Strategic Position and Strategic Choice of European Airline Ryanair | Report

Strategic Position and Strategic Choice of European Airline Ryanair
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City and State
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Executive Summary
Ryanair airline plays one of the most fundamental roles within the European airline since
it has been focused towards obtaining a vast range of objectives in order to make sure that the
needs of various customers are met within a reasonable time frame. Moreover, is one of the first
and largest budget airlines within the boundaries of Europe and has been in a position of
enjoying both growth and success across various markets (O’Higgins, 2014). Interestingly, the
airline has been able to fully depend on a low cost business model that has made it much easier
for its management department to apply fewer efforts when it comes to attracting customers from
different regions. This report will therefore be able to put focus on the strategic position and
strategic choice that is associated with Ryanair airline. Furthermore, this topic will be very
essential in terms of coming up with a reasonable understanding regarding the strategic positions
that this airline has been able to attach itself to in order to offer high levels of competitive
advantages by making sure that appropriate are reliable services are adequately delivered to all
its targeted customers (Dizkirici, Topal and Yaghi, 2016). At the same time, it will also help to
develop a clear understanding regarding some of the major decisions that the airline has decided
to put into its consideration in relation to its strategic choice in order to scale up to greater
heights where it can continue to increase its performance efficiency across different market
platforms. On the other hand, one of the major aim that is attached to this report is to come up
with a competitive forces analysis in order to adequately determine the level of attractiveness
that is attached to the European airline industry together with how Ryanair should be in a
position of adequately managing a vast range of competitive forces that it is capable of
encountering. It is also determined to find out some of the reasons as to why and how the
organization has been able to reach its current level of performance.
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Table of Contents
Strategic Position and Strategic Choice of European Airline Ryanair............................................3
Executive Summary.....................................................................................................................3
Introduction......................................................................................................................................4
Overview of the European Airline Industry and Ryanair................................................................5
An explanation and relevance of strategic position and strategic choice tools...............................6
PESTEL Analysis............................................................................................................................7
VRIO Analysis.................................................................................................................................8
Conclusion.......................................................................................................................................9
Recommendations..........................................................................................................................10
References......................................................................................................................................11
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Strategic Position and Strategic Choice of European
Airline Ryanair
Introduction
The decisions of a firm to put a lot of focus in terms of how it serves is potential
customers and even go as far as competing against its rivals in a reasonable manner is normally
referred to as strategic positioning (Lordan et al., 2016). Additionally, in order to come up with a
more reliable strategic position within an organization, an organization normally focuses on
combining its undertaking of the entire competitive environment which is known to constitute of
the organization’s resources and capabilities, its current industry situations together with a vast
range of facts that are related to the entire macro environment (O’Higgins, 2014). On the other
hand, when an organization is dealing with strategic positioning, there is always the need to put a
lot of focus on various aspects of generic competitive strategies that the organization has been
able to select in relation to its own capabilities and also in response to a vast range of positions
that have been staked out already most so by its rivals existing within the industry (Barrett,
2016). An organization is also able to get a perfect opportunity of determining the kind of
customers to be served together with the amount that they are willing to pay in relation to the
services that are offered to them (Dziedzic and Warnock-Smith, 2016). To some extent, a strategic
position is also likely to include various decisions regarding the kind of geographic markets to
explore in order to reach out of various customers (Lopes, Ferraz and Rodrigues, 2016).
What is more important is that an organization’s strategic position should try as much as
possible to be unique in a vast range of ways to an extent that different competitors will not find
it easy to imitate what has already been implemented by the organization (Morrell, 2016). High
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