Ryanair Internal Environment


The chief intent of the essay is to concentrate on the cardinal necessities in Ryanair ‘s internal environment harmonizing to the instance survey ‘Ryanair low-fare theoretical account company ‘ . By placing those elements and critically analysing their consequence on the company ‘s scheme, the paper will concentrate on how these factors form the organisation strategic capablenesss and are used to derive competitory advantage. Using the resource-based position foremost introduced by B.Wernerfelt ( 1984 ) it discuss how Ryanair benefits from their capablenesss to offer a lower cost merchandise. Both hypothesis and mentions will be applied for better apprehension of the subject.

2. Ryanair ‘s nucleus competencies

In line with Michael Porter ‘s theory there are three major schemes that companies can utilize to accomplish competitory advantage – cost leading, distinction and focal point. Ryanair has chosen the first attack as it seeks to be the lowest cost manufacturer in Europe by selling standardized, mass merchandises.

The construct of how to plan a future strategic development on the footing of alone resources and competencies is used by Ryanair efficaciously. The company controls that by apportioning, forming and exciting those resources to diminish costs and severally monetary value. Such internal operations, which sharply follow the scheme of cut downing costs, lead to competitory advantage and service as footing of Ryanair success.

Ryanair ‘s aspiration is to be the European taking low-fare air hose operator and it maintains that by changeless sweetenings and spread outing in the low-fares service. The company aims to breed high rider traffic by offering the lowest costs. This is achieved by concentrating on operating effectivity and cut costs.

However, there are several cardinal factors in the company ‘s scheme that are of a critical importance for prolonging competitory advantage over its rivals. All together they play as cardinal strategic capablenesss for act uponing and driving the cost efficiency which is indispensable for Ryanair ‘s operating scheme.

3.Key Factors for accomplishing competitory advantage

3.1 Ryanair ‘s Approach. Ryanair ‘s company civilization is about offering a low menu merchandise which exerts a pull on fare-aware clients and is on the footing of one-way trip – an advantage as many of their rivals do non utilize this attack. By maximising the production capacity as a touchable physical resource Ryanair is able to pull off the cost more efficaciously.

3.2 Path policy. Ryanair ‘s path policy is concentrated in point-to-point service, short-haul paths, and utilizing uncongested landing Fieldss around major metropoliss and travel finishs. Choosing such short-haul paths gives advantage to Ryanair to offer their clientele frequent service. By that tool the company can run as a “ non-frill ” bearer proposing that people expect frills attached merely when they use longer flights. Ryanair is able to offer direct paths ( point-to-point ) and by that the company cut costs from serving the travellers and reassigning the luggage. The pick of secondary uncongested airdromes gives an advantage in a mode of more on-time goings, fewer holds, managing costs. It gives them an border in forepart of the other rivals and is a cardinal facet of maximising its productiveness. It is a portion of the product/process design as Ryanair seeks to maximise their aircrafts use. This leads to act uponing the costs in different parts of the value concatenation.

3.3 Passenger Service. Customer service is a portion of the value concatenation in a company and is considered as a primary activity.

In proportion to the theory Ryanair ‘s scheme is to fulfill their clients by service public presentation which is better than that delivered by its challengers in the low-cost/fare sector.

The company is utilizing sector benchmarking to place its advantages over the rivals. The concluding “ bundle of services ” underpins those advantages and allows the company to turn as no 1 in the subdivision is able to vie on that degree. Ryanair manages that bundle by concentrating wholly on the executing of services and taking secondary airdromes. The company is taking an advantage of the state of affairs sing the legion fuel surcharges and is in front of its rivals as their direction win in capturing the extra fuel surcharges through mixture of cost cutbacks and further increasing the efficiency. As many companies can non vie on that height they exit the sector and the passanger flow is transformed to Ryanair. This gives them the chance to spread out and heighten their productiveness.

3.4 Ancillary Revenues. ‘Core competencies may go embedded in an organisation ‘s civilization ‘ . Ancillary services that include non-flight services such as in-flight gross revenues, adjustment services, insurances, auto leases, surplus charges, committees, etc. has become a important component in Ryanair ‘s civilization. This is an illustration of how the company ‘s direction can really stretch its strategic capablenesss when they spot a chance to plan new service out of the bing capablenesss. Harmonizing to Hamel and Prahalad ( 1990 ) those stretching of competencies can be used as a footing for related variegations. Ryanair offers a scope of accessory services that are connected with the company ‘s chief rider service. By supplying such services the company seeks to heighten its gross revenues and in that order to cut the unit cost. Harmonizing to the instance study one of those services is the so called in flight Mobile phone service which allows people to utilize nomadic phones while they are on the aircraft. The thought is non well-accepted among clients but it is merely one of those enterprises that support the Ryanair ‘s scheme. As Michael O’Leary declared ‘If you want a quiet flight, usage another air hose. Ryanair is noisy, full and we are ever seeking to sell you something.

Another affair of observation is how the company uses the cyberspace to construct its trade name name. Ryanair is declared as proprietor of the largest travel web site in Europe and fifth recognized trade name on Google. As Furlong.S ( 2006 ) suggests, the company posses the ability to restitute its web traffic into e-commerce and advertisement grosss. By constructing a strong trade name image as an intangible plus it expands its competitory advantages. J.B. Barney ( 2001 ) implies that the most valuable beginnings of accomplishing a competitory advantage are the intangible assets and competencies entrenched in the company ‘s civilization and is much harder for rivals to seek to copy them. Ryanair has put the theory into pattern and hence they successfully exploit the World Wide Web to construct strong image and advance its merchandises.

3.5 Low Operating Costss. Ryanair ‘s attack is to cut down operating costs in order to be the lowest cost operator in Europe. Ryanair is focused on decrease and control of the important disbursals that are of import for pull offing an air hose company:

  1. Fleet Costss. Identifying the Ryanair ‘s aircraft fleet as a physical plus and an alone resource is of import in order to understand Ryanair ‘s policy which is devoted to maintaining the aircraft care costs every bit low as possible. This is achieved by cut downing the fleet ‘s mean age and by keeping the fleet in the best cost efficient manner. As an component of the nucleus competencies company performs different activities as look intoing the aircraft, ain modus operandi aircraft fix, aircraft return to Ryanair bases each eventide, plus certain aircraft scrutinies. All these actions lead to benefits for the organisation that can be used to derive competitory advantage over the challengers. New aircrafts are more environmental friendly and this helps the company ‘s to construct an image but moreover it reduces the fuel costs as the new machines ‘ fuel ingestion is much lower. It besides gives the advantage of a larger place capacity which can take full advantage of the productiveness by pull offing capacity-fill. A good illustration is the engineering development, as a support activity in the value concatenation within the company that Ryanair undertakes when supplying the winglet alteration plan. This plan allows the aircraft to devour even less fuel and contributes to the cost efficiency. Another of import issue is that by buying aircrafts from one and the same maker the company is given an chance to cut down the costs associated to the preparation of the forces, purchase of new parts and fix. It besides allows the company to plan more flexible agendas for crews and equipment.
  2. Passanger Service Costs. Another dimension of the procedure design as a beginning of cost efficiency is the client service costs. Ryanair attempt to salvage costs and better velocity by different steps such as web-based check-in, precedence embarkation and charging bags. This really reduces costs on installations, staff and it saves clip. By developing facets such as their cyberspace engagement page and reserve centre, Ryanair manages to extinguish committees obtained by the travel agent and be more competitory following its concern low-priced theoretical account.
  3. Airport Access Fees. Harmonizing to the instance study Ryanair ‘s airdrome, handling and path charges are increased as a consequence of the company ‘s enlargement in the figure of sectors flown. The company focal point is on stable addition in rider flow, maintaining the degree of addition higher than the rise in airdrome charges. Ryanair is doing an effort to command airport service and entree charges by taking airdromes that can offer Ryanair competitory cost conditions. As Ryanair maintains a immense volume of client traffic it is given the chance to dicker specific contracts with such airdromes so to take down the airdrome charges. By such operations the company is deriving competitory advantage over its challengers who by and large operate on engorged airdromes. Their aggressive attack against charges and conditions at some airdromes is besides an of import tool to protect their concern theoretical account of low-fares as they are expected to function as many clients as they can transport. The ground is that Ryanair can non afford repeated rider and flights hold which is caused by understaffing at such airdromes.
  4. Personnel Productivity.Ryanair thrives invariably to better the productiveness of its forces. The company manages the work-force by different attacks including committees for on-board gross revenues and payments on the footing of winging hours. They manage to accomplish such productiveness by enrolling, honoring and developing its forces. Harmonizing to Porter ( 1985 ) such human resource direction acts as a support activity for the efficiency of the primary activities in the value concatenation. By pull offing their accomplishments and cognition and honoring their work Ryanair can lend from the maximized productiveness of their labour force. The increasing fuel costs drives the company to take steps in order to maintain the menus low. Such step is the launched plan for flying preparation by which pilots gain knowledge how to wing the aircraft with minimal fuel ingestion and it severally leads to cutting in fuel costs. This can be identified as a dynamic capableness. As suggested by David Treece ( 1997 ) this is considered as ability to regenerate the company ‘s strategic capablenesss in order to run into the demands of the of all time altering environment. By such preparations the organisation is developing its nucleus competencies which can take to competitory advantage.

3.6 Michael O’Leary

Praised by present and former staff for his ability to take the company, Michael O’Leary, is strongly identified by his dynamic determinations and chesty statements. As proposed before and from Barney ‘s ( 2001 ) theory it is the nature of the intangible alone resources to be inimitable and for that ground to function as a footing of deriving competitory advantage. Ryanair is strongly recognized by their rational capital represented by its Chief Executive. Ryanair scheme owes a batch credits to him as the company ‘s success is due to his aggressive attack. It is indispensable to understand that more frequently it is an alone intangible resource or embedded in the civilization activity or linkages of activities that truly matter to accomplish competitory advantage. Ryanair is the European taking low-priced theoretical account air hose because of his gifted director. The company is marked by his actions and the success is due to his alone features as a personality. Therefore it is impossible for the rivals to copy that resource which in the terminal conducts advantage for Ryanair and distinguish the company from its challengers. Ryanair has benefited from his leading since the foundation of the company as he has used the so called ‘first-mover advantage ” . O’Leary ‘s Ryanair is designed as the first European low-cost operator following the theoretical account of Southwest Airlines – the universe major low-priced company. By utilizing this beginning of cost efficiency the corporation is traveling down the experience curve and is really able to absorb that experience and turn it into decrease of the cost base ( Johnson, G. , Scholes, K. and Whittington, R. , 2008 ) . Another issue when pull offing company ‘s strategic capablenesss is the option those capablenesss to be renewed and recreated. The ability to pull off and command those procedures is known as a dynamic capableness. Such capablenesss are the amalgamations and acquisitions, by which the company can derive new accomplishments and cognition every bit good as new clients. The instance shows how the thought of Michael O’Leary to unify his company to a rival 1 has ne’er become world as his positions evidently are directed to external development of company ‘s capablenesss.

4. Decision. The assignment has explained the cardinal importance of pull offing the company ‘s internal environment by legion steps and operations. Using the resource-based position the undertaking was undertaken in order to place the cardinal factors in a company ( Ryanair ) that have an impact on the organisation ‘s scheme. By analysing those elements the paper has shown how pull offing those factors can lend to the company to accomplish competitory advantage over the challengers and go on to turn. As Ryanair has adopted the low-priced concern model their actions and maps are strongly connected to the cut downing costs as the company thrives to offer the lowest, in significance of monetary value, merchandise.


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