...3.0.2. Identify the value stream 3.0.3. Make the value flow through the value stream 3.0.4. Pull the value from the value stream. 3.0.5. Strive for perfection. 3.0.6. The ten rules of lean production. 4.0 The Tools of Lean. 4 4.0.1. Kaizen. 4.0.2. Jidoka. 4.0.3. JIT or Just In Time. 4.0.4. Heijunka. 5.0 Recommendations. 6 6.0 Conclusions. 6 7.0 Bibliography. 7 8.0 Web links. 7 1.0 Summary. In this exercise I have tried to convey the meaning and value of strategy and its importance while constructing a strategic analysis using SWOT, STEP and Porter’s 5 forces. I have also used Porter’s generic strategies model to establish what business we want to be in and have articulated this business model in a vision and mission statement. The target company’s I have used in my exercise is predominantly Ryanair plc. 2.0 Introduction. What is strategy? The term strategy is a military concept and comes from the ancient Greek word “strategia” meaning “office of the general “ or “generalship”. Many of the concepts of strategy have been borrowed from the military and adapted for business. In many ways a business strategy is its battle plan to provide that business with clear objectives and long term goals to ensure the business has a competitive advantage against its business rivals. We’ve often heard the term “everybody likes a good plan”, well strategy is the process of devising and executing a careful...
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...Ryanair Strategic Analysis And Recommendations For The Future Ryanair is the first budget airline in Europe. Based on the case study of Ryanair by Eleanor O’Higgins, a role of a management consultant is assumed to conduct a strategic analysis on the company. The report consists of the initial Environment Analysis conducted on Ryanair prior to the detailed strategic analysis that will be conducted in the future in order to provide the company with strategic recommendations for the future. The Environmental Analysis conducted consists of both an extensive analysis on the external environment and the internal environment. The external environment analysis is conducted in order to identify the nature of the environment Ryanair operates in and its impact on the strategic situation of the company. Through PESTEL, External factor and Industry analysis conducted, rejection of Aerlingus offer and rules and regulations imposed by governments etc. are recognized as the critical external environmental factor affecting Ryanair’s strategy. An analysis of the internal environment through Value Chain model and SWOT analysis reveals the key issues hindering the strategic success of the firm; poor customer service and human resource problems. While this initial environmental analysis is used to assist the strategic analysis that is to be conducted on Ryanair, the importance of taking necessary actions regarding the critical issues is highlighted, CONTENT EXECUTIVE SUMMARY 1 CONTENT 2 1INTRODUCTION...
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...Ryanair – the low-fares airlines Case Study By Sid Hegde Ryanair – the low-fares airline Table of Contents Q1. Why ha s Ryanair been successful thus far? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Q2. Is Ryanair's strategy sustainable? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Q3. Would you recommend any changes to Ryanair's approach? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Q4. Should Ryanair continue to pursue the Aer Lingus bid? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Q5. Evaluate the strategic leadership of Michael O'Leary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Appendix . . . . . . . . . . ...
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...Ryanair – the low-fares airlines Case Study By Sid Hegde Ryanair – the low-fares airline Table of Contents Q1. Why has Ryanair been successful thus far?..................................................................3 Q2. Is Ryanair's strategy sustainable?..................................................................................4 Q3. Would you recommend any changes to Ryanair's approach?.......................................5 Q4. Should Ryanair continue to pursue the Aer Lingus bid?..............................................6 Q5. Evaluate the strategic leadership of Michael O'Leary..................................................7 Conclusion...........................................................................................................................8 Bibliography........................................................................................................................9 Appendix............................................................................................................................10 A1. PESTEL Analysis...............................................................................................................10 A2. 5-Forces Analysis...............................................................................................................11 A3. Ryanair SWOT Analysis.....................................................................................................12 A4. TOWS Matrix....................
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..._Jelm Case 2: Ryanair 1-1-2011 Case 2: Ryanair Authors: Place: Leeuwarden Date: 22th of December2011 School: Education: Module: Strategic Management Year: 3 Version: 1 Word count Core text: 9706 Total: 7932 Table of content Preface 5 1. Summary of Ryanair 6 2. Problem statement 7 3. Corporate Strategy 8 3.1 Strategic development 8 3.1.1 Intended Strategy 8 3.1.2 Emergent Strategy 8 3.1.3 Strategic Lenses 8 4. Organizational Environment 9 4.1 PESTEL Framework 9 4.2 The Five Forces framework 12 5.2.1 The threat of entry 12 5.2.2 The threat of substitutes 12 5.2.3 The power of buyers 12 5.2.4 The power of suppliers 12 5.2.5 Competitive rivalry 13 5. Strategic capability 14 5.1 DuPont Analysis 14 5.2 Robustness 16 6. Competitive Strategy 18 7. Strategic Purpose 20 8. Business Economic Analysis 23 8.1 Liquidity 23 8.2 Solvability 23 8.3 Profitability 24 8.4 Efficiency 24 9. SWOT analysis 25 9.1 SWOT of Ryanair 25 9.1.1 Strengths 26 9.1.2 Weakness 26 9.1.3 Opportunities 26 9.1.3 Threats 26 10. TOWS Analysis 27 11. Alternative courses of action 28 12. Decision and Reasoning 29 9.1 Top 2 Alternatives 29 13. Implementation 30 Literature 31 Figure list 33 Preface The following report is written on behalf of the module Strategic Management, by students of Leisure Management. The case to write this report is “Ryanair” and the strategies that...
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...STRATEGY Compulsory formative assignment RYANAIR – THE LOW FARES AIRLINE CASE STUDY SummaryThe study case invites us to assess the success of Ryanair’s strategy in a highly competitive environment. For this purpose, we will successively evaluate its competitive positioning, its internal competencies, and its sustainability. We will conclude that Ryanair had followed until 2009 a low cost strategy, that its key resources and competences did satisfy such strategy in 2009 and that its principal competitive advantage, namely its position of leader of the low cost airline market, can be regarded as sustainable. | 1484 words (excluding tables) Introduction Ryanair was created in 1985 by Tony Ryan as a conventional airline company aiming at operating flights between Ireland and London. In 1991, financial difficulties led to its transformation into a low cost carrier, with Southwest Airlines as a model. Michael O’Leary was appointed as the Chief Executive Officer of the company soon after. Since then, the company has experienced rapid expansion. It was floated on the Dublin Stock exchange in 1997 and quoted on the NASDASQ in 2002. In 2009, traffic reached 66,5m passengers with a fleet of 232 Boeing 737-800, 41 bases and profit was over €318 m. The study case invites us to evaluate the success of Ryanair’s strategy in a highly competitive environment. For this purpose, we will successively assess its competitive positioning, its internal competencies, and its...
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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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...internal strategic capabilities (SWOT)……...4 Ryanair’s strategic choice (Porter’s five forces)………5 VRIO framework……………………………………………..5 Rumelt’s criteria……………………………………………..6 Ryanair’s implementation of low cost strategy………..6 Recommendations………………………………………….6 Conclusion…………………………………………………...7 Reference List……………………………………………….7 Appendix………………………………....…………………..8 12.1 Presentation’s slides…………………………………8 Word count 1,744 (excluding reference list and appendix) 2 Besmir Lika 1.0 Introduction Strategic Management Individual Report Richard Jump The notion of underlying the concept of generic strategies is that competitive advantage is at the heart of any strategy, and achieving competitive advantage requires a firm to make a choice, if a firm is to attain competitive advantage, it must make a choice about the type of competitive advantage it seeks to attain and the scope within which it will attain it (Porter, 2004). The purpose of this report is to assess the key strategies chosen by Ryanair within cost leadership and that were likely to generate competitive advantages to the organisation. Furthermore, this paper will analyse the Ryanair’s decision to become a low cost airline through Porter’s five forces. It will help to understand the industry attractiveness and competitive forces. PEST analyses will be directed in order to analyse the business environment where Ryanair operates. SWOT analyses will be piloted to diagnose the strategic capabilities of Ryanair. Porter’s...
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...aspects that multinational companies face in the global provision of goods and services. In its deliberations, the reports deeply evaluate the National Double Diamond model and its later improvement as well as the SAFe criteria that are essential to business leaders in effectively engaging in international business. It gives insight on how the varied features of the international business impact on the business strategy. Additionally, it also highlights the best approaches the corporate managers reshapes their corporate strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic business unit in...
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...aspects that multinational companies face in the global provision of goods and services. In its deliberations, the reports deeply evaluate the National Double Diamond model and its later improvement as well as the SAFe criteria that are essential to business leaders in effectively engaging in international business. It gives insight on how the varied features of the international business impact on the business strategy. Additionally, it also highlights the best approaches the corporate managers reshapes their corporate strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic business unit in...
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...aspects that multinational companies face in the global provision of goods and services. In its deliberations, the reports deeply evaluate the National Double Diamond model and its later improvement as well as the SAFe criteria that are essential to business leaders in effectively engaging in international business. It gives insight on how the varied features of the international business impact on the business strategy. Additionally, it also highlights the best approaches the corporate managers reshapes their corporate strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic...
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...| |Strategic Management : Principles and Practise | |Case Study A : RYANAIR | | | | | | | | | 1- You’re invited to use the Value Chain framework so as to explain the extent to which Ryanair has been able to propose low fares to its passengers. In order to develop a competitive advantage - implementing low fares to its passengers - Ryanair offers a series of activities referred to as the Value Chain, as it is shown in the following diagram: |Firm Infrastructure | |Corporate partnerships | |Human Resource Management...
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...3.1 Competitive Strategy: It is a fact that the competition in global airline industry has increased to the greater extent. As a result, airline companies have to develop and maintain the competitive advantages to attract and maintain the customer portfolio. While reviewing and analysing the competitive strategy of Ryan Air, it is observed that the company is offering the low cost products to its customers (Ryan Air, 2012). In other words, the Ryan Air believes that the low cost services and products is the key ingredient of its success as yet. This product strategy also defines that the company has applied and executed the cost leadership strategy as suggested under the Porter’s Generic Strategies. The aim of Ryan Air through low fare is to stimulate the demand. As a result, it helps the company to attract the travellers those are price conscious, rather than quality (Kahawatte, 2010). However, it does not mean that Ryan Air does not comply with the health & safety regulations, but it only focuses on the basic necessities to avoid extra costs. In addition to the above, the Ryan Air does not bind its customers to book two way tickets which also motivate customers. 3.2 Product Strategy: Developing and executing the appropriate product and service strategy has always been one critical area for Airline companies. Ryan Air, being the cost leadership in the global Airline industry promises to offer the excellent customer services which help it to satisfy the customers’ demands...
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...Strategic Management: Principles and Practice Case study A : Ryanair Duration: 3 hours Lecturers: M.H. Charki, V. Duplat, A. Perrin & M. Ouakouak 3 QUESTIONS: 1- You’re invited to use the Value Chain framework so as to explain the extent to which Ryanair has been able to propose low fares to its passengers. 2- Apply the SWOT analysis to the Ryanair case and figure-out four possible strategic options using the TOWS matrix (one possible option in each case). 3- Should Ryanair continue to pursue the Aer Lingus bid? N.B : Before attending their case study sessions, students are asked to carefully read the case and to answer these 3 questions in teams. Please refer to the syllabus for the submission deadlines and guidelines. Master 1 - Business Management Track 2012- 2013 NO. Accoring to the value network analysis we have done in the previous questions, It’s not suggested for Ryanair to continue its bid after Air Lingus. In fact, the majorties is not optimistic about this consolidation. Shareholders of Aer Lingus formed a alliance and went against the bid. This alliance presented 47% of Aer Lingus shares, including 25.4% retained by the Irish government and 12.6% controlled by ESOT (Aer Lingus Employee Share Ownership Trust). And apprantly, employees of Air Lingus hold a negtive attitude towards its rival: 97% members of ESOT voted for rejection. The orgnization cultures of Ryanair and Air Lingus can not combine well. As the former Chief Executive...
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...qwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwe Strategic Management report for University of Sunderland rtyuiopasdfghjklzxcvbnmqwertyuiopa Ryanair sdfghjklzxcvbnmqwertyuiopasdfghjkl zxcvbnmqwertyuiopasdfghjklzxcvbn mqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqw ertyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjk lzxcvbnmqwertyuiopasdfghjklzxcvbn mrtyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjk lzxcvbnmqwertyuiopasdfghjklzxcvbn 11/11/2011 xxxxxxxxxx SIM336 i “How has Ryanair managed to become number one airline in Europe” Table of Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. Introduction ..................................................................................................................... - 3 Company Background..................................................................................................... - 3 Competitive Advantage ................................................................................................... - 4 Porter’s five Forces ......................................................................................................... - 5 PESTEL Analysis ............................................................................................................ - 8 Porter’s generic strategies ..............................
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