The main strength of Ryanair is it has a strong brand name since it already established since 1985. By having a strong brand name, it enables the Ryanair to create customer loyalty as the customers feel that they have some shared values with the Ryanair. For example, Ryanair offers lowest fares compared to others competitors and on time departures, thus the customers who are price sensitive and punctual are more attracted to Ryanair. As a result, Ryanair always be their first choice and it able the company to retain their loyal customers. Therefore, by having a strong brand name, it can contributes to the customers loyalty, thus leads to a growth and expansion of the company.
ii. Great leadership
The next strength is Ryenair has a great leadership. According to University of Notre Dame, one of characteristic of an great leader is when the leader knows the organization. In this case, Ryanair’s Chief Executive Officer, Michael O’Leary has been served as a director of the company since November 1988 up until now. O’Leary knows well on the company’s vision, operation, others matters related to the company and what is the best for Ryanair’s growth. The company enjoys the advantages at most as it has a great leader who is able to set a right direction for the company from zero until it become Europe’s largest low-cost carrier and second largers airlines. Besides, he walks matched with the talk as he stays in budget hotel and flies on Ryanair to maximize cost reduction. As for
Not having to pay off debt and the high interests rates that follow it. Having such an influential president of a company does also play a role in the triumph of the company. Arthur T. Demoulas does an outstanding job along with his hardworking employees. I believe the best decision for the company was Arthur T. Demoulas buying out Arthur S. Demoulas so he could be the sole and heart of the company. Arthur T. is on a personal level with a lot of his employees which makes him a charismatic CEO.
This is a valuable trait of a leader that I embody. Another trait that is vital is responsibility. To keep up with my busy schedule that includes schoolwork, sports, service, as well as being social, I stay very organized and responsible. This helps me greatly in my endeavors as a leader, as do the other qualities I
Although I had to overcome many obstacles, the concept of determination was especially important throughout the journey. I have worked very hard to earn the opportunity to even be considered for National Honors Society. Another quality I can speak to is my positive attitude. There are many qualities that make up a good leader, and I hope that I can set an example for others. I provide creative ideas, I am very passionate about everything that I am involved in, I have a drive for success, and do not break under pressure, especially in a leadership role.
Above all, I believe that the two most important assets of a leader are sound vision and impenetrable integrity. I hold all leaders, including myself to the highest standards with respect to these two
They retain control, use initiatives and focused by the need to achieve. To them, task and achievement is everything and failures is not an option. This qualities and characteristic fit well with the leadership style of Gen Sir Douglas
Leaders who inspire and motivate others are effective at
The inauguration of Virgin Australia Airlines, by Sir Richard Branson, as a domestic carrier in 2000 basically aimed at the convenience of the budget travelers. The Airlines was inaugurated as relaxed informal airline. Sir Richard was open-minded, amiable, and generous with his management team, imaginative, audacious and exclusive in his thoughtfulness. Initially started as a low-cost carrier, the company improved its services to turn itself into a “new-world carrier” as described by themselves (Virgin Blue media release, 2011, para. 2).However all these faltered when Qantas’ past marketing manager took over during 2011.
However, the company will have to prioritize their strategy and concentrate on a few important issues. The company should prioritize on progressively taping into market areas that remain untapped. The company has concentrated on offering cheaper fares in routes where its competitors charge high fares. However, they need to branch out their operating areas to sustain their brand for a longer time.
During the 2011, Ryanair have decided to decrease the airfare rate as a lower cost airline, but the controversy started when they started charging passengers for various reasons that are not necessary. The passengers concluded it as the cheaper but not cheerful airline. Ryanair charged extra for the name change on the passengers boarding pass, a boarding pass fees, excessive luggage fees per kilo, credit card use fees of the total amount, a checked musical instrument fees, a reserved seat fees, and the charges for a water bottle that requested by the passengers. Besides that, Ryanair also happened very often in poor customer service, hidden credit card charges, frequent delays the flights, and extra payments for fees or taxes. Nevertheless, the main controversy was caused by the charges where happened inside the cabin of the plane.
External Environment Industry Analysis The goal of the industry analysis is to recognize the external environmental factors which have potential impact on the industry. The first part gives an idea about the airline industry profile. Airline industry, in the last decade, has been growing strongly at 7% per year for both through tourism and businesses divisions and is one of the most competitive, globally, contributing to economic growth, trade, investment and tourism.
But in choosing one out of the two, the differentiated strategy is preferable. Virgin can use the differentiated strategy to increase growth by product differentiation to better develop their brand which allows them to stand out from their competitors such as Qatar, British Airways. “Virgin’s minimum level of quality for differentiation also creates threshold pricing”. However, Virgin using the differentiated strategy can create value for Virgin Atlantic because when Virgin uses this strategy that concentrates on the cost value of the product or services as opposed to similar products in the industry of their rivals, it builds a perceived value between potential customers and
Internal strengths work as the main success factors for an organization. The main strength of the company was its Research and Development section in which it spends almost 9% of its total sales amount. Again the company had very high innovation aggressiveness which led the company to remain in its price differentiation strategy. Moreover the company always had been under the supervision of charismatic leaders which accounted for its strategic success. Lastly, the simple and user friendly premium looking device with uniqueness accounted for the brand loyalty of its
1.0 Introduction to Strategic Management Strategic management practices the formation; achievement and reaching the major objectives executed by the management of the company, by considering the capital and a task of the internal and external environments in which the company wishes to compete. 1.1 Introduction to Singapore Airlines Singapore Airlines (SIA) is established in year 1972 with remarkable performance among its competitors in the industry throughout its 35-year-long history till date (Heracleous & Wirtz, 2009). According to Singapore Airlines (2014), SIA is one of the youngest aircraft fleets worldwide to destinations crossing a network of more six continents, with its iconic Singapore Girl providing excellent standard of service to customers. Throughout the years of operations, SIA has an impressive ever-growing list of industry 's leading innovations such as offering free headsets along with a choice of meals and drinks in Economy Class in the 1970s, followed by introducing satellite based in-flight telephones in year 1991, involving an ample panel of renowned chefs, the International Culinary Panel, to provide lush in-flight meals in year 1998, developing audio and video on demand (AVOD) capabilities on KrisWorld in year 2001, and lastly flying the airbus of A380 from Singapore to Sydney on 25 October 2007 (Singapore Airlines, 2014).
2.0 Inputs - Transformation Process - Outputs 2.1 Inputs Operations management concerns with the conversion of inputs into revenue-creating outputs through the transformation process (Mahadevan, 2010, p.5). Slack et al. (1995 cited in McMahon-Beattie and Yeoman 2004, p.30) mention that inputs are divided in transformed and transforming. Transformed are those that are transformed in some way and transforming inputs are those that are used to carry out the transforming process.
He has always been of the view that smalrt leaders are those who have the ability to develop smart followers. A leader working with an incompetent or incapable team will never be a great leader. In every diversification process that Reliance has undertaken, he did not rely on existing leaders in his business. He instead opted for talented manpower and smart leaders who have expertise in the specific domain where Reliance was venturing into. This has since then become a trademark of how the man