Easyjet is Europe’s leading airline. A budget airline formed in 1995, it has grown rapidly to become for the fourth largest carrier in Europe, serving over 75 destinations in Europe. Sales turnover was 1,488.0 million (1996) and sales growth of 17.9%. Easyjet currently employs over 4,500 employees. Some of the key reasons for its success include: Easyjet was particularly successful because it identified a niche in the market for low price short haul flights that would suit leisure and business
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Contents 1 about easyJet 2 easyJet company background and history 4 the easyJet fleet of aircraft 5 the easyJet route network 6 easyJet plc – financial performance 7 flying with easyJet 9 easyJet Holidays 10 easyJet Innovation 12 AVOID ash detection project 13 severi satellite and inversion modelling 14 electric green taxiing system (EGTS) project 15 easyJet’s Board & management team 2 About easyJet headline facts >
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BIRD’S EYE VIEW SWOT Analysis of easyJet easyJet is Europe’s leading low fares airline. Formed in 1995 by Sir Stelios Haji-Ioannou, it has grown rapidly to become Europe’s fourth largest airline by passengers carried. Sir Stelios has credited easyJet’s success to two strategic imperatives. The first was “sweating the assets”, that is making sure that the planes were as full as possible and flying as much as possible. The second was a sophisticated yield management system which would set an infinite
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Meng Sun 860983816 Case study 1-EasyJet EasyJet, one of Europe’s leading low-cost airlines, has competitive advantages because it adopts an efficiency-driven operational model, creating brand awareness, and maintaining high levels of customer satisfaction. Also, it is important that easyJet was the first mover. Now easyJet is one of the leading low-cost airlines in Europe. All of the competitive advantages are sustainable. As its mission statement writes, “To provide our customer with safe
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Airways plc and easyJet plc that will allow you to calculate and comment on the following ratios: British Airways easyJet 31 March 02 31 March 01 30-Sep-01 30-Sep-00 Return on Capital Employed -7.04% 3.16% 11.98% 33.63% Return on Total Assets 0.57% 2.74% 7.50% 11.01% easyJet's rates of return are far superior to those of British Airways (BA), the old, long established traditional airline. There are many reasons why easyJet should out perform BA, such as the fact that easyJet is a new, very
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enlargement) * Launch of new routes : the company planned to open 146 new routes in 2010 * Ancillary services which can generate money | THREATS * The industry is not in very good shape (global economic recession, oil prices) * Competition (EasyJet) * European laws * Airbus doesn’t want to deal with Ryanair * Airport charges and government taxes * Passenger compensation (delays, cancel flights) | SO : Overcome the image
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Stansted ( London), Charles De Gaulle (Paris), Lyon, Lisbon and Rome Fiumicino. Since its establishment in 1995, EasyJet was launched by Greek Cypriot businessman Sir Stelios Haji-Ioannou. Until October 1997, EasyJet were operated by GB. Airways and on 5th of November 2000EasyJet was floated on the London Stock Exchange. Corporate.easyjet.com2016 says that on 25th of October 2007 EasyJet purchased the entire share capital of GB Airways from the Bland Group with £ 103.5 million worth deal. The degree
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determining the exact bottom line. • In a nutshell, if Strategy is about the vision that plans to create the most value, Finance is about the actions (expenditures and profits making) to realize such vision. Choice of company: EasyJet plc. Background EasyJet is a low-cost British airline company which serves on 500 routes between 118 European, North African, and West Asian airports. Established in 1995
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Case Study – Dogfight over Europe: Ryanair Business Landscape Item | Description | Impact | Government Intervention | Market Deregulation: * Free to set fares * European airlines to fly any route between EU countries * Any intra-country route between two European cities | Open for new competition | | European Union eliminated duty free sales on intra-EU flights | Has to pay duties | Ryanair Challenges & Strategy Description | Cashflow problem, Funded by Ryan Family | Strategy
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STRATEGY Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies. The key elements of Ryanair’s strategy are: Low Fares. Ryanair’s low fares are designed to stimulate demand, particularly from fare-conscious leisure
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