Environmental And Competitive Analysis Of Easyjet

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
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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,
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Financial Comparison of Ryanair and British Airways
Financial comparison of Ryanair and British Airways
Aviation Finance 12CVC062
BalГЎzs 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 в‚¬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 ВЈ1.7bn, 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

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.
SГёrensen Student number: 256487 Academic advisor: Philipp SchrГ¶der 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

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

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 Analysis
Impacts of Tourism and Travel, Transport and Logistics
EasyJet
TABLE OF CONTENTS
Introduction3
Background3
External Impacts5 Political and Legal impacts5 Economical impacts6 Sociocultural impacts7 Technological impacts8 Environmental impacts9
Other impacts10 Staffing and recruiting10 Branding11 Competitors and competitive advantage11 Future expansion12
Conclusion13
Recommendations:15
References16
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 ВЈ10–ВЈ20 for flights within Europe and at ВЈ40–ВЈ80 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

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) В– Don
't understand this, and I can 't find it anywhere in the caseВ….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. В– I 'm confused about this currency stuff, as I don 't find it mentioned in the case
studyВ… Please explain. Anything else to add here?
Technology

Direct sales of flights were done over the internet.

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
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 ВЈ65 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

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; п¬Ѓnancial and other recognizable information to protect conп¬Ѓdentiality. 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 signiп¬Ѓcant 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 п¬‚ag 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 п¬‚ag carriers under severe threat

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, ...
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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

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 Helpwriting.net ...
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

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
cafГ© 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

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 ContentsExecutive Summary2 Introduction4 Profitability5 Easy Jet6 Ryan Air8 Comparing
Profitability of Easy Jet & Ryan Air10 Efficiency13 Easy Jet14 Ryan Air15 Comparing Efficiency of Easy Jet & Ryan Air16 Liquidity19
Easy Jet19 Ryan Air21 Comparing Liquidity of Easy Jet & Ryan Air22 Gearing23 Easy Jet24 Ryan Air25 Comparing Gearing of Easy Jet &
Ryan Air26 Horizontal Analysis27 Easy Jet28 Ryan Air29 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

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
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

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.

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

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

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 ВЈ592 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 ВЈ4 million ($6.24 million) per aircraft in the fleet.
The total cash (excluding restricted cash) and money market deposits at FY2013 were ВЈ1,237 million ($1,931.6 million). Also, the company has

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

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
ABSTRACTi
TABLE CONTENTii
PICTURE CONTENTv
ACKNOWLEDGEMENTvi
INTRODUCTIONvii 1.EasyJet company1 1.1 History.1 1.2 Swot analysis of easyJet............................................................................1 1.2.1 Strengths:1
1.2.2 Weaknesses:3 1.2.3 Opportunities4 1.2.4... Show more content on Helpwriting.net ...
Here are some objectives we want to reach in this casestudy:
вћў Understand how price affects customers' decision
вћў Understand how the marketing mix of EasyJet affects its price decisions
вћў Analyze the factors that affects airline ticket prices
вћў 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 |

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
speciп¬Ѓc 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 speciп¬Ѓc organisations
in much greater depth – and often providing 'solutions' to some of the problems or difп¬Ѓculties identiп¬Ѓed 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 –

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. Othercar 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

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...
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

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

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

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
* 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

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 theUnited 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 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

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
"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

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 ...
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
ENVS1130E.J. de Renzy–Martin Foundations of ManagementDecember 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...
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 В– 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.

Marketing of EasyJet
MARKETING RESEARH PROJECT
Name: DoДџancan YГјksel
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...
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 ВЈ777m. 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

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...
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 360Вє 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

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

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: HГҐkan 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, HГҐkan Bohman from USBE (UmeГҐ 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 Helpwriting.net ...
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

Environmental And Competitive Analysis Of Easyjet

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