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Terms of referenceThe 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.BackgroundRyanair 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, 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, 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 cost-containment and operating efficiencies.” (Ryanair, Strategy, 2005)ValuesRyanair’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 environmentAnalysis 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 environmentPolitical: 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 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 year-over-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.” (S?rensen.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 environmentStrengths: 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 (, 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 Chain0740092500All 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 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: 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 (, 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 strategiesAnsoff’s Matrix / Product Marketing Mix"The Ansoff growth matrix assists organizations to map strategic product market growth"()Table 1. Ansoff's Matrix / Product Marketing MixRyanairExisting ProductsNew ProductsExisting MarketsMarket PenetrationMore FlightsAcquire more passengersProduct DevelopmentAddition of Business plus classNew MarketsMarket DevelopmentEntry into new airports across EuropeDiversificationLong haul flightsForward / Backward vertical integrationRyanair’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 ModelTable 2. Arthur D. Little ModelStage of industry maturityCompetitive PositionEmbryonicGrowthMatureAgeingDominant-Grow fast-Build barriers-Act selectively-Grow fast-Aim for cost leadership-Defend position-Act selectively-Defend position-Increase the importance of cost-Act offensively-Defend position-Focus-Consider withdrawalStrong-Grow fast-Differentiate-Lower cost-Differentiate-Attack small firms-Lower cost-Differentiate-Focus-HarvestFavourable-Grow fast-Differentiate-Grow fast-Differentiate-Attack small firms-Focus-Differentiate-Attack small firms-HarvestTenable-Grow the industry-Focus-Hold on or withdraw-Niche-Aim to grow-Differentiate-Niche-WithdrawWeak-Search for a niche-Attempt to catch others-Niche or withdraw-Withdraw-WithdrawFollowing 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 StrategiesThese 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 LeadershipType of generic strategyWays to achieve strategyBenefitsPossible problemsCost Leadership-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 buyingThe 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 termThe 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 ObjectivesCustomer ServiceAs 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 PartnershipsRyanair 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)DigitalIn 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.PersonnelBetween 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)Competitor analysisPorter’s 5 Forces AnalysisRivalry 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 channelSegment 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). 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 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. ConclusionRyanair’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.2607310461962500The 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 26193757019925Figure 2. Southwest Airlines Balanced Scorecard – (Anthes, 2014)0Figure 2. Southwest Airlines Balanced Scorecard – (Anthes, 2014)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. ReferencesGrubb, M., & Neuhoff, K. (2006). Allocation and competitiveness in the EU emissions trading scheme: policy overview. Climate Policy, 6(1), 7-30., (2014). Debrief-212-10 porters value chain 16-p3 business analysis Expand. [online] Available at: [Accessed 22 Nov. 2014].Abedian, M. (2009). Analysis of Ryanair's Competitive Advantages.YouTube, (2014). Panorama : Why hate Ryanair?. [online] Available at: [Accessed 22 Nov. 2014]., (2014). Whois . [online] Available at: [Accessed 22 Nov. 2014]., (2014). Ansoff Matrix. [online] Available at: [Accessed 22 Nov. 2014].BBC News, (2013). 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[online] Available at: [Accessed 22 Nov. 2014].Rankin, J. (2014). Ryanair flies high after customer service overhaul. [online] the Guardian. Available at: [Accessed 22 Nov. 2014].Rita., (2014). August 2014 U.S. Airline Traffic Data. [online] Available at: [Accessed 22 Nov. 2014]., (2014). History of Ryanair. [online] Available at: [Accessed 22 Nov. 2014].S??rensen, T. (2014). An analysis of the European low fare airline industry - with focus on Ryanair. Master's Thesis. Aarhus School of ham, G. (2013). Ryanair's new touchy-feely O'Leary hits turbulence but sees clearer air ahead. [online] the Guardian. Available at: [Accessed 22 Nov. 2014].Topham, G. (2014). Ryanair upgrades profit forecasts. [online] the Guardian. Available at: [Accessed 22 Nov. 2014]., (2014). Autumn Statement 2014 | Air Passenger Duty. [online] Available at: [Accessed 22 Nov. 2014].Wilson, R. and Gilligan, C. (2005). Strategic marketing management. Amsterdam: Elsevier/Butterworth-Heinemann., (2014). Ryanair SWOT analysis – Michael O'Leary's maniacal focus on being the lowest cost producer | CAPA - Centre for Aviation. [online] Available at: [Accessed 23 Nov. 2014].Smith, G. (2014). MKT474 8 Strategic Management of the Marketing Mix.Anthes, G. (2014). ROI Guide: Balanced Scorecard. [online] Computerworld. Available at: [Accessed 23 Nov. 2014].O‘Leary, M. (2014). Chief Executive?s Report. 1st ed. [ebook] Dublin: Ryanair, pp.6-7. Available at: [Accessed 24 Nov. 2014]. ................
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