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Strategic position of ryanair
Ryanair vs easyjet analysis
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EasyJet is Europe's leading low-cost airline. The airline was founded by Stelios Haji-Ioannou, and the family remains the major shareholder. He controls other separate EasyGroup companies such as EasyInternetCafe, easyCar.com, EasyMoney, and EasyValue.There are no "cross-shareholdings" between EasyJet and these other EasyGroup companies. EasyJet operates independently from the other companies, although some "cross-marketing" agreements do exist.
EasyJet is a low cost airline officially known as EasyJet Airline Company PLC. The company is based at London Luton Airport. It operates frequent scheduled services for leisure and business passengers and serves more than 200 routes between more than 60 European airports. The company listed on the London Stock Exchange and easyGroup owns only a minority stake.
EasyJet and its Republic of Ireland based rival Ryanair are by far the largest low cost airlines in Europe, and the rivalry between them is intense and sometimes vituperative (especially on Ryanair's side from its high profile chief executive Michael O'Leary). The two companies have slightly different strategies. EasyJet flies mainly to leading airports while Ryanair uses far more secondary airports to reduce costs. EasyJet places more focus on attracting business travellers as well as leisure travellers, although all its aircraft have single-class cabins.
Ryanair makes much of the fact that EasyJet's average fares are higher and its average punctuality is consistently lower. This is mainly due to the different range of airports used and Ryanair routinely scheduling flights to take thirty minutes longer than required. As of September 2005, Ryanair flies more passengers, but EasyJet has a higher turnover, leading both of them to claim to be "Europe's number one low cost airline".
EasyJet's vision of the future is built on developing its strength as the largest low cost airline in Europe. Total revenue in 2002 was more than £500 million, an increase over the previous year of nearly £200 million.
EasyJet's main competitor is Ryanair, which was the largest European low cost airline before EasyJet acquired Go Fly. In early 2003, though, Ryanair bought one of the smaller firms in the market, Buzz. There is now some debate about which firm is now the largest. They both have a similar number of routes; EasyJet carries more passengers (20 million); Ryanair is worth three times the stock market value of EasyJet.
Techology is plays a key part in the success of any business, and EasyJet are always improving the technological network.
Use of the Internet to reduce distribution costs EasyJet was one of the first airlines to embrace the opportunity of the Internet when it sold its first seat online in April 1998.
Westjet has a unique corporate spirit: To enrich the lives of everyone in WestJet's world by providing safe, friendly and affordable air travel (2). In order to fulfill this company mission, westjet pursue to become one of the five most successful international airlines in the world by 2016, providing the guests with a friendly and caring experience that will change air travel forever.
The two airlines have minimal similarities; each is successful at what they do and are no-frills
WestJet is the second-largest carrier in Canada, which mainly focuses on economic airlines. In decades past, WestJet expanded its destination network form all western Canadian cities to international scope. During this development period, IT played a important role. For example, electronic ticket is used in the airline reservation system. However, some IT-related issues also hinders the company’s development.
JetBlue Airways entered the market in 2000 from a position of financial strength, leadership capability and several rare advantage points uncommon to others in the industry: 1) David Neeleman, the founder, had several years of industry experience as a result of having successfully launched and sold an airline (Morris Air), bringing both explicit and tacit knowledge into the his new venture; 2) Neeleman was afforded the opportunity to work directly with his idol, Herb Kelleher, at Southwest Airlines (the king of the low-cost leaders) after Southwest purchased Morris Air from Neeleman; and 3) Substantial financial support from venture capitalists who had funded Neeleman's previous ventures and were more than willing to support and capitalize on his idea for a new low-cost passenger airline.
From the perspective of Ryanair, the major issue facing the firm is its valuation in the long-term, known as its economic value. Although the firm maintains a bullish outlook, there are diverging opinions regarding the valuation of the firm among investors. The valuations of the firm vary widely, with stock price estimates ranging from 3.05 to 7.57. This range reflects discrepancies on whether Ryanair has solid business model and fundamentals as well as numerous issues that plague not only Ryanair, but the airline industry as a whole. These issues are as follows:
In a dysfunctional time for the airline industry, most airlines, especially major carriers, are adapting the concept of "doing less with more." One low-cost carrier, JetBlue, is changing the domestic aviation landscape in this regard and is defying the odds. Here is a company that has examined each marketing mix elements carefully, has adapted them to its customer’s needs, and is succeeding because of this approach.
As aviation matured, airlines, aircraft manufacturers and airport operators merged into giant corporations. When cries of "monopoly" arose, the conglomerates dismantled.
The Economist. 2014. Price or quality—pick one. [online] Available at: http://www.economist.com/blogs/gulliver/2014/02/ryanair [Accessed: 26 Mar 2014].
Mason, K. J. (2001). "Marketing low-cost airline services to business travellers." Journal of Air Transport Management 7(2): 103-109.
With only a few large companies across the globe (Boeing, MD, and Airbus), the commercial aircraft industry essentially exhibits the qualities of an oligopolistic competition with intense rivalry. Here is an analysis of competition in the commercial aircraft business using Porter’s Five Forces.
Ryanair is Europe’s largest low-fares, no-frills short-haul carrier. The organisation was founded in 1985 as a conventional airline but re-launched itself in 1990/1991 as a low-cost carrier, replicating American Southwest Airlines’ business model. Since then Ryanair has grown substantially and successfully. The company currently has 146 routes to 84 destinations in 16 countries, and carries more than 15 million customers annually. Ryanair aims to be Europe’s largest airline in 8 years (www.ryanair.com).
Airplane – With the only two main airplane suppliers in the industry, Boeing and Airbus, gives EasyJet a low bargaining power making the suppliers to have a high power at determining what price to sell its airplanes, however, EasyJet can increase its bargaining power if it looks to buy in bulk due to the fact that it is internationalizing into Nigeria so the demand for airplanes would be high.
An alternate strategy for JetBlue to return to profitability is to expand the market it services. A large part of JetBlue’s business is transporting cust...
Within the airline industry currently the airlines can be divided into low cost airlines and full service airlines. The low cost airlines targets customers that are seeking no frills connectivity between cities at low ticket prices. The full service airlines provide several add-ons like free meals, on plane entertainment, and communication facilities. The target market for full service airlines are customers who are willing to spend extra for the services that the airlines provides.
Virgin Atlantic is UK's second largest major airline; it had its first take-off in 1984 and nowadays has routes leading to the world's major cities, having carried more than 38 million people to this date.