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Ryanair

-Raman Kumar

-Ratna Bhatnagar

-Ravi Shekhar

-Ravi Shreshtha

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The beginning

Fight to survive Restyling

Shareholding pattern IPO

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No frills service strategy

Eliminating non-essential extras

Vigorous but steady growth ambitions

Ryanair generation

Frequency & punctuality

Ryanair: An Overview

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Financial statements recorded in Euro

Foreign exchange hedging

Fuel risk management

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13th Consecutive year of increased profitability

Staff efficiency ratio had improved by 15%. Market capitalization 4.73bn till 1st July 2003

Year 2003 (in m) 2002 (in m)

Total revenue 843 624

Total Op Expenses 579 461Operating Profit 264 163

Net Profit 239 150

Net Margin 28.4% 24%

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Declared itselfNo.1 for customer Service.

Claimed to be No.1 for

Punctuality,

Fewest cancellation,

Fewest lost bags,

Fewest complaints.

Lowest fares of all time on all routes Strive to deliver on-time performance

Allow flight and name changes with requisite fee

Provide complaint response within 7 days

Provide monthly service statistics

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Completed its deal to purchase buzz from KLM Royal DutchAirlines on 10thApril 2003.

The Irish-based airline has purchased the unit for 20.1m,reduced from 23.9m.

Ryanair acquired ten of buzz's fleet, a total of six Boeing 737-300s and four BAe 146s, and also retained up to 170 buzzemployees.

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Fleet commonality

Contracting out of service

Airport charges

Staff costs and productivity

Marketing costs

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EAI

9/11 shock

NewAirline Era

EAI Air ravel Dyna ics oves y ainstrea arriers

EAI

EU lauses

Ryanair

European Airline Industry

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Competitive Arena

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Awards & Recognition

Michaels Personality

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Increase the frequency of existing routes

Open new routes in Europe

Develop its small continental bases

Expand in Europe

Expand inNorthAfrica Aggressively seek market share from charter Market

Continue to find ways to reduce costs

Change online image

Improve employee relations

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Avalue chain describes the categories of activitieswithin and around an organization, which togethercreate a product or service.

Primary activities

Support activities

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Operate with lowermargins

Develop a uniquecost structure

Create efficiency inorganizational

capabilities

Focus on marketsegments with

low expectations

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Critical success factors (CSFs) are those productfeatures with which a organisation mustoutperform the competition because they are

particularly valued by a group of customers.

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Ryanair: ValueChain

MinimumCorporateHQ

LowCost

Training

Internet

Boeing

Discount

QualityTraining

LowCostSuppliers

AirportAgreements

NoFrills

LowCost

QuickTurnaroun

d

ReliableService

LowCostPromotions

Free Publicity

Internet

SalesYield

Management

LimitedResources

Basic/LowCost

HighProductivity

Inbound

LogisticsOperations

Outbound

Logistics

Marketing

& SalesService

HRM

Infrastr.

Tech. Dev.

Proc.

LimitedCrew

Internet

Information

Alliances

ManagementControl

IntegratedSystems

Outsourced

In-houseLow TechMarketing

Internet Sales

Private

PerformanceContracts

n/a

LowCost

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Online kings

One lass ravel

icketless ar ing

nall cated eats lying t ec ndary

Air rts

int-t - int lying

N rills educed urnar und i es

N efund licy

r rate artners i s

N argo ervice

Bargaining ower

NewAircrafts

OwnsOwn leet Operations Denominated in

uro

Hedge uel isk

Highly uccessful AncillaryerviceOffering

Outsourcingof ervices atInternational Airports

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LowCostCompetitive Advantages

LimitedAirport Transportation

Advertising onAirplanes

Yield Management

Uniform Fleet

High Productivity

High Service Levels

General Cost Reductions

Eliminating seatback pockets No blankets or pillows

Airsickness bags distributed on request

Charges larger penalties for overweight luggage

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