Assignment范文：The Macro Environment of Ryanair

Assignment范文-瑞安航空的宏观环境。本文是一篇由本站代写服务提供的assignment范文参考，主要内容是讲述瑞安航空案例分析的目的是评估宏观环境和行业分析，以及帮助瑞安航空在其运营环境中取得成功的内部因素。分析分为三个主要部分，重点关注内部和外部环境，并根据我们的建议结束分析。下面就一起来看一下这篇留学生assignment代写范文

The purpose of this analysis on the Ryanair case study is to evaluate the Macro environment and the industry analysis and the internal factors that will help Ryanair to succeed within the environment which they are operating. The analysis is divided into three major components, focusing on the internal and external environments and capping off the analysis by our recommendations.

瑞安航空案例分析的目的是评估宏观环境和行业分析，以及帮助瑞安航空在其运营环境中取得成功的内部因素。分析分为三个主要部分，重点关注内部和外部环境，并根据我们的建议结束分析。

For the analysis on the macro environment and industry analysis, I will be using important models such as the Pestel analysis which describes the external factors affecting the business in the future in the airline industry. Also models such as Porter’s five forces model will be used to explain the factors in the industry and the way in which firms compete and how it affects the profitability of the company. The concept of strategic groups will also be used to help explain Ryanair’s main competitors and how they influence their present strategy.

对于宏观环境的分析和行业分析，我将使用重要的模型，如Pestel分析，它描述了航空业未来影响业务的外部因素。此外，波特五力模型等模型将用于解释行业中的因素、企业竞争的方式以及它如何影响公司的盈利能力。战略集团的概念也将用于帮助解释瑞安航空的主要竞争对手以及他们如何影响目前的战略。

Analysis on the internal environment mainly focuses on the resources and capabilities of the company. We look in depth to analyse the potential competitive advantages the company may posses through its internal strengths. This analysis includes a SWOT analysis which gives a clear cut idea of the organization and the strategic capabilities and potential threats. We also use the VRINE model to analyse the resources and capabilities and base our judgment on its result as to whether they provide a competitive edge for the company.

对内部环境的分析主要集中在公司的资源和能力上。我们深入分析该公司通过其内部优势可能拥有的潜在竞争优势。该分析包括SWOT分析，对组织、战略能力和潜在威胁有清晰的了解。我们还使用VRINE模型来分析资源和能力，并根据其结果判断它们是否为公司提供了竞争优势。

My recommendations will be based on Management theories and models to explain the future strategies and to present strategic choices and areas for improving strategy implementation for the senior management team of Ryan air.

我的建议将基于管理理论和模型，以解释未来的战略，并为瑞安航空的高级管理团队提出战略选择和改进战略实施的领域。

Introduction 简介

The Airline industry remains as a fast and growing industry. It facilitates economic growth, world trade, international investment and tourism and is therefore central to the globalization taking place in many other industries. This case study focuses on Ryanair, the first budget airline no-frills carrier in Europe, founded by the Ryan family in 1985 to provide scheduled passenger airline services between Ireland and the UK. The case study delivers and interesting insight about Ryan air’s growth, the risks and challenges it faced and about its competitors and the future strategies for succession and growth.

航空业仍然是一个快速发展的行业。它促进了经济增长、世界贸易、国际投资和旅游业，因此对许多其他行业的全球化至关重要。本案例研究的重点是瑞安航空，这是欧洲第一家廉价航空公司，由瑞安家族于1985年创立，旨在提供爱尔兰和英国之间的定期客运航空服务。该案例研究提供了关于瑞安航空的增长、面临的风险和挑战、竞争对手以及未来继任和增长战略的有趣见解。

According to the case study by the end of 1990, the company had flown through a great deal of turbulence, disposing of five chief executives, and accumulating losses of IR£20m. Its fight to survive in the early 1990’s saw the airline successfully restyle itself to become Europe’s first low fares, no frills carrier, built on the model of southwest airlines. A new management team was brought in headed by Michael O’Leary who made major changes to the airline. Michael O’Leary had launched a £1.48bn bid for Irish rival, Aer lingus, but the Aer lingus and its board later on rejected the Ryanair approach because according to them Ryanair had acted in a hostile anticompetitive manner.

根据1990年底的案例研究，该公司经历了巨大的动荡，解雇了五名首席执行官，累计损失2000万IR。在20世纪90年代初的生存之战中，该航空公司成功地重塑了自己的风格，成为欧洲第一家以西南航空公司为模式的低票价、无装饰航空公司。一个新的管理团队由迈克尔·奥利里领导，他对航空公司进行了重大变革。迈克尔·奥利里（Michael O'Leary）曾出价14.8亿英镑收购爱尔兰竞争对手爱尔兰航空公司（Aer lingus），但爱尔兰航空公司及其董事会后来拒绝了瑞安航空的做法，因为据他们说，瑞安航空的行为是敌对的反竞争行为。

Ryanair does not publish a formal vision or mission statement. However, their general direction is to simply continue to be the largest low cost leader in the European airline industry and to carry 50 million passengers by 2009. Implementing this vision is a function of many individual tactics, including an absolute dedication to low cost performance in every element of the value chain, quick gate turnarounds, non-union operations, performance-based incentive compensation plans, standardization on one type of aircraft, and flying (in most cases) to secondary airports, which provides significant savings for Ryanair.

瑞安航空没有发布正式的愿景或使命声明。然而，他们的大方向是继续成为欧洲航空业最大的低成本领导者，并在2009年前运送5000万乘客。实现这一愿景是许多个人策略的一个功能，包括绝对致力于在价值链的每一个要素中实现低成本效益、快速周转、非工会运营、基于绩效的激励薪酬计划、一种飞机的标准化，以及（在大多数情况下）飞往二级机场，这为瑞安航空节省了大量费用。

Strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage. (Hubbard, Rice, Beamish, 2008)

战略是一套综合协调的承诺和行动，旨在利用核心能力并获得竞争优势。（Hubbard，Rice，Beamish，2008）

The long Term purpose and positioning of Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares airline through continued improvements and expanded offerings of service. I have conducted a strategic analysis of the macro and internal environment and industry analysis and recommended new strategic initiatives to improve.

瑞安航空的长期目标和定位是通过持续改进和扩大服务范围，稳固地成为欧洲领先的低票价航空公司。我对宏观和内部环境进行了战略分析，并对行业进行了分析，提出了改进的新战略举措建议。

3. External environment analysis 外部环境分析

The macro-environment describes all factors which influence the company as a whole but are out of their direct control including wider social, political and economic factors (Hooley, Saunders, Piercy, 2004). It would be well suited to conduct a PESTEL analysis to identify and examine the external factors which lie beyond the company boundaries.

宏观环境描述了影响整个公司但不受其直接控制的所有因素，包括更广泛的社会、政治和经济因素（Hooley，Saunders，Piercy，2004）。它非常适合进行PESTEL分析，以识别和检查超出公司边界的外部因素。

3.1 PESTEL analysis PESTEL分析

We investigate five factors in the PESTEL analysis. The Pestel framework categorises environmental influences into six main types: political, economic, social, technological, environmental and legal. These factors are not independent of each other; many are linked. For example, technology developments change the way that people work, their living standards and their lifestyles. As any of these factors change it affects the competitive environment in which organizations operate. (Gerry; Scholes; Kevan, 2005)

我们在PESTEL分析中考察了五个因素。Pestel框架将环境影响分为六种主要类型：政治、经济、社会、技术、环境和法律。这些因素并非相互独立；许多是相互关联的。例如，技术的发展改变了人们的工作方式、生活水平和生活方式。当这些因素中的任何一个发生变化时，都会影响组织运作的竞争环境。（Gerry；Scholes；Kevan，2005）

Political environment 政治环境

Health and safety regulations are becoming strictly important especially after 9/11 attacks, according to the case study in August 2006 UK authorities imposed severe security measures at all airports. Ryanair had to cancel 279 flights in the days immediately following the incident and refunded e2.7m in fares to approximately 40,000 passengers. Ryanair is estimated to have suffered a loss of e1.9m in reduced bookings.

根据2006年8月的案例研究，健康和安全法规变得越来越重要，尤其是在9/11袭击之后。英国当局在所有机场实施了严格的安全措施。瑞安航空在事故发生后的几天内不得不取消279个航班，并退还了e2。700万票价，约4万名乘客。瑞安航空估计损失了e1。预订量减少了900万。

On February 2005, a new EU regulation was introduced. It intended to reduce the inconvenience caused to air passengers by delays, cancellations and denied boarding by offering a refund or rerouting and free care for passengers. Based on the average distance of its flights for Ryanair, the compensation costs would likely fall into the e250 category.

2005年2月，欧盟出台了一项新的法规。它旨在通过为乘客提供退款或改道和免费护理，减少延误、取消和拒绝登机给航空乘客带来的不便。根据瑞安航空的平均飞行距离，赔偿费用可能属于e250类。

Ryanair is facing rising trade-union pressure in Europe. Some of the countries in Europe have formed a trade-union among each others, thus it gives the pressure for Ryanair to do business in these countries.

瑞安航空在欧洲面临着越来越大的工会压力。欧洲的一些国家已经相互组成了工会，这给瑞安航空在这些国家开展业务带来了压力。

Economic environment 经济环境

The fuel price instability is a major economic concern for airlines. Hedging deals will push airline companies towards the risks of exchange rate fluctuations. This too poses a major economic concern for Ryanair. According to the case study Ryanair was vulnerable to rising fuel prices in 2005 due to its low fare policy. Its fuel costs represented 35% of operating costs in 2006, compared with 27% the year before. Ryanair had not edged early so it was paying from $70-74 per barrel up to march 2007.

燃油价格的不稳定是航空公司主要的经济问题。对冲交易将使航空公司面临汇率波动的风险。这也给瑞安航空带来了重大的经济问题。根据案例研究，2005年瑞安航空因其低票价政策而容易受到燃油价格上涨的影响。2006年，其燃料成本占运营成本的35%，而前一年为27%。瑞安航空并没有提前获利，因此截至2007年3月，其支付的价格为每桶70-74美元。

In 2006, airport and handling charges increased by 21%, slower than the expansion in passenger numbers. Route charges also increased by 21% because of an increase in the number of sectors flown and an 8% increase in average sector length as Ryanair flew into new EU states. These figures could be explained by an increase in the average price level. Inflations rate in EU is 1.7(NA, euro area annual inflation down 2006). Inflation rates can cause production costs and airline fares to increase. However, the relatively stable inflation rate is a good sign for the future of Ryanair and the economy as a whole.

2006年，机场和手续费增长了21%，慢于乘客数量的增长。由于瑞安航空飞往新的欧盟国家，航线费用也增加了21%，因为飞行的航段数量增加了，平均航段长度增加了8%。这些数字可以用平均价格水平的上涨来解释。欧盟的通货膨胀率为1.7（NA，欧元区2006年的年通货膨胀率下降）。通货膨胀率会导致生产成本和机票价格上涨。然而，相对稳定的通货膨胀率对瑞安航空和整个经济的未来来说是一个好兆头。

It was noted that the unemployment rate was slashed to 8.7% (NA, unemployment in Europe 2006). Such data provides a positive indication on the excelling economy in Europe. This will obviously influence Ryanair’s decision making on various matters. A stable economy is a base for growth and perhaps could be one of the motives for Ryanair to consider the takeover of the Irish airliner “Aer lingus”.

据指出，失业率已降至8.7%（NA，2006年欧洲失业率）。这些数据为欧洲出色的经济提供了积极的迹象。这显然会影响瑞安航空在各种事务上的决策。稳定的经济是增长的基础，也许这也是瑞安航空考虑收购爱尔兰航空公司“爱尔兰航空”的动机之一。

Socio-cultural environment 社会文化环境

The increasing travelling lifestyles will affect the business of Ryan Air. For e.g. educational trips, backpack and family trips, business trips. People opt to use budget airlines for short haul flights because it’s extremely cheap, saves time especially for business dealings. This has turned into a social trend.

日益增长的旅行生活方式将影响瑞安航空的业务。例如教育旅行、背包和家庭旅行、商务旅行。人们选择使用廉价航空公司进行短途航班，因为它非常便宜，特别是在商业交易中节省了时间。这已经成为一种社会趋势。

After the terrorist attacks People looked for alternative ways to travel, for example train services, ferry services which were safer than air travel. Air travel has not only been more cumbersome, but it has also been rather negatively impacted on a more financial aspect, especially for budget airlines.

恐怖袭击发生后，人们寻找其他出行方式，例如比航空旅行更安全的火车服务、轮渡服务。航空旅行不仅更加繁琐，而且在财务方面也受到了相当负面的影响，尤其是对廉价航空公司来说。

People have a very poor opinion on budget airlines. Such stereotyping has posed a major concern for airlines such as Ryanair. The restriction on luggage, flight delays and cancellations and overall inefficiency has fuelled tension between management and passengers. According to the case study Ryanair charged a man with cerebral palsy e18 to use a wheel chair, many customers thought Ryanair was being unethical by doing so.

人们对廉价航空公司的评价很差。这种成见已成为瑞安航空等航空公司的主要担忧。行李限制、航班延误和取消以及整体效率低下加剧了管理层和乘客之间的紧张关系。根据案例研究，瑞安航空指控一名患有脑瘫的男子使用轮椅，许多客户认为瑞安航空这样做是不道德的。

Technological environment 技术环境

Ryanair keeps aircraft maintenance costs low, using their Boeing 737 planes. Ryanair replaced its fleet of old aircraft with new more environmentally- friendly aircrafts and reducing the average fleet age to 2.4 years. Ryanair uses a winglet modification programme on the fleet providing better aircraft performance. New aircrafts produce 50% less emissions, 45% less fuel burn and 45% lower noise emissions per seat. Therefore it is obvious that it is necessary for Ryanair to invest in proper technology and keep its technology up to date in order to remain competitive.

瑞安航空公司使用波音737飞机，保持飞机维修成本较低。瑞安航空用更环保的新飞机取代了其旧飞机机队，并将机队的平均使用年限降至2.4年。瑞安航空对机队进行了小翼改造，以提供更好的飞机性能。新飞机每座的排放量减少50%，燃料消耗减少45%，噪音排放减少45%。因此，瑞安航空显然有必要投资于适当的技术，并保持其技术的最新性，以保持竞争力。

Environmental factor 环境因素

Every government is concerned about global warming and the green house gas effect from carbon emissions. Airline industry is responsible for 2.6% of carbon emissions. Airlines are looking for noise reduction methods to prevent noise pollution. It is clear that the environment is a major concern to companies operating in the aviation industry. This could also have a financial impact due to heavy penalties and sanctions. Also the political impact would be considerable due to heavy lobbying by environmentalists.

每个政府都关心全球变暖和碳排放带来的温室气体效应。航空业的碳排放量占2.6%。航空公司正在寻找减少噪音的方法来防止噪音污染。很明显，环境是航空业运营公司的主要担忧。由于严厉的处罚和制裁，这也可能产生财务影响。此外，由于环保主义者的大力游说，政治影响也将相当大。

Legal environment 法律环境

Getting illegal subsidies from the airports is a crime in Europe. Therefore legal means of getting such advantageous port subsidies will be sort after, in order to remain competitive.

在欧洲，从机场获得非法补贴是犯罪行为。因此，为了保持竞争力，将寻求获得这种有利港口补贴的法律手段。

Allegations of misleading articles on Airlines will also lead to legal action. According to the case, UK authorities denied allegations of Ryanair publishing such articles on channel four. Such legal action would be financially detrimental to a budget airline. It was also mentioned previously that environmental concerns and breaches of stipulated emission charges may also result in legal action.

对航空公司误导性文章的指控也将导致法律诉讼。根据该案，英国当局否认了瑞安航空在第四频道发表此类文章的指控。这样的法律行动将对廉价航空公司造成经济上的损害。前面也提到，环境问题和违反规定的排放收费也可能导致法律诉讼。

3.2 Porter’s five forces model 波特五力模型

Porter’s five forces model examines five forces that influence or determine the structure of industries, and hence the average profitability or attractiveness of those industries. For each of the five forces, Porter identified sets of factors that would determine the presence and power of the forces in a particular industry environment.(reference)

波特的五力模型考察了影响或决定行业结构的五种力，以及这些行业的平均盈利能力或吸引力。对于这五种力量中的每一种，波特都确定了一组因素，这些因素将决定这些力量在特定行业环境中的存在和力量。（参考）

Threat of New Entrants- Low 新进入者的威胁-低

When focusing on factors such as economies of scale, technological innovations, government polices and capital requirements, High competition, It is not easy to enter into the airline industry. Ryanair has a strong identity in the airline industry and according to the case study Ryanair claims to be the number one for punctuality among other European airlines, It is difficult for new entrants to enter into the industry and to compete with these famous airlines. So therefore the amount of companies entering into the airline industry is low.

当关注规模经济、技术创新、政府政策和资本要求等因素时，竞争激烈，进入航空业并不容易。瑞安航空在航空业有着强大的影响力，根据案例研究，瑞安航空声称自己是其他欧洲航空公司中准点率最高的航空公司，新进入者很难进入该行业并与这些著名航空公司竞争。因此，进入航空业的公司数量很少。

Bargaining power of suppliers- High 供应商的议价能力-高

Ryanair is a low budget airline and they have to deal with the giants in the industry. Dealing with suppliers of aircrafts and suppliers of fuel and other essentials, it is hard for Ryanair to conduct negotiations. According to the case study Ryanair’s aircraft supplier is Boeing, which is a far larger player is the airline industry. So therefore it is possible to state that bargaining power of suppliers is high.

瑞安航空是一家低成本航空公司，他们必须与行业巨头打交道。与飞机供应商、燃料和其他必需品供应商打交道，瑞安航空很难进行谈判。根据案例研究，瑞安航空的飞机供应商是波音公司，而波音公司是航空业中一个大得多的参与者。因此，可以说供应商的议价能力很高。

Bargaining power of buyers.-High 买家的议价能力-高的

New consumers from the European state members are growing because of their interest to fly from one destination to another using a low budget airline, so considering the time and the speed most of the consumers choose air travel. According to the case study Ryanair in 2006 introduced web-based check in and priority boarding. Ryanair does have to keep their prices competitive in relation to the industry level.

来自欧洲成员国的新消费者正在增长，因为他们有兴趣使用低成本航空公司从一个目的地飞往另一个目的国，因此考虑到时间和速度，大多数消费者选择航空旅行。根据案例研究，瑞安航空在2006年引入了基于网络的值机和优先登机。瑞安航空必须保持其价格相对于行业水平的竞争力。

Threat of Substitutes- High/ Medium 替代品的威胁-高/中等

There are many other budget airlines and also main carriers offering new low air fares which could be directly substituted. There are also substitutes for air travel such as travel by train, or by using ferry services or boat services. If it is a Family trip consumers might choose train or ferry services because it’s safer and if they want to travel to more destinations, but for business dealings people use air travel because it’s less time consuming and low price, comparatively trains in continental Europe are very expensive. Therefore overall it is possible to state that there is in fact a very real threat of substitutes for Ryanair.

还有许多其他廉价航空公司和主要航空公司提供可以直接替代的新的低票价。也有航空旅行的替代品，如火车旅行，或使用渡轮服务或乘船服务。如果是家庭旅行，消费者可能会选择火车或轮渡服务，因为这更安全，如果他们想去更多的目的地，但对于商业交易，人们使用航空旅行，因为它耗时少，价格低，相对而言，欧洲大陆的火车非常贵。因此，总的来说，可以说瑞安航空的替代品实际上存在着非常真实的威胁。

Competitive Rivalry- High 竞争对手-高

Due to deregulation and increase in rivalry and because of increasing competition on more routes the power of buyers increases. Airlines try to counter increasing rivalry by formulating different strategic alliances even by merging with other airlines for example Air France- KLM. According to the case study Ryanair had launched a bid for its Irish rival, Aer Lingus so by combining purchasing power to reduce its operating costs and to form lower fares. These airlines introduces various prices, flyer programmes, discounts, perks to grab the attention of the consumers and to increase customer loyalty

由于放松管制和竞争加剧，以及更多路线上的竞争加剧，买家的力量增加了。航空公司试图通过建立不同的战略联盟来对抗日益激烈的竞争，甚至与其他航空公司合并，例如法航-荷航。根据案例研究，瑞安航空已经对其爱尔兰竞争对手爱尔兰航空公司发起了竞购，通过合并购买力来降低运营成本并形成更低的票价。这些航空公司推出了各种价格、飞行计划、折扣和福利，以吸引消费者的注意力并提高客户忠诚度

3.3 Strategy Grouping 战略分组

Ryanair’s strategy and its Strategic groups

瑞安航空的战略及其战略集团

The former Ryanair CEO PJ McGoldrick stated that the future for Ryanair is for a limited niche airline operating out of Ireland primarily to London. (www.ryanair.com/doc/investor/Strategy.pdf). This statement states that the firm chooses a specific segment of the industry to focus its strategy exclusively. The targeted segment can be a particular buyer group, a segment of the product line, or a geographical market. According to Porter, M.E. (1980), this strategy is based on the assumption that “the firm is therefore able to serve its narrow strategic target more effectively and efficiently than competitors who are competing more broadly”. The firm achieves a competitive advantage through differentiation focus or through a cost focus.

瑞安航空前首席执行官PJ McGoldrick表示，瑞安航空的未来是一家有限的利基航空公司，主要从爱尔兰飞往伦敦。（www.ryanair.com/doc/investor/Strategy.pdf）。该声明指出，该公司选择行业的特定细分市场来专门关注其战略。目标细分市场可以是特定的买家群体、产品线的细分市场或地理市场。根据Porter，M.E.（1980）的说法，这一战略是基于这样一种假设，即“因此，与竞争更广泛的竞争对手相比，公司能够更有效地服务于其狭窄的战略目标”。企业通过注重差异化或注重成本来获得竞争优势。

The key elements of Ryanair’s strategies are its low fares to generate demand, to deliver the best customer service performance in its peer group. Ryanair’s commitment to safety is a primary priority of the Company and its management. These are some of the main strategies of Ryanair.

瑞安航空战略的关键要素是其低票价以产生需求，并在同行群体中提供最佳的客户服务表现。瑞安航空对安全的承诺是公司及其管理层的首要任务。以下是瑞安航空的一些主要战略。

A Strategy group includes the rival competitors with similar competitive strategies and positions in the market. These competitors will sell in the same product line, same price and quality using identical technology. (Thompson A,Strickland, 2001)

战略组包括在市场上具有类似竞争战略和地位的竞争对手。这些竞争对手将使用相同的技术以相同的产品线、相同的价格和质量进行销售。（汤普森A，斯特里克兰，2001年）

Easy jet and other low budget airlines competes for the same customer base by using some what similar pricing strategies and technology, for example using Boeing aircrafts for fuel efficiency and by offering similar in-flight services online checking services. The closer strategic groups get the competitive rivalry among firms’ increases. (www.ryanair.com/doc/investor/Strategy.pdf)

易捷航空和其他低成本航空公司通过使用一些类似的定价策略和技术来竞争相同的客户群，例如使用波音飞机提高燃油效率，并提供类似的机上服务在线检查服务。战略集团越紧密，企业之间的竞争就越激烈。（www.ryanair.com/doc/investor/Strategy.pdf）

4. Internal environment analysis 内部环境分析

In this section, we mainly focus on the unique and necessary resources and of course the company’s core competencies. These are the factors which continually drives the competitive edge of the company.

在本节中，我们主要关注独特和必要的资源，当然还有公司的核心竞争力。这些都是不断推动公司竞争优势的因素。

4.1 VRINE model VRINE模型

It is understood that, as part of the internal environment of a company, the most important factors are its resources and capabilities. This model helps us to categorise the available resources and/or capabilities according to the valuableness, rarity, inimitability, non-substitutability and exploitability. ((Hubbard, Rice, Beamish, 2008)

据了解，作为公司内部环境的一部分，最重要的因素是其资源和能力。该模型有助于我们根据价值、稀有性、不可替代性和可利用性对可用资源和/或能力进行分类。（Hubbard，Rice，Beamish，2008）

Valuable 有价值的

It is vital to figure out whether the resources or capabilities allow the firm to meet market demand or protect the firm from market uncertainty. This is what is measured by value of resources or capabilities. Ryanair is able to benefit through both tangible resources such as aircrafts and intangible resources such as intellectual property such as the award for worlds most profitable Airline. Such capabilities as online booking and point to point routing has also helped add substantial value to the service they offer.

弄清楚资源或能力是否能满足市场需求或保护公司免受市场不确定性的影响至关重要。这是以资源或能力的价值来衡量的。瑞安航空能够通过飞机等有形资源和知识产权等无形资源（如世界最赚钱航空公司奖）获益。在线预订和点对点路由等功能也有助于为他们提供的服务增加实质性价值。

Rarity 珍品

It is important to know whether these resources are widely possessed by competitors or scarce relative to demand. For certain physical resources such as aircrafts, it’s obvious that they are widely possessed by Ryanair’s competitors. Even capabilities such as online bookings and online checking-in are widely used by competitors such as BA and Lufthansa. On the other hand, certain resources such as the awards Ryanair possesses are scarce and therefore will add unique value.

重要的是要知道这些资源是被竞争对手广泛拥有，还是相对于需求而言稀缺。对于某些物理资源，如飞机，很明显，瑞安航空的竞争对手广泛拥有这些资源。甚至在线预订和在线办理登机手续等功能也被英国航空和汉莎航空等竞争对手广泛使用。另一方面，瑞安航空拥有的某些资源是稀缺的，因此会增加独特的价值。

Inimitability and non-substitutability 一致性和不可替代性

The model also looks into extent which competitors can substitute or imitate resources and capabilities. It is important that resources or capabilities be inimitable and non-substitutable for it to give a valued competitive advantage. Ryanairs’ core competences of no frills strategy, low cost and rout policy strategy are all rather mimic-able. However, aircrafts are possibly a non-substitutable resource. It is not possible to substitute this resource without leaving the aviation industry altogether. Human resources are also not inimitable, as competitive airlines have the same roles of personnel.

该模型还考察了竞争对手可以在多大程度上替代或模仿资源和能力。重要的是，资源或能力必须是无与伦比的和不可替代的，才能提供有价值的竞争优势。瑞安航空公司的核心竞争力，即无装饰战略、低成本和溃败政策战略，都相当模仿。然而，飞机可能是一种不可替代的资源。如果不完全离开航空业，就不可能取代这种资源。人力资源也不是无与伦比的的，因为竞争激烈的航空公司也有同样的人员角色。

Exploitability 可利用性

It is important that the resources and capabilities are exploitable. The model basically focuses on whether the company is able to use its capabilities and exploit its resources to directly influence its profitability through stimulating its competitive edge.

重要的是资源和能力是可利用的。该模型主要关注公司是否能够利用其能力和资源，通过刺激其竞争优势直接影响其盈利能力。

4.2 Value chain analysis 价值链分析

The value chain describes the activities within and around an organization which together create a product or service. It is the cost of these value activities and the value that they deliver that determines whether or not best value products or services are developed. The concept was used and developed by Michael Porter in relation to competitive strategy. (Johnson G; Scholes K,; Whittington R,2005)

价值链描述了组织内部和周围的活动，这些活动共同创造了产品或服务。正是这些价值活动的成本及其提供的价值决定了是否开发出了最具价值的产品或服务。这个概念是由迈克尔·波特在竞争战略方面使用和发展起来的。（Johnson G；Scholes K；Whittington R，2005）

Primary activities are directly concerned with the creation or delivery of a product or service. On the other hand, support activities help to improve the effectiveness or efficiency of primary activities. (Johnson G; Scholes K,; Whittington R,2005)

主要活动与产品或服务的创建或交付直接相关。另一方面，支持活动有助于提高主要活动的有效性或效率。（Johnson G；Scholes K；Whittington R，2005）

Our main concern is whether the company uses its capabilities and resources efficiently in order to add value to the service. The most important driver with regard to Ryanair is the potential cost advantage which seeks to eliminate unnecessary costs and minimise over all costs from those activities which add value to the service. Such cost reductions will allow the company to be more competitive.

我们主要关心的是公司是否有效地利用其能力和资源为服务增值。瑞安航空最重要的驱动因素是潜在的成本优势，该优势旨在消除不必要的成本，并最大限度地减少那些为服务增值的活动的所有成本。这样的成本降低将使公司更有竞争力。

The company could also focus on its core competencies and thereby provide a better, more differentiated service to its customers. This too adds value as customers would gain a greater benefit.

该公司还可以专注于其核心竞争力，从而为客户提供更好、更具差异化的服务。这也增加了价值，因为客户将获得更大的利益。

Technology is probably the most potent factor in the aviation industry. The value addition through advances in technology is remarkable. Therefore it is important to renew and update technology in order to both minimise costs and also to increase the benefits linked to it, thereby creating greater value.

技术可能是航空业中最有力的因素。技术进步带来的附加值是显著的。因此，重要的是要更新和更新技术，以最大限度地降低成本，同时增加相关利益，从而创造更大的价值。

4.3 SWOT analysis SWOT分析

Strengths: 优势

Ryanair has developed a recognised brand name throughout the years, and it holds reputation as the biggest budget airline in Europe.

瑞安航空多年来发展成为公认的品牌，并被誉为欧洲最大的廉价航空公司。

Ryanair offers ticket booking over the internet- cost effective for its customers and eliminates the need of travel agents.

瑞安航空通过互联网提供机票预订，这对其客户来说具有成本效益，并消除了旅行社的需求。

Ryanair offers better low prices than its competitors. And they offer onboard entertainment and finds revenue from those sales.

瑞安航空提供比其竞争对手更好的低价。他们提供船上娱乐，并从这些销售中获得收入。

Ryanair gets publicity because of its CEO Michael O’Leary and his controversial issues.

瑞安航空因其首席执行官迈克尔·奥利里及其争议性问题而广受关注。

Ryanair’s policy of fleet commonality to keep staff training and aircraft maintenance costs low by using Boeing 737 planes.

瑞安航空的机队通用政策是通过使用波音737飞机来降低员工培训和飞机维护成本。

High service performance on punctuality and seating space was regarded as largely average as was on-board catering, high rate of flight completion builds the good image of the company.

准点率和座位空间方面的高服务表现在很大程度上被认为是一般的，机上餐饮也是如此，高飞行完成率建立了公司的良好形象。

Weaknesses 弱点

Bad publicity on the poor treatment of customers, Training policies, aircraft hygiene, and poor staff morale.

关于客户待遇不佳、培训政策、飞机卫生和员工士气低落的不良宣传。

Restricted expansion possibility because it’s a niche market

扩张的可能性有限，因为这是一个利基市场

Currency fluctuations made fuel costs either costly or unpredictable for Ryanair.

货币波动使得瑞安航空的燃料成本要么昂贵，要么不可预测。

Customers were unhappy because Ryanair was too cost conscious, imposed a wheelchair levy on every passenger ticket, increased insurance fee.

顾客们很不高兴，因为瑞安航空过于注重成本，对每张机票征收轮椅税，并增加了保险费。

Outsourced services outside Ireland may decrease employee commitments.

爱尔兰以外的外包服务可能会减少员工的承诺。

Opportunities 机会

EU enlargement will open up new destinations to travel.

欧盟的扩大将开辟新的旅游目的地。

Economic slowdown actually helps Ryanair- changes in corporate culture, ‘steals’ customers from traditional carriers as they seek lower fares.

经济放缓实际上有助于瑞安航空——企业文化的改变，在传统航空公司寻求更低票价时“抢走”了他们的客户。

Potential opportunities to capture the market share.

获取市场份额的潜在机会。

Launching 138 new planes to attract various types of consumers, ranging from families to businessmen to increase cash revenues. And will allow Ryanair to double in size to 80 million passengers per annum by 2012.

推出138架新飞机，吸引从家庭到商人的各种类型的消费者，以增加现金收入。到2012年，瑞安航空的规模将翻一番，达到每年8000万人次。

Threats 威胁

Dependence on oil markets and on economic cycle: Fuel costs depend on the oil market.

对石油市场和经济周期的依赖：燃料成本取决于石油市场。

Increasing competition on low fare rates by other budget airlines.

其他廉价航空公司在低票价方面的竞争日益激烈。

Changing EU government regulations.

不断变化的欧盟政府法规。

Increase in air traffic control charges due to increasing aircrafts. According to the case study In November 2006 traffic grew by 23%t as total revenues rose by 33 % to e 1.256bn.Ancillary revenues rose by 33 %. Unit costs increased by 7.5 %. Despite 42 % higher fuel costs of e337m, Ryanair after tax margin for the half-year rose by 1 point to 26 %.

由于飞机数量增加，空中交通管制费用增加。根据案例研究，2006年11月，流量增长了23%，总收入增长了33%，达到12.56亿欧元。辅助收入增长了33%。单位成本增加了7.5%。尽管瑞安航空的燃油成本上涨了42%，达到3.77亿欧元，但该半年的税后利润率上涨了1个百分点，达到26%。

5. Recommendation 建议

Ryanair should focus on new opportunities in order to boost its current market position. They could possibly provide packages for tourists for different destinations which could open up better market potential.

瑞安航空应专注于新的机遇，以提升其当前的市场地位。他们可能会为不同目的地的游客提供套餐，从而打开更好的市场潜力。

Another main point that Ryanair should focus on is to manage human resource more efficiently, according the case study some of its cabin crew were caught napping o the job as they had a pressurised work schedules.

瑞安航空应该关注的另一个要点是更有效地管理人力资源，根据案例研究，瑞安航空的一些机组人员因工作日程紧张而被发现在工作中打盹。

Ryan air could also boost its market share by providing better conditions for passengers by reasonably increasing luggage allowances and cutting off wheel chair costs and to build customer relationships and loyalty.

瑞安航空还可以通过合理增加行李限额、削减轮椅成本以及建立客户关系和忠诚度，为乘客提供更好的条件，从而提高其市场份额。

It is also recommended that Michael O’ Leary and other future CEO’s should have a more professional outlook towards the business this will directly impact the company and its public image. Michael O’Leary once dressed up like pope to promote ticket offers; this will have a negative impact on the company’s image.

还建议Michael O’Leary和其他未来的首席执行官对业务有更专业的看法，这将直接影响公司及其公众形象。迈克尔·奥利里（Michael O'Leary）曾经打扮得像教皇，宣传门票优惠；这将对公司的形象产生负面影响。

Ryanair’s business strategy should focus on its niche, they should mainly target short haul routes rather than competing with dominant established airlines such British airways by focussing on the niche Ryanair will be able to gain a competitive advantage over its rivals.

瑞安航空的商业战略应该专注于其利基市场，他们应该主要针对短途航线，而不是通过专注于利基市场与英国航空等占主导地位的老牌航空公司竞争。瑞安航空将能够获得比竞争对手更大的竞争优势。

Ryanair should give greater consideration to the economic climate and situation, mainly focussing on oil prices and other economic factors, Ryanair should hedge against adverse economic changes to minimise its risk from unforeseen changes in the economy.

瑞安航空应更多地考虑经济气候和形势，主要关注油价和其他经济因素。瑞安航空应对冲不利的经济变化，以最大限度地降低经济意外变化带来的风险。

Refinancing aircrafts is an important strategy which Ryanair should focus on. Although the European airline industry is growing Ryanair should control its costs and control its risky investments for example the investment decision to acquire “Air lingus”.

飞机再融资是瑞安航空应该重点关注的一项重要战略。尽管欧洲航空业正在发展，但瑞安航空应控制其成本并控制其风险投资，例如收购“Air lingus”的投资决定。

6. Conclusion 结论

The analysis on Ryanair explains the environmental characteristics by exploring internal and external environment by using theoretical models. I have recommended new strategic initiatives and areas for improving strategy implementation for the senior management team of Ryanair so that it can gain a competitive advantage over the other competitive airlines like easy jet, Lufthansa, Aer lingus.

瑞安航空的分析通过运用理论模型探索内部和外部环境来解释环境特征。我为瑞安航空的高级管理团队推荐了新的战略举措和领域，以改进战略实施，从而使其能够获得比易捷航空、汉莎航空、爱尔兰航空等其他竞争航空公司的竞争优势。

Ryanair is Europe’s first low budget airline and it has the potential to succeed in the environment they are currently in order to achieve their objective more effectively, strategic planning must be done concerning Ryanair’s history and future trends and technology of the airline industry.

瑞安航空是欧洲第一家低成本航空公司，它有潜力在目前的环境中取得成功，为了更有效地实现目标，必须对瑞安航空的历史、未来趋势和航空业技术进行战略规划。

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