RYANAIR CASE: REVENUES ANALYSIS 1 According to the Profit & Loss accounts of Ryanair, the operating revenues are splitted into two categories: the scheduled revenues and the ancillary revenues. The scheduled revenues are generated through direct sales of flight tickets while the ancillary revenues1 are generated from other non-ticket sales. Figure 1 depicted the growth of the scheduled and the ancillary revenues from 2004 to 2011. While the scheduled revenues increases from € 924,5 mio
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analysts, likened itself to U.S. carrier Southwest Airlines, and its common stock has attracted the attention of investors in Europe and abroad. Low-Fare Airlines Historically the airline industry has been a notoriously difficult business in which to make consistent profits. Over the past several decades, low-fare airlines have been launched in an attempt to operate with lower costs, but with few exceptions, most have gone bankrupt or been swallowed up by larger carriers (see Exhibit 2 for a list of
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Strategic Report for Southwest Airlines Tycen Bundgaard John Bejjani Edmund Helmer April 12, 2006 Table of Contents EXECUTIVE SUMMARY............................................................................................... 3 COMPANY BACKGROUND ....................................................................................... 6 PORTER’S FIVE FORCES............................................................................................ 10 MARKET DEFINITION ...........
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Southwest Airlines first.Southwest is dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. After 38 years of service, Southwest Airlines, is the USA's leading low-fare carrier, continues to differentiate itself from other airlines--offering a reliable product with exemplary Customer Service. It achieves low cost by flying from/to less popular and expensive city airports in the USA. It uses one aircraft type and so gains
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becomes impossible to implement for passengers. 3. increased competition from proper carriers and other no frill carriers. OPPORTUNITY 1. tapping the segment which is not using airline to travel at all. i.e. people who are using Bus or car or train to travel from KL to LangKawi 2. Regional International flights of 2.5 hrs duration. THREAT 1. Rising Fuel Cost 2. more competition from State-owned Carriers Table of Content…………………………………………………………………2 1. Abstract……………………………………………………………………
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Competitive Analysis Of JetStar Asia In The Low-Cost Carrier Industry |Content Pages | |1. INTRODUCTION | |1.1 What is JetStar Asia? | |1.2 Low-Cost Carrier?
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segments of customers that previously cannot afford the airlines’ fare. The cost drivers in the industry are scale, technology, product and process design, input costs, and capacity utilization. The nature of the operational structure of low cost carriers provides them with initial cost advantages. This lean cost structure translates itself into high turnaround time, basic amenities, standard operating procedures and a lean distribution system To maintain a low flight fare, Air Asia uses many sources
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economy. Southwest Airlines Southwest Airlines started as a small airline carrier and over the past 40 plus years, emerged as one of the top two airlines in America, due to its low fares and above average customer experience (Davies, 2013). June 1971 marked the year Southwest Airlines began commercial flights from Dallas to Houston and San Antonio (“Southwest”, 2015). The company has managed to prosper when other airline carriers struggled or went under. One could contribute this success to understanding
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is very high. Firstly, there are many other existing airline companies in the industry. For JetBlue, it has to not only come up with ideas to attract customers from its opposite group, but also compete with the competitors of its own group. Legacy carriers, JetBlue’s opposite group, offer customers non-stop flights to destinations domestically and internationally with a wide variety of fares and classes on different models of aircrafts. Companies in this group also take part in alliances and corporate
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1. Introduction Nowadays, organizations face rapid change. The era of globalization has increased the markets and opportunities for more growth and revenue. The ability to manage change, while continuing to meet the needs of this changing market and the needs of customers is a very important skill required by the company in the market. Each Airplanes Company in the world tries to conduct strong strategies to compete with another competitor. Therefore, AirAsia keep changing the company strategies
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