsend, Geoff Bick, Kulula.com: now anyone can fly in South Africa, Emerald Emerging
Markets Case Studies, 2011 Permanent link to this document:
http://dx.doi.org/10.1108/20450621111126792 Downloaded on: 06–11–2012 References: This
document contains references to 19 other documents To copy this document:
permissions@emeraldinsight.com This document has been downloaded 742 times since 2011. *
Access to this document was granted through an Emerald subscription provided by Emerald Group
Publishing Limited For Authors: If you would ... Show more content on Helpwriting.net ...
Disclaimer. This case is written solely for educational purposes and is not intended to represent
successful or unsuccessful managerial decision making. The author/s may have disguised names;
financial and other recognizable information to protect confidentiality. DOI
10.1108/20450621111126792 The terrorist attacks on the World Trade Centre on 11 September 2001,
however, left many of the world's already ailing airlines in a state of crisis, with Swissair, Belgium's
Sabena, Australia's Ansett and US Airways going bankrupt. The healthier airlines – British Airways
and Lufthansa – experienced a significant drop in passenger numbers (Fletcher, 2002). Excluding
Ryanair, the European low–cost segment accumulated losses of almost $300 million between 1996
and 2001, and AB Airlines, ColorAir and Debonair went bankrupt. Compared to the flag carriers,
however, the low–cost carriers did very well after the September 11 attacks. Despite the seemingly
crowded market in Europe and a 7 per cent VOL. 1 NO. 1 2011, pp. 1–28, Q Emerald Group
Publishing Limited, ISSN 2045–0621 j EMERALD EMERGING MARKETS CASE STUDIES j
PAGE 1 market share of the intra–European air travel market, discount airlines such as easyJet,
Ryanair, Buzz and Virgin Express had all grown stronger and had placed Europe's traditional flag
carriers under severe threat

Risks of Easyjet Plc Categorised.
Executive Summary. The following report will aim to identify and categorise risks to easyJet as a
company. By identifying risks to the company we are able to see what risks the company have and
potentially how to avoid or deal with them. Then by classifying them in groups it may be possible to
tackle a few risks with one solution. After listing the risks and putting them in a risk matrix, the
report will then aim to explain how the risk will affect easyJet and justify the position of it in the risk
map. The way the report has classified the risk is whether the risk is a generic risk that will affect the
whole industry of whether the risk is specific to the company. There will then be a conclusion to
summarise the risks and the ... Show more content on Helpwriting.net ...
In 2010 easyJet was affected by strikes in Spain, having to delay or cancel 'dozens of flights.' (Hazel
Baker. 2010). This would affect easyJet further because it would mean easyJet lose a lot of sales
from flights for that day, and could even end up out of pocket because many people could have
asked for compensation. Natural disasters are also events that are out of easyJets control. The
volcanic eruption that occurred in April of 2010 affected nearly the whole of Europe in terms of
aviation and flying. In particular it affected easyJet in unprecedented ways, it had to ground/delay
flights over a period of about 2 weeks. This left many tourists stuck abroad with no way back to the
UK. It is reported that the ash cloud cost easyJet around £65 million in compensation and loss of
sales. This type of disaster is very rare and is unlikely to happen again. Should it re–occur though
easyJet have developed a new system that could bypass such an ash cloud (Katherine Griffiths.
2010.) Another generic risk that would affect easyJet aswell as other aviation companies would be
advances in technology. This could mean new aircraft being built or introduced. easyJet would have
to invest in new aircraft if technology in their current fleet becomes obsolete, such as a more
efficient engine or an aircraft with bigger capacity and cheaper to run. Another example of this is the
new system that easyJet themselves developed to help detect if

Ryanair Analyses
Master's thesis M.Sc. in EU Business Law An analysis of the European low fare airline industry –
with focus on Ryanair Student: Thomas C. Sørensen Student number: 256487 Academic advisor:
Philipp Schröder Aarhus School of Business September 13, 2005 1 Table of contents 1.
Introduction 1.1. Preface 1.2. Research problem 1.3. Problem formulation 1.4. Delimitation 6 6 7 7
2. Science and methodology approach 2.1. Approaches to science 2.1.1. Ontology 2.1.1.1.
Objectivism 2.1.1.2. Constructivism 2.1.2. Epismotology 2.1.2.1. Positivism 2.1.2.2. Hermeneutics
2.2. Methodology 2.2.1. Types of research 2.2.2. Types of data 2.2.2.1. Quantitative data 2.2.2.2.
Qualitative data 2.2.2.3. Primary and secondary data 2.5 Reliability and ... Show more content on
Helpwriting.net ...
SWOT analysis 9.1. Strengths 9.1.1. Resources 9.1.1.1. Large route network 9.1.1.2. Network of
business partners 9.1.1.3. Financial resources 9.1.1.4. Human resources 9.1.2 Competences 9.1.1.1.
Non–scheduled revenues 9.1.1.2. Cost leadership 9.1.3. Core competence 9.2. Weaknesses 9.2.1.
The service factor 9.2.2. Secondary and provincial airports 9.3. Opportunities 9.3.1. Industry
consolidation 9.3.2. Introducing the Eighth freedom of the air 9.3.3. Expansion 9.4. Threats 9.4.1.
Oil prices 9.4.2. EU legislation 9.4.2.1. Airport fees 9.4.2.2. Passenger rights 9.4.3. Air disaster 93
93 93 93 93 94 94 94 94 95 96 96 97 97 98 99 99 100 100 101 101 101 102 10. Conclusion 11.
Epilogue 12. Summary 13. References 14. Appendix 103 108 109 111 120 5 1. Introduction 1.2.
Preface As I have studied a M.Sc. in EU Business Law, I found it ideal to find a topic that would
encompass both European business matters as well as aspects of EU law. The European airline
industry suits this choice of topic very well as it is a business operating largely across European
borders, but it has also been the center of a substantial amount of EU legislation through the
deregulation of the industry and the abandonment of state aid for national carriers. This has
contributed to great changes in the dynamics and structure of the European airline industry, which I
find fascinating and have therefore chosen to analyse this development in more detail through

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