Contents1. Background22. Theoretical framework33. SWOT analysis of Ryanair44. Challenges and recommendations for the future75. References81. BackgroundThe subject of this report is Ryanair - the first-class honours degree Low Cost Carrier in Europe - which was founded in 1985 (Ryanair.com History 2008). The firm began operations with a staff of 25 and a single 15-seat airplane flying between Waterford and London. In 1986 Ryanair received permission to begin flying four flights a day on the Dublin-London route. In doing so, they challenged the monopoly of British Airways and Aer Lingus with fares that were much lower. Ryanair?s strategy was to offer simple, low-cost fairs and exemplary customer service. During the subsequent part of the 80s Ryanair continued to compete vigorously with British Airways and Aer Lingus small-arm adding additional routes and airplanes (Creaton 2004). In 1990 Ryanair suffered a £20 million impairment and was forced to completely restructure. A new CEO ? Michael O?Leary ? was charged with making the flight path profitable. He visited the USA to arena the low fares/no frills model being used by souwest Airlines. OLeary readilyly decided that the key to low fares was to implement quick turn-around convictions for aircraft, no frills, and no business class, as hearty as operating a single model of aircraft (Ryanair slightly Us n.d.).
Despite the decline in all overall airline traffic, Ryanair made a profit of £293,000 for the year and carried 651,000 passengers.
In 1997, the EU air transport deregulation allowed the airline for the first time to open up new routes to Continental Europe with over 3 million passengers on 18 routes carried. Ryanair launched services to Stockholm, Oslo, genus Paris and Brussels and started to float Ryanair plc on Dublin and NASDAQ Stock exchanges. In 2000, they announced the launch of 10 new European routes for the summertime and the company...
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