Ryanair Customer Satisfaction Survey

This assignment presents a survey designed to assess customer satisfaction with Ryanair. It focuses on various aspects, including the impact of promotions, service quality, brand perception, price fairness, and overall satisfaction levels. Respondents are asked to rate their agreement with statements, rank their satisfaction levels, and provide opinions on Ryanair's ability to maintain customer satisfaction.

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FACTORS INFLUENCING LOW-COST AIRLINE CUSTOMER SATISFACTION IN RYANAIR
CHAPTER 1: INTRODUCTION
1.1 BACKGROUND STUDY
Low Cost Airline (or Low Fare Airline or Budget Airline) is a new business model in the airline
industry. It was first introduced by Southwest Airline (SWA) in the United States in 1971. The
success of SWA led to the spread of the model to Europe and then to Asia. LCAs compete by
offering lower fares than those of fullservice airlines. To make up for revenue lost in decreased
ticket prices, the airline may charge for extras like food, priority boarding, seat allocating, and
baggage, etc. Most airlines have only a single passenger class and usually feature the Airbus
320’s or Boeing 737’s in their fleet of aircraft. Efficiency is the major consideration in LCAs’
operation and several strategies in cutting the cost down are employed.1
In a highly competitive circumstance like the Low-Cost Airlines marketplace, how to provide
high quality service to satisfy passengers is the core competitive advantage for an airline’s
profitability and sustained development.
Previous studies in the marketing field have pointed out that service quality is one main key to
determine corporate success (Lu and Ling, 2008). Under the conditions of this fierce
competition and how to improve customer satisfaction, thereby increasing customer loyalty has
become of any airline unavoidable marketing theme1and the frequent flyer program is an
important part. Because according to relevant statistical research, to attract a new customer is
roughly equivalent to the cost of maintaining an existing old customers five times, 20% old
customers often bring 80% of the profits. In general, increases profit and growth in many ways
(Chow and Reed 1997; Heskett et al. 1994) to the extent that increasing the percentage of loyal
customers by as little as 5%

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can increase profitability by as much as 30% to 85%, depending upon the industry involved
(Reichheld and Sasser 1990).2
Airline industry has always been famous for its continuous struggle: cutting costs, managing
fluctuating demand, keeping up with tight quality requirements while trying to maintain
superior services and satisfy needs of various customer groups. Customer satisfaction has been
on very low levels for decades, and e.g. according to American Customer Satisfaction Index,
airline industry scores lowest out of 47 other industries (CNN.com, Airlines score lowest in
customer satisfaction, 2011). However, the demand for air transportation has been stable and
despite current economic crisis and such events as September 11, the growth reached 7.8% in
2011 (Datamonitor, 2011).
In this struggling environment, airlines are forced to shift their focus towards customer oriented
service quality (Chang & Yeh, 2002). It is extremely important for carriers not only to
understand the perception of customers of their service offerings, but as well find out what
customers expect from the services (Chen & Chang, 2005) and what kind of services customers
consider most important. In the airline industry, services are composed of very complex mix of
intangibles as the airlines sell not physical objects but performances and experiences (Gursoy et
al., 2005). Thus, service quality is a key to attract and keep loyal customers (Liou & Tzang, 2007;
Chang & Yeh, 2002).
1.2 HISTORICAL BACKGROUND OF RYANAIR
Ryanair was founded in 1984 as "Danren Enterprises" by Christopher Ryan, Liam Lonergan
(owner of Irish travel agent Club Travel) and Irish businessman Tony Ryan (after whom the
company is named), founder of Guinness Peat Aviation. The airline was shortly thereafter
renamed "Ryanair"and began operations in 1985 with a 15-seat Embraer Bandeirante
turboprop aircraft, flying between Waterford and Gatwick Airport with the aim of breaking the
duopoly on London-Ireland flights at that time, held by British Airways and Aer Lingus.

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Since its establishment in 1984, Ryanair has grown from a small airline flying the short journey
from Waterford to London into one of Europe's largest carriers. Ryanair now has over 9,500
members of staff working for the company, most of whom are employed and contracted by
multiple agencies to fly on Ryanair aircraft, or as is the case for pilots, the vast majority are
either agency employed or self-employed and their services are contracted to Ryanair. As of
2013 including over 1,200 pilots. After the rapidly growing airline went public in 1997, the
money raised was used to expand the airline into a pan-European carrier.
Michael O'Leary was charged with the task of making the airline profitable. O'Leary quickly
decided that the key to profitability was low fares, quick turn-around times for aircraft, "no
frills" and no business class, as well as operating a single model of aircraft.
O'Leary returned from a visit to Southwest Airlines convinced that Ryanair could make huge
inroads into the European air market, at that time dominated by national carriers, which were
subsidised to various degrees by their parent countries. He competed with the major airlines by
providing a "no-frills", low-cost service. Flights were scheduled into regional airports, which
offered lower landing and handling charges than larger established international airports.
O'Leary as Chief Executive took part in a publicity stunt, where he helped out with baggage
handling on Ryanair flights at Dublin airport. By 1995, after the consistent pursuit of its low-cost
business model, Ryanair celebrated its 10th birthday by carrying 2.25 million passengers.
1.3 STATEMENT OF RESEARCH PROBLEM
Customer satisfaction is an essential goal for each airline providing passenger services. The on
board experience is still something special for the customer. The customer has a wide choice to
select the suitable airline product according to their requirements. Therefore, airlines are
continuously working on the in-flight product development and innovation to differentiate
themselves from competitors. During the last few years a variety of in-flight product
innovations have entered into the market. This includes the

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aircraft seat on long haul flights as an important product element which is continuously being
improved and renewed according to its life cycle and changing customer requirements. The
current development of business class seat roll-outs shows the significance of this product
element which influences the buying decision of the passenger especially on long haul flights. If
the passenger is not satisfied, due to the negative experience, the client will reconsider the
buying decision for further flights and will probably switch to another airline. This kind of
situation belongs to the daily business in the passenger airline industry.
Thus,various studies have been carried out on customers satisfaction,expectation and loyalty in
the airline industry, but none emphasizes on the factors influencing the just stated attributes in
a low-cost airline,such as Ryanair.
1.4 OBJECTIVES OF THE STUDY
The main objective of this study was to determine the factors influencing low-cost customer
satisfaction in Ryanair.
Specific objectives:
1. to estsblish the factors influencing customer satisfaction in a low-cost airline;
2. to examine establish the relationship between the factors above and customer
satisfaction; and
3. to examine the demographic profile of respondents.
1.5 SIGNIFICANCE OF THE STUDY
It is envisaged that Ryanair and other key players in the aviation industry will gain a better
understanding of customers and their expectations in terms of customer satisfaction in relation
service qualityy. This will lead to the appreciation of the role of various factors in increasing
customer satisfaction and 4loyalty.The study findings will be relevant in equipping policy
makers and regulators in the aviation industry with

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information that will empower them to be in a position to integrate industry stakeholders in
areas relating to customer satisfaction considerations in policy formulation.It is intended that
the findings from this study will generate knowledge for the academic community.

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CHAPTER 2: LITERATURE REVIEW ( THEORETICAL AND CONCEPTUAL)
This chapter presents the literature review on customer satisfaction; specifically the literature
review focuses on theoretical foundation of customer satisfaction as well as various factors
affecting customer satisfaction, which includes promotion, service quality, and brand and price
fairness. The review of literature focuses on the effect of the above variables on customer
satisfaction6
2.1 THEORETICAL FRAMEWORK OF CUSTOMER SATISFACTION
A theoretical basis that explains the relationship between customer loyalty and service quality,
as well as customer satisfaction and value is drawn from the Social Exchange Theory (Homans,
1958). The theory attempts to explain the nature of the relationships between service quality,
perceived value, satisfaction and loyalty. The theoretical model adopted for this study is
derived from the Social Exchange Theory, which posits that all human relationships are formed
by the use of cost-benefit analysis and comparisons of alternatives. Homans suggested that
when an individual perceives the cost of a relationship outweighs the perceived benefits, then
the person will choose to leave the relationship.
The theory further states that persons that give much to others try to get much from them, and
persons that get much from others are under pressure to give much to them. The social
exchange relationships between two parties develop through a series of mutual exchanges that
yield a pattern of reciprocal obligations to each party. Social exchange theory indicates that
individuals are willing to maintain relationships because of the expectation that to do so will be
rewarding. Individuals voluntarily sacrifice their self- benefits and contribute these benefits to
other individuals with the expectation for more future gains. Thibaut and Kelly (1959) propose
that whether an individual retains a relationship with another one depends on the comparison
of current relationship, past experience and potential alternatives. The constant comparison of
social and economic outcomes between a series of interactions with

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current partners and available alternatives determines the degree of an individual's
commitment to the current relationship.7
The theory is appropriate for this study because service encounters can be viewed as social
exchanges with the interaction between service provider and customer being a crucial
component of satisfaction and providing a strong reason for continuing a relationship(Barnes,
2007). Social exchange theory attempts to account for the development, growth and even
dissolution of social as well as business relationships.
In a services context, considering the level of interpersonal contact needed to produce services,
there is a range of psychological, relational and financial considerations that might act as a
disincentive for a hypothetic change of service providers (Barnes, 2007). 7
2.2 FACTORS INFLUENCING CUSTOMER SATISFACTION
In the contemporary environment the only constant is change. Therefore, businesses have to
develop different strategies in order to survive in the long run. One of the best strategies is
about satisfying the customers that ensure a long-term growth of business. The various factors
affecting customer satisfaction explored under this study are; promotion, service quality, brand
and price fairness. 7
2.21 PROMOTION
Promotion is a form of cooperate communication that uses various methods to reach a
targeted audience with certain message in order to achieve specific organization object. It will
depend on services and products price offers, distribution system and promotion programmed
(Onwuchuruba 2002). Services of the airline firms that satisfy consumers require crucial
decisions, such as; the features and introduction of new service products; service product life
cycle; modification or deletion of existing and unprofitable service products; and the elongation
of the life span of service products. On promotional strategy, current and potential consumers
need be encouraged to obtain, utilize and benefit maximally from services provisions. Many
researchers have

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hinted at a feelings-based route through which promotions may impact consumer‟s
satisfaction.
2.2.2 SERVICE QUALITY
Quality is a driving force for improved competitiveness, customer satisfaction and profitability
(Edvardsson, 1992). As for service quality, e.g. American Marketing Organization defines it in
two ways: first, it is an area of study that defines and describes how services are delivered so
that the service recipient is satisfied; second, high quality service is a delivery of service that
meets and exceeds the expectations of the customers. Parasumaran et al. (1985) state that
service quality is defined by the customer evaluation of service outcome and service process as
well as a comparison of customer expectations with service performance. Hence, service quality
can be thought as the fit between current service level and customer expectations. Park et al.
(2004) define service quality as a consumer’s overall impression of efficiency of an organization
and its services.
Thus, customer satisfaction is a judgment made based on a specific service encounter. Chen &
Chang (2005) suggest that service quality is a process, and in case of airline industry, the
authors divide the process into ground and in-flight services and state that customer's
expectations are different for each of the processes. Measuring service quality has proven to be
challenging for both the researchers and companies due to its characteristics (Tiernan et al.,
2008; Parasumaran et al., 1985; Johnson et al., 1995).
Different from product quality, a set of specifications or by physical aspects such as defects
cannot be applied to service quality due to service intangibility and simultaneous production
and consumption (Tiernan et al., 2008). In addition, service quality cannot be measured by
evaluating outcomes of service process only (Johnson et al., 1995), but as well has to consider
service production process – e.g. employee training and customer-employee interaction.
Hence, measuring all aspects of service production is essential to understand the quality of a
service.

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Researchers have developed a number of measurement instruments, and some of them will be
discussed below. 9
Probably the most famous service quality model is SERVQUAL, developed by Parasumaran et al.
in 1985. The researchers say that quality is a comparison between expectations and
performance, i.e. how well the service that is delivered matches customers’ expectations.
The SERVQUAL-model measures discrepancy between what customers expect from the service
and how customer perceives it. Parasumaran et al. (1985) identifies five gaps:
Gap 1: consumer expectation – management perception gap,
Gap 2: management perception – service quality specifications gap,
Gap 3: service quality specifications – service delivery gap,
Gap 4: service delivery – external communications gap,
Gap 5: expected service – perceived service gap.9
2.2.3 BRAND
Brand satisfaction can be defined as the outcome of the subjective evaluation that the chosen
alternative (the brand) meets or exceeds the expectation. This definition is in line with the May
definition of satisfaction based on the disconfirmation paradigm (Oliver, 1980) found in the
literature. The notion that stands out in almost every definition of satisfaction is the notion of a
comparison between experiences and (brand) performance. Image of brand or supplier is one
of the most complex factors. It affects loyalty at least in two ways.
Fournier (1998) states that consumer-brand relationships are more a matter of perceived goal
compatibility. Brands cohere into systems that consumers create not

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only to aid living but also to give meanings to their lives. Oliver (1999) argues that for fully
bonded loyalty the consumable must be part of the consumer‟s self-identity and his or her
social-identity.
2.2.3 PRICE FAIRNESS
According to Kotler and Armstrong (2010) price is the amount of money charged for a product
or service, or the sum of the values that customers exchange for the benefits of having or using
the product or service. But the marketing literature showed researchers‟ inclination towards
price fairness in relation with customer satisfaction (Hermann et al., 2007).
Price fairness refers to consumers‟ assessments of whether a seller‟s price is reasonable,
acceptable or justifiable (Xia et al., 2004). Price fairness is a very important issue that leads
toward satisfaction. Charging fair price helps to develop customer satisfaction and loyalty.
In another study of Herrmann et al., (2007), it was concluded that customer satisfaction is
directly influenced by price perceptions and indirectly through the perception of price fairness.
The price fairness itself and the way it is fixed and offered have a great impact on satisfaction.
102.3 CONCEPTUAL FRAMEWORK
Customer satisfaction in Ryanar seems to be one of its key interests in its undertaking. This due
to the obvious reasons that will be as a result of effective customer satisfaction. For instance,
satisfaction of customers will mean that customers will be retained thereby ensuring brand
loyalty which will in long-run led to wide market share. There stands out several mechanism of
realizing customer satisfaction, perceived value being the cornerstone of the strategic customer
satisfaction. (Xia et al., 2004) posit that perceived value helps to develop customer satisfaction
as well as brand loyalty.
A conceptual framework is a research tool intended to assist a researcher to develop awareness
and understanding of the situation under scrutiny and to communicate this(Bogdan and Biklen,

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2003). The independent variables in this study are promotion, service quality, brand and price
fairness. The intervening variable is perceived value.
A dependent variable is what is measured in the experiment and what is affected during the
experiment. The dependent variable responds to the independent variable (Everitt, 2002). The
dependent variable in this study is customer satisfaction.11
CHAPTER 3: RESEARCH METHODOLOGY

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3.1 The study adopted descriptive survey research design. This study design was selected
because it helped the in description of data and characteristics about the population and
phenomenon under study. Quantitative and qualitative data was collected using this study
design and the data presented using percentages. This design was therefore suitable in
providing information on the factors influencing customer satisfaction in Ryanair.
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3.2 POPULATION OF THE STUDY
The target population were students of UK Business and Computing College. The saample was
taken from students of Business management and students of Travel and Tourism
management.The number of respondents in each category is indicated in Table 3.2.
Table 3.1: Target population
Category Population Percentage %
Tourism 10 50
Business 10 50
Total 20.0 100.0
Source: Author 2016
3.3 SAMPLE SIZE
The sample size will be drawn out of the target population i.e. Students of Travel and Tourism
management and Business management
3.4 DATA COLLECTION METHOD

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Both the primary and secondary methods of data collection. Bott the questionnaire and personal
interview are effective means of data collection, thus they can be relied on
QUESTIONNAIRE: This involves making a list of questions drawn up for formal
answer. This method allows the respondents to settle down and get information to answer
such questions.
PERSONAL INTERVIEW: This method was used to obtain information in order to
clarify ambiguity in the responses of the respondents and also for questions that cannot be
easily constructed into closed end questions.
3.5 RESEARCH INSTRUMENT
The research instrument employed is the questionnaire. The drawing up of questionnaires
involved adequate examination and scrutiny of the research problems to prevent
ambiguities in the questions. These questions covered a lot of areas that helped to collect
fact from various workers of organization.
Twenty respondents from both Tourism and Business management were given the
questionnaires, which contained about 13 questions
Responses were received from twenty (20) respondents. The degree of non-response are
not significant, rendering the outcome a very reliable one. Few personal interviews were
conducted.
3.6 DATA ANALYSIS TECHNIQUE
A simple percentage scale was used due to small size of the study population.
CHAPTER 4: RESULTS AND FINDINGS

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4.0 This chapter presents analysis and findings of the study as set out in the research
methodology. The results were presented on the factors influencing low cost customer
satisfaction taking Ryanair as the research study The study targeted a total of 20 respondents,
and they all responded.The chapter covers the demographic information; customer satisfaction;
the effect of promotion, service quality, brand and price fairness on customer satisfaction.
4.1 Demographic Information
The study sought to ascertain the background information of the respondents involved in the
study. The background information points at the respondents‟ suitability in answering the
questions on the factors influencing low-cost airline customer satisfaction taking a case of
Ryanair
144.1.1 Gender Composition
The study sought to establish the respondents‟ gender. From the findings, the study
established that the majority of respondents were males who were 65%, while females were
35%. This means that the customer satisfaction levels are gender sensitive as the company has
both male and female customers. The gender corporation is indicated in
Table 4.1 Gender Composition
Gender PERCENTAGE%
MALE 65
FEMALE 35
TOTAL 100
Source: Research Data
4.1.2 AGE DISTRIBUTION OF RESPONDENT

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The study, shown in figure 4.3, found out that 55% of the respondent falls between an age
range of 19-22, 30% falls between 23-26 years old, while 15% falls in age range of 27-30
yearsold. This shows that respondents were well distributed in terms of age and could
therefore give reliable information on customer satisfaction as different generations are
affected by the various factors differently. 15
Table 4.2: AGE DISTRIBUTION OF RESPONDENT
Age difference Percentage%
19-22 55
23-26 30
27-30 15
4.1.3 DURATION SPENT WITH RYANAIR
The respondent were asked how long theyv'e been using Ryanair.As shown in figure 4.3, 25%
dealt with Ryanair for less than 3 years, 45% of the respondents patronized them between 3-9
years, 20% used them for 9-12 years while 10% patronized them for more than 12 years. The
results indicate that majority of the respondents had enough experience with the Ryanair to
give credible information with regard to factors affecting customer satisfaction
Table 4.3: DURATION SPENT WITH RYANAIR

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Duration Percentage%
Less than 3years 25
Between 3-9years 45
Between 9-12years 20
Above 12 years 10
4.1.4 Respondent rating of Ryanair customer satisfaction
The study needed the respondents to indicate the level of satisfaction they derive from Ryanair.
From the findings, 35% received high satisfaction; 15% received very high satisfaction, 25% got
moderate satisfaction, 10% received no satisfaction while 15% got low satisfaction. The average
of all this shows that the level of customer satisfaction is high at Ryanair.as shown in figure 4.4
Table 4.4: Respondent rating of Ryanair customer satisfaction
Rate Percentage% Frequency
Very high 15 3
High 35 7
moderately high 25 5
Low 15 3
None 10 2
Total 100 20
4.1.5 Respondents rating of Maintenance of customer satisfaction

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The study sought to establish the respondents rating of maintenance of their satisfaction with
Ryanair. As shown in Figure 4.5, 30% of the respondents neither agreed nor disagreed on
maintenance of customer satisfaction at Ryanair, 20% moderately agreed that the satisfaction
was maintained, 15% strongly agreed, 25% moderately disagreed while 10% strongly disagreed.
Customers were not sure whether customer satisfaction was maintained at Ryanair.
Fig 4.5:Respondents rating of Maintenance of customer satisfaction
Variables Percentage % Frequency
Strongly disagree 10 2
Moderately disagree 25 5
Neither agree nor disagree 30 6
Moderately agree 20 4
Strongly agree 15 3
Total 100 20
4.2 Factors influencing customer satisfaction
4.2.1 Promotion and Customer satisfaction
The respondents were required to indicate their extent of agreement on effect of level of
promotion to their satisfaction. The findings are summarized in Table 174.6
Table 4.6: level of promotion and customer satisfaction

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Statement Frequency Percentage %
Strongly agree 5 25
Moderately agree 7 35
Neither agree nor disagree 4 20
Moderately disagree 2 10
Strongly disagree 2 10
Total 20 100
Extent of promotion on customer satisfaction
The highest number of respondents, 40% indicated that promotion improved their
satisfaction to a large extent; 16% indicated that promotion affected their satisfaction to a
moderate extent, 15% indicated a very large extent,15% indicated no extent while 10%
indicated a less extent. The study concludes therefore that promotion improved customer
satisfaction at Ryanair to a large extent.

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Table 4.7: Extent of promotion on customer satisfaction
Statement Frequency Percentage %
Very large extent 3 15
Large extent 8 40
Moderately extent 4 20
Low extent 2 10
No extent 3 15
Total 20 100
194.2.2 Quality of service and customer satisfaction
The study sought to develop a predicting relationship for customer satisfaction with reference
to quality of service the findings are discussed in subsequent sections.The study aimed at
determining whether quality of service at Ryanair has maintained the level of customer
satisfaction. The respondents were required to indicate their level of agreement.
Quality and level of satisfaction
Findings show that 40% strongly agreed, 25% moderately agreed,10% neither agree nor
disagree, 15% moderately disagreed, while 10% of the respondents strongly disagree with the
fact that quality of service rendered at Ryanair affects their level of satisfaction as shown in
figure 4.8

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As the findings indicate, the quality of service at Ryanair maintained the level of customer
satisfaction. The service quality can be said to have improved customer satisfaction
at20Ryanair.
Table 4.8: Quality and level of satisfaction
Statement Frequency Percentage%
Strongly agree 8 40
Moderately agree 5 25
Neither agree nor disagree 2 10
Moderately disagree 3 15
Strongly disagree 2 10
Total 20 100
Extent of service quality of customers satisfaction
This finding aims at figuring out the extent to which the respondents perceive the service
quality at Ryanair to meet their satisfaction. 40% of the respondent had a very large extent,
25% went for large extent, 15% choose moderate extent, 15% choose low extent, while 5% of
the respondents had no perception about the extent of service quality of Ryanair.Findings are
shown in table 4.9

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Table 4.9 Extent of service quality of customers satisfaction
Statements Frequency Percentage %
Very large extent 8 40
Large extent 5 25
Moderate extent 3 15
Low extent 3 15
No extent 1 5
Total 20 100
4.2.3 Brand quality and customer satisfaction
The study sought to develop a relationship for customer satisfaction with reference to brand.
The findings are discussed in subsequent sections.The respondents were asked to indicate
whether or not Ryanair brand affected their satisfaction. The response is summarized in Figure
4.10
From the findings, 60% of the respondents indicated YES, while 40% indicated NO on
satisfaction by the Ryanair brand. It can be concluded therefore that brand has average impact
on customer satisfaction although it influenced to a certain percentage.

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Table 4.10 22Effect of brand on customer satisfaction
Response Frequency Percentage %
Yes 12 60
No 8 40
Total 20 100
Rating of Ryanair brand to customer satisfaction
The respondents were asked to state their perception about how the brand affects their
satisfaction. Finndings indicated that 60% of the respondents were satisfied, 10% were neutral,
while 30% were unsatisfied as shown in fig 4.11
Table 4.11 Rating of Ryanair brand to customer satisfaction
Response Frequency Percentage %
Satisfactory 12 60
Neutral 2 10
Unsatisfactory 6 30
Total 20 100
4.2.4 Price fairness and customer satisfaction
The study sought to develop a relationship for customer satisfaction with reference to

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price fairness the findings are discussed in subsequent sections. The study aimed at finding out
whether price fairness at the Ryanair had maintained the customers‟ level of atisfaction. The
respondents indicated their level of agreement with the stated statement. Reponses are
summarized in Tables.
Price fairness and level of satisfaction
Findings show that 55% of the respondents strongly agree, 30% moderately agreed, 0% neither
agreed nor disagree, 10% moderately disagree, while 5% of the respondent strongly disagreed
to the question of their level of satisfaction in comparism with fairness of price of Ryanair. Table
4.12 indicates the summary
Table 4.12: Price fairness and level of satisfaction
Statement Frequency Percentage %
Strongly agree 11 55
Moderately agree 6 30
Neither agree nor
disagree
0 0
Moderately disagree 2 10
Strongly disagree 1 5
Total 20 100
Extent of Price fairness on customer satisfaction
It aims at determining the extent to which price fairness influences the satisfaction of

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respondents satisfaction at the use of Ryanair. 25% of the respondents indicated very large
extent, 30% indicated large extent, 25% showed moderate extent, 15% indicatedlow extent,
while 5% indicated no extent. Findings are shown in figure 4.13
Table 4.13: Extent of Price fairness on customer satisfaction
Statement response Frequency Percentage
Very large extent 5 25
Large extent 6 30
Moderate extent 5 25
Low extent 3 15
No extent 1 5
Total 20 100

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CHAPTER 5: CONCLUSION AND RECOMMENDATION
5.1 Introduction
This chapter presents the summary of factors influencing customer satisfaction at Ryanair. The
conclusions and recommendations are drawn there to. The chapter is therefore structured into
summary of findings, conclusions, recommendations and area for further research. The
conclusions and recommendations drawn focus on the purpose of the study.
255.2 CONCLUSION
From the findings the study concludes that promotion affect customers‟ satisfaction levels at
Ryanair. It also concludes that the service quality of improved customer satisfaction. The study
further concludes that brand had impact on customer satisfaction although it influenced to a
certain percentage. From the findings, brand influenced customers‟ satisfaction although it
does not affect their relationship and the transactions between the organization and the
clients. The customers considered other factors other than the brand.
The study also study concludes that price fairness determines customer satisfaction at . The
study also concludes that the fairer the price is to the clients the higher the satisfaction and
vice-versa. The study therefore concludes that the fairness was influential and improved
customer satisfaction.
Finally, the study concludes that all the predicting factors are significant to customer
satisfaction, with promotion being the most significant factor followed by service quality.
5.3 RECOMMENDATIONS
Promotion seems to be catchy to the customers. The study recommends use of wider means of
promotion in an effort to get more customers and compete with the growing
market. Ryanair should work on its brand to ensure that it fully influence the level of customer
satisfaction.

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The study further recommends improvement of quality of service as it mattered to the
customers and therefore influenced their level of satisfaction. Ryan should further improve
their quality of service as a guarantee to the customers‟ satisfaction.
The study also recommends use of fairer prices in an effort to warranty customer satisfaction so
as to retain them. 26
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30APPENDIX: QUESTIONNAIRE
FACTORS INFLUENCING CUSTOMER SATISFACTION IN RYANAIR
This questionnaire aims at collecting information and data for academic use by the esearcher.
Your kind participation will go along way in providing useful information required to
complete this research. The information provided will be treated in confidence.
You need not indicate your name and your discipline. Please answer the questions precisely
and objectively; the information will be treated confidentially
Section A: Respondents General information
1. Gender
Male [ ] Female[ ]
2. Indicate your age bracket
Below 19 yrs [ ] 19-22 yrs [ ] 23-26yrs [ ] 27-30 yrs [ ]
3. For how long have you used Ryanair?
Less than 3 years [ ] 3 to 9 years [ ] 9 to 12 years [ ]
Above 12 years [ ]30
4. Rank the level of customer satisfaction you derive from Ryanair
Very High [ ] High [ ] Moderate [ ] Low [ ] None [ ]
5. What is your opinion on the following statement: Ryanair has been able to maintain
customer satisfaction.
Strongly agree [ ] Moderately agree [ ] neither agree nor disagree [ ] Moderately disagree [ ]
Strongly disagree [ ]30

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Section B: The Effects of Promotion on Customer Satisfaction of customers
6. The level of promotion at the Ryanair has enhanced our level satisfaction
Strongly agree [ ] Moderately agree [ ] neither agree nor disagree [ ] Moderately
disagree [ ] Strongly disagree [ ]
7. To what extent does promotion improve your satisfaction at the Ryanair
Very large extent [ ] Large extent [ ] Moderate extent [ ] Less extent [ ]
No extent [ ]31
Section C: The Effects of Quality of Service on Customer Satisfaction of customers of Ryanair
8. The quality of service at the Ryanair has maintained the level of my satisfaction.
Strongly agree [ ] Moderately agree [ ] Neither agree nor disagree [ ]
Moderately disagree [ ] Strongly disagree [ ]
9 To what extent does service quality improve your satisfaction at Ryanair
Very large extent ( ) Large extent ( ) Moderate extent ( ) Less extent ( ) No extent ( )31
Section D: The Effects of Brand on Customer Satisfaction
10. Does the Ryanair's brand affect your satisfaction?
Yes [ ] No [ ]
11. How do you rate the Ryanair's brand?31
Satisfactory [ ] Neutral [ ] Unsatisfactory [ ]31
12. To what extent do you agree with the following effects of brand in influencing your
level of satisfaction ?

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Strongly disagree ( ) disagree ( ) neither agree nor disagree ( )
agree ( ) strongly agree ( )
Section E: The Effects of price fairness on Customer Satisfaction
13. Price fairness has maintained the level of my satisfaction
Strongly agree [ ] Moderately agree [ ] Neither agree nor disagree [ ] Moderately disagree [ ]
Strongly disagree [ ]
14. To what extent does price fairness improve your satisfaction?
Very large extent ( ) Large extent ( ) Moderate extent ( ) Less extent ( )32
Section F: Customer satisfaction
15. Rank the level of customer satisfaction you derive fro Ryanair
Very high [ ] High [ ] Moderate [ ] Low [ ] Very Low [ ]
16. What is your opinion on the following statement: Ryanair has been able to maintain
customer satisfaction.
Strongly agree [ ] Moderately agree [ ] Neither agree nor disagree [ ] Moderately disagree
[ ] Strongly disagree [ ]32
32
Thank you for your cooperation