Analisi di un Case Study : Ryanair PDF

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Summary

Analisi dettagliata con appunti presi ache delle discussioni fatte in classe del corso di Business Administration. Ogni case study comprende oltre alle note di lezioni anche un riassunto basato sulle informazioni tratte dal libro di testo dell'azienda di cui si va a parlare....

Description

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19/09/2019

Ryanair +case study+

SUMMARY

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Founded by Tony Ryan (entrepreneur) in 1985 in Dublin ‣

Idea : create his own aircraft leasing company | became a world player in the aviation leasing industry •

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In 1997 turned Ryanair into a public company by selling shares to investors ‣

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The airline changed its business several times {IMPORTANT IN MANAGEMENT}

Gulf War [1990] financial problems ‣

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Founder and his senior managers decided to discard conventional features of air travel (functional - no luxury) : became a no-frills operator

Changes in European Union [1997] regulations enabled new airlines to enter markets previously dominated by national carriers ‣

Seen as an opportunity to open new routes | Innovative, identifying new routes and new sources of revenue •

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Possibility to open routes to different destinations

What type of organization is Ryanair now? ‣

Large private business [why?] •

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Secure agreements with airport operators

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Persuade authorities to allow Ryanair to open a route [public disputes with airport operators and/or with the European commission] {MANAGER TASK}

O’Leary is outspokenly dismissive of : Traditional high-cost airlines, the European commission, airport operators, and governments that give money to failing airlines

The company since 2013 has adopted a friendlier approach to customers, that has paid off : passenger numbers have risen Ryanair earns revenue by : ‣

Charging for services such as checking baggage into the hold or booking by credit card, selling insurance, priority boarding and refreshments

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Commission from cars or hotel rooms booked from their website

Top management is organized by function ‣

Chief executive : Michael O’Leary

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Chief operating officer

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Chief financial officer respectively

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there are executives in charge of : •

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Number of employees (more than 250 = European) | Ryanair has 13 thousand employees

Michael O’Leary joined the company in 1988 (was the financial adviser to funder) from 1994 is the chief executive | He needs to:

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80 per cent of its routes are between airports in other countries [≠other companies depend on passengers traveling to and from the airline’s home country] {MANAGER TASK}

Regular growth ‣

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[start-up] with only a single aircraft flying from Ireland to the UK= he was a start-upper

Pilots, customer service, engineering, legal affairs, ground operations and personnel/in-flight

Board of directors : the chief executive + eight non-executive directors [senior managers in other businesses]

Managers are responsible for delivering the strategy [bring the benefits of flying to as many people as possible] ex. online booking " 1 di 3

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CLASS CONCEPTS REVIEW

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Value Resources ‣

Intangibile resources in Ryanair •

Service = you can’t touch it — can be added [it’s an outcome] > can it be considered a resource? ex) Good food

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Management skills ‣

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Competitors [what happens outside]

Internal environment ‣

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Create something new — critical thinking — improving products

External environment ‣

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How to lead — ability to overcome changes — resource + opportunity

Innovation ‣

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Tangible resources

Company’s standards [what’s going on inside your company]

Networking ‣

Friendship inside class — social network (Linked-in) — online booking — connecting thoughts (being able to use contacts)

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Building connections

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Using networking in our advantage = healthy networking

Sustainability ‣

Organisations now look not only for profit but also environment — aim: preserve the environment

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Sustain = keep — maintain | ability >>> the ability to maintain

Management and leadership ‣

Motivation(under leadership)

QUESTIONS & REFLECTIONS 1. Examples of the resources used - how managers have added value to them ‣

What competitors did and decided to do the opposite (= functional and efficient service - not luxury)*

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Tangible = aircraft — staff – airports – money — Tony Ryan’s knowledge — world wide web (online booking) Intangible = reputation – negotiation skills – informations – internet – no-frills* – low cost carrier

2. Examples of three points at which managers changed the focus of the company - how it works ‣

Noting how changes in EU regulations created opportunities for new airlines Becoming a “no-frills” airline by discarding traditional airline services More recently deciding to improve passenger’s experience of it Changing the company into a public company by selling shares

3. Which are Mintzberg’s management roles - examples ‣

Spokesperson : in relation to media and European Commission# Figurehead : Michael O’Leary is an unusually visible chief executive#

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Entrepreneurial : seeing opportunities for new routes, negotiating favorable terms with airports# Decisional : low-cost interiors of new aircraft, deciding which routes to fly 4. Tasks of management in the case ‣

Planning = all the tasks required to reach a decision on a new route, and then very detailed planning to implement that Organizing = assigning the different functions and the goals – controlling the interior and exterior of the organization — regularly allocating aircraft and crew to provide scheduled services Controlling = monitoring something to make sure its going well — monitoring booking for a flight against capacity to decide whether to change the fare Leading = ensuring staff deal with costumers in way consistent with company policy

5. Luhan’s theory implication for staff selection criteria (how does networking influence your criteria) ‣

Employees may put greater emphasis on a service of candidates networking skills Managers that network more have better organisations — you need to know who you are hiring

6. Aspects of the general environment that affected the company — How the company affected these environments ‣

Deregulation of air travel which made it possible for new entrants to compete against established national airlines# The Gulf War in 1990

7. Three ways in which effective networking has helped Ryanair’s managers to add value

ACTIVITIES ‣

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What is management Being able to manage — predict what will happen and also think of what you could do in order to be prepared — organize people

How managers spend their time...