Ryanair has transformed itself from a traditional airline to a highly successful low-cost carrier using several strategies: operating on a low-cost business model that passes costs directly to customers; focusing on direct, point-to-point routes from secondary airports to reduce costs and increase load factors; and generating additional revenue through ancillary fees and services. The document provides an overview of Ryanair's history and business model, a PESTEL analysis of opportunities and threats, comparisons of costs to traditional carriers, and examples of strategies to further reduce costs and boost revenues through measures like charging for items previously provided free of charge.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
Ryanair Airline Case study
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Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies.
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Emirates Airline is the global airline that serves around 155 destinations across the world. Its main hub is Dubai, UAE. Emirates airline operates the largest fleets of Boeing 777 and A380 Aircrafts. With two aircrafts in 1985, Emirates airline owns 265 aircrafts and serves 80 countries globally. Each week 1500 flights are operated across the Globe (Emirates , 2017).
Emirates regional involvement is in Middle East and Africa, Western Europe, Asia Pacific, Eastern Europe and North America.
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This virtual simulation program was developed to help airline management teams understand competitive market dynamics and improve problem solving and decision-making skills.
Find out more at: http://www.iata.org/airline-business-simulation
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The presentation shows the competition that evolves between neighbouring airports. It also examines the strategies which airport operators can adopt to make the airport more competitive for their businesses. The second part deals with User Development Fee (UDF) pricing and application of crystal ball simulation on UDF.
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4. Source: European Low Fares Airline Association, 2009
1985
Creation
1991
Michael
O’Leary
Appointed
Transformed to
Low Cost Airline
1997
Floated on
Dublin SE
and
NASDAQ
2009
6369 employees,
25 different
nationalities
5.
6. Using Hub& Spoke
network
Peak hours
Lots of delays
Complex fare structure
Non-stop point-to-point
services
High seating density and
load factors
Direct booking
No frills
Use of secondary airports
Full Service
(Traditional)
Low cost
7. 0 5 10 15 20 25
Other operationg costs
Flight crew
Cabin crew
Aircraft fuel and oil
Airport and ANS charges
Sales and reservations costs
Advertising and promotions costs
Station costs
Commission
Aircraft related costs
Passenger service costs
Low cost way Traditional way
(Cost per thousands of Revenue Passenger Kilometres)
10. General Cost Reductions
One Class Travel
Point-to-Point Flying
No Refund Policy
No Frills
Highly Successful Ancillary Service Offering
Online Bookings
11.
12. Threat of New Entrants
LOW
Threat of Substitute Products
MEDIUM
Clients’ Bargaining Power
HIGH
Suppliers’ Bargaining Power
HIGH
Industry Competitors
HIGH
18. Cutting Costs
Revenue Enhancement
No Window Blinds
No Reclining
Seats, Leather
Seats
Velcro Headrests
Use of mobile
phone
Internet On-board
Rented In-flight
entertainment
19. Ryanair’s business model has some limits
but the market offers lots of perspectives:
Low cost Airline Business Model has
restructured European Aviation Industry
Innovative way of advertising the business
Creative alternative revenue generation