Albert Jacob Millis Q10629785
Ryanair Strategic Analysis
Terms of reference
The purpose of this report is provide a brief strategic audit of Ryanair’s current strategic management, with focus given to
strategic models.
Executive Summary
This report examines Ryanair’s current strategic environment, utilising a contextualised PESTEL, SWOT and Porter’s Value Chain to
provide analysis. Analysis is conducted on the company’s current strategy and objectives, making use of Ansoff’s Matrix, the
Arthur D. Little model and Porter’s Generic Strategies. Porter’s Five Forces are used to contextualise and analyse the aviation
industry in relation to competition. Segmentation and customer analysis is completed integrating factors of the marketing mix and
exploring consumer psychology and behaviour. Findings of the report suggest Ryanair’s current strategy focuses on the benefits of
a cost leadership generic strategy, in addition to using corporate clout to secure favourable economies of scale. These two factors
help Ryanair secure it’s place as a strong contender in the aviation industry. Recommendations include adoption of Kaplan and
Norton’s Balanced Scorecard Framework to measure performance.
Background
Ryanair was established in 1985, and has since grown from a small one-stop airline to one of Europe's largest carriers. As of 2012,
Ryanair employs over 8500 members of staff . In 1986, Ryanair set out to challenge it’s larger competitors by deploying craft on
the London-Dublin route, sparking the first fare-war between Aer Lingus, British Airlines and Ryanair. Between 1990 and 1993,
Ryanair went through a period of reconstruction, formally adopting a low-cost airline approach to aviation and coining itself
“Europe's first low fares airline” (Ryanair, History of Ryanair, 2014). In 1996, the European Union announces ‘Open Skies’
deregulation, the following year Ryanair opens four European routes. 1997, Ryanair floats on the stock market. In 2000,
Ryanair.com is officially launched. 2003, Acquire Buzz from KLM, then re-launch on 13 former Buzz routes in May at half the fares
previously charged.2004, Ryanair.com now accounts for over 98% of all Ryanair bookings. 2005-2012, continued European
expansion across all routes, passengers carried increases from 34,768,813 to 79,325,820. 2013, Investment in 175 Boeing aircraft,
9,500 people now employed with Ryanair. “2014 saw Ryanair ordered to sell stake in Aer Lingus by the UK’s Competition
Commission. Ryanair was instructed to reduce its holding in Aer Lingus from just under 30% to 5%.” (Mintel, Airlines, 2014)
Vision
“Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares
service” (Ryanair, Strategy, 2005)
Mission
“Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on costcontainment and operating efficiencies.” (Ryanair, Strategy, 2005)
Values
Ryanair’s values can be identified from the key elements of their strategy document (2005).
-Low Fares.
-Customer Service.
-Frequent Point-to-Point Flights on Short-Haul Routes.
-Low Operating Costs.
-Taking Advantage of the Internet.
-Commitment to Safety and Quality Maintenance.
-Enhancement of Operating Results through Ancillary Services.
-Focused Criteria for Growth.
Macro, micro and internal environment
Analysis of the micro and macro environment can be completed through use the PESTEL and SWOT models, SWOT targeting the
micro environment whilst PESTEL targets the macro .
PESTEL analysis of aviation macro environment
Political:
Ryanair’s tertiary base at Cardiff is subject to renovation. “A loan fund of up to £13m is to be made available to Cardiff Airport to
attract new airlines” (BBC, 19/11/2014)
EU Emissions Trading Scheme. As of 2012, Airlines are no longer exempt from the EU ETS, meaning they have to purchase credit in
order to offset their CO2 emissions. “The price of allowances during phase II will be influenced by expectations about the future,
both indirectly and directly” (Grubb, Neuoff, 2006. p21)
Economic:
Growth in passenger numbers. Mintel estimates that in 2014 the overall volume in passengers uplifted at UK airports will be up
3.9% against 2013 to 218.9 million. By 2019 Mintel estimates that total passengers uplifted will grow 14.7% against 2014, with
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Ryanair Strategic Analysis
international traffic increasing by 15.6% and domestic traffic up by 6.1%. (Airlines, 2014)
Fluctuations in worldwide crude oil prices. “In the first half of 2014, fuel consumption of the U.S. airline industry increased yearover-year by a monthly average of 1.9% to 1,431 million gallons in June 2014. Cost per gallon reduced to $2.95 in June 2014 from
$3.04 in the beginning of the year.” (Market Realist, 2014) Ryanair “fuel costs increased by 7% to €2,013.1 million due to higher
euro price per gallon and increased activity.” (Mintel, Airlines, 2014)
Social-Cultural:
The disasters involving Malaysia Airlines have knocked consumer confidence in flight safety on a worldwide scale . “The air
disasters in 2014 will potentially have a long-term impact on the global airline industry, particularly in regards the regulation of
commercial flight-paths.” (Mintel, Airlines, 2014)
Change in the public perception of air travel. “While air travel was earlier seen as an expensive cost and was not easily available
financially for lower- and middle class income groups, the low cost revolution that has made air travel across Europe available to
the larger public through lower fares.” (Sørensen.T, 2005)
Technological:
“In November 2013, the European Aviation Safety Agency (EASA) approved the use of electronic devices during take-off and
landing, following a similar ruling by the Federal Aviation Administration (FAA) in the US in October 2013 .”(Mintel, Airlines, 2014)
“British satellite operator Inmarsat announced in June 2014 plans to provide a hybrid in-flight, Europe-wide 4G Wi-Fi service to
passengers flying within the European Union.”(Mintel, Airlines, 2014)
Environmental:
Aviation Industry is likely to become subject to post-Kyoto Protocol regulation. “EU carbon dioxide emissions from international
aviation and navigation have increased by 96 %... between 1990 and 2005. However, both sectors are exempt from the Kyoto
Protocol.” (European Environmental Agency, 2012) It is likely that the aviation industry will come under closer scrutiny in the
future.
Legal:
From 1 April 2015, the government will reform APD (Air Passenger Duty) by reducing the current four bands to two bands . “The
announcement that APD for long-haul flights will be cut from as high as £94 to £71 from 1 April 2015, the same banding as flights
to the US, will be seen as a significant victory for campaigners.” (Deloitte, 2014)
Ryanair has been fined by French authorities for breaching labour laws. “A French court has ruled that Irish low cost airline Ryanair
must pay €8.1m (£6.4m) in damages and €200,000 in fines for breaches of French labour laws.” (BBC, 28/10/2014)
SWOT analysis of Ryanair micro environment
Strengths: Innovation, in 2014, Ryanair launched Ryanair Labs. A subsidiary with the sole focus of innovating and improving the
Ryanair brand on a digital level. Secondary Revenue, the company “20% of its revenues from ancillary products and services, such
as travel insurance, car hire, hotels, surface transport and in-flight sales.” (Centre For Aviation, 2014)
Weaknesses: Sensitivity to EU regulations, “CEO Michael O'Leary makes much of his suggestion that the European Commission
and other bodies take delight in targeting Ryanair” (Centre For Aviation, 2014) Attraction of bad press: Michael O’Leary’s volatile
leadership style and relationship with news organisations causes Ryanair to often be represented poorly in the press .
Opportunities: Further ancillary revenue, “Mintel’s consumer research shows that if flying on a no-frills flight, 61% of consumers
say they would be willing to pay for extra features if the flight was under six hours and 78% would pay on a flight over six hours”
(Airlines, 2014). New aircraft purchases resulting in lower fuel costs and noise pollution (Centreforaviation.com, 2013)
Threats: Conflicts, tension across the world can lead to military action or terrorism against airlines, for example Ukraine where a
commercial aeroplane was shot down. Ryanair must consider the effects of this security risk on the consumer market.
Competitive Innovation: Rival companies such as Flybe and British Airways are innovating down avenues that Ryanair has yet to
explore, this could lead to Ryanair slipping behind.
Porter’s Value Chain
All organisations consist of activities which link
together to develop the value of the business. The
chain identifies how these different activities create
value. The margin is the difference between the
working costs of the activities and the money made
from selling the product.
Support activities. Firm Infrastructure: Ryanair’s
infrastructure costs come from the leasing of gates at
airports, maintenance of technology systems such as
their website and a minimal Corporate HQ.
Human Resource Management: Ryanair makes use of
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Ryanair Strategic Analysis
low cost agency training for staff (YouTube, 2014), most aircraft also comprise of a minimal crew. Ryanair hires their pilots whilst
they young and offers low wages, they promote them swiftly in order to stop them leaving. Ryanair hire staff on a performance
contract basis to ensure productivity and value for money. Technology: Ryanair.com is the primary source of ticket sales for the
company, this provides a low cost platform for sales. The website is hosted internally by servers at Ryanair HQ in Dublin, saving
costs by not using a third party (Whois.com, 2014). Procurement: “has the responsibilities and tools to deliver the cost leadership
strategy” (Porter, 2012). Ryanair uses it’s procurement function to acquire resources at the lowest costs possible. This is achieved
by using the corporate clout of Ryanair. Michael O’Leary has been quoted as saying “I wouldn’t even tell my priest how much
discount we got on these planes”
Primary activities. Inbound Logistics: By taking advantage of Ryanair’s corporate clout and talented procurement team, the costs
of inbound logistics are low. Airport agreements are also put in place, this allows Ryanair a favourable deal in exchange for the
bringing Ryanair passengers through the airport. Operations: from the moment the customer purchases a ticket till when they
leave the airport, Ryanair runs a very lean operation. They focus on a no frills, low cost approach which can be witnessed in all
customer facing operations. Outbound Logistics: Ryanair’s outbound logistics are focused on precision and punctuality, "Last year
over 90% of Ryanair flights landed on time, beating every other European airline." (BBC, 2013). Marketing & Sales: Focus is on low
cost promotions, utilising small low cost advertising space in newspapers alongside digital advertising. In 2014, Ryanair released
it’s first series of TV advertisements in 25 years however, keeping with Ryanair values, all three adverts were shot on one day .
Service: Customer service is often identified as one of Ryanair’s weaknesses, however in recent years the company has
implemented a turnaround strategy in an attempt to change brand perception . Ryanair wishes to "Stop unnecessarily pissing
people off."(O’Leary, 2013). The turnaround strategy appears to be effective so far. “Kenny Jacobs, Ryanair's chief marketing
officer, attributed the increase in the carrier's August passenger numbers to lower fares and an "improving customer
experience".” (Guardian, 2014)
Current strategic analysis, objectives and strategies
Ansoff’s Matrix / Product Marketing Mix
"The Ansoff growth matrix assists organizations to map strategic product market growth"(ansoffmatrix .com)
Table 1. Ansoff's Matrix / Product Marketing Mix
Ryanair
Existing Markets
New Markets
Existing Products
New Products
Market Penetration
More Flights
Acquire more passengers
Market Development
Entry into new airports across Europe
Product Development
Addition of Business plus class
Diversification
Long haul flights
Forward / Backward vertical integration
Ryanair’s current strategy incorporates three of the four different growth methods recommended by Ansoff . Ryanair offers more
flights to popular destinations whilst cutting back in less favourable areas, this is in line with the market penetration route as it
gives the airline a broader market presence on profitable routes. Ryanair continues to strike deals with European airports, giving it
the option to offer more destinations to customers, this in line with Ansoff’s market development suggestion. In August 2014,
Ryanair introduced business class to its existing product portfolio, suggesting they are following Ansoff’s product development
strategy to the make the most out of existing markets. Ryanair has yet to venture down diversification, however Michael O’Leary
has suggested several times that trans-Atlantic flights are a path he wishes to explore in the future. Another possible alternative is
forward or backward integration, this would involve purchasing airports (backward) or hotels (forward) in order to extend
Ryanair’s business proposition to it’s customers.
Arthur D.Little Model
Table 2. Arthur D. Little Model
Competitive Position
Stage of industry maturity
Embryonic
Growth
3
Dominant
-Grow fast
-Build barriers
-Act selectively
Strong
-Grow fast
-Differentiate
Favourable
-Grow fast
-Differentiate
-Grow fast
-Aim for cost
leadership
-Defend position
-Act selectively
-Lower cost
-Differentiate
-Attack small firms
-Grow fast
-Differentiate
-Attack small firms
Mature
Ageing
-Defend position
-Increase the
importance of cost
-Act offensively
-Defend position
-Focus
-Consider withdrawal
-Lower cost
-Differentiate
-Focus
-Focus
-Differentiate
-Attack small firms
-Harvest
-Harvest
Albert Jacob Millis Q10629785
Ryanair Strategic Analysis
Tenable
-Grow the industry
-Focus
Weak
-Search for a niche
-Attempt to catch
others
-Hold on or withdraw
-Niche
-Aim to grow
-Niche or withdraw
-Differentiate
-Niche
-Withdraw
-Withdraw
-Withdraw
Following the ADL model, Ryanair’s competitive position is strong. This can be confirmed after the announcement of a £650m
annual profits forecast for 2014 (Guardian, 2014). Combined with the mature state of the aviation industry, it is suggested that
Ryanair follow their current strategy of lowering costs, in addition, attempting to differentiate form other low cost airlines in
Europe.
Porter’s Generic Strategies
These generic strategies are what companies use to maintain competitive advantage. Before one of the three strategies can be
adopted, the company must first consider a variety of factors including but not limited to Porter’s five forces . Ryanair uses a cost
leadership strategy, they do this by ensuring costs are lower than their competition whilst still providing the same quality product
or service as it’s rivals. “Firms that set out to be cost leaders then use this lower cost base to reduce prices and in this way build
market share” (Gillian and Wilson, 2011). Ryanair manages this by taking advantage of economies of scale and corporate clout to
ensure the best value for money from all suppliers. Furthermore, by all support functions for the business are run with peak
efficiency to ensure value.
Table 3. Porter's Generic Strategy - Cost Leadership
Type of generic strategy
Cost Leadership
Ways to achieve strategy
Benefits
Possible problems
-Size and economies of scale
-Globalisation
-Relocation to low cost parts of the world
-Modification/Simplification of design
-Greater labour effectiveness
-Greater operating effectiveness
-Strategic alliances
-New sources of supply
-Learning
-Cost linkages
-Integration
-Timing
-Superior labour and management
-advanced technology
-smart buying
The ability to:
-Outperform rivals
-Erect barriers to entry
-Resist the five forces
-Vulnerability to even lower
cost operators
-Possible price wars
-The difficulty of sustaining
strategy long term
The benefits of adopting this strategy have been realised by Ryanair, having forecast record profits for 2014 demonstrates that
the airlines continues to outperform rivals. Furthermore, the cost leadership strategy has helped Ryanair to resist the five forces
which affect other companies in the aviation industry. Ryanair has worked to counter the possible problems of this strategy by
reinvesting profits into infrastructure. Ryanair has a firm deal with Boeing to purchase 100 new aircraft which will be more fuel
efficient and less noisy, leading to lower fuel costs and noise pollution fines. These savings can be passed on to the customer to
strengthen the company’s market share.
Current Objectives
Customer Service
As Ryanair’s business matures and growth rates begin to slow, the company’s focus has begun to develop toward a customer
service focus, attempting to create brand loyalty by providing the most consistent service, this is achieved by aiming for the
highest amount of on-time flights, losing less bags than it’s competitors and cancelling the least flights.
Airport Partnerships
Ryanair has historically flown to secondary airports in order to lower costs, however “Over the last 12 months an increasing
number of major city primary airports are offering Ryanair low costs and efficient facilities in return for new route and/or traffic
growth on existing routes, in many cases to make up for traffic declines at those primary airports by their incumbent carriers.”
(Ryanair, 2014)
Digital
In 2014, Ryanair launched a new subsidiary company called ‘Ryanair Labs’, the aim of this subsidiary is provide the most innovate
digital solutions and ideas in order for Ryanair to enhance it’s online offering. In addition, Ryanair has begun to invest in emerging
digital trends such as wearable technology.
Personnel
Between 2013 and 2014, Ryanair has employed 500 more members of staff and introduced promotional incentives to help staff
develop new skills and in turn develop the business itself. In order to keep up with the rising importance of the digital industry,
the company has made extensive effort to hire in specialists from this industry. (O‘Leary, 2014)
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Albert Jacob Millis Q10629785
Ryanair Strategic Analysis
Competitor analysis
Porter’s 5 Forces Analysis
Rivalry among existing competitors: There are several low cost airlines operation within Europe, these companies are constantly
competition against each other for customers. Currently Ryanair is most dominant in the market having the highest number of
passengers and routes. However rather than compete with others, Ryanair takes the approach to develop and expand faster to
give it access to new markets. Threat of new entrants: The airline industry has very low barriers to entry, by renting an aircraft and
leasing an airport gate, a new competitor can enter on a particular route. Most aircraft use generic technology. Bargaining power
of buyers: The low-cost airline customer is fickle and price sensitive, it can difficult to retain customer loyalty as most customers
will simply choose the airline which provides the best value for money. Bargaining power of suppliers: In the airline industry,
suppliers of planes and airports have a great deal of clout. This is because an airline cannot function without these components
and to bring them in-house would incur excessive expenses. Further to this many pilots are part of trade unions, this can lead to
flights being grounded if key staff are not satisfied. Ryanair have managed to avoid the issues with suppliers as mentioned earlier
in the Value Chain analysis, Ryanair has the size and strength to combat the clout of an airport or plane manufacturer with their
own. Airports and manufactures will be looking to supply Ryanair with the best deal in order to benefit. Threat of substitute
products or services: With transport services, there is the ever present threat of alternative methods. For example, it is possible to
drive across Europe or to get a train such as the Eurostar which visits keys European cities.
Segmentation analysis, customer and channel
Segment performance in the aviation industry
“In 2013, holidays counted for 65.5% of overseas trips by air, this market share has remained stable over recent years” (Mintel,
Airlines, 2014). This bodes well for Ryanair as their main customer group is consumers taking holidays.
Between 2012 and 2013, business travel has seen a decline of 1.8%, however in the last five years it has declined by 27%.
Considering Ryanair launched its business class proposition in 2014, the company may expect this number to rise again or it may
simply be taking advantage of the current market share of 5.4%. Passengers boarding scheduled flights has increased by 3.3%
between 2008 and 2013, this recovery has been attributed to the growth of budget airlines such as Ryanair. (Mintel, Airlines,
2014)
Segmentation analysis – Product and Place in the strategic marketing mix.
Unlike the factors identified in the PESTEL and competitor analysis, features identified within the marketing mix are controllable.
Product – Ryanair operates on the basis that all flights will be low cost, no frills, this lack of added value helps to drive down ticket
prices. Ancillary revenue is generated via food and drink sales on board, these are not mandatory for customers as they have the
option to supply their own snacks too. Further to in-flight sales, Ryanair makes money from up selling goods and services
belonging to strategic partners in exchange for commission on each sale. This makes up around 16% of profits. (Smith, 2014)
Place – Ryanair do not use travel agents to advertise and sell tickets instead vouching for in-house direct marketing techniques in
order to communicate with customers, offering the latest deals and attempting to build brand loyalty. Not using a travel agency as
a selling channel provides Ryanair with 15% more money per ticket sold as there is no commission (Smith, 2014). Ryanair.com is
the core selling channel for flights, with 90% of Ryanair bookings going through the site, with the final 10% being via a smaller
dedicated call centre. Furthermore, Ryanair base their fleet at Stansted airport which is less congested than larger aviation hubs
such as Gatwick or Heathrow. This allows planes a quicker turnaround time, leading into the company tactic of keeping planes in
the air for as long as possible in order to save costs. In addition, Ryanair flies to secondary airports within Europe, leading to lower
leasing costs and less congested runways. These smaller airports often rely on Ryanair’s custom in order to remain profitable, this
leads to Ryanair being given special deals when negotiating contacts.
Customer
When integrating factors of the marketing mix, they should attempt to match with the expectations of the customer. External
stimuli to the customer, such as those highlighted in the PESTEL analysis and marketing mix, enter the customer’s ‘black box’ and
interact with the buyer’s characteristics and decision processes to produce a series of outputs which then form the customer’s
purchasing decision (Gilligan and Wilson, 2013). Ryanair must ensure they understand what brings customer to the purchasing
situation and what background factors affect them before attempting to understand how to influence the consumer’s decision
making process.
In addition to understanding consumer psychology, Ryanair must consider the bargaining power of the consumer. Michael Porter
suggests that customers are “fickle and price sensitive” (2008), meaning it is difficult to establish brand loyalty and maintain
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Ryanair Strategic Analysis
returning traffic. Ryanair currently uses a basic customer relationship management strategy to maintain customers however this
could be improved by utilising big data and psychographic profiling to personalise communication.
Channel
For Ryanair to reach new customers, it must select the communication channels which reach the target market in the most
effective way. These channels will be either personal influence channels or non-personal influence channels. Personal influence
channels consist of; advocate channels, expert channels and social channels. Non-personal channels include; mass media,
television, magazines, the cinema and posters (Gilligan and Wilson, 2013). Ryanair currently uses mainly non-personal influence
channels to communicate with customers, this is conducted through use of advertising in newspapers and on television. Ryanair
makes use of personal influence channels by being deliberately controversial on several issues, this triggers a reaction from expert
and social channels, spreading brand awareness of Ryanair.
Conclusion
Ryanair’s current strategy focuses on the benefits of a cost leadership generic strategy, in addition to using corporate clout to
secure favourable economies of scale. These two factors help Ryanair secure it’s place as a strong contender in the aviation
industry. To improve Ryanair’s strategy, the company should utilise Kaplan and Norton’s balanced scorecard framework for
tracking performance in line with goals.
“Within their framework, Kalan and Norton specify four sets of goals and associated performance measures that focus attention
on following basic questions:
1. How do customers see us? (Customer perspective)
2. At what must we excel? (Internal business perspective)
3. Can we continue to improve and create value? (Innovation and learning perspective)
4. How do we look to our shareholders? (Financial perspective)” (Gillian and Wilson, 2013)
Further to answering the basic questions, other benefits to employing the balanced scorecard framework include;
-Replacing hunches with a more systematic and fact-based management model, leading to the ability to better anticipate future
outcomes.
-Providing a clear and understandable plan on a page, which can be used as a foundation for improving process management.
The following balanced scorecard (Figure 2.) has
been developed for use by Southwest Airlines in
the USA, considering Ryanair’s current strategy
is adopted from the strategy of Southwest, it
can assumed Ryanair’s balanced scorecard will
look similar if produced.
When using the balanced scorecard approach,
Ryanair needs to ensure it establishes the
correct levels of control to avoid it’s strategy
from being misinterpreted by members of staff
lower in the organisation. Instituting
management control assists the organisation by
allowing managers to influence other members
of staff to ensure compliance with the strategy.
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Figure 2. Southwest Airlines Balanced Scorecard – (Anthes, 2014)
Albert Jacob Millis Q10629785
Ryanair Strategic Analysis
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