Case Analysis of Ryanair

5711 Words23 Pages
Case Analysis of Ryanair Strategic Management Name: Dongjie Qiu 1. Introduction 1 2. Strategic Position 1 2.1 The environment of Ryanair 1 2.2 PESTEL analysis 1 2.2.1 Political factor 2 2.2.2 Economic factor 2 2.2.3 Social factor 3 2.2.4 Technological factor 3 2.2.5 Environmental factor 3 2.2.6 Legal factor 4 2.3 Strategic capability of Ryanair 4 2.4 SWOT Analysis 5 2.4.1 Strengths 5 2.4.2 Weaknesses 6 2.4.3 Opportunities 6 2.4.4 Threats 6 3. Strategic choice and evaluation 7 3.1 Business level strategy 7 3.1.1 Low-cost leadership 7 3.1.2 Focus 8 3.2 Corporate level strategy 8 3.2.1 Diversification 8 3.3 Evaluation of strategies 9 3.3.1 Consistency 9 3.3.2 Suitability 9 3.3.3 Feasibility 10 3.4 Recommended Strategies 10 4. Conclusion 10 5. Appendix 12 6. Reference 15 1. Introduction The aviation industry of world has been in gloomy status for a long time, from Asia to Oceania, North America to Europe. In the European aviation sector, the downturn of economic makes every airline company be very difficult in business, take some examples to say, the Belgian has declared bankruptcy, and Swissair had to reorganize the assets, what is more, Italian Airlines has said that they lost about 4.36 dollars in 2002, even British Airways, the biggest airline company in the European aviation industry, the losses in 2002 also broken through 1.2 billion euro (Kenneth 2003). However, in the same harsh conditions, Ryanair still maintains earnings records. Ryanair is the World’s welcome airline with 43 bases and more than 1100 low fare routes, which across 26 countries and connect 155 destinations1. In 1985, Ryanair started with only 25 staffs and a 15-seater turboprop plane from Waterford in the southeast of Ireland to London Gatwick; but in 2008, the average employment numbers in Ryanair has been up to 6,369, which rise by 21% and
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