...REPORT ABOUT EASYJET Seite 1/53 REPORT ABOUT EASYJET Analyses about Industry, Market, Competition and chosen strategy Reinhard Fellner Wien, am 09.06.2002 C:\Users\rf\Documents\A R C H I V 311013\F 160108\B820_Strategy\TMA\TMA01\TMA01_B820rf.doc I R M E N R E I N H A R D 301109\MBA FILES Druck: 20.11.13, 22:42 REPORT ABOUT EASYJET Seite 2/53 Executive Summary Deregulation has seriously changed the environment and structure of airline industry. Out of STEP analysis I have identified the following ain issues: Deregulation will stimulate competition, but also market growth Lower prices will cause focus on costs Focus on security measures will increase costs There is no need for added values in connection with prestige Analysing the airline industry by Porter’s “Five Forces” I have stated: Big Player and/or Alliances fight a price war, often using a second brand (Buzz, etc.) Big Players have not identified and reacted on the change in environment Few structural changes to support the need of cost effectiveness und to bring them in line with new customer requirements Because of the very static picture I have supported that analysis by BCG strategic model: BCG's Strategic Enviroments Matrix Many Source of Advantage FRAGMENTED Airline Industry SPECIALIZATION 2nd brand for Budget Segment STALEMATE Budget Airlines VOLUME Few Small Size of Advantage Big Global airlines which come from the „Fragmented...
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...approaches to service marketing management – namely, process improvement, human aspects and managing resource capacity can potentially contribute to the success of a service organisation. Your evaluation of processes, human aspects and resource capacity should be critiqued with specific reference to purpose, application and limitations AND with regard to how the effective management of these areas might contribute to the success of the selected service organisation. Word count: 2726 (excluding appendix) Introduction This paper aims to evaluate the marketing management theories of process, human aspects and resource capacity, critiqued with specific reference to purpose, application and limitations, and with regard to how the effective management of these areas might contribute to the success of EasyJet. Then it will conclude with their contribution to the success and development of the organisation. Outline of EasyJet EasyJet is one of the most successful low cost airlines in Europe, and the UK’s largest airline, carrying over 55m passengers a year. Sir Stelios Haji-Ioannou founded it in 1995, with the vision of creating a customer focused brand that would revolutionise the concept of air travel. More than fifteen years on, EasyJet is Europe’s leading airline. (EasyJet plc. 2015) Process Improvement Purpose The purpose of process improvement is to apply theories such as process mapping, capacity management and the four V’s, which are volume, variety,...
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...* Word count or equivalent: 1000 (500 per answer) * Assessment criteria: * To identify the nature of operations management * To analyse the processes of operations management * To analyse management approaches to operations management * To apply operations management to gaining customers and competing * To examine the operational processes and life cycles * Knowledge/understanding of concepts (40%) * Ability to collect, synthesise and apply information (20%) * Ability to generate appropriate conclusions (10%) * Logical structure (10%) * Communication of information/literacy (20%) Introduction * What the question going to be answered is about * This essay aims to answer… and will refer to… and apply examples from the… industry * Body * Begin each paragraph with the main idea/ topic sentence * This tells the reader what the paragraph will be about * Make sure your reader understands the main idea by EXPLAINING or giving a definitions How to.. * Give some EVIDENCE to support your main idea – the evidence should be a direct quotation or paraphrase and supported by a REFERENCE. * CONCLUDE your paragraph by either * linking back to your main idea * linking forward to the main idea in the next paragraph Conclusion * Conclusions are often hard to construct as you want to do more than just repeat everything you have just answered. * Ensure that you reach an overall conclusion...
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... MARKETING STRATEGY Professor: George S. Day, Suite 700 JMHH, Telephone: 215 898 8245 Email: dayg@wharton.upenn.edu Administrative Mary Donegan Assistant: Suite 700 JMHH Telephone: 215 898 2104 Email: mdonegan@wharton.upenn.edu Office Hours: By appointment Web Café Address: http://webcafe.wharton.upenn.edu/eRoom/mktg/777c Class Schedule: Monday and Wednesday 9:00am – 10:20am 10:30am – 12:00 noon Introduction This course views marketing as both a general management responsibility and an orientation of an organization. Relatively less attention will be given to the specific activities of the marketing department, sales group, or advertising function in implementing strategic decisions. We will take the viewpoint of the general manager and the senior marketing executive to address the issues of: ➢ Formulating segmentation and focus strategies ➢ Understanding, attracting and keeping valuable customers ➢ Positioning the business to achieve an advantage over competitors ➢ Identifying and exploiting growth opportunities ➢ Allocating resources across businesses and segments ➢ Managing the channels for gaining access to the served markets, and ➢ Aligning the organization to changing market requirements. The course will use a mix of cases, lecture/discussion, outside speakers, and group projects. This material will be integrated throughout the course with four over-riding...
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...INTRODUCTION Background in Brief Ryanair was established by the Ryan family with a staff of 25. Its first route was launched in 1985 with a 15-seat aircraft ferrying passengers between Waterford in Ireland and London. In 1986, Ryanair launched its route from Dublin to London to challenge British Airways and Aer Lingus, the two dominant airline carriers on that route, by offering fares at lower prices. With two routes in operation, Ryanair carried 82,000 passengers in its first full year of operation. By 1993 Ryanair has carried over 1 million passengers. In 1995 Ryanair overtook Aer Lingus and British Airways to become the biggest international scheduled route carrier in Europe. The Organization Today Ryanair now operates more than 1,500 flights per day from 57 bases on 1,500 low fare routes across 28 countries. It connects 178 destinations and operating a fleet of 305 new Boeing 737-800 aircraft. In 2012, Ryanair had a team of more than 8,500 employees and carried over 78 million passengers. Ryanair’s main business is to provide “low-fare-no filling” airline services. Ryanair also offers various ancillary services including in-flight sale of beverages and food, car hire services, internet-related services etc. To expend its network, Ryanair, which already owns 29.82% of Aer Lingus in 2012 announced its intention to acquire Aer Lingus by making an all cash offer of €1.30 per share for its entire share capital. Ryanair recorded a profit of €503 million in...
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...British Airways Carolyn Shepherd Dr. Neil Mathur BUS620: Managerial Marketing November 28, 2011 British Airways Summary of the Marketing Plan This report details a marketing plan for a full-service airline British Airlines. The marketing plan will address the class of consumers who prefer to use full-service accommodations. The marketing plan will use many of the market strategies, such as advertising through the media, flyers and the company website. The marketing plan will extend for a 12 month period and following will be an evaluation plan to be used on continuous bases. Company Overview-British Airlines The full-service airline offers high level of fixed and operating costs. Full service airlines operate with fixed cost and fixed products and service (Smith, 2002). The airline provides different types of services such as in-flight meal, travel assistant, lounge access, and many others services. The full service airline has faced much competition from the many low cost airlines on the market which are airlines that provide limited service for in-flights they are able to lower their costs of travel. The airline comes with many services including two class segmentations, online or direct travel agent, and others services. The carrier being one of the oldest airlines in the world continues to support the full service model despite the many low cost airlines...
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...organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution to competitive advantage. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce...
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...organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution to competitive advantage. The relationship between operations and the other business functions is similarly important. The objective of the operations function is ...
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...Internal And External Factors Controlling Ryanair Commerce Essay The following report analyses how internal and external factors control to the strategy that Ryanair Plc is following. This report undertakes a detailed study of Ryanair which include a brief outlining of the company’s products and services. Mission, vision and values of the airline will be also explained. It evaluate company’s current strategy and the management of that strategy. It also gives a brief evaluation of Ryanair’s financial structure as well as an environmental analysis of the European airline industry and how this affects Ryanair. Each section of the following report represent the key findings. Introduction to company section includes Ryanair’s background, mission and vision statements, Corporate Social Responsibility policy, company’s stakeholders. External environment section include SWOT analysis. This analysis explain Internal (Strengthens and Weaknesses) and External (Opportunities and Threats) factors. Furthermore, PEST analyse is described. In order to understand company’s profitability in relevance to the competitors, the Porter’s Five Forces framework is used. In Financial sector the turnover , profit margins, operating profit, current ratio, solvency ratio, gearing ratio and the comparability of these during 2006-2008 period is explained. Using the Ansoft’s growth matrix the main strategic direction that Ryanair follow was indentified. The methods of development such as low cost, no-...
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...supply_chain_strategy All questions are compulsory CASE I LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program...
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...CASE I supply_chain_strategy LAUNCHING CPFR AT TEXAN FOODS: IMPROVING INVENTORY REPLENISHMENT WITH COLLABORATIVE ACTIVITIES AND TECHNOLOGIES Introduction Angela Preston sank back into the cushy leather chair in the Captain’s Club at LAX, and rubbed her eyes. She and her supervisor, Gordon Ross, had flown halfway across the country to Fresno to meet with representatives from a key supplier, Valley Bakers, to review the outcomes of their 180-day CPFR pilot program. When her drink arrived she hardly touched it,except to stir it nervously, until Gordon returned from the ticket counter. When she had agreedto accept the promotion to Category Director last year, she had no idea that the pressures ofthis job would be so enduring. The last six months had seemed like one long, dull headache. Since the initiation of the CPFR pilot program, it seemed that Valley, their supplier, had been making all the demands in this relationship. Wasn’t the customer supposed to be the one who was always right? Gordon eased into the chair next to her and immediately noticed the weary, pained look on her face. As Vice President of Supply Chain Operations for Texan Foods for the last 9 years, he had learned a lot about dealing with employee and customer frustrations. The CPFR pilot with Valley had tested his resolve as well. Valley’s CPFR team was unhappy with the small performance gains – and the occasional significant losses – that the program had delivered for the 34 SKUs that...
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...Profile Matrix (CPM) 10 iii. External Factor Evaluation Matrix (EFE) 11 iv. BCG Matrix 12 4. Internal Audit: 15 a) Financial Ratio Analysis 15 b) Internal Factor Evaluation Matrix (IFE) 18 5. SWOT Analysis 19 6. SPACE Matrix 21 7. Grand Strategy Matrix 23 8. Internal-External Matrix (IE) 24 9. Quantitative Strategic Planning Matrix (QSPM) 25 10. Recommendations and Justifications 27 11. References 28 | 1.0 Case Abstract This report is a comprehensive strategic management case which overview of improving a Muslim restaurant with Islamic compliances like what been done by Radix Fried Chicken (RFC) under HPA Industries Sdn. Bhd. As we all know, RFC is a product of the Muslims. Moreover, RFC is not so very famous and known very familiar to Malaysian citizen. So, this case study hope can open the eyes of all Muslims to support the Muslim products and boycotting Israel products. This report may not be entirely credible and may not be very detailed. This is due to the fact that we have difficulty obtaining information and details on Radix Fried Chicken as the information we gather online is limited. Furthermore, certain parts of our report are written based on our observations, knowledge, understanding and analysis. The reports begin with the background of company, include the vision...
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...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: Håkan 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, Håkan Bohman from USBE (Umeå 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 Scandinavian Airline and Mr. Wilsberg from SAS Braathens, Jessica Eriksson and Thomas Pettersson from USBE, thank you for your availability, willingness in answering our questions and for their so precious collaboration with interviews, comments and suggestions. Thank you also Sweden for the wonderful moments we have spent here. We will never forget your nature (your elks), your cold winter (-30°C), your long nights in winter and your short nights in late spring!! It has been a great experience and adventure up there in Northern Sweden!! We will miss you… Finally we would like to thank particularly the Studentexpedition for its kindness, without forgetting our family and friends (from Sweden, France, Portugal and Greece) for their everlasting daily support...
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...INTEGRATED ANALYSIS HOW INVESTORS ARE ADDRESSING ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORS IN FUNDAMENTAL EQUITY VALUATION FEBRUARY 2013 Co-funded by the PREPARATION OF THIS DOCUMENT In September 2011 the PRI Initiative convened a working group of signatories to investigate how equity investors and analysts are integrating environmental, social and governance (ESG) analysis into their fair value calculations. The members of the ESG Integration Working Group are: Neil Brown Alliance Trust Investments - Working Group Chair Bruce Kahn Deutsche Bank Climate Change Advisors Andre Bertolotti Quotient Investors Masahiro Kato Mitsubishi UFJ Trust and Banking Corporation – observer Paul Bugala Calvert Investments Tony Campos FTSE Group Erica Lasdon Calvert Investments Cécile Churet RobecoSAM Barb MacDonald British Columbia Investment Management Corporation Leanne Clements London Pension Funds Authority Mary Jane McQuillen ClearBridge Investments Jennifer Coulson British Columbia Investment Management Corporation Christie Stephenson NEI Investments Lisa Domagala Solaris Investment Management Ralf Frank DVFA (Society of Investment Professionals in Germany) Dr. Hendrik Garz Sustainalytics (previously employed by West LB) Bryan Thomson British Columbia Investment Management Corporation Mike Tyrrell SRI-Connect Stéphane Voisin Cheuvreux Niamh Whooley Société Générale Robert Hauser Zürcher Kantonalbank (ZKB) Between...
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...INTEGRATED ANALYSIS HOW INVESTORS ARE ADDRESSING ENVIRONMENTAL, SOCIAL AND GOVERNANCE FACTORS IN FUNDAMENTAL EQUITY VALUATION FEBRUARY 2013 Co-funded by the PREPARATION OF THIS DOCUMENT In September 2011 the PRI Initiative convened a working group of signatories to investigate how equity investors and analysts are integrating environmental, social and governance (ESG) analysis into their fair value calculations. The members of the ESG Integration Working Group are: Neil Brown Alliance Trust Investments - Working Group Chair Bruce Kahn Deutsche Bank Climate Change Advisors Andre Bertolotti Quotient Investors Masahiro Kato Mitsubishi UFJ Trust and Banking Corporation – observer Paul Bugala Calvert Investments Tony Campos FTSE Group Erica Lasdon Calvert Investments Cécile Churet RobecoSAM Barb MacDonald British Columbia Investment Management Corporation Leanne Clements London Pension Funds Authority Mary Jane McQuillen ClearBridge Investments Jennifer Coulson British Columbia Investment Management Corporation Christie Stephenson NEI Investments Lisa Domagala Solaris Investment Management Ralf Frank DVFA (Society of Investment Professionals in Germany) Dr. Hendrik Garz Sustainalytics (previously employed by West LB) Bryan Thomson British Columbia Investment Management Corporation Mike Tyrrell SRI-Connect Stéphane Voisin Cheuvreux Niamh Whooley Société Générale Robert Hauser Zürcher Kantonalbank (ZKB) Between...
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