RYANAIR

Case study

Alessio Costabile
Giovanni Leonardelli
Gianmarco Bin
Hugo Bastide
Matthieu Bourgui
Strategy and sources of competitive
advantage
Ryanair strategy is based on:
Cost leadership (lower cost than all competitors).
Generate additional and alternative revenues.

It generates competitive advantage for the
company through the following sources:
fastest tournaround in the industry, low operating cost, in-
house marketing, huge use of the internet, ancillary
revenues, personnel productivity.
Tangible and intangible Assets
Tangible:
303 aircrafts,
Boeing 737
Property buildings
such as the Head
Quarter in Dublin
Equipments
Supplies, food and
beverages hooded
in the inventory.
Intangible:
Brand
recognition
Costumer loyalty
Intellectual
capital(
technical,
knowledge,
skills,
experience)

Industry trends
The industry where the company is operating
is characterised by:
Growing competition (direct and indirect).
Uncertainty in fuel cost.
High entrance berrier.
Guarantying more services to the costumer.
...and environmental ones
Concern for noise pollution and global
warming.
Internet adaptation.
Changings in consumers travel lifestyle.
Increasing regulations by the governaments
in terms of safety.
Reccomendation
Open new routes in EU.
Increase flight frequency of routes.
Strategic alliances.
Understand customers needs and increase
their loyalty to the company.
Enhance their strategy by reinforcing the key
sources of competitive advantage.