Ryanair is the first budget Airline in Europe inspired by the U.S Budget Airline, Southwest Airlines. The study is based on the instance survey by Eleanor O’Higgins, University College Dublin, and Republic of Ireland in 2007.
The instance by Eleanor O’Higgins is based on the Strategy of Ryanair against the background of the European air hose industry and the burgeoning budget sector. The instance discusses the chances and challenges faced by the industry and the house. Leadership of Ryanair ‘s CEO, Michael O’Leary is highlighted.
I will be presuming the function of direction adviser placing strategic direction issues of the company. Harmonizing to the contract between my consultancy house and Ryanair my function is to carry on a strategic analysis of the environment, the industry, company in order to urge new strategic enterprises and countries of betterment for the senior direction squad of Ryanair.
Therefore an environmental analysis dwelling of a macro environment analysis, industry analysis and internal analysis is carried out ab initio, in order to carry on elaborate strategic analysis and supply recommendations in the hereafter.
2 OVERVIEW OF RYANAIR
Ryanair was founded in 1985 by the Ryan household to supply scheduled rider air hose services between Ireland and the UK, as an option to the so province monopoly bearer, Aer Lingus. Initially, Ryanair was a full-service conventional air hose, with two categories of seating, renting three different types of aircraft.
Ryanair ‘s aim was to keep its place as Europe ‘s prima low-fares air hose, runing frequent point-to-point flights on short-haul flights, chiefly out of regional and secondary airdromes. The bosom of its scheme was based on supplying a no-frills service with low menus designed to excite demand, peculiarly from budget-conscious leisure and concern travellers, who might otherwise hold used alternate signifiers of transit, or who might non hold travelled at all.
Company Vision- “ To firmly set up itself as Europe ‘s low menu, agenda rider air hose through continued betterments and expanded offerings of its low menu service ” . ( Ryanair, n.d )
Company Mission- “ To go Europe ‘s most profitable low cost air hose by rolling-out proven low menu, no-frills service in all markets in which we operate to the benefit of riders, people and stake-holders ” . ( Ryanair, n.d )
3 CRITICAL ISSUES
The critical strategic issues faced by Ryanair can be identified as follows based on analysis ;
Poor Customer Service where the clients are unsated and face episodes of dissatisfactions due to the hapless services provided by the unfriendly staff of Ryanair has been identified as the critical issue that can be identified by reading the instance. The high insurance charges and the deficiency of services sing safety footings, deficiency of comfy seating and other installations has lead to this negative word of oral cavity distributing with respect to client dissatisfaction which is clearly identified.
The other chief issues that can be recognized can be unwillingness and failure to acknowledge brotherhoods where Ryanair is besides fired for supplying hapless on the job conditions for its work force. In July 2006 the Irish high tribunal found out that Ryanair had bullied pilots and forced them to hold to a new contract, pilots had to pay a‚¬ 15000 for retraining on a new aircraft if they left the air hose. In 2006 pilots of Ryanair lodged a wage claim saying that there is important difference in take place wage between Ryanair and Aer Lingus pilots it besides claimed that developing pilots were working for nil.
Understanding that employee ‘s and the clients are the factors that decide the success of the company Ryanair should work out these critical issues.
4 EXTERNAL ENVIRONMENT ANALYSIS
External Environment analysis in conducted to analyse the nature of the environment the house operates in. It identifies the forces in the environment impacting the house and its grade of impact. It besides identifies the chances, menaces and challenges faced by the company.
The external environment analysis for Ryanair consists of a macro-environment analysis, industry analysis and external factor analysis.
The macro environment scans and indentifies the general environment factors that can hold an impact on the organisation whereas the industry analysis focuses on the competitory state of affairs of the company.
4.1 MACRO ENVIRONMENT ANALYSIS ( Appendix 1 )
The macro-environment is composed of major external and unmanageable factors that influence an organisation ‘s determination devising, and impact its public presentation and schemes. These factors include the Political, Economical, Social, Technological, Environmental and Legal forces ( PESTEL ) . These forces do non alter often, but when it does, it has a major impact on the organisation.
The PESTEL analysis looks at the general environment in which the organisation is runing in and assist to recognize the hazard associated with the market growing or diminution. PESTEL is the brief signifier of the undermentioned factors severally –
Political factors that can be identified that will hold a great impact on Ryanair are ; Aer Lingus rejection to mix with Ryan Air, security steps and limitations, stable political state of affairs and the new EU ordinance – compensation jurisprudence.
Economic factors include the depreciation of US Dollar, handiness of efficient replacement conveyance methods and besides decrease in distribution costs from clients accommodating to online check-ins where identified as the factors that has high influence sing the economical influence.
Social factors are of import to be identified as houses to be cognizant of these factors because they can straight impact the manner the organisations manage the operations, more significantly human resources and selling.
Technological is besides playing a critical function as many new progresss in engineerings can impact the manner concerns are carried on. Technological developments represent a existent chance for the adept people who can understand and use them suitably and the cardinal factors identified that would hold a high influence are environmental- friendly aircrafts and handiness of on-line minutess.
Environmental factors for Ryanair include noise degree controls, planetary heating, green house gas effects and corporate societal duty policies and environmental protection Torahs.
4.2 INDUSTRY ANALYSIS ( Appendix 2 )
The 2nd phase of the external environmental analysis is to measure the industry environment and the purpose of this analysis is to place those factors that could lend to or impact the industry profitableness. To assistance in the industry analysis, Porter ‘s Five Forces Model will be used.
Porter developed a technique analysing five forces that affect industry profitableness known as “ Five Forces Model ” . These forces shape the industry and increase the strength of fight, and hence, the profitableness and attraction of the industry. This theoretical account helps to indentify the dynamic factors of the industry and the market to vie efficaciously.
4.3 EXTERNAL FACTOR ANALYSIS ( Appendix 3 )
The EFAS tabular array is one manner to form the external factors into the by and large recognized classs of chances and menaces every bit good as to analyse how good a peculiar company ‘s direction responds to the specific factors in visible radiation of the sensed importance of these factors to the company.
The factors which were identified as of import were put in to this tabular array to find if they were chances or menaces for Ryanair.
Harmonizing to EFAS, the cardinal menace imposed on the company is the current political and legal factors and the increasing oil monetary values. The client attitudes towards Ryanair is positive and the friendly environment of aircrafts which are seen to be cardinal chances that can assist decrease the effects of menaces faced by the organisation.
5 INTERNAL ENVIRONMENT ANALYSIS
The internal analysis AIDSs in detecting the strengths, resources, capablenesss and activities that the organisation possesses in order to execute better than their rivals and those that add value to clients. To indentify the cardinal strengths, failings resources and capablenesss of Ryanair, the Resource-Based View and the Value Chain Analysis will be used.
5.1 VALUE CHAIN ANALYSIS
The valley concatenation is a set of activities that the organisation undertakes or organizes to present the merchandise to the client. A value concatenation has two wide classs: primary activities and support activities. Primary activities represent the sequence of activities – inbound logistics, operations, outbound logistics, marketing/sales and service – through which natural stuffs are converted into benefits enjoyed by clients. Support activities are those undertakings that contribute or assist the house ‘s primary activities and include -procurement, engineering development, human resource direction and substructure.
A value concatenation analysis performed for Ryanair is shown in appendix 04. Each activity executed is value-adding to the organisation and its clients.
5.2 SWOT ANALYSIS
Company repute – first & A ; cheapest budget air hose in the European industry
Advanced cost decreases
Use of new environmental- friendly aircrafts
Significant market growing
Largest web site in traveller industry & A ; 5thmost recognized trade name.
Labor force of diverse civilizations to better service clients
No fuel charges imposed on clients
Work-life-balance practiced to forestall pass overing for pilots and unneeded accidents.
Constitution of a safety commission.
Refusal to acknowledge brotherhoods
Decreased client satisfaction
Poor client services – no refund for cancellations, no adjustment provided for flight holds, etc.
Over dependence on Michael O’Leary
By unifying Ryanair with Aer Lingus it gives them better advantages such as being more efficiency in the industry, will be able wage to take down revenue enhancement and operation cost every bit good as will be able fly to more finishs.
By taking Sub-Main Airports to cut down Airport Charges Rather than taking chief air port and paying more money to them.
It facilitated the debut of new consumer oriented advanced Service.
While new service was introduced it was rejected 72 % by canvass readers of the Financial Time.
Equally good as riders have resisted paying a‚¬8 to lease a games and amusements console, likely because it was non worthwhile for short flights.
Keeping the staff preparation and aircraft in a swift commonalty makes the Ryanair in a likely status
Due to noisy environment clients will avoid taking Ryanair average clip it would be merely a 2nd pick for them.
Gurdidian Newspaper say that insurance fee Ryanair charge from each rider is really much high. Such lurid intelligence avoids clients to book their ain ticket.
The external environment analysis is conducted for Ryanair in order to help the hereafter strategic analysis presuming the function of a direction adviser. Both the external and the internal environments of the company is critically analyzed utilizing tools such as PESTEL, Five forces theoretical account, Value Chain and SWOT analysis.
The critical issues confronting Ryanair can be identified as hapless client service and human resource direction issues.
With respect to Ryanair ‘s external environment, the undermentioned forces can be identified as holding a critical impact on the house ; rejection of Aerlingus offer and regulations and ordinances imposed by authoritiess etc.
Harmonizing to the Value Chain Analysis, Ryanair ‘s nucleus competence and critical success factor is identifies as its low cost. SWOT Analysis farther confirms that and besides points out the failings such as hapless client service and inefficient human resource patterns which may finally turn out to be dearly-won for Ryanair and impede the effectivity of its competitory advantage.
The environmental analysis is used as an initial analysis for the elaborate strategic analysis which will supply recommendations to Ryanair. However based on the environmental analysis some initial recommendations can be made.
The critical issues confronting Ryanair is identified as hapless client service and human resource direction issues. It is of import that Ryanair attends to these critical issues instantly. Therefore Ryanair could
Acknowledge labour brotherhoods ; be more people oriented to better employee relationships and promote calling development in order to expeditiously pull off their Human Resource in the hereafter and at that place by achieve high employee committedness taking to a successful work force.
Better the client service they offer while minimising cost. This could be achieved through bettering the quality of developing given to frontline employees and pull offing through a TQM ( entire quality direction )
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