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Essay / Research Paper Abstract
This 22 page paper examines the low-cost Irish airline; Ryanair. The paper looks at the strategy of the company and the way in which it is following an overall low cost provider strategy. The paper also discusses the performance of Michael O'Leary; the CEO, the way that the strategic vision for the firm has changed at the time, the financial performance of the company between these 2005 and 2008, forces for change in the European airline industry, success factors in the European airline industry, the way that key policies and practices of Ryan and match these forces, social responsibility and current issues facing the company. The paper ends with some recommendations. The bibliography cites 9 sources.
Page Count:
22 pages (~225 words per page)
File: TS14_TEryan08.rtf
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Unformatted sample text from the term paper:
and Social Responsibility 18 9. Current Issues Facing Ryanair 20 10. Recommendations 22 References 24 1. Current Strategy
Ryanair is a well known low cost air carrier, the airline is competing in an industry that is well known for low margins and highly competitive practices. To consider the
way Ryanairs Michael Porter has considered the way in which firms compete, and defined two types of competitive advantage. These are cost advantage and differentiation. These are two different ways
a competitor may get the edge on its rivals. For example, if there are two products which are very similar, neither has the advantage, but if one looks better, or
has extra or more desired features, it may have an advantage just as if one costs a company less to produce, the company will have an advantage afforded by superior
profits. To compete in the long term Porter has argued that there should be a source of competitive advantage, however, that the two advantages of cost and differentiation are not
compatible, and will create consumer confusion. Others, such as Asker, argues that the two may be compatible. In trying to undertake a
cost advantage the company may seek to be the cost leader in either the industry, or just the relevant segment of the industry. In each industry or segment only one
company may occupy the cost leadership position. This means a company will "find and exploit all sources of cost advantage... [and] ... sell a standards no frills product" (Porter, 1985;
13). This means that the cost to the firm of producing the good is lower than to its competitors. This may be due to economies of scale as well as
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