Welcome to Ryanair! People (y/e): 51 1986 Ryanair obtains permission from the regulatory authorities to challenge the British Airways and Aer Lingus' high fare duopoly on the Dublin-London route. Services are launched with two (46-seater) turbo prop BAE748 aircraft. The first flights operate in May from Dublin to London Luton. The launch fare of £99 return is less than half the price of the BA/Aer Lingus lowest return fare of £209. Both British Airways and Aer Lingus slash their high prices in response to Ryanair's. Ryanair starts the first fare war in Europe. With two routes in operation, Ryanair carries 82,000 passengers in its first full year in operation. Passengers: 82,000 People (y/e): 151 1987 Ryanair acquires its first jet aircraft by leasing three BAC1-11 aircraft from the Romanian state airline, Tarom. The aircraft arrive on a full wet lease with Tarom providing all the pilots and engineers to enable Ryanair to operate the aircraft.

With the arrival of these jet aircraft Ryanair increases its network with 15 scheduled routes from Dublin to Liverpool, Manchester, Glasgow and Cardiff, and opens up new routes from Luton to Cork, Shannon, Galway, Waterford and Knock in the West of Ireland. Passengers: 322,000 People (y/e): 212 1988 Ryanair leases another three BAC 1-11 jets (6 in total) from Tarom, and leases a brand new ATR 42 turbo prop aircraft from GPA to service the smaller Irish regional airports. We launch 2 new routes from Dublin to Brussels (Mon-Fri) and a once weekly to Munich. Ryanair launches a business class service and a Frequent Flyer Club, neither of which prove particularly successful. Passengers: 592,000 People (y/e): 379 1989 We lease two more ATR42 turbo props (3 in total) and use these aircraft to retire the small Bandeirantes and the old 748's. The fleet now comprises 6 x BAC1-11 jets and 3 x ATR42 turbo props.

Due to continuing losses the business class product is abandoned and the Frequent Flyer Club closed. Passengers: 644,000 People (y/e): 477 1990 After three years of rapid growth in aircraft, routes and intense price competition with Aer Lingus and British Airways, Ryanair accumulates £20m in losses and goes through a substantial restructuring. The Ryan family invest a further £20m. in the company, and copying the Southwest Airlines low fares model the airline is re-launched under new management as Europe's first low fares airline. Ryanair now offers the lowest fares in every market, high frequency flights, moving to a single aircraft fleet type, scrapping free drinks and expensive meals on board but reducing the lowest fares from £99 to just £59 return. We launch an Easter weekend seat sale with fares of £59 return, and such is the demand that passengers queue halfway up Dawson Street for 3 days to get these lowest ever fares. Passengers: 745,000 People (y/e): 493 1991 The Gulf War breaks out in January causing passenger traffic to collapse.

Tanks are stationed outside the major London airports. We respond by lowering air fares and we get rid of our turbo props by returning 3 x ATR 42s to their owners, a decision which results in our withdrawal from regional routes to Kerry, Galway and Waterford airports. In May 1991, Ryanair switches its main London base from London Luton Airport to the new London Stansted Airport in Essex. Stansted was developed by the BAA to become the third main airport for London and has a fantastic new terminal and a direct rail link to the centre of London (Liverpool Street Station). This is the only time in Ryanair's ten years of operation that traffic and employment numbers fall. Despite the impact of the Gulf War, Ryanair makes a profit for the first time with an audited profit of £293,000 for the year. Passengers: 651,000 People (y/e): 477 1992 Ryanair continues to restructure cutting back routes and fleet.

The route network is shaved back from 19 to just 6 routes - Dublin-Stansted, Dublin-Luton, Dublin-Liverpool and Cork, Shannon and Knock to Stansted. We increase the jet fleet from 6 to 7 BAC 1-11s, increase frequencies and lower fares. Despite a reduction in routes, traffic grows by over 45% as passengers respond to Ryanair's lower fares, and all jet, high frequency services. In August we carry over 100,000 passengers in one month for the first time in our history. Passengers: 945,000 People (y/e): 507 1993 Ryanair launches its first new route for 5 years with daily flights from Dublin to Birmingham. The Irish Government warn us not to do it because it will "upset" Aer Lingus. We go ahead anyway. We increase the fleet to 11 x BAC 1-11 jets by acquiring 4 ex-British Airways aircraft. In December Ryanair announces a deal to buy a fleet of six Boeing 737 aircraft direct from Boeing.

These aircraft were previously operated by the UK charter company Britannia, and allow Ryanair to start replacing the old BAC1-11 jets, all of which are scheduled for redelivery or retirement in 1994. Thanks to continuing growth, we carry over 1 million passengers in one year for the first time. Passengers: 1,120,000 People (y/e): 503 1994 Ryanair takes delivery of its first Boeing 737 in January and launches two new routes from Dublin to Manchester and Glasgow Prestwick in April. A total of 8 x 737s are delivered during the year and replace the old BAC 1-11s, the last of which are retired from the fleet at the year end. In October we start new services from Dublin to London Gatwick replacing Aer Lingus who have pulled off the route. Passengers: 1,666,000 People (y/e): 523 1995 Ryanair overtakes Aer Lingus and British Airways to become the largest passenger airline on the Dublin-London route (the biggest international scheduled route in Europe).

Ryanair also becomes the largest Irish airline on every route we operate to/from Dublin. It proves that Ryanair's low fares, high frequency formula continues to win acceptance in every market we operate between Ireland and the UK. In September Ryanair becomes the first low fares airline to operate a domestic route in the UK with low fare flights from London Stansted to Glasgow Prestwick. Ryanair celebrates its 10th birthday with a big party in Lansdowne Rugby Club, but few people remember it!!! We buy 4 more Boeing 737s from Transavia bringing the fleet to 11 aircraft in 1995, and traffic for the year exceeds 2m. for the first time. Passengers: 2,260,00 People (y/e): 523 1996 Ryanair's growth continues with new routes to Leeds Bradford, Cardiff and Bournemouth in April. Ryanair is voted Best Value Airline. In November we reach agreement to buy 8 more Boeing 737-200s, which were previously operated by Lufthansa.

We take delivery of the first of these in December, bringing the year end fleet to 12 x Boeing 737s. The European Union finally completes the "Open Skies" deregulation of the scheduled airline business thereby enabling airlines to compete freely throughout Europe. Passengers: 2,950,000 People (y/e): 605 1997 Ryanair launches its first four European routes with services from London Stansted to Stockholm Skavsta and Oslo Torp, and with low fare flights from Dublin to Paris Beauvais and Brussels Charleroi. We buy 2 more B737s (from TAP and GECAS) to bring the fleet to 21 aircraft. On 29th May 1997 Ryanair becomes a public company for the first time with a successful flotation on the Dublin and NASDAQ (New York) Stock Exchanges. The shares are more than 20 times over subscribed and the share price surges from a flotation price of €11 to close at €25.5 on their first day of trading.

All of Ryanair's employees receive shares as part of the flotation process and at the close of the first days trading, Ryanair's employees are sitting on over €100m. worth of shares. In October we launch our third airport base at Glasgow Prestwick with daily flights to Dublin, London, Paris and Frankfurt. In December the UK Civil Aviation Authority publishes punctuality statistics for the Dublin-London route which confirms that Ryanair is the most on-time airline on the route for 1997. Passengers: 3,730,000 61.0% 1998 Ryanair continues to open up new routes in Europe. The 1998 summer schedule sees six new destinations added in Malmo (Sweden), St Etienne and Carcassonne (France) and Venice, Pisa and Rimini in Italy. In order to accommodate our continuing rapid growth, on 9th March 1998 Ryanair places an order for 45 (25 firm and 20 options) brand new Boeing 737-800 series aircraft with a value of over $2bn.

In July, we issue new shares to raise over £110m to help pay for these aircraft. Ryanair is voted 'Airline of the Year' by the Irish Air Transport Users Committee, and is voted the 'Best Managed National Airline' in the world by the prestigious International Aviation Week magazine. Passengers: 4,629,000 People (y/e): 892 1999 On 20th March Ryanair accepts delivery of its first new Boeing 737-800 series aircraft. Five in total are delivered during the year. The aircraft begins operations from our main base at London Stansted, and its impact allows Ryanair to operate with significantly lower seat costs and to offer much lower airfares, but with better reliability and a fantastic new customer product. New European routes are launched to Frankfurt, Biarritz, Ostend, Ancona, Genoa, Turin, Derry and Aarhus in Denmark. Ryanair is awarded "Best Value Airline" by the UK "Which" Consumer Magazine. Duty free sales on internal EU flights and travel are brought to an end.

We respond by introducing a lowest ever return fare of £19.99 on the Dublin-London route. Passengers: 5,358,000 People (y/e): 1,094 2000 In January, Ryanair launches Europe's largest booking website - Within three months the site is taking over 50,000 bookings a week, and becomes the only source of the lowest airfares in Europe. In addition, ryanair.com allows passengers to avail of the lowest cost car hire, hotel accommodation, travel insurance and rail services. Ryanair adds 8 more B737-800s (13 in total) and launches its first new base since 1991 by basing three new aircraft at Glasgow Prestwick, providing Scottish consumers for the first time with direct low fare flights to Europe (Paris and Frankfurt), in addition to low fares flights to Dublin and London. One of our cabin crew, Brian Dowling, wins the Big Brother reality TV show. Ryanair becomes the first airline to sponsor the Skynews Weather reports, which beams Ryanair into millions of homes and thousands of hotel rooms all over Europe.

Passengers: 7,002,000 People (y/e): 1,262 2001 Ryanair selects its first Continental European base at Brussels Charleroi Airport with 5 more B737-800s (18 in total) being delivered. All of our competitors, including Sabena and Brussels Zavantem Airport, predict that nobody will use Brussels Charleroi, and that Ryanair's low fares will never work in Brussels. We start with daily flights from Brussels to Dublin, London, Glasgow, Shannon, Venice, Paris and Carcassone. We commence our first day flights with our famous "Mannikin Pis" advert which drives Sabena crazy and convinces Belgium that Ryanair's low fares and Brussels Charleroi are here to stay. In August we carried more than 1m passengers in one month for the first time. This is more traffic in one month than we carried in all of 1993! In September, the terrorist attacks on 9/11 mark a downturn in our traffic and cause enormous increases in oil prices.

Passengers: 9, 355,000 People (y/e): 1,467 2002 We select Frankfurt Hahn as our second Continental European base and launch in April with 10 routes to Ireland, UK, Norway, France and Italy. These first low fare flights to Germany bring an end to the high fare monopoly of Lufthansa. Ryanair successfully overturns Lufthansa's repeated attempts to block low fare competition from Ryanair in Frankfurt Hahn in the Germany Courts. German consumers flock in their millions to avail of the lowest air fares to and from Frankfurt. To accommodate this growth, Ryanair announces the largest ever aircraft order by an Irish airline by increasing our aircraft order with Boeing from 45 to 125 firm aircraft, with a further 125 options. The value of this order exceeds €6bn. and signals Ryanair's ambition to continue to be the largest low fares airline in Europe as well as the lowest fare airline in Europe. Ryanair becomes No.1 in Europe of customer service beating all other European airlines for punctuality, fewer cancellations and least lost bags.

Passengers: 15,736,936 People (y/e): 1,547 2003 Rapid expansion of Ryanair right across Europe continues. We acquire Buzz, the Stansted based loss making airline from KLM in April, we close it for a month and then re-launch on 13 former Buzz routes in May at half the fares previously charged by Buzz. This acquisition gives Ryanair immediate access to 11 new French regional airports as well as making Ryanair by far and away the largest airline operating at London Stansted Airport. We also open up two new Continental European bases with the launch of low fare flights from Milan Bergamo in February and from Stockholm Skavsta in April. In total this year we launch 73 new routes, we take delivery of 14 more B737-800s (42 in total) and retire the first 7 of our 21 older B737-200s at the end of the year. We carry over 2m. passengers in one month (July) for the first time.

Passengers: 23,132,936 People (y/e): 1,746 2004 Ryanair is named the most popular airline on the web for 2003 by Google, as continues to be the most searched travel website in Europe. We add 24 new B737-800 aircraft (60 in total) and retire another 5 of the older 737-200s. We launch two new bases in Rome Ciampino and Barcelona Girona as well as adding further aircraft to the existing bases at Stockholm Skavsta, Frankfurt Hahn and Milan Bergamo. Ryanair.com now accounts for over 98% of all Ryanair bookings. Passengers: 27,593,923 People (y/e): 2,288 2005 We launch 5 new bases, at Liverpool John Lennon Airport, Shannon in the West of Ireland, Pisa, Nottingham East Midlands and Cork, giving us a total of 15 bases throughout Europe in 2005.

We retire the remaining 737-200 aircraft and replace them with brand new Boeing 737-800s. We now have the youngest fleet in the world with an average aircraft age of just two years. Our punctuality is also second to none, and we celebrate beating Easyjet for punctuality every week for three years solid. We carry more passengers in August than British Airways on their entire worldwide network, making us "The World's Favourite Airline." We also reiterate our "no fuel surcharge guarantee" as airlines such as British Airways, Air France and Lufthansa continue to supplement their already high fares with fuel surcharges. To celebrate our 20 th birthday, we offer 100,000 seats at 99p, 100 times less than our 1985 fare!. Passengers: 34,768,813 People (y/e): 2700 2006 We carry a record 42.5 million passengers in the year.

In March we accept delivery of our 100th Boeing 737-800 and launch our Web check-in service, giving passengers the opportunity to check-in online across our entire route network. Over the summer, Ryanair becomes the world's first airline to carry more than 4 million international passengers in one month. We also become the first airline to announce plans for onboard mobile phone use across our entire fleet and we announce a new base in Bremen. In October Ryanair gaming and bingo is launched and we make an all cash offer for the small regional airline, Aer Lingus while November sees the opening of new bases in Madrid in Marseille. While other airlines maintain their fuel surcharges, Ryanair remains the only airline to guarantee "no fuel surcharges ever" prompting even more passengers to flock to our lowest fares and best customer service on 436 low fare routes across 24 countries.

Ryanair Passenger Growth in Millions Passengers: 42,509,112 People (y/e): 3,991 2007 Traffic grows by 20% to 51m passengers , we take delivery of 30 new aircraft to operate a fleet of 163 Boeing 737-800 Next Generation aircraft. We open 201 new routes and 3 new UK bases: Bournemouth, Birmingham and Belfast. This year Ryanair creates 1400 new jobs with 23% of our staff being promoted as our continuing growth creates new opportunities for career development. Our people deliver industry leading productivity with Ryanair carrying almost 10,000 passengers per employee, which is ten times better than our principal competitors. In December we la se €7s5,000 for children's charity 'Angels Quest' in Ireland. Passengers: 50,931,723 People (y/e): 5,262 2008 Our traffic grew by 15% to 59m passengers.

During this year we take delivery of 18 new aircraft bringing our entire fleet to 181 Boeing 737-800 NG aircraft. We open 223 new routes and 4 new bases (Alghero, Bologna, Cagliari and Edinburgh). We welcome the UK Competition Commission's findings that the BAA airport monopoly in the UK is affecting competition adversely. We achieve a milestone victory when the European Court of First Instance dismissed the EU Commissions 2004 Charleroi decision and ruled that Ryanair's 2001 base agreement in Charleroi complied with state aid rules and did not comprise of either state aid or subsidy. This is a historic victory for Ryanair, for consumers and for hundreds of Europe's regional airports who are now free to grow and develop their traffic. The average employment numbers in Ryanair rise by 21% to 6,369. Within that number 1,526 people are promoted. We launch our second Cabin Crew Charity Calendar (2009) with the €100,000 going to the homeless charity 'The Dublin Simon Community'.

Passengers: 58,565,663 People (y/e): 6,369 2009 Our traffic grew by 14% to 66.5m passengers as our average fare was reduced to just €35. We took delivery of a further 51 new aircraft as our fleet rose to 232 Boeing 737-800. We opened 8 new bases in Bari, Brindisi, Faro, Leeds Bradford, Oslo Rygge, Pescara, Porto and Trapani as we grew to 41 bases and over 940 routes. Our profits rose 200% to over €318m while traffic growth continues during a global recession which saw many of our competitors announce losses or cutbacks, and even more go bankrupt. Finally we launched our very popular Cabin Crew Charity Calendar (2010) wich raises over €100,000 which was donated to the 'When You Wish Upon a Star' Charity in the UK.

Passengers: 66,503,999 People (y/e): 7,245 2010 Our traffic grew by 8% to 72.1m passengers with our average fare at just €39 and no fuel surcharges, despite a sharp increase in fuel costs. We took delivery of a further 40 new aircraft as our fleet rose to 272 Boeing 737-800. We opened 8 new bases in Barcelona El Prat, Gran Canaria, Kaunas, Lanzarote, Malta, Seville, Tenerife and Valencia as we grew to 44 bases and over 1,300 routes. Our profits rose 26% to over €401m despite higher oil prices, the global recession, and volcanic ash disruptions in the spring. Finally we launched our World famous Cabin Crew Charity Calendar (2011) which raised over €100,000 for the German charity 'Tafel'.

Passengers: 72,062,659 People (y/e): 8,070 2011 Our traffic grew by 5% to 75.8m passengers with our average fare of just €45 and no fuel surcharges, despite a sharp increase in fuel costs. We took delivery of a further 25 new aircraft as our fleet rose to 294 Boeing 737-800s. We opened 6 new bases at Baden, Billund, Budapest, Paphos, Palma De Mallorca and Wroclaw, as we grew to 50 bases and over 1,500 routes. Our profits rose 25% to a record €503m despite higher oil prices and the global recession and we announced a planned €483m special dividend to shareholders. Once again, we launched our World famous Cabin Crew Charity Calendar (2012) which this time raised over €100,000 for the Irish charity DEBRA Ireland.

Passengers: 75,814,551 People (y/e): 8,438 2012 Our traffic grew by 5% to 79.3m passengers with our average fare of just €48 and no fuel surcharges, despite another steep increase in fuel costs. We took delivery of a further 15 new aircraft to bring our fleet to 305 Boeing 737-800s and placed firm orders with Boeing for 175 new aircraft. We opened 7 new bases at Chania, Eindhoven, Fez, Krakow, Maastricht, Marrakech and Zadar, as we grew to 57 bases and over 1,600 routes. Our profits rose 13% to a record €569m despite higher oil prices and the €100,000 proceeds from our world famous Cabin Crew Charity Calendar (2013) went to the TVN Foundation in Poland.

Passengers: 79,325,820 People (y/e): 9,137 2013 Our traffic grew by 3% to 81.7m customers with our average fare of just €46 and no fuel surcharges, despite another steep increase in fuel costs. We placed firm orders with Boeing for 175 new aircraft. We opened 4 new bases at Athens, Brussels, Lisbon and Rome and announced 3 new bases for winter 2014 in Cologne, Gdansk, and Warsaw, as we grew to 68 bases and over 1,600 routes. We announced full year net profit of €523m, slightly ahead of previous guidance, and the €100,000 proceeds from our world famous Cabin Crew Charity Calendar (2014) went to the Teenage Cancer Trust (UK). Passengers: 81,668,285 People (y/e): 9,500 2014 Our traffic grew by 11% to 90.6m customers with our average fare of just €47 and no fuel surcharges.

We relentlessly improved our lowest fare/lowest cost model, expanded into primary airports and added business schedules and launched our “Always Getting Better” programme. We placed firm orders for 183 B737-800S and 200 B737 Max 200s (including 100 options). We opened new bases in Bratislava, Cologne, Gdansk, Glasgow and Warsaw. We returned to GDS distribution with Travelport, Amadeus and Sabre and announced full year net profit of €867m, an increase of 66% on the previous year. Passengers: 90,555,521 A brief history of Ryanair A brief history of Ryanair Published: Last Edited: 23rd March, 2015 This essay has been submitted by a student. This is not an example of the work written by our professional essay writers. A brief history of Ryanair is set out to provide a background of submissions.

Ryanair is Europe's largest low-fare airline and based in Ireland.Â This is a public listed company who are trade on Dublin, London and New York (NASDAQ) Stock Exchange stocks.Â It is committed to low cost airfares and introducing competition to the European flag airlines and air transport market growing alliance.Â It has the ability to provide passengers with the industry's lowest fare is dependent to a large extent, the low cost and high efficiency of the airport.(RYANAIR LIMITED 2007) Ryanair, started operations in 1985, launched 15 flights a day between turbine support and London Gatwick Airport Waterford.Â The beginning of the company's commitment to providing low-fare air travel to the Irish public contrast, oligopoly pricing is provided in time for Aer Lingus and British Airways.Â Ryanair was the first European airline set up a special low fares and competition within the European short-haul routes.Â In the companies of first year, its 57 employees carried just over 5,000 passengers in this original route.

In 1986, Ryanair routes into Dublin-London, which was jointly owned by the two countries, the airlines, which Aer Lingus and British Airways. In Dublin, London route has been stalled about 1 million passengers each year from 1975 to 1985, when some of the features the highest air fare per kilometer in Europe. Before Ryanair to join this route, the normal flight between Dublin and London in 1985 was £ 209 return. Ryanair began service on May 23, 1986, to introduce the launch of the fare £ 94.99 return. In its second full year of operation, Ryanair has just 120 employees to carried more than 82,000 passengers on two routes. In the next three years (1987-1989), the rapid expansion of Ryanair routes opening up many new Irish and British, and to improve its fleet. However, while customers continue to flock to Ryanair's low fares, the cost does not control, and the company's accumulated losses.

By 1990, the company employs 350 people, operating 14 aircraft (4 different types), was carrying 600 000 passengers, but had managed to loss of £20 million in just 4 years. These losses are mainly due to over expansion and the inability to strictly control costs, the deregulation of the market, and these new cost control is essential to the ability to provide low-cost services of the profits. 1994 also saw the acquisition of Ryanair's first Boeing 737 aircraft used orders for six second-hand 737-200 series aircraft (130 seats) was purchased directly from Boeing. In the next three years to buy fifteen 737-200 aircraft were to make the fleet to twenty-one 737-200's. In line with the expansion of the fleet, more new routes form Ryanair is to open up the Irish by the British, increase frequencies, providing a total of all the routes, an the ticket prices were reduced even further.

As a result in 1995, the airline's 10th anniversary, Ryanair has become the largest airline in Dublin-London routes, and they operate in each line on which it operated (in terms of traffic routes), total 2.25 million passengers per year and labor Now more than 600 people. After 1997, the EU air transport deregulation, the airlines was free for the first time open up new routes to continental Europe. Service was launched in Stockholm from London Stansted and Oslo efficient secondary airports, as well as in Paris and Brussels from Dublin and efficient secondary airports. Similarly, Ryanair to enter these markets fare over 80%, respectively, lower than the most expensive week, and then by the flag carrier airline fares. Positive response and a large number of passengers low fares in these arrived in the European market for the first time. Ryanair was the first low-fare airlines to provide scheduled flights from Britain to Continental Europe and vice versa. 1997 also saw the Ryanair Holdings plc float in Dublin and New York (NASDAQ) stock exchange.

At that time, the airline is the capital of IR£300 million in the infrared market value and more than 3 million visitors each year to bring its network of 18 routes. Despite this success, Ryanair remains committed to lowering fares, increase service frequency, and to maximize the low-fare seats to the number of business and leisure travelers. Ryanair was a direct competition with a lot of Europe's largest airlines, including British Airways, Scandinavian Airlines, Alitalia, Lufthansa, Sabena, Air France, Aer Lingus, but offer low fares unparalleled of The package, on-time flights, high frequency, and friendly in-flight service, Ryanair is continuing to be successful, winning increasing public and customer support. In 1999, Ryanair announced an up to 45 new Boeing 737-800 series aircraft for the two billion U.S. dollars next major investment plans. This is the latest and most modern Boeing aircraft. The first five aircraft to be delivered to Ryanair in 1999, and five more scheduled for delivery each year thereafter. Ryanair is the lowest in Europe and is to provide the latest and most modern air fares on Europe.

Ryanair announced in 1999, another record performance, operating 35 routes to 11 countries, the carrying almost of the nearly 600 million passengers. Ryanair's customers to enjoy high-fare competition is the flag carrier airlines from Europe collected 300 million pounds worth of savings. At that time the company employs were more than 1,200 people. Ryanair launched in early 2000, Europe's biggest travel website at which launched within 3 months has taken over 50,000 bookings per week, by offering low airfares which start from as little as £ 1 return taxes on Glasgow London plus tax and £9 return plus taxes on Dublin-London route.In February 2000, Ryanair announced 10 new European routes for the summer of 2000, the service from London (Stansted) to Malmo in Sweden; Hamburg (Lübeck) in Germany; Verona (Brescia), Sardinia (Alghero), and Lamezia in Italy; Provence (Nimes), and Perpignan in France, and Shannon in Ireland.

The airline has also introduced two new low fare services from Frankfurt (Hahn) Shannon in Ireland last summer, and to Glasgow (Prestwick) in Scotland. So far in 2001, Ryanair has launched seven new routes in the UK and to increase the capacity on number of existing lines. In February of this year, Ryanair announced that its first mainland Charleroi in Brussels, the European base would initially be open from its seven destinations in the provision of services. Ryanair will build the airport in Ireland, the base has been the basis of the cost of more competitive and cost-oriented regulation of airport / facility. This year, Ryanair will offer 36 Boeing 737 aircraft fleet and will be about 9 million passengers. Unfortunately, only about 18% will come from the traffic in Ireland as in the regulation of the airport's competitive cost and inefficient infrastructure. It have be clear from the background that Ryanair's rapid growth of routes and traffic will continue to focus on low-cost, high efficiency of the airport, in order to minimize costs and ensure that the airport's rapid turnaround time and maximum efficiency of the aircraft.

This is a major factor in Ryanair's ability to guarantee the lowest fares in Europe.( RYANAIR LIMITED 2007) 2.Environmental and European airline industry analysis 2.1 External analysis -Â PESTLE PESTLE analysis is a short form for political, economic, social, technological, environmental and legal (Channon, 1997). PESTLE analysis hasÂ provided a comprehensive detailed list, possibly affects successful or the defeat, especially strategyÂ (Johnson and Scholes, 2007). Political Some countries grant preferential treatment to companies from their own country. From the case study also pointed out that 'the French government attempted to protect Air France-KLM by forcing easyJet and Ryanair to move the staff they employ on French soil from British contracts to more expensive French ones' Economic Fuel prices, because they increase the problems caused a major airline industry, if they do not hedge they had to cut corners to save costs in other areas. All the airlines are working to reduce costs and increase their profit margin, they reduce the cost of the effort will have a negative affect on the pilots and staff because as they may have low wages of lack benefits that would otherwise have been there.

There are problems, the market increasingly competitive, as in emerging and developing countries have more people hope that have more airlines, so in order to adapt to this, by reducing industry profits. With the current economic crisis may be the demand for flights in the fall, because we are in recession, layoffs and people therefore have less disposable income means that they cannot leave. This may be a favorable low-cost aviation industry for people who can still afford the holiday will be looking for cheaper alternatives. Social-cultural Passengers are now not only need the cheapest fares, they also need a comfortable chair, safety and never lose their luggage, and the best facilities and etc. Technological Technology has improved, which means that the industry is changing, becoming more environmentally friendly and efficient. More effective infrastructure of airports are means that many airports of the airlines can charge more fall from the sky. Environmental There are new laws that say that the airline industry has to be more environmentally friendly therefore the manufacturers, designers and airline companies have to combat this together in order to decrease carbon emissions and make the industry less harmful to the environment in order to comply with EU regulations. Legal The whole industry is very strict control laws, but also because they have to constantly adapt to new changes in law, i.e.

not allowing the liquid on board. These contracts to the industry has their pilots did not seem to benefit the workers as it contributes to the company soon which may change soon and the company will have to adapt to this. 2.2 Internal analysis - five forces frameworkÂ Porter's five forces is an important tool for analyzing the organizational structure of the process of strategic industries. It is used to understand the strategic business opportunities and threats should be consistent with the organization of the external environment (Dagmar Recklies, 2001). Threat of entry â€¢ Some barriers to entry: â€¢ High capital investment â€¢ limited availability of slots to make them more difficult to find the suitable airport. â€¢ instant price wars if erode the existing LCC route. â€¢ Need low-cost basis â€¢ Flight Authorizations In Europe, low-cost carriers were increase in 2006. Although expressed in the European airline industry is a large number of entrants and competitors, but as many as 50 have gone bankrupt, been taken over, missing or had never left the ground. Therefore, the threat of entry Ryanair face is media.

Threat of substitutes â€¢ Customer are No brand loyalty â€¢ No close customer relationships â€¢ No switching costs to customers â€¢ Other modes of transport, such as Eurostar, high-speed trains, Eurolines, ships, cars, etc. Passengers will choose the train, because do not want to face the inconvenience and cost of checking baggage, spend more extra time in airport security line. The train is the only alternative of airline to the threat of an alternative airline of Ryanair is low. Bargaining Power of Customers â€¢ Customers are Price-sensitive â€¢ Switch to another airline is relatively simple and does not involve high costs (internet, all airlines are online) â€¢ Customer understand about the cost of providing services â€¢ No loyalty Although the customer's complaints, they feel disturbed about Ryanair has been trying to sell them something of the aircraft. Although some passengers, they need comfortable seating, security will never lose their luggage, the best such facilities and Ryanair has been graded as the world's most disliked airline in the survey of Ryanair, but they do not want to change and continue to focus on cutting costs, to provide low fares. Therefore, the buyer bargaining power is low.

Power of supplier â€¢Boeing is a major supplier of RA â€¢ Only two potential suppliers of aircraft - Boeing and Airbus â€¢ Switching costs from one supplier to another is high, because all the mechanics and pilots must be retrained. â€¢ Aviation fuel prices is directly related to the cost of oil (Ryanair control these through the hedge). â€¢ Regional airports have little bargaining power because they rely heavily on an airline â€¢ A larger airport, where Ryanair's competitors operate with greater bargaining power The actual purchases of aircraft, fuel supply, are the two major suppliers of the aviation industry. The supplier cannot control the fuel prices, although Ryanair is so sensitive and cannot affect the fuel suppler to Ryanair. On the actual purchase of the aircraft, Ryanair has a very healthy relationship with the main supplier of the aircraft, the Boeing Company (Brophy and ST. George, 2003).

Suppliers cannot bring great results to Ryanair Competitive Rivalry â€¢ Intense competition in the LCC market â€¢ Most of the cost advantage can be copied immediately â€¢ The current low level of competition as the two major low-cost airlines to avoid a direct face to face competition by choose different routes to service â€¢ However, if a company does decide to compete on the same basis, as Ryanair has a heavy pressure on prices, profit margins and thus profits â€¢ there is not much difference between the services. The main difference is the price factor In the highly competitive aviation industry competition is high. Although Ryanair is a pioneer who performed low-cost airlines, but competitors has also the implementation of low-fare. Beside, they also copied a number of Ryan strategic. For example, Aer Lingus and FlyBE airlines have also introduced charges for hold luggage after Ryanair perform it. 2.3 Scenario analysis If the employee be successful, unions can represent the experience of Ryan, to increase wages. No. Increase of other staff New employees need in marketing, European Union regulations (such as safety regulations require additional crew on each flight.) Accounting, information technology Increase of Airport Charges Airport charges could increase in many Government owned airports.

It may be are 100% increase. Increase of Fuel Prices Fuel prices may rise by 1% per annum. There may be another war to increase the oil prices. The increase in average flight distance The new destination may result in the average flight distance increased by 10% for two years and 5% for three years, followed by 0% per annum Increase of Marketing Costs Such of the competition may increase in some routes may need to launch marketing campaign for Ryanair. Eastern Europe may not be a popular route is expected, and may require additional advertising. Low price does not mean low quality. This idea needs to communicate. Best Case: In this case, this situation will be re-considered the most optimistic assumption that all possible outcomes into account. Future energy prices will remain at today's prices, in the best situation. The euro is still better than the U.S. dollar against the U.S. dollar. Load factors will remain stable at a high level for many years benefited from the growing number of passengers to use the entire fleet. The marketing costs should support the continuous increase of passengers, and should cover the new routes.

Revenue should be increased in the plane's flight as a better offer / services to enable passengers to spend a few euro on average for each flight. 3.Ryanair's strengths and weaknesses.- SWOT analysis Strengths: â€¢ Brand Name: Ryanair, through its 14-year in LCC market has developed a very good recognized brand name. â€¢ Benefit from the low airport charges: These low-cost assistance benefits based on Ryanair. â€¢ The first advantage of the regional airports (such as Charleroi): As a market entry barriers â€¢ Internet sites (94% reservation) : reducing distribution costs as through the phone booking is more expensive. Eliminates the need of travel agents. â€¢ High-density seat â€¢ All of the Boeing aircraft: a unified fleet saving on maintenance and training cost. â€¢ Fast turn around â€¢ High service performance: Punctual, flight speed the completion of the high rate and low loss of luggage, these give a good image of the company's reliability. â€¢ Modern fleet which resulting in lower maintenance costs: will become more uniform, with only one model (737-800), also a relatively new aircraft will require less maintenance.

â€¢ High aircraft utilization: Ryanair Airlines planes to fly longer to generate more income from its assets. â€¢ Fuel and other risk hedging. â€¢ Small headquarters: Low on overheads â€¢ Point to Point: No hub and spoke, lower cost because not passed the required services Weaknesses â€¢ Easy to Bad News: Ryanair was considered arrogant and the slightest incidents have been a lot of news stories. â€¢ Niche market: the possibility of limited expansion â€¢ Distance of some regional airports from the advertising objectives: After a period of customers may feel that this is a big inconvenience. â€¢ Poor quality of services: interpersonal skills. â€¢ Ryanair is extremely sensitive to changes in charges (increase in value of the fare) Opportunities â€¢ EU enlargement: will open many new destinations â€¢ Significant potential to capture market share: In the LCC market share will more than double â€¢ Benefit from less exposure to geopolitical risks: As the only real business in Europe â€¢ Ryanair economic slowdown actually helps to change the corporate culture, 'stealing' customers from traditional carriers as they seek lower fares.

Threats â€¢ Dependent on the oil market: fuel cost depends on the oil market. â€¢ Dependent on the economic cycle â€¢ Increase of Low fares competition â€¢ European Court of Justice ruling: It may make more difficulties and costs of future expansion. â€¢ Limited growth of the southern European market â€¢ Regional airports gain bargaining power for "second round" â€¢ Customers are very sensitive of price â€¢ Ryanair and Easy Jet limit each other's growth "rout wise", need to live peaceful coexistence, or is likely to become the battlefield of the line (such as: London- Rome) -â€¢ Face increase in air traffic control charges. As more planes fly in the sky. â€¢ Inability to prevent the introduction of fuel tax and environmental fees: this will reduce their growth potential because it depends on the price of the stimulus. 4.Evaluation of Ryanair's strategy Ryanair aims to establish itself as Europe's leading low-fare scheduled passenger airline through continued improvement and expansion of low-cost services to their products. Ryanair aims to offer low fares, thus increasing the passenger traffic.

A continued emphasis on cost control and operational efficiency is a very important part of the Ryanair way of doing things. Here are the key elements which make up Ryanair's strategy: Low fare: This is used to stimulate demand, their goal fare conscious leisure or business travelers who do not go, otherwise it will all or use other transport modes, such as car, coach or train. Ryanair to sell seats on the basis of one-way unlike most traditional carriers this change take effect in November 2001. Ryanair set fares based on demand for flights and with reference to the remainder of the scheduled departure date. 70% of the seats are the lowest fares in the sale of tickets can be assigned routes, once the full price of each seat.

Ryanair's Dublin to London (Stansted) is the most popular passenger route in terms of passenger volume; with fares from 19.99 to 169.99 (available in the lower special promotions).In September 2003, Ryanair launched a fare promotion offers a total of two million seats on certain routes for "free" (excluding government taxes and passenger service charges) for travel period from September 2003 to 17th December 2003. These movements are very useful to consolidate Ryanair's low fares image. (M. Michel Alle ,Ryanair Plc. 2004) Frequent point-to-point short-haul flight routes. Ryanair provides frequent point-to-point service in the short-haul routes, airports and major population centers in the surrounding areas and tourist destinations. An average of 1.1 hours flying time has been an average line length of 746 kilometers, in 2003. Ryanair flight an average of 1.94 round per day from each line.

Short-haul flights only option to allow Ryanair to provide frequent service, while eliminating the need to provide" frill" service customers, or they will no longer flights. Point-to-point flying (as opposed to the service center and spoke the traditional operators used) to avoid the cost of Ryanair's passengers to connect through service providers, including baggage transfers and transit passenger assistance costs. This is one of the key differences between Ryanair and traditional carriers. (M. Michel Alle, Ryanair Plc. 2004.) Commitment for safety and quality of maintenance. Ryanair's commitment to safety is the most important priority for the company and its management. This commitment begins with hiring and training of Ryanair's pilots, flight attendants and maintenance staff, and includes a policy to maintain its aircraft in accordance with the highest European airline industry standards. Ryanair has not been a single incident or significant damage to passengers or flight crew in the 19 years of operating history. Although Ryanair aims to operate its fleet in a cost-effective manner, management does not seek to extend Ryanair's low cost operating strategy of the region's security, maintenance, training and quality assurance.

Routine maintenance and repair of aircraft carried out in-house, and the present contract airframe maintenance, engine overhaul services and routing of the maintenance contractor, these contract will be under reviewed.(M. Michel Alle ,Ryanair Plc. 2004) Ancillary Services: Ryanair offers a range of ancillary, revenue-generating services, including on-board merchandise, beverage and food sales, accommodation booking service, advertising, travel insurance, car rental and rail and bus tickets. Ryanair distribution of car rental, accommodation and travel insurance through its Web site and traditional telephone reservation offices. Management believes that providing these services through the Internet to allow Ryanair to increase sales, while at the same time, reduce cost per unit basis. Ancillary revenues, not including charter flights, increased by 68.1% (2002: 44%) and now accounts for 11.7% of total revenues compared to 9.4% in 2002. Customer service. Ryanair's strategy is to provide the best customer service performance of its peers group.

According to reports by the Association of European Airlines and the airline announced its own statistics, Ryanair has made good on time, luggage lost less and less to cancel all of the rest group than their European counterparts. Ryanair realized that the strong focus on the implementation of these services and the operation of non-congested airports. 5.Recommendation To have the largest amount of routes, the lowest fare airline in Europe without any compromise Ryanair's business model, beyond all the other operators in all aspects, including quality of service. I think Ryanair is also eager to adhere to high growth. I think Ryanair's strategy has become a key factor in its great success. Therefore, in the end I applied all of these designed of recommendations to improve their business. The Recommendation of Ryanair are as following: Continue to look for ways to reduce costs Although Ryanair has the lowest cost base of any competitor, I believe Ryanair can continue to reduce its cost base, because it although at a lower pace of growth. Increase the frequency of existing routes European low-cost airline (LCC) market is not exhausted. Ryanair currently has a average 3.88 fights per capita daily of flight routes.

This figure compared with Easyjet airlines and traditional carriers, is very low. This means that, Ryanair is the loss of business passengers who need a more flexible schedule. Ryanair added that if the frequency of some of their routes, they can effectively steal some passengers from the traditional carriers in order to increase market share. The development of smaller bases in the Continental Operating Bases With the low cost market saturation from London, Ryanair must to look at their other business base to expand their network. Dublin, Brussels, Hahn, etc ... can be developed. Although there is not the same demand, outside London there is sufficient demand to make considerable profits Open up new routes in Europe There are many possible routes are still not served by low-cost airlines. To make a viable way there must to at least 32,000 people each year. Research is needed to find out a feasible route before the competition.

And the opening route to un-served destination, Ryanair can also open routes where the competition is more expensive traditional carriers to attract customers to the cheaper, no-frills choice Extended to the Central / Eastern Europe Eastern Europe is rapidly becoming a hotspot for tourist and business travelers continue to expand as the E.U., but Ryanair does not meet any of the more popular destinations. Other low-cost airlines has been established there, such as Sky Europe, but not all routes have been exhausted. There are still have many opportunities in this field. To actively seek market share from the Charter Market The Charter is a huge market of represents 25% of the total traffic in Europe. Ryanair must be aggressive in this market by vigorously promote DIY holidays, rather than group tours. With the increasing popularity of the Internet and the popularity of lower travel agents, which is the market cannot be ignored. Ryanair should be provided to small package destination and aim to strengthen the side of the business. Customer Service Overhaul Ryanair has a remarkable performance as' tangible' customer service (punctuality, time to complete the flight, etc.) views, but in the 'softer' side of the customer service is not always good and have a lot of bad news.

With this in mind Ryanair Airlines, while maintaining its strict rules and regulations, must to be adjusted on this area. Boeing Frontiers Online MICHAEL O'LEARY, chief executive officer, Ryanair Michael O'Leary is the outspoken chief executive officer of Ryanair, the Irish low-fare airline that used the Southwest Airlines low-cost business model to become the most profitable airline in Europe. Ryanair ordered 125 737s in the past year and took options for 125 more. O'Leary answered these questions for Boeing Frontiers. Q. Ryanair's entire fleet is made up of 737s. Why did you choose them? A. Our new Boeing 737s have improved our customer appeal, our reliability, our safety, and our technical airworthiness. And they have transformed our image and made us the fastest-growing airline in Europe. Q. You've talked recently about being partners with Boeing. How would you characterize that partnership? A. We have much to learn from a company with the heritage and knowledge that Boeing has, and I think we bring energy and a passion for low-fare air travel in Europe.

I see us developing our partnership so that Ryanair becomes the biggest airline in Europe over the next 10 years. The 737 is one of the cornerstones for Southwest, the biggest and best low-fare airline in the world. The other cornerstone is a long and deep partnership with Boeing. Ryanair intends to do the same. We just ordered another 22 737s, and we will be ordering more. We are and will always be a Boeing customer. You see, Airbus believes Europe is Airbus country. Ryanair believes Europe is Boeing country. Ryanair is going to be working with Boeing on a special mission kicking the a** of Airbus customers and Airbus all over Europe. Q. Did your European low-fare rival easy- Jet make a mistake in ordering Airbus, splitting its fleet and breaking with the Southwest low-fare model? A. I think easyJet made two mistakes: They bought the wrong aircraftAirbus instead of Boeing. And they bought the A319. They didn't buy a bigger aircraft something like the 737-800. Q. What do you think about all these European airlines that are trying to start low-cost operations? A.

There is only one low-cost airline in Europe and that's called Ryanair. There are a lot of other carriers trying to get into the market after the event. If you take some of the German airlinestheir average fare is three to four times higher than Ryanair's. They only look like low-cost carriers compared to Lufthansa or Air France. But, imitation is the best form of flattery. Q. What do you think it takes to succeed as a low-fare in the European market? A. You've got to have the lowest cost of operation and the lowest fares. You'll only get there by being passionate about offering low fares. Too many airlines succeed for a short period of time, then lose it because they start raising fares. And they expect customers to pay for higher costs. Q. What do you have to say about Airbus claims that the slightly wider fuselage of the Airbus A320 family is an advantage? A. I've heard a lot of horse**** about a wider fuselage. I've yet in 15 years in this industry to meet one passenger who booked his ticket based on that. The seats have been wide enough and the aisles have been wide enough for passengers. Q.

Three of the low-cost airlines that are doing so wellSouthwest, WestJet and Ryanairall have pretty dynamic people at the top. What is your role in making Ryanair succeed? A. My role in making Ryanair succeed is to interfere as little as possible, try to stay out of other people's way and then claim the credit for all the success when it comes along. Q. What do you think Ryanair will look like in 10 years? A. About three times the size it is today, with about four times the number of 737s in the fleet. We expect to grow from 15 million passengers today to 30 million in the next five years, then another 40 to 45 million in the following five years.

Question: Which make and model of aeroplane makes up Ryanair’s entire fleet?
Answer: Boeing 737-800