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Inner analysis of ryanair essay

1 . Internal audit of tangible, financial and intangible resources

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Concrete Resources

1 . Human Resources

2. Ryanair currently employs 2150 people (2003) from twenty-five nations.

2. The pay out is functionality related and among the top in the aircarrier industry (Annual Report 2004, p.

5). Travel credits and contribution in the reveal option software is approved to all staff. In the year 2003 over thirty percent (639 in total) of employees got part inside the stock alternative program ” the average spend per worker was about 53. 000 (Annual Report 2004, p. 21).

* CEO Michael O’Leary has significantly shaped Ryanair.

2 . Physical resources

5. Ryanair operates 72 aircrafts (Annual Report 2004, p. 3). Almost all aircrafts are of a single type. Norwegian air has ordered 225 brand-new Boeing 737-800 aircrafts. The regular aircraft era was about ten years vs . convenient Jet’s was 5. 1 years (2003). However with the deliver with the new aircrafts, Ryanair’s figure will enhance. The average regarding the fleet is important, while maintenance costs depends on this kind of.

* Features: Dublin Airport facilities, yet no main other types.

Financial Resources

5. Ryanair will stay mostly unhedged in june 2006 (Annual Survey 2004, s. 12).

2. With a quick ratio of 2. 7 Norwegian air has enough cash whether or not all liabilitieshave to be paid out at once (Brealey et al., 2001). Ryanair has also displayed good profitability.

* Norwegian air is listed over a stock exchange, obtaining capital in form of value capital. As a whole, Ryanair provides 1 . 5 billion in shareholder cash (Annual Report 2004, p. 12). The stock was very attractive to investors, out performing its standard index.

Intangible Resources

2. Ryanair offers access to medium-sized airports which in turn provide cheap slot licences. The average international airport charge used on Ryanair was less than 7.

* Norwegian air has an option to get 200 additional new Boeing 737-800 from Boeing.

* Internet as significant distribution system with very huge attraction

Ryanair’s most important assets will be aircrafts and access to second airports. But this alone will not make this flight successful: the true assets would be the employees and particularly the CEO Michael O’Leary. Ryanair includes a solid monetary statement and a good profit track which is currently negatively influenced by the ongoing cost war.

two Threshold and core competences and methods

1) Tolerance Resources

5. Availability of aircrafts and access to (low cost) airports

2. Internet because sales and marketing unit

2) Threshold Competences:

2. If a immediate oil price shock occurs or the exchange rate developsunfavourable this may possess negative effects in net income. To be able to hedge exchange rate risks and olive oil prices can be therefore a core threshold competence.

5. Customers be prepared to get cheap ticket rates, punctuality and highest basic safety standards by Ryanair. Ryanair must consequently be able to give customers with lower deals than their very own competitors.

* The ability to generate profits from additional services (in order to subsidise the lowest admission prices).

Tolerance capabilities of Ryanair will be: the ability to retain flying coming from A to B over a low cost basis and sustaining competitive ticket prices.

Key capabilities/competences:

Useful low cost foundation

Ryanair often searches for possibilities to cut costs. Low working costs within the complete worth chain, subcontracting and economics of level (performance related pay, effective aircrafts, make use of secondary airfields, internet while marketing and sales device¦) make it possible to provide the cheapest ticket prices available.

Appear financial declaration

Very sound financial declaration (e. g. liquidity rate, shareholder funds¦).

Leadership style of Michel O’Leary

CEO Eileen O’Leary (Effective, charismatic leadership) and Ryanair’s management. The management of Ryanair received several accolades and Michael O’Leary was named one of “25 Western business starts with the Economical Times.

Substantial market electric power

Ryanair provides a high market share, and the probability to act being a price head (sound financial figures to be able to initiate and sustain a price war)

Career policy

Effective employment managing: Every 7th employee (191 in total) was advertised internally (Annual Report 2005, p. 5), keeping individuals that already know the company which in turn minimizes costs (introduction¦) and increases motivation. Workers have also the eye to bring the company forward because over thirty percent already are investors.

Sustainable competitive advantage relating to Lynch (2003) of Ryanair is usually: the low expense basis (key success factor), offering of the cheapest solution prices (in order to goal price delicate customers) and the abilities in the management and the CEO (leadership) of Ryanair. In addition to that initially mover experience (experience via competing against BA and Aer Lingus at the beginning) may also include benefited the business.

3 Ryanair’s dynamic functions

Dynamic capabilities provide a regular flow of opportunities (Lynch, 2003), that Ryanair could take advantage in order to sustain the competitive edge:

* Norwegian air immediately responds to options and threats in order to save money and preserve the low cost basis (e. g. desertion of ice cubes¦) or increase profits (e. g. ancillary services¦)

* Continuously shaping the internet as the main communication system to the customer (marketing and product sales, booking¦).

* Ryanair would like to provide the most affordable fares. Which means company need to bevery versatile and always at least behave (or outperform) competitors in terms of the price.

2. Ryanair’s aim is to enhance. This means to incorporate constantly more routes and boost of frequencies on rotes with high demand.

As it can be seen, Ryanair’s dynamic capabilities are versatility and the potential of speedy adoption to changing circumstances. Hence the competitive advantage is certainly not static (e. g. low priced basis). This is what Brown and Eisenhardt (1998) define while “continual revolution (Lynch, the year 2003 [p. 130]).

4 Strength and weak points of Norwegian air

By talking about the above said, it’s possible to identify the following strength and weaknesses.

Strength/Weakness

5. Efficient and low working costs (e. g. airport charges, same type of aircraft, economics of scales, cost cutting in which possible¦)

2. Immediate result of the managing to use options (e. g. when glaciers cube were not fee of charge anymore, Ryanair ceased ordering them)

* Excellent career chances and powerful employment handling (e. g. no union exists until now, good the usage of employees in the business via the investment program)

* Because of their attained size they must some extend pricing electricity

* The financial affirmation is appear (e. g. for sustaining the price war)

* Large load factor (about 85%, which is among the best in the industry)

* Solid performing CEO and administration (e. g. several awards)

* 1st mover encounter (Ryanair as well as its management molded the whole Western european airline industry)

* Great safety record

* Hedging policy (Ryanair remains unhedged although PESTEL analysis concluded an instable environment)

2. Ryanair added too much capacity in a short time body (overcapacity can lead to deteriorating fill factor and danger of high fixed costs)

* Whizz air doesn’t consider people with no internet (more passenger could possibly be attracted if perhaps Ryanair wouldn’t merely use the internet)

* The behavior of the CEO towards govt officials

As possible seen, Whizz air fulfils almost all key accomplishment factors. The cost leadership procedure is certainly Ryanair’s major strength and provides competitive advantage. Nevertheless there were several weaknesses determined: for now, the organization should at least re-think its hedge policy.

The classification of things into strength and weaknesses can be deceiving. For example , the enlargement in the fleet can result in economics of scope. Yet at the same time, you have the risk of creating overcapacity (and thereby deteriorating performance signals, e. g. load factor). Hence some issues might be both, any strength and weakness. Precisely the same is true to get opportunities and threats. This is certainly a constraint of the SWOT analyses.

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