Easyjet和Ryanair的竞争战略.ppt
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Easyjet和Ryanair的竞争战略.ppt
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EasyjetandRyanairsCompetingStrategies,1.LowCostStrategy,Page2,Page3,EasyjetsCompetingStrategy-Lowcost,Nofrills,EasyJetkeepscostslowbyeliminatingtheunnecessarycostsandfrillswhichcharacterisetraditionalairlines.Thisisdoneinanumberofways:
On-linebookingtoreducedistributioncostsMaximisetheutilisationofairportandaircraftTicketlesstravelNofreelunchEfficientuseofairportsPaperlessoperations,成本领先战略:
为行业内的低成本生产者,强调生产规模,提供标准产品。
Page4,RyanairsCompetingStrategy-Lowcostandlowfares,直线化管理模式奥利里先生在接受华尔街日报采访时说:
“我们极力保持直线化的管理结构。
当我们的规模壮大时,我们只增加飞机、驾驶员、乘务员和工程师。
我们不需要那些官僚机构和管理阶层。
精减人员一般的瑞安飞机上只有两位“空姐”,而其他航空公司的飞机上一般有五位“空姐”。
快速的飞机周转率瑞安能在25分钟内完成一架飞机的卸载、清洁、备货及复载等工作这可能是行业内最快的速度了。
这就意味着瑞安能在6小时内完成8次飞行,而其他的竞争对手仅能完成6次。
“9.11”之后,安检手续令周转时间稍有延长,但是瑞安依然是整个航空业中周转速度最快的。
没有额外费用瑞安的管理层,包括CEO在内,轮流管理地勤和行李搬运工作。
瑞安公司要求乘客们自己把杂志和三明治包装纸都带走。
廉价、次级机场如同西南航空一样,瑞安航空与二流机场谈判,达成价格异常低廉、期限很长的协议。
公司CEO奥利里先生反复强调:
航空公司要维持低票价运作的唯一方法就是要不断地削减成本。
为此,他们采取了一下手段:
Ryanair公司2006-2009财年的客运量(百万人次)和载运率,Page5,Ryanair公司2006-2009财年的运营利润率,Page6,Page7,瑞安公司顾客年增长图,Page8,TheReasonstoChooseLowCostStrategy,1.Widelygeographiccustomerdistribution.2.Thecheaperthepriceis,themorepeoplewillchooseyourservice.3.PriceawarenessofcustomersConsumersarepresentedwithmorethanoneoption.Sincethereisnotmuchdifferentiationinairtravelconsumersswitcheasilyfromoneairlinetotheothermostofthetimestriggeredbypricedifferences,whichisanadvantageforthelow-costairlinescomparedtothetraditionalones.,Page9,TheRiskofLowCostStrategy,First,lowpriceandnofrillsmeanslowprofits.,Therearemainlythreethreatswhichmaycauselosingprofitsinthefuturedevelopmentinairplaneindustry.,Thetwocompaniestargetcustomershaveacommontraitiswillingtotravelfromthelesscommercialairport,resultingfromtheyarenotwillingtospendmuchmoneyontravel.Thatswhymaincompetitorsarenotinterestedinthissegmentintheindustry.Concentratingonthesegmentwhichmakinglowprofitscanbeathreatinthebusinessdevelopment.,Second,latentthreatofcompetitorsandnewentries.,Thelowpriceandnofrillsstrategycanbeeasilycopiedbycompetitorsandnewentries.Oncethecompetitorsornewentriesentirelycopythisstrategy,theywilllosttheirmostadvantageandmaynotbeabletoremainitsleadingpositioninthemarket.,Third,piercepricecompetition.,Pricediscrepanciescanbeeasilyfoundandexploitedbytheconsumer,meaningthattheoperatormustkeeparegularcheckonprices.Thereisundoubtedlyapricewarinthemarket,butthelowpricecompetitionresultinlowprofits.Furthermore,suchlowpricecompetitionmayleadanorderlessmarketandcausemuchtroubleinthefuturecompetition,asaresult,nocompanycanmakeprofitsthroughtheirregulatedcompetition.,Page10,Recommendations,Payattentiontomakethepassengerskeepincreasingandkeepthecoststayinginalowlevel.Cooperatewithothereasybusinesses.Forinstance,easyCarcouldofferdealsontransporttoandparkingatairports.ThesekindsofthingnotonlyhelpeasyJet,butalsocouldincreaseothereasybusinessestreads.,Looktoincreasethenumberofroutesandcountriesthattheyflyto.Forprovidingconnectionswiththeirflights,theycouldbuildallianceswithtransatlanticoperators.,Easyjetmustkeepnoteofwhattheircompetitorsaredoing,andshouldalwayshaveenoughcapitalavailabletothemtoimplementradicalchanges.ThereareseveralwaysinwhicheasyJetcouldimprovetheirperformanceandprofitability.,2.DifferentiationStrategy,Page11,Page12,EasyjetsDifferentiationStrategy,EasyJetwantstodistinguishitselffromRyanairinitscareofcustomersandinsistsonahighlevelofservice.,SpeedyandflexibleoperationsEasyJetscriticalcapabilitieshavealsobeenahighlightinthedevelopmentoftheirspeedandflexibilityinitsoperations.Forexample,manyoftheairlinesoperationswereoutsourced,whichnotonlycutcostsbutalsoimprovedefficiency.ConsistentandreliableifaneasyJetflightisdivertedtoanotherairport,theairlinewillarrangetransport,probablybyroad,tothedestination.,Page13,RyanairsDifferentiationStrategy,截止到2009年3月31日的财政年报已经清楚表明公司的竞争优势:
运营收入增长了8.5%,为29.4亿欧元。
旅客运输量增长了15%,达到58.5百万人次;引进了18架新飞机;设立了6个新基地;开辟了223条新航线.公司的另一显著优势特别低的成本、高附属收入:
在附属收入方面,公司依然存在很大的增长空间,随着票价不断走低,公司已经决定将继续拓展附属收入的来源。
Page14,TheReasonsforDifferentiationStrategy,Enteryoursubtitlehere,Servicemattersascustomersareofferedmorechoice.Ifthepriceisthesame,thencustomerswillstarttodistinguishbetweenpartsoftheoffer.TheAirlinesalwaysstoodupfortheconsumerandneverdoneanythingtoharmthem.Thatisimportantforthelongterm.,TheRisksofDifferentiationStrategy,Page15,Easytobecopiedbycompetitors.Disidentificationofcustomers.,TheRecommendations,Page16,Asthenumberoflowcostcarriersisgrowingitcouldbebeneficialforcompaniestoadoptsomekindofloyaltyscheme,suchascreateamembercardorloyaltycardSegmentationstillhasspace.Theindustryhasbeenbeingprogressivelyliberalized,whichcreatesmanyopportunitiesandwiderdevelopmentalspace,3.CentralizationStrategy,Page17,Page18,Easyjet&RyanairsCentralizationStrategy,Easyjet&Ryanairbotharelowcostcompanies.Theirtargetcustomershaveacommontraitiswillingtotravelfromthelesscommercialairport,resultingfromtheyarenotwillingtospendmuchmoneyontravel.Thatswhymaincompetitorsarenotinterestedinthissegmentintheindustry.,Page19,TheReasons,SegmentationmarketislargeandstillhasspaceMoreandmorecustomersaresatisfiedwiththislowcostmodelandenjoytheirservices.Inadditional,asmoreroutesappearedineasyJetsserviceeveryyear,globaldevelopmentattractslargenumberofpopulation.Especiallyinnowadays,externalenvironment,theindustryhasbeenbeingprogressivelyliberalized,whichcreatesmanyopportunitiesandwiderdevelopmentalspacetoeasyJet.Infact,ithastakenawaymuchofbusinessandconsumersfrombigairlinecompaniesinEurope.,Page20,TheRisks,First,latentthreatofcompetitorsandnewentries.,Therearemainlytwothreatswhichmaycauselosingprofitsinthefuturedevelopmentinairplaneindustry.,Thetwocompaniestargetcustomershaveacommontraitiswillingtotravelfromthelesscommercialairport,resultingfromtheyarenotwillingtospendmuchmoneyontravel.Ifcustomersneedschange,concentratingonthesegmentwhichmakinglowprofitscanbeathreatinthebusinessdevelopment.,Second,customerspreferencechanges.,Thelowpriceandnofrillsstrategycanbeeasilycopiedbycompetitorsandnewentries.Oncethecompetitorsornewentriesentirelycopythisstrategy,theywilllosttheirmostadvantageandmaynotbeabletoremainitsleadingpositioninthemarket.,Page21,TheRecommendations,Increasethenumberofroutesandcountriesthattheyflyto.Forinstance,EasyJethas118routesattheendofSeptember2004thatmeanstheyhavelotsofroutesandcountriesneedtodevelop,therearemanynewchancesforeasyJetinnowadays.,Cooperatewithothereasybusinesses.Forinstance,easyCarcouldofferdealsontransporttoandparkingatairports.easyFinancecanofferzeropercentinterestloansforflights.ThesekindsofthingnotonlyhelpeasyJet,butalsocouldincreaseothereasybusinessestreads.,Payattentiontomakethepassengerssneedsandkeepthecoststayinginalowlevel.,Page22,SoftwareandToolsforMicrosoftPowerPoint.Thewebsitewithinnovativesolutions.Savetimeandmoneybyautomatingyourpresentations.,Withtheuseofthisfreetemplateyouacceptthefollowinguseandlicenseconditions.Notforcommercialuse.Thetemplatecanbeusedfreelybyprivatepersons.Thecommercialemploymentofthefreetemplatesisnotpermitted.Anyfurthertradewithcontentsaswellasmakingthediagram/template/animationsavailableinchangedorunchangedformfordownloadingonotherwebsitesormultiplying&thesellingondatamediaofanykindareforbidden.InnoeventshallPresentationPointbeliableforanyindirect,specialorconsequentialdamagesarisingoutoforinconnectionwiththeuseofthetemplate.Incaseofquestionsforcommercialusagepleasegetincontactwithus.E-Mail:
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