business analysis of ryanair

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Analysis of Ryanair1


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Student name: xxx

Student ID: xxx

Course: Business in

Information Systems

(Year 3)

Module: E-Business 1

Lecturer name: xxx

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Table of Contents

Contents

Ryanairs BusinessModel .............................................................................3

Introduction to low-fare airline in Europe........................................3

Business model overview..................................................................4

How Ryanairs ancillary revenue fits in business model...................5

An outline of agreements / Revenue Model....................................6

How technology supports Ryanairs valuechain ......................................7

InternetStrategy .......................................................................................10

How technology supports Ryanairs low cost strategy..................10Internet marketing strategy...........................................................12

Ryanair and social media...............................................................12

Porters competitive forces...........................................................14

Business processmodeling ....................................................................... 17

Diagrams....................................................................................... 19Bibliography .............................. ...............................................................21

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Ryanairs Business Model

Introduction to low-fare airline in Europe

Traditionally, the aviation market in Europe was controlled by the

governments owning and protecting the monopoly of national carriers.While this situation facilitated high price maintenance, it resulted in

additional costs to be borne by the customers. The significant cost

barriers for entering the market, along with hostilities from the existing

airlines effectively drove out all the cheap airlines, trying to establish in

the market.

By the mid 1980s, it was also clear that the policy was no longer tenable.

Constant pressures from customers, the European Commission and the

European Parliament triggered the process of reconsidering the situation

by the governments. The actual airlines liberalization started in 1984 with

a bilateral agreement between Britain and Netherlands, whereby both

countries opened up their markets.

Several months later, in Ireland, the Ryanair airline was established by

Tony Ryan, becoming the leader of the start-ups. However, poor cost

management between the years 1985-1991 led to severe losses and, in

effect, to restructuring the company by adopting the South West Airline

model. Ryanair officially became the first low-fare airline in Europe. [5]

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Business model overview

As of June 30, 2010, the Company has offered approximately 1300

scheduled short-haul flights per day, serving 155 airports throughout the

Europe and Morocco. Its operational fleet of 250 includes Boeing 737-800

aircraft, being able to fly approximately 1100 routes. [13]

Mission Statement:

Ryanair will become Europes most profitable lowest cost airline by

rolling out proven low-fare-no-frills service in all markets in which

we operate, to the benefit of our passengers ,people, and

shareholders. [12]

Analyzing the Ryanairs business model in terms of Porters models, it can

be deducted that the airline is starting to implement the low cost strategy.

The company is targeting on price-conscious customers, regardless of the

age, gender or travel purpose. This wide target market allowed Ryanair to

serve 73 m passengers in 2010.

In 2010, Ryanair is officially considered the cheapest airline in Europe

(average fare of 35 euro), which makes the company attractive to a large

number of customers. Ryanair is not planning to extend the company in

the foreseeable future. The opportunity to increase profits is stealing themarket share from competitors. Since the airline market is currently

saturated, Ryanair will focus on retaining existing customers and

attracting new ones rather than expanding it to new routes and airports.

Company claims that this strategy will boost the companys profits; at the

same time, they are planning the expansion in the online base revenue

sources, which already constitutes a significant amount of the total

income.[11]

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The Ryanairs low-cost business model is based upon Southern West

airline and it proved to be very successful. However, having adopted the

model of American carriers, Ryanair went even further in the development

of cost reduction strategy. The core factors in making the company sosuccessful and creating such a huge competitive advantage, can be listed

as follows:

Unique aircraft type with lower maintenance costs and crew training

costs

High density to increase profitability

Every additional service is charged

Online service only

Secondary airports

Short turnaround and maximum utilization of aircraft

Point-to-point flights

Continuous innovative measures to increase ancillary revenues

How Ryanairs ancillary revenue fits the business model.

In 2006, it was claimed that Ryanairs website was the biggest travel

website in Europe and the fifth, most recognizable brand in Google. This

brings an enormous opportunity to convert this huge web traffic into

profitable e-commerce and advertising revenues.

In recent times, the Internet traffic, as well as the ability to utilize it

adequately have become extremely important. The companys advertising

potential may be a source of significant revenues flowing in.

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Because of the complexity of its processes, Ryanairs value chain is not

linear, as traditionally outlined by Michael Porter in 1980. While entering

the companys website, the customer finds fimself in the centre of the

organization, co-producing the service. Apart from the core business,Ryanair provides the customers with a number of options that add value

for them.[1]

In 2010, ancillary revenues accounted for approximately 660m euro and

they include:

Hotels

Travel insurance

Excess baggage charges

Flight change fees

Car rental services

In- flight sales

Rail transport services

Commissions from Ryanairs credit card with MBNA

Personal loans

Ancillary Revenue components were outlined in the table below and they

constitute 22,8% of the total Ryanairs revenue of 2,988,1m euro.

Year endedMarch 31, 2010

euroM

Non-flight Scheduled....... 463,6

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CarRental........................

29,9

In flightSales.................

86,5

Internet related............ 83,6

Total................................ 663,6

An outline of agreements / Revenue Model

Taking advantage of high web traffic, Ryanair managed to make a number

of agreements for its own and customers benefits.

Ryanair has a contract with Bookings.com, pursuant to which Booking.com

handles all the aspects of such service marketed through Ryanairs

website and pays the fee to Ryanair. Contracts with other accommodation

providers enable the Company to offer camping, hostels, B&Bs, villas,

apartments and guesthouses to its customers.

The contract with Hertz Corporation enables Ryanair to make additional

money on car rental reservations. Hertz handles all marketed through the

Ryanairs website car rental services and, in turn, pays the fees to Ryanair

on per-passenger basis.

The sale of cruises, rail and bus tickets is also a part of the Ryanairs e-

business plan. Each cruise is handled by Costa Cruises which pays the

Ryanair a fixed fee for enabling the reservation through its website. [12]

How technology supports Ryanairsvalue chain.

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Owing to a number of agreements concluded with other companies,

Ryanair can offer a better value to its customers. The website contains all

necessary links that could be beneficial to the customer. Having

everything in one place and thanks to the Internet technology, Ryanairspassengers are given the best possible value for money. All services,

essential for bringing passengers to or from the airport to the desired

destination, are available from the homepage Ryanair.com. Thus, the

whole journey experience is enriched and facilitated. Visiting the website,

it is possible to order a taxi, book a flight, rent a car and drive it to the

previously booked hotel. Such a wide array of facilities is available on the

same website at reasonable prices.[4]

The creation of the website was a core achievement for the company; it

also improved the value chain of the company to a considerable extent.

Using Internet facility, customers are able to research the flights, routes,

destinations, timetables and prices, to name the most important ones.

They no longer have to contact travel agencies and infolines when it

comes to getting information. This is a great and vital achievement which

not only saves time and money, but also appeals to the customers.

Other technological improvements, which are to be discussed more

exhaustively later, add more value to particular activities. Baggage

handling and ticket obtaining activities become easier by speeding up the

former and eliminating the latter. Eliminating physical tickets is

considered as a particularly huge value chain improvement. Significantsavings come from the elimination of the middlemen, reducing the cost of

providing each flight to approximately 9 euro. Taking into account the

current average fare of 35 euro, this number constitutes over 25% of the

overall flight cost.

Pricing the flights had been a very demanding and difficult activity before

the the technological advancements. Advanced applications which were

developed and configured by the IT personnel, after consultation with the

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marketing department, allowed Ryanair to price tickets dynamically. The

general rule is that the sooner you book, the less you will have to pay

because the system will adjust the price according to the demand. This

technology enables Ryanair to maximize each flight profit, adding value tothe company. As a general rule, when target profit is reached and there

are still free seats available, the system cuts the price for the remaining

spots. This is possible thanks to the application of fixed and variable costs

incurred by the company. It is usually better to sell the remaining seats

for less than leaving them empty. Empty seats = lost revenue. From the

customers point of view, the Internet booking system has added a

significant value by offering the opportunity to book cheaper flights in

advance. Since the majority of passengers know the dates of their journey

months prior to the cruise, booking the flight earlier allows them to save,

in some cases, large sums of money. Although almost all competitors use

the Internet booking system and it cannot be regarded as a competitive

advantage, the fact is that it creates an extra value when compared to the

traditional processes.

The service itself is another activity in Ryanairs value chain. Here, the

speed of service, along with comfort of flights and security are the main

areas.

1. Speed of service is especially important from the companys point of

view as it aims to increase revenue by maximizing the aircraft

utilization. The faster all passengers board and leave the plane, thesooner it is able to be used again. Ryanair mastered the process to

perfection with the turnaround time for the 2010 fiscal year of

approximately 25 minutes.

2. Comfort of flights was the area that suffers the most as a result of

taking a low cost approach. No meals, no assigned seats and very

limited leg space make the travel a terrible experience for

passengers. The number of seats in the aircraft was increased in

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order to accommodate higher volumes of passengers per flight.

Ryanair took advantage of the research carried out by American and

United Airlines which showed that more spacious seating does not

pay off. The premium charge for this facility is exceeded by therevenue loss from removed seats. This, however, has an obvious

effect on the passengers satisfaction.

3. Providing a secure flight is of paramount importance both to the

company and the passengers. The technology strongly aids the

security maintenance by using applications for fuel control, ticket

validation and is supported by the airport security services in terms

of luggage monitoring, explosive materials and drugs detection.Making sure that the flight is secure is extremely important activity

for the airline industry as any problem that leaks to the public may

have negative effect on companys reputation and cause a huge

revenue loss, coming from the customers losing trust in the airline.

As regards security, Ryanair announced that recently they have

intended to remove the second pilots and, as Michael OLeary

proposed, replace them with a trained crew member who would beable to land the plane in case of emergency. Although this move

could improve a value chain in terms of savings in pilots salaries, it

is arguable that it would be beneficial to the passengers in any

respect. The announcement may be as well another marketing

tactic of Ryanairs CEO, in order to create a cheap publicity in

media.

Internet strategy11


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Internet sales allowed Ryanair to eliminate travel agent commissions by

introducing a very effective direct sales model.

In January 2000, Ryanair converted its host reservation system from the

BABS (British Airways Booking System) to a new system called

Flightspeed, which operates under the 10 years hosting agreement with

Accenture Open Skies. The new booking facility, which allows customers

to make a real time reservation, is called Skylight system. Through the

Ryanairs Ryanair.com website, customers may book and pay for theflights. The heavy promotion of the new website resulted in the Internet

booking growth to 96% of all reservations in 2004 and currently it

accounts for more than 99% of all the bookings.

By embracing Internet sales, Ryanair could completely eradicate travel

agents commission around 2006. The costly telephone selling practice

was also abandoned. As the prior reservation system had been

approaching its capacity, in 2008 Ryanair upgraded it to a more scalable

version that is more flexible and will be more useful in accommodating

the planned growth of the Company. Under the agreement with system-

provider - Navitaire, the system serves as the Ryanairs core seating

inventory and booking system. Ryanair pays transaction fees that are

generally based on the number of passenger seats and journeys, booked

through the system.

How technology supports Ryanairs low cost strategy.

Since October 1, 2009, the Internet has become the only way to make a

flight reservation with Ryanair. By shifting all the operations online, it was

possible for the Company to eliminate major costs related mainly to callcenters and telephone sales. Customers must become familiar with

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technology and rely on their own skills in order to purchase the ticket and,

since October 2009, to make a mandatory check-in online. The new

operational model is highly compliant with Ryanairs low cost strategy,

making the airline even more competitive in the market, providing bettervalue for money.

The introduction of the Internet check-in in 2006 was also the part of a

measures package intended to improve a service. Reduction in airfares

and check-in lines contributed to improvement of the service for

customers through reducing travel costs and increasing its speed. It also

brought huge benefits for the Company as it could decrease the cost of

some check-in staff and make savings of renting the check-in desks.

Ryanair also introduced a checked-bag fee which is payable on the

Internet and is aimed at decreasing the number of bags carried by the

passengers, in order to reduce handling costs.

Switching to the online facilities entailed new risks. In order to provide the

maximum safety for its business, Ryanair developed the system,

according to which the website is hosted in three different locations. Thebooking engine is located at the single center that allows for making

reservations, and it can be accessed from all three locations. Established

contingency program includes the back-up booking engine available to

support the existing platform in the event of a failure of the main facility.

Ryanair uses a switchover process, which requires a human intervention

and therefore is more time-consuming, unlike failover, which can switch

over automatically to the back-up engine.

Moreover, the possession of a back-up server relying on the switchover

process may be very expensive, should a breakdown occur. Ryanair

accommodates a number of customers on its website and even a short-

term break in providing the service which requires a switch-over, may

result in significant losses for the company.

Taking into consideration the current trends towards switching to onlineoperations, Internet traffic congestions and increasing security risk,

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related to the Internet connection, Ryanair should take proper measures

to secure its online facilities and ensure that the downtime periods are

reduced to the minimum.

Internet marketing strategy

In February 2009, Ryanair introduced Google Adsense to the search

results pages in order to monetize the traffic levels generated by those

pages. In March 2009, Ryanair expanded further into the area of third-

party Internet advertising with the introduction of third-party

advertisement display on the homepages in the UK and Ireland.[11]

Ryanair and social media

Social media is a huge threat to those businesses that ignore it, but also

a massive opportunity... [14]

Nick Oram, Director at Total Media

According to Social Travel Report, published by Total Media, a quarter of

British travellers admitted that online reviews by strangers help to

determine their travel plans. It demonstrates how hugely important theInternet recommendations have become, influencing the decision making

process. From that point of view, social media constitutes a threat rather

than opportunity for Ryanair. The airline likes to regard itself as the

Worlds most favorite airline, but in fact, this opinion is based on the

number of passengers it serves, not on the level of their satisfaction.

Analyzing customer relationship history of Ryanair, a number of incidents

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and negative comments on the poor customer service should be

mentioned.

The website called I Hate Ryanair, set up by Robert Tyler in February

2007 and closed after the court order, has reemerged recently under the

same name on the .org domain. Ryanair Sucks and Ryanair Campaign

are other examples of Internet blogging sites, targeted at Ryanair and its

unacceptable customer service. The existence of such websites leads to a

negative PR and can affect the customers choice. [16]

Recently Ryanair announced its plans to embrace social approach to some

extent. The Company is developing online travel community, purpose of

which is to engage with travellers on the social grounds. The new system

will allow the users to post comments recommending local attractions in

Ryanairs destinations. However, the statement also indicated that

Ryanair will not be setting up official comment channels via Facebook or

Twitter.

The opportunities coming from the aforementioned social sites are

enormous, but considering Ryanairs reputation (the online reputationindex claimed Ryanair was the worst performing UK operator with a score

of -62%), the treats could be even bigger. [2]

This is a difficult decision for the Company to make. The future is in the

hands of the Internet and the brands openly engaged with customers will

gain a big advantage over those who hide behind the streams of

corporate news. Not only does the Internet facilitate the dialogue with the

customers, but also it allows for responding quickly to their needs and is

considered to be an important means of promotion. As a company,

Ryanair is not ready to open up and be more transparent. First, it has to

patch the relationships with angry customers, who, in the era of Internet,

are in power to affect the company negatively.

A major part of the Internet marketing is Search Engine Optimization

(SEO), which basically makes the website appear on the top of the resultsafter typing in particular keystroke in a search engine. Ryanair uses the

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SEO techniques, but not to the extent that is sufficient to beat its

competitors. Typing the most popular words and phrases related to cheap

flying will not display the Ryanairs website on top of the search results.

This area is to be exploited and improved as the most popular searchengines such as Google, Bing, Yahoo, are used more frequently to

research the best offer.

Porters competitive forces

Michael Porter identified five competitive forces that affect the company.

The Internet has changed the nature of competition, opening many door

for companies and threatening the ones that are behind the embracing

technology. [10]

Ryanair is savvy about technology and understands the importance in

creating the advantage over competitors. The use of technology also

perfectly fits into the Ryanairs low cost business model.

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1. Competing firms.

Ryanair faces direct competition from other low cost airlines, such aseasyJet -the biggest one. This company sells directly to the customer and

its website was set up in the late 1990s, before the Ryanair. The website

is very functional and clear; it attracts a large number of potential

passengers, being at the same time the communication point with the

customers and the company. Ryanair must be very vigilant and monitor

the moves of the competitors to keep pace with technology use, in order

to maintain leading position on the market. Big commercial airlines are

also aware of the trend towards cheap flying and begin to be more

competetive at the price level.

Ryanair also faces some indirect competition from railways, ferries and

bus services. The open access to the Internet allowed those competitors

to establish their own websites and use them the as the channels of

distribution and marketing media. [6]

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2. Bargaining power of the customers.

Although current Ryanairs prices cannot be beaten by any European

carrier, the Internet increased the bargaining power of the customers. It

has changed the travel industry, enabling deep research and

recommendation reviews. Using the price comparison websites,

customers are able to quote the best price, without leaving their houses.

If Ryanair manages to keep its prices low, or at least at the level, lower

than the competitors, it should not be threatened by customers

bargaining power. However, if the competitors manage to decrease their

fares to a comparable level, even budget-conscious customers will

eventually pay more attention to the service level and customer service

quality. If that is the case, Ryanair may face big problems in terms of

satisfying customers needs. The best option is to change the approach to

customer service and use technology tools to create two- way

communication to understand customers. The words of Ryanairs CEO

Michael OLeary like: What part of no refund dont you understand? You

are not getting any refund so fuck off directed at customers are

communicated quickly over web. When you compare the offers and the

price differs insignificantly, the customers review is what you look at.

3. Threat of new entrances.

As regards the airline industry, the main entrance barrier is the startup

cost. Legal barriers and state protectionism, which were mentioned in theintroduction, are no longer applied. Technology managed to reduce the

startup costs and therefore the threat of new airline, possibly supported

by already established one or being the result of market extension,

entering the market, has increased. With the growth of cloud computing

services, new companies do not have to worry about the servers that

support their website and a huge database centers to store the data.

Thanks to cloud computing providers like Amazon.com, Microsoft,Salesforce.com and many others emerging every day, hosting the website

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and database can be outsourced. There is no startup capital and,

depending on the agreement with the provider, per user, per data

downloaded or fixed fees may apply. Cloud computing suppliers will

provide storage capacity, ERP software and other applications as well asthe maintenance work. Despite there being certain risks involved

(security, data safety etc.), the cloud computing trends provide an

opportunity to bring the startup costs down.

Since the number of people with the ability to use technology to their

advantage is on the increase, there is a threat that the newly established

airlines may hire specialists, for instance, in social media marketing, in

order to create successful, social-based campaign that would appeal tothe customers and convince them to use the new airline, luring the

customers away from Ryanair. It is conceivable that soon enough airlines

will start to take advantage of these new trends, which may be a surefire

recipe for success.

4. Threat of substitute products.

Many enterprises face the the problem of substitute products which

affects every sector of industry. Here technology really makes the

difference. First of all, it is important to find out what the substitute

products for travel are, and which the primary airline service is. The next

step would be to categorize the customers into the two main groups:

business and personal customers.

a. Business customers

The main reason for which business customers travel is meeting other

people from different locations, participating in conferences, training

courses etc. These can be replaced with technology. What is the point in

spending money and time on travelling from Dublin to Madrid, if

technology like Cisco Videoconference allows us to meet other people

without leaving the companys office? All we need is a single investment

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in a device for video-conferencing. And is it really necessary to travel to

San Francisco to see the Web 2.0 conference if Youtube, blogs and tweets

will provide a full report from what was happening there? Finally, is it

worth time and money, travelling every weekend from Cork to Dublin toaccomplish a course that would increase our qualifications if we can do it

at home, using the Internet distance learning system?

b. Personal customers

Technology developments like Skype, instant messages and smartphones

made communication easier than ever. Some people, especially in the

current, difficult economic situation, may decide to talk to their friends or

relatives through the Internet, instead of flying over. Similarly, technology

achievements, like Google Earth, Google Street View, Second Life, and

fully multimedia websites allow us to go on a virtual trip anywhere we

want. While it will definitely not replace the travel needs, it may matter

when making final decisions about trips.

To sum up, technology impacts on the airline industry by reducing the

necessity for travelling, and by facilitating the communication thatsubstitutes it.

5. The power of suppliers

Ryanair is heavily dependent on its suppliers. Without fuel providers,

aircraft manufacturers and airport facilities, it would not be able to

provide the service to the customers.

Business process modeling

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E-business analysis is concerned with understanding the business and

user requirements for the new system. A number of tools can be used to

capture the business processes, one of which is UML (Unified Modeling

Language), which provides the guidelines for drawing a variety of diagrams. It is of the utmost importance to involve users in the new

system developement. The business analysts, with a strong business and

technology background, should communicate with the customers in order

to find out what their requirements are, in relation to the system to be

implemented. To fully understand this business process, collaboration with

other business departments must also be maintained. The IT department

should not be solely responsible for designing the system as many

processes can be misunderstood or even ommited during the design

phase.[11]

UML language, however, is not the best tool to communicate with

business people as it usually requires some technical knowlege that is not

in their possesion. Here, the importance of both business and IT acumen

plays a crucial role. With the grasp of both areas of the company, they can

be a connection point between pure IT specialists and business personnel. The cross-functional operations, including all departments is vital for

remaining competitive and providing the best service to the customers.

Information technology ensured a better collaboration with the customers

as well as involving them in the process. The Ryanairs website model is a

point of collaboration, whereby customers co-create the service.

Moreover, the experience of flight itself is highly dependent on other

customers participating in it. Other customers may both positively or

negatively affect the ones travel; this is the part of process which is

beyond the control of the company. Although flight attendance is in liberty

to calm down excessively loud passengers, they certainly can exert no

control over a crying baby or the weather conditions.

Collaboration with other businesses is as important as collaboration within

the company and the customers. As mentioned earlier, working close withother companies can provide mutual benefits to firms and customers.

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Ryanair was able to take advantage of that fact successfully by enabling

its customers to access other services directly from the website and has

given them the opportunity to avail of the benefits in the form of better

and cheaper service.

Below I included my attempts to capture Ryanairs business processes,

using the use case diagrams. Out of all available ones, I found the use

cases that are the most understandable and clear to explain. The use

case diagram is a drawing part of the use case model which includes a

detailed documentation of the diagram, explains the process step by step

and contains a description of each possible scenario. For the purpose of

this project, I included only the diagrams as their documenting wouldrequire a profound research supported by interviews of Ryanairs

management and staff. The ERD diagram for Ryanairs processes is also

attached below.[10]

Use case diagram

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Entity Relationship Diagram

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Bibliography

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9. Flouris TG, Oswald SL, Designing and Executing Strategy in AviationManagement. England: Ashgate Publishing Limited; 2006.

10. Chaffey D, E-business and e-commerce management.England: Pearson Education Limited;2009.

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11. Chaffey D, Wood S, Business information management.England: Pearson Education Limited; 2005.

12. Ryanair Annual Report; 2010.

13. United States Securities and Exchange Commission ,Form 20-F; 2010.

14. Total Media, Social travel report; 2010.

15. http://www.guardian.co.uk/business/2010/sep/12/ryanair-move-away-from-low-fares

16. http://www.guardian.co.uk/business/2010/oct/12/i-hate-ryanair-website-closed

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