Ryanair Holdings.docx
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Ryanair Holdings.docx
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RyanairHoldings
StrategicManagement:
Casestudy:
RyanairHoldings,plc--2011
Contents
Step1:
CompanyBackground3
Step2:
Developvisionandmission5
Step3:
opportunitiesandthreats6
Step4:
CompetitiveProfileMatrix(CPM)9
Step5:
ExternalFactorEvaluation(EFE)10
Step6:
Strengthsandweaknesses13
Step7:
InternalFactorEvaluation(IFE)15
Step8:
PrepareaStrengths-Weaknesses-Opportunities-Threats(SWOT)Matrix,StrategicPositionandActionEvaluation(SPACE)Matrix,TheBostonConsultingGroup(BCG)MatrixandQuantitativeStrategicPlanningMatrix(QSPM)asappropriate.Giveadvantagesanddisadvantagesofalternativestrategies.18
Step9:
Recommendspecificstrategies37
Step10:
Projectedfinancialstatementandforecastedratios.39
Step11:
Specificannualobjectivesandpolicies.45
Step12:
Recommendproceduresforstrategyreviewandevaluation.48
RyanairHoldings---2011
Step1CompanyBackground
Ryanairwasfoundedin1985andhasitsheadquartersattheDublinAirportinIreland.FlightsbeganbetweenIrelandandUnitedKingdomin1986asthenewairline’sDublin-LondonroutechallengedtheBritishAirways-AerLingusduopoly.Afterseverefinanciallossesin1990,Ryanairrestructured,adoptingtheSouthwestAirlinesbusinessmodel,andbecamethepioneerofthelow-faresmodelinEurope.RyanairHoldingswasincorporatedin1996asaholdingcompanyforRyanairLimited.Today,Ryanairoperatesmorethan1,500flightsperdayfrom44basesandacross27countries,connecting160destinationsthroughoutEuropeandMorocco.
Ryanairgrewfrom51employeesin1985tomorethan8,000employeestoday.Basedonpassengerscarried,RyanairisEurope’slargestlow-costcarrierandsecond-largestairline.Itisalsotheworld’slargestcarrierofinternationalpassengersandthefifth-largestcarrierofbothinternationalanddomesticpassengers.Asitcontinuestogrow,Ryanairfaceschallengesinitsuseofancillaryfeesasameansofmaintainingrevenuegrowthwhilekeepingticketpriceslow.Externally,increasinglegislationandfinancialdistressinEuropethreatentoadverselyaffectitsbusinessmodelandraisethecostofoperations.
Visionandmission
Ryanairdoesn’thaveformalmissionandvision.
Vision
AsAnnualReportandwebsitestatementsimplyavisionandmission,wanttobecome“firmlyestablishitselfasEurope’sleadingscheduledpassengerairlinethroughcontinuedimprovementsandexpandedofferingsofitslow-faresservices."
Mission
AsRayanair’sanswersbystatingthat”Ryanairseekstoofferlowfaresthatgenerateincreasedpassengertrafficwhilemaintainingacontinuousfocusoncost-containmentandoperatingefficiencies.”
CompanyObjectives:
Strategies:
1 LowFares—targetsfare-consciousleisureandbusinesstravelerswhomightotherwiseuseasubstituteformoftransportation.
2 CustomerService–emphasisonbetterpunctuality,fewerlostbags,andfewercancellationsthanrivals.
3 FrequentPoint-to-PointShort-Haul–secondaryairportsnearmajormetropolitanareaswith“no-frills”.
4 LowOperatingCost–useofsingleaircrafttype,productiveworkforce,useofcontractors,choiceofairportswithcompetitivecosts.
5 UseoftheInternet–allticketpurchasesandcheck-inviainternet.
6 CommitmenttoSafetyandQuality–low-costoperatingstrategydoesnotextendtosafety,maintenance,orqualityassurance.
7 AncillaryServices–revenuesareenhancedwithhotelbookings,carrentals,andothernonticketrevenuesaswellasbaggageandothercharges.
8 FocusedCriteriaforGrowth–growthbasedonanexplicitplanwithafocusinEurope.
9 RespondingtoCurrentChallenges–responsestoincreasingfuelcostsandreducedeconomicgrowth.
10 Ancillaryfees-theextensiveuseofancillaryfeestobalancethelowticketprices.
Step2:
Developvisionandmission
Visionstatement:
TobetheEuropeanleadingscheduledpassengerairlineistoofferlowerfaresthancompetitors.
Developmission:
Service
ØHighqualityandsafetyproductsandservices
ØTheonlineagentforbuyingticketsLwillmorestabilityandsecurity.
Sale
ØTheonlineagentLwilldoingthemarketingpromotiontoattractpeoplebuyingticketsviaonlineagent.
Technology
ØImprovedthetechnologytominimumcarbondioxideemissions.
Philosophy
ØRyanairiscommittedtoconductingbusinessinanethicalfashionthatcomplieswithalllawsandregulations.
ØTheemployeesandrepresentativesconsidertheiractionsaffecttheintegrityandcredibilityforthecompany
ØTheemployeesanddirectorsendeavourtodealfairlywithcustomers,competitorsandemployees.
Self-concept
ØRyanair'sprimarymeansofachievingitsobjectivetobecomeEuropeanleadingscheduledpassengerairlineistoofferlowerfaresthancompetitors.
ConcernforPublicImage
ØRyanairiscommittedtoconductingbusinessinanethicalfashionthatcomplieswithalllawsandregulations.
ØEndeavourtoplayeddowntheeffectofaviationontheenvironment.
ConcernforEmployees
ØGiverewardstoemployeeswhodidthebestwork
Step3:
opportunitiesandthreats
Opportunities
1)Usinghedgingstrategyindustriesrelyonfuelcanreducethecost.Purchasingfuturefuelsuppliesatasetpricetominimizelossesshouldpricesincrease.P139
2)UndertheregulatorybyCAR(CommisionforAviationRegulation);IAA(IrishAviationAuthority);DOT(DepartmentofTransportation),Europeanaviationindustrywillhaveagooddisciplineandcustomerprotectionprovisions,whichmayattractmorecustomers.P139
3)TheSES(SingleEuropeanSky)proposallaunchedbytheEuropeanCommissionin1999willhelptheEuropeanaviationindustrytoendpayabuses,cutdelays,andreducefuelconsumptionandpollution.WhichcanhelptheEuropeanaviationindustrydecreasetheircost.P140
4)TheEU-U.S.OpenSkiesAgreementthattookeffectin2008allowsEuropeancarrierstoofferservicesintheU.S.market,Europeanaviationindustrycantakeadvantagesofthisagreementtobroadenthemarket.P140
5)Withmoreopenskiesagreements,theEuropeanaviationindustrycanaddmoreroutesallovertheworld.Whichcanbringhugeprofittotheindustry.P140
6)Internetisdevelopingfastthesedays,peoplecanmoreeasilysubscribeormakeadjustmentsoftheflighttickets,whichLeadmoreandmorepeoplechooseaircraftsasthetransportation.P135
7)WiththebroadeningoftheAsianmarket,laborcostswillbereducedbyhiringAsianemployees,thiswillbringhugebenefitstotheEuropeanaviationindustry.P140
8)ApartoftheEuropeancustomershavespecialrequirementsforflights,suchasflightwithoutchildren,andtheyarewillingtospendalotofextramoneyinexchangeforamorecomfortableflightenvironment.Ifwetaketheappropriatepolicyoftheserequirements,itcanbringbenefitstoEuropeanaviationindusty.P130
9)Witheconomicdevelopment,people'sincomeisgenerallyimproving,morepeoplearewillingtochooseflightsastransporteventhepricesofflightsaremuchhigherthanothertransport.P136
10)Becausetheflightticketpriceismuchhigherthananyothertransports,sosomepriceadjustmentdoesnotcausecustomerstransfertoanothertransport,whichmeanspeoplewhotravelbyflightsdonotsensitivetotheticketprice.Forthisreason,aviationcompaniescanadjustthepriceinareasonablerangetomakeupsomespend.P139
Threats
1)EuropeanairlineindustryareunderregulatorybyCAR(Commissionforaviationregulation)andDOT(DepartmentofTransportation).Thesetworegulatoryauthoritiesmaylimitthedevelopmentoftheindustry.P139
2)Europeanaviationindustryishighlycompetitivewithanumberoflow-fare,traditional,andcharterairlines.Airlinescompeteonfares,timeandfrequncyofservices,servicequality,etc.Thishighlycompetitivemarketdecreasetheaviationindustry’sprofit.P139-P140
3)Low-costaviationisnotalwaysthecheaperone,whichmayleadcustomerthinkthelow-costaviationisnotgoodchoice.Theymaydonotselectthelow-costaviationanymore.P140
4)Airlinesfacecompetitionfromgroundtransportationsuchashigh-speedrailsystemsthatarequiteextensiveinEuropeandseatransportation.Thiswillleadtoadeclineinprofitsoftheaviationindustry.P140
5)Nationalpoliciesmayleadchaostotheaviationindustry,suchascutdownthesalariesofairtrafficcontrollersleadtoastrike.P140
6)IncreasinglegislationandfinancialdistressineuropethreatentoadverselyaffecttheEuropeanaviationindustrybusinessmodelandraisethecostofoperations.P130
7)Flightdelays(Usuallybecauseoftheweather),lostluggages,passengersitemsdamagedalwaysbringlossestotheaviationindustry.Andtheseissueswoulddamagetheimageoftheaviationcompany.P140
8)UndertheIAA(IrishAviationAuthority)rules,pilotsarelimitedto100flight-hoursper28-daycycle,300fligh-hourseverytheemonths,and900flight-hoursperfiscalyear.Thisrulelimitthepilotsworkinghours,limitthedevelopmentoftheaviationcompanies.P134
9)Somenaturalorman-madedisasterscancausetheaircraftflyingwithoutpassengersin.Itbringshugelossestotheaviationindustry.Especiallyterroristattackswillbringalong-termnegativeinfluencetotheaviationindustry.P141
10)TheEU-U.S.OpenSkiesAgreementthattookeffectin2008allowsU.S.carrierstoofferservicesintheEuropeanmarket,thisagreementmadethemarketmorecompetitive.P140
Step4:
CompetitiveProfileMatrix(CPM)
Ryanair
EasyJet
BritishAirways
CriticalSuccessFactors
Weight
Rating
Score
Rating
Score
Rating
Score
1
Advertising
0.03
2
0.07
3
0.10
3
0.10
2
Financialposition
0.15
1
0.35
4
0.24
2
0.20
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