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EXTERNAL ENVIRONMENT ANALYSIS: AIRLINE INDUSTRY IN THE EU
CONTENT Airline Industry Porter’s 5 Forces Theory Airline Industry Ryanair Threat of Entry Threat of Rivalry Threat of Substitutes Threat of Buyers Threat of Suppliers ,[object Object]
Sources,[object Object]
Industry revenues expected to fall by 12.0%.
Between 2000 and 2009, airlines lost  $49.1 billion, which is an average of  $5.0 billion per year.Sheshi, Jolic, Iruretagoiena
2.1. Porter’s 5 Forces: Theory Level of Threat in an Industry Five Forces Model of Environmental Threats: Adapted from Strategic Management and Competitive Advantage: Jay B.Barney, William S.Hesterly Sheshi, Jolic, Iruretagoiena
2.2. Porter’s 5 Forces: AI ,[object Object],   price competition ,[object Object]
 Lots substitutes (train, ship, etc.)
 Suppliers bargain away   most of profits ,[object Object],   small airlines. ,[object Object],  plane, lease a gate,   or start-up with one   single plane ,[object Object],Sheshi, Jolic, Iruretagoiena
Europe’s largest low fair airline. Headquartered in Dublin, Ireland and employs over 6,600 people. Some of its major competitors include, Aer Lingus, Air France, British Airways, easyJet, Lufthansa, and Alitalia. Adapted from: Datamonitor Company Profiles Sheshi, Jolic, Iruretagoiena
1. Threat of Entry High capital investment Restricted slot availability makes it more difficult to find suitable airports Compete on limited routes Capital Intensive Sheshi, Jolic, Iruretagoiena
2. Threat of Rivalry The market of low-fare airlines is highly competitive Rivals: Aer Lingus, Easy Jet, Air Berlin, German Wings, Virgin Express, Air France, Lufthansa Policy of bundling low frills and low prices together as an advantage Low levels of existing rivalry for Ryanair Sheshi, Jolic, Iruretagoiena
3. Threat of Substitutes Substitute products or services are determined by different factors such as current trends, brand loyalty or change in technologies  Alternative products with lower prices and better performance Substitutes: trains, ferries, buses, cars and other low fair airlines  Global environmental awareness, economic downturn Sheshi, Jolic, Iruretagoiena
4. Threat of Buyers Buyers have a big power (price) Ryanair’s extra fees policy 	“If you want good service, go to someone else. […] You only fly with us because we’re cheap.” ,[object Object],Sheshi, Jolic, Iruretagoiena
5. Threat of Suppliers Different suppliers historically: Embraer EMB 110 Bandeirante, Hawker Siddeley HS 748, BAC One-Eleven, ATR 42, Boeing 737-200, Boeing 737-800 Ryanair, a valuable customer for Boeing (2009) Negotiations with the suppliers when talking about innovation in designs (“stools with seatbelts”) Sheshi, Jolic, Iruretagoiena

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Airline Industry in the EU

  • 1. EXTERNAL ENVIRONMENT ANALYSIS: AIRLINE INDUSTRY IN THE EU
  • 2.
  • 3.
  • 4. Industry revenues expected to fall by 12.0%.
  • 5. Between 2000 and 2009, airlines lost $49.1 billion, which is an average of $5.0 billion per year.Sheshi, Jolic, Iruretagoiena
  • 6. 2.1. Porter’s 5 Forces: Theory Level of Threat in an Industry Five Forces Model of Environmental Threats: Adapted from Strategic Management and Competitive Advantage: Jay B.Barney, William S.Hesterly Sheshi, Jolic, Iruretagoiena
  • 7.
  • 8. Lots substitutes (train, ship, etc.)
  • 9.
  • 10. Europe’s largest low fair airline. Headquartered in Dublin, Ireland and employs over 6,600 people. Some of its major competitors include, Aer Lingus, Air France, British Airways, easyJet, Lufthansa, and Alitalia. Adapted from: Datamonitor Company Profiles Sheshi, Jolic, Iruretagoiena
  • 11. 1. Threat of Entry High capital investment Restricted slot availability makes it more difficult to find suitable airports Compete on limited routes Capital Intensive Sheshi, Jolic, Iruretagoiena
  • 12. 2. Threat of Rivalry The market of low-fare airlines is highly competitive Rivals: Aer Lingus, Easy Jet, Air Berlin, German Wings, Virgin Express, Air France, Lufthansa Policy of bundling low frills and low prices together as an advantage Low levels of existing rivalry for Ryanair Sheshi, Jolic, Iruretagoiena
  • 13. 3. Threat of Substitutes Substitute products or services are determined by different factors such as current trends, brand loyalty or change in technologies Alternative products with lower prices and better performance Substitutes: trains, ferries, buses, cars and other low fair airlines Global environmental awareness, economic downturn Sheshi, Jolic, Iruretagoiena
  • 14.
  • 15. 5. Threat of Suppliers Different suppliers historically: Embraer EMB 110 Bandeirante, Hawker Siddeley HS 748, BAC One-Eleven, ATR 42, Boeing 737-200, Boeing 737-800 Ryanair, a valuable customer for Boeing (2009) Negotiations with the suppliers when talking about innovation in designs (“stools with seatbelts”) Sheshi, Jolic, Iruretagoiena
  • 16. Opportunities and Threats Opportunities: Economic downturn Growing demand for low cost airlines Increase the frequency of existing routes Expand in the EU zone Threats: Increase in low fare competition Fluctuating oil prices Threats to security Global environment awareness, involvement of airlines in EU emission trading system Sheshi, Jolic, Iruretagoiena
  • 17.
  • 22. Analysis of the Opportunities & ThreatsSheshi, Jolic, Iruretagoiena
  • 23. Sources http://www.ethicalcorp.com/content.asp?ContentID=7112 http://www.utalkmarketing.com/pages/Article.aspx?ArticleID=17218&Title=What_Ryanair%E2%80%99s_social_media_strategy_means_for_the_wider_travel_industry http://econsultancy.com/uk/blog/6195-ryanair-marketing-genius-or-reputation-madness http://www.supplymanagement.com/news/2009/ryanair-cancels-boeing-order/ http://www.supplyexcellence.com/blog/2009/07/07/ryanair-boeing-standing-stools/ http://www.501places.com/2010/09/customer-loyalty-have-ryanair-got-it-right-after-all/ http://www.ihateryanair.org/ http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=6&hid=110&sid=f898526e-eb62-40f0-9d54-b2818206b890%40sessionmgr12 Sheshi, Jolic, Iruretagoiena
  • 24. THANK YOU FOR YOUR ATTENTION! Sheshi, Jolic, Iruretagoiena