This paper provides a detailed analysis of Ryan Air's business environment using PESTLE, Porter’s Five forces and SWOT analysis. It also includes a skill development plan for Ryan's management and employees.
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Running head: BUSINESS ENVIRONMENT OF RYAN AIR Business Environment of Ryan Air Name of the Student: Name of the University: Author Note:
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1 BUSINESS ENVIRONMENT OF RYAN AIR Table ofContents Introduction:....................................................................................................................................3 Task 1:.............................................................................................................................................3 Part a. Ryan’s history and business objectives:...............................................................................3 Part b. PESTLE, Porter’s Five forces and SWOT:..........................................................................4 PESTLE of Ryanair:....................................................................................................................4 The following is the PESTLE analysis of Ryanair:.................................................................4 Political:...................................................................................................................................4 Economic:................................................................................................................................5 Social:......................................................................................................................................7 Technology:.............................................................................................................................7 Legal:.......................................................................................................................................8 Environmental:........................................................................................................................8 Porter’s five forces:......................................................................................................................9 Threats of new entrants:...........................................................................................................9 Threats of substitutes:............................................................................................................10 Bargaining power of customers:............................................................................................10 Bargaining power of suppliers:..............................................................................................10 Industry rivalry:.....................................................................................................................11 Porters Value Chain analysis and SWOT of Ryanair:...............................................................11
2 BUSINESS ENVIRONMENT OF RYAN AIR Porter’s Value Chain:............................................................................................................11 SWOT analysis of Ryanair:...................................................................................................12 Part c. Ansoff Matrix:....................................................................................................................13 Task 2: PPT (Attached).................................................................................................................14 Task 3:...........................................................................................................................................14 Part a. Current skills, abilities and experience of Ryan’s management and employees:...............14 Part b. Future skill development plan and SMART analysis:.......................................................16 SMART analysis of the activities:.............................................................................................16 Conclusion:....................................................................................................................................18 References:....................................................................................................................................19
3 BUSINESS ENVIRONMENT OF RYAN AIR Introduction: Business health of a company can be judged on various parameterslike revenue generation and market position. The aim of paper would be reviewing the business health of an origination and then propose activities to deal with a recognized health issue. The company considered for the study is Ryanair, the Irish low cost carrier based in Dublin. The paper is divided into three sections. The first section delves into a PESTLE analysis of the airline industry followed by a Porter’s five forces analysis. This would followed by a SWOT analysis based on Porter’s value chain. The second task would be a PPT presentation while the third task would would with skill development at Ryanair. Task 1: Part a. Ryan’s history and business objectives: Ryan Airlines is an Irish airlines company having its headquarters in Dublin which was founded in 1984 by Tom Ryan. The airline company is a public limited company listed on the Irish Stock Exchange, London Stock Exchange and NASDAQ. The company started operating in the year 1985, thus ended up breaking the duopoly Aer Lingus.The directors of the company acquired 85 percent share in London European Airways, thus expanding the capital of the company. Ryan Air took advantage of the deregulation of the European Union and expanded into North America and got listed on NASDAQ to tap the American capital market. The short term objectives of Ryan Airlines is to earn high revenue by serving maximum number of passenger. The company holds high position in the global airlines industry which is evident by the facts like 130 million passengers it carries annually and 32 years high level passengersafetystandards.RyanAirlineholdshighpositioninpunctualityandenables
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4 BUSINESS ENVIRONMENT OF RYAN AIR customers to save more money by its customer intensive price packages (corporate.ryanair.com 2018). The long term objectives of the airline company is to retain these high positions and emerge as a market leader in the global aviation industry. Part b. PESTLE, Porter’s Five forces and SWOT: PESTLE of Ryanair: The following is the PESTLE analysis of Ryanair: Political: Thepoliticalfactorswhichimpacttheoperationsoftheaviationsectorarethe international air sharing agreements between their home countries and host countries. Since, the airlines companies operate flights across international borders,these companies have to abide by airspace agreements between countries.The Irish Aviation Authority regulates the safety aspects of the air travel within the country (iaa.ie 2018).The airlines companies like Ryanair have to abide by regulations laid down by the International Civil Aviation Organization, the aviation arm of the UN which lays codes and practices for passenger safety (icao.int 2018). The second political which impacts the airlines industry is bilateral relationship between government and pacts between them pertaining to freight and taxes. The Government has signed a global tax agreement with other European countries which would allow them to share financial data of the customers. The agreement has included non-European countries like China, which point out to the growing bilateral ties between European and Asian governments (independent.ie 2018).
5 BUSINESS ENVIRONMENT OF RYAN AIR Opening of markets to foreign countries have largely boosted the aviation industry. For example, the opening of the European market allowed European aviation companies like Ryan to enter into North America and get listed on NASDAQ. This analysis shows that opening up of markets enable the aviation companies to get access to economic resources of foreign countries (investor.ryanair.com 2018). Political threats to aviation companies like Ryanair are terrorist attacks on aircrafts and hijacking (news.bbc.co.uk 2018). These incidences pose threats to security of both passengers and onboard crew members. Political moves like Brexit also threat the business generation of the aviation companies (irishtimes.com 2018). Economic: The first economic factor which impacts the aviation industry is the international currency exchange rates. This is because international operations form a major portion of their operations and thus have to accept and may payments in various foreign currencies. Moreover, the leading companies like Ryanair are dependent on international currency rates for investing in theforeigncompanies,whichpaveswaysfortheircapitalbasestrengthening (investor.ryanair.com 2018).. The graph below shows the rising international exchange rate of EU, the currency of Ireland compared to two international currencies USD and INR. The graph shows that though the value of EU is more than both the currencies, the rate of USD is more compared to INR. This means that the Irish airlines company can acquire assets in Asian markets at lower rates and thus earn more profits. Again, selling in the American market would be more profitable. This analysis shows that exchange rates have great impact on the investments and financial transactions of aviation companies (Boehmer, Fong and Wu 2015).
6 BUSINESS ENVIRONMENT OF RYAN AIR Figure1. EUR: USD 5 years graph (Source: bloomberg.com 2018) The second economic factor which impacts the companies operating in the aviation companies is the resources available in their home and host countries. The aviation industry requires highly trained staffs to operate in the market. The aviation institutes in the markets like Europe and North America provide them with trained staffs at various levels like pilot and ground duty officers. The aviation companies require immense capital to operate in the market. The markets of Europe and North America have some of the largest stock exchanges in the world like NYSE, LSE and ISE which allow these airlines to get listed and generate immense capital from these markets. Moreover, these markets provide the aviation companies an immense network of international banks and financial instates which provide financial assistance to these companies (Kwan, Masulisand McInish 2015). These strong financial bases enable the top aviation
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7 BUSINESS ENVIRONMENT OF RYAN AIR companies acquire air craft making firms around the around and expand their asset bases (Sornette 2017). This global network of financial and human resources also pose certain threats to the aviation companies like Ryanair. For example, economic breakdown in one market can impact the other market and the international operations of the airline companies as well. Thirdly, the opening of the global aviation market has enable the airlines companies resident to particular markets to enter into pacts to compete with airline companies of other markets. For example, the Oneworld is an alliance formed by companies like American Airlines, Cathay Pacific and Qantas to command the western air lines market (oneworld.com 2018). These alliances pose competitive threats to the individual airlines companies and increases chances of their market capturing. Social: The social factors impacting the airlines industry are the increasing preferences for air travel among passengers and increasing income of consumers. The increase in income of the people in markets like Asia has made it possible for more people opt for air travel which has boosted the business of the airlines companies. This social development has boosted expansion of markets of airlines companies into emerging markets like Asia and South America, thus maximizing their revenue. Moreover, the passengers today prefer safety and comforts as important aspects while opting for traveling. This social mindset has expanded the customer of the airline companies. Development of technology has led to increase in access of customers to flight details and enables airline companies acquire new customers all over the world (Bilotkach, Gaggero and Piga 2015).
8 BUSINESS ENVIRONMENT OF RYAN AIR Technology: Airline industry is a highly technology intensive industry which is dependent on the level of advanced technology available in a market for smooth operation and growth. The airlines companies today float shares online to generate huge capital. Similarly the sell ticket online which generate huge revenue. Moreover, their safe flying of flights and their management are totally dependent on advancement of technology like radar, weather forecast technology and communicationbetweendifferentairportsincaseofrequirementforemergencylanding (Kolkoori, Wrobel and Ewert 2015). Technological advancements in fields of information and communication technology have succeeded in ensure safety of passengers. However, technology cannot provide total protection against accidents and there have been reports when planes met with massive accidents due to poor visibility (abcnews.go.com 2018). Legal: The aviation industry is an international industry and the airline companies like Ryan operate in several countries besides their home countries. Their international operations are directed and controlled by aviation laws both nationally and internationally. The flights while flying have to follow policies pertaining special use airspaces like prohibited areas and military operation areas. They airline companies while carrying out their business operations also have to follow laws pertaining to important areas like accounting. For example, European companies like Ryanair have to abide theEuropean Financial Reporting Advisory Groupwhile accounting their financial transaction from all over the world (efrag.org 2018). Environmental: The environmental factors have deep influence on the business operations of the aviation companies like Ryanair. The aircrafts give out huge quantities like carbon dioxide, sulphur
9 BUSINESS ENVIRONMENT OF RYAN AIR dioxide, water vapour, dust particles and other deadly pollutants while flying which are responsible for devastating climatic changes and global dimming. The bodies like ICAO have suggested technological advancements in the aircraft engineering like use of carbon fibre reinforced polymer to reduce carbon emissions. However, due to increase in the number of low cost flights and failure of various airport authorities aviation industry still poses environmental threats (Huang et al. 2016). Figure2. Graph showing carbon dioxide emission in aircrafts (Source: ec.europa.eu 2018) Porter’s five forces: The following is the analysis of the aviation industry using Porter’s five forces:
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10 BUSINESS ENVIRONMENT OF RYAN AIR Threats of new entrants: An analysis of the global aviation industry clearly shows that all the airline companies come under the influence of threats of new entrants. The economic analysis above shows that opening of the global market, airline companies can acquire foreign airline companies or form aviation group with them to enhance their competitive advantage. These factors pose immense threats to the resident companies and their market share (telegraph.co.uk 2018). Threats of substitutes: The airline companies today come under the influence of threat of substitutes like presence of companies having identical airline packages. The increase in demand for low cost flights among the travellers have propelled their revenue generation of the low cost airline companies like Ryanair. These low cost airline companies are providing comfortable passenger services are emerging as substitutes to high cost airline service providers like British Airways (corporate.ryanair.com 2018). Bargaining power of customers: The availability of large number of low cost carriers have increased the bargaining power of the consumers in the airline industry. The passengers today demand safety as well be comfort and affordability. The leading airline companies have incorporated these needs of the consumers in their product strategies to make more lucrative packages for customers and generate higher revenue (telegraph.co.uk 2018). Bargaining power of suppliers: The suppliers to the aviation companies today like suppliers of labour and financial assistance enjoy low bargaining power due to high competition among themselves. For example, the aviation institutes which provide the aviation industry with human resources have to face
11 BUSINESS ENVIRONMENT OF RYAN AIR serious competition because there are several institutes which prevents individual institutes from gaining command over the aviation industry (Card et al. 2018). Industry rivalry: There exists serious rivalry among the airline company both in the premium and the low cost market. For example, American Airlines and British Airlines compete in the premium flight service while the low cost airline companies like AirAsia and Virgin America fight in the low cost airline market (independent.ie 2018). Porters Value Chain analysis and SWOT of Ryanair: Porter’s Value Chain: The Porter’s value chain categorises the business activities into two categories namely, primary activities and support activities. They are inbound logistics, operations, outbound logistics, marketing and services. The graph below shows the increasing profits of Ryanair which ultimately points out to the operational effectiveness of the company. The company owns a strong inbound logistics and markets its passenger packages aggressively which is evident from the large number of customers who use its services for international travel. The analysis shows that Ryanair has strong primary activities which points out to strong support activities. The supportactivitiesconsistofprocurement,humanresourcemanagement,technological development and infrastructure. The presence of Ryanair in 36 countries and operation from 210 airports point out to the strong infrastructure of the company. The airline company employees over 13000 employeeswhich showsitshuman resource acquisitionand retentionpower (corporate.ryanair.com 2018).
12 BUSINESS ENVIRONMENT OF RYAN AIR Figure3. Graph showing revenue generation of Ryanair (Source: investor.ryanair.com 2018) SWOT analysis of Ryanair: Strengths: 1.Financially very strong evident form its annual report. 2.Enjoyslargemarketshareinthe international market. 3.Acquires and maintains highly skilled talented staff. 4.Followshighlevelofrisk management evident from low number ofaccidentsencounteredbythe Weaknesses: 1.Enjoys smaller market compared to its competitors like British Airways. 2.Have very weak presence in markets beyond Europe and North America. 3.Therehavebeenreportsofthe companyviolatinglawsinvarious host countries like France.
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13 BUSINESS ENVIRONMENT OF RYAN AIR aircraft. Opportunities: 1.Expand into Asia and strengthen its market position. 2.Formbusinessgroupswithother airlines companies to increase market competitiveness. 3.Get listed on Asian stock exchanges to generatecapitalforitsAsian operations. Threats: 1.Weaker market presence compared to its strong competitors British Airways. 2.Airline groups formed by competitor airline companies. 3.Terrorist threats and attacks. 4.Increasingdatatheftsattackson airlinedatabases(theguardian.com 2018) Part c. Ansoff Matrix: New MarketsMarket development: 1.Expansionintonew marketslikeAsiawith existing packages. Diversification: 1.Enteringnewmarketslike Asia and South America with new products like low cost but high comfort flight packages. Existing markets Market penetration: 1.Thecompanymust promote its products more aggressively in the UK, its existing market. Product development: 1.Theairlinecompanymust introduce new products in its presentEuropeanmarketto attract new customer base like special packages for corporate
14 BUSINESS ENVIRONMENT OF RYAN AIR travellers Existing productsNew products Task 2: PPT (Attached) Task 3: Part a. Current skills, abilities and experience of Ryan’s management and employees: The high level of current skills, competencies and high level of experience of the staff members at Ryanair is evident from the high market position and increasing revenue generation of the company(Card et al. 2018). The Porter’s Value chain analysis conducted above shows that the airline company serves in more than 30 countries from 210 airports. The revenue generation of the company also shows an upward trend. One can infer on reviewing these facts that the staff especially the onboard crew members of the company are capable of adapting to the market conditions of these countries. Moreover, the plummeting revenue generations means that Ryanair employees are able to create customer satisfaction. Thus, this review reveals that the staffmembersofRyaniarhavetheabilitiestocatertopassengersacrossborders (corporate.ryanair.com 2018). As far as the current skills of the Ryanair staff members are concerned, one can infer that they are extremely skillful. The flyer company holds less number of plane accident records compared to its larger counterparts like British Airways and Singapore Airlines. However, there have been reports of bird strikes (irishtimes.com 2018). One can infer from this fact that the staff members of Ryanair adopt high level of risk management methods which is the cause for the low
15 BUSINESS ENVIRONMENT OF RYAN AIR number of accidents. However, the staff should trained to deal with and reduce accidents like bird strikes which are also capable of causing minor to massive damages to the flights. As far as the experiences of staff members of Ryanair are concerned, the airline company attracts experienced employees from competitor airline companies which account for its vast market competitive. The apex management of the company has experienced managers who are capable of taking aggressive business decision which account for the market position of the company. For example, the non-executive chairman of Ryanair, David Bonderman has the experienced of holding directorial position at Continental Airlines which merged with UAL Corporation to compete with the merger of Delta Airlines and Northwest Airlines(Card et al. 2018). This shows that apex management of Ryanair are capable of offering appropriate leadership to their employees and forming appropriate business decisions to operate in the international market. A review of the current capabilities of the employees and the management reveal that Ryanair certain issues which would form the basis of the future skill development plan. The first issue is concentration of the operations of Ryanair with North America and Europe. The puts the company lower in competitive advantage compared to its competitors like American Airlines which have strong presence in Asian and South American market (aa.com 2018). This means that Ryanair should develop the existing skills of its staff to boost their competencies to achieve its business targets-high revenue and higher competitive advantage.
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16 BUSINESS ENVIRONMENT OF RYAN AIR Part b. Future skill development plan and SMART analysis: The new future skill development of Ryanair should be divided into three divisions and last for 6 months. The target audience of the plan would be the apex management, middle level managers and lower level executives of all departments. ActivitiesDescriptionTime Training,seminars, simulatedstudyof marketconditionsin Asia,Australiaand South America. This training would improve the current decision making skills of the managers and develop new decisionmakingskillssuitedtothesethree markets 1 month Riskmanagement whileflying (Especiallyforstaffs directlyinvolvedwith flying) Exhaustive training of handling situations like low visibility due to weather disturbances, bird strikes and fire on board. Traininghowtodealsituationsliketerrorist hijacks,howtocommunicatewiththenearest defense base(s). 1 month Customer management training (Especially for staffsdealingwith customers) Developmentofculturalintelligence,ensuring higher level of customer satisfaction. 1 month SMART analysis of the activities: The following is the smart analysis of the three activities described above:
17 BUSINESS ENVIRONMENT OF RYAN AIR Activity 1: Thefirstactivityrevolvesaroundtrainingofapexmanagementandsubordinate employees on the market conditions of new markets like Asia to instill new decision making capabilities in them. The activity, study of market conditions prevailing in Asia is extremely specificand can beachievedwithin a given time frame like a month. The activity isrelevant because in order to succeed in the new markets, the apex management should develop a thorough understanding of their market conditions and direct their subordinates. The outcome of the training can bemeasuredby the increase in the market share of Ryan. Hence the activity qualifies the smart analysis (ec.europa.eu 2018). Activity 2: The risk management would bespecificand would require laying of the entire work breakdown structure. Taking into account the severity of air accidents due to visibility and other issues, one can infer that the safety training is extremelyrelevantfor achieving passenger and crew safety. The outcome of the training can be achieved by comparing the number of accidents before and after the training. Hence, the outcome of the activity ismeasurableand butcannot be achievedfully. The training istime boundand can be completed with a month (Gubenko and Ksenofontova 2015). Activity 3: Customer management training isspecificas far as its training schedule and training content are concerned.The trainers can opt for specific methods of training the staff dealing with customers like conferences and simulation. The outcome of the training would be enhanced customer satisfaction which would be evident from increase in repeat bookings of flights
18 BUSINESS ENVIRONMENT OF RYAN AIR (Kolkoori, Wrobel and Ewert 2015). Hence, the outcome of the activity 3 ismeasurableand can be reviewedperiodically,hencetime bound. Higher levelof customerisimportantfor companies to earn revenue and market competitiveness. Hence, it isrelevantandachievableby continuous improvement in service quality. Conclusion: It can be concluded from the study that Ryanair must expand into new markets like South America, Australia and Asia. The PESTLE analysis shows that the business of the company derives profit from the immense market it enjoys in Europe and North America. The airline company generates immense revenue by providing high quality services and ensuring passenger safety. However, this is not enough to sustain the business health of the company in the future, especially in the wake of Brexit and increasing competition from premium flyers like American Airlines. Moreover, these strong players have already established themselves in the Asian market to take advantage its growing economic strength. Thus it can be concluded that Ryanair should also expand into Asia and train its staff members to function in the market.
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19 BUSINESS ENVIRONMENT OF RYAN AIR References: aa.com. 2018.Choose flights. [online] Available at: https://www.aa.com/booking/flights/choose- flights/flight1?bookingPathStateId=1522922212413-234 [Accessed 5 Apr. 2018]. Bilotkach, V., Gaggero, A.A. and Piga, C.A., 2015. Airline pricing under different market conditions: Evidence from European Low-Cost Carriers.Tourism Management,47, pp.152-163. Bloomberg.com.2018.EURtoUSDExchangeRate.[online]Availableat: https://www.bloomberg.com/quote/EURUSD:CUR [Accessed 4 Apr. 2018]. Boehmer, E., Fong, K. and Wu, J., 2015. International evidence on algorithmic trading. Card, D., Cardoso, A.R., Heining, J. and Kline, P., 2018. Firms and labor market inequality: Evidence and some theory.Journal of Labor Economics,36(S1), pp.S13-S70. Corporate.ryanair.com.2018.FactandFigures|Ryanair'sCorporateWebsite.[online] Available at: https://corporate.ryanair.com/about-us/fact-and-figures/ [Accessed 4 Apr. 2018]. Ec.europa.eu. 2018.European AviationEnvironmental Report 2016. [online] Available at: https://ec.europa.eu/transport/sites/transport/files/european-aviation-environmental-report-2016- 72dpi.pdf [Accessed 4 Apr. 2018]. Efrag.org.2018.Home-EFRAG.[online]Availableat:https://www.efrag.org/? AspxAutoDetectCookieSupport=1 [Accessed 4 Apr. 2018]. Gubenko, A.V. and Ksenofontova, T.Y., 2015. Strategy to increase the state's role in the business processmanagementontheairportservicemarket.JournalofInternetBankingand Commerce,20(S1), p.1.
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