To be the biggest and most profitable low fares airline in Europe
Low cost is a management religion
Target growth; actively manage load factors and the cost base. We are air fare passive
Growth based on opening new airports
Low fare, high frequency between major European airports
Consumers willing to pay (a little) more for value-add proposition
Growth based on joining the dots and adding frequency
RYANAIR'S VISION AND MISSION
Ryan air does not publish a official vision or mission declaration, but in agreement with Jack Welch's recommendation, "Strategy, then, is basically result the large aha and location a wide direction..." Michael O'Leary's broad direction, communicated in public announcements, is to purely 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, nonunion 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 Ryan air.
* To offer the cheapest tickets
* To have more destinations than its competitors
* To gain customer loyalty
* To ‘steal’ customers from Airlines such as British Airways
Despite its remarkable success, Ryanair, and particularly Michael O'Leary, have been criticized on a number of issues involving business practices. One of the areas of concern is human resource management. Ryanair is a non-union operation based in Dublin, Ireland. Ireland, of course, is a strongly pro-union environment. Taoiseach (head of the Irish government) Bertie Ahern described O'Leary's orientation toward labor as "tooth and claw capitalism" during the baggage handler's strike at Dublin...