Easyjet和Ryanair的竞争战略

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The Risk of Low Cost Strategy
There are mainly three threats which may cause losing profits in the future development in airplane industry.
Second, latent threat of competitors and new entries.
The ‘low price and no frills’ strategy can be easily copied by competitors and new entries. Once the competitors or new entries entirely copy this strategy, they will lost their most advantage and may not be able to remain its leading position in the market.
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Recommendations
Easyjet must keep note of what their competitors are doing, and should always have enough capital available to them to implement radical changes. There are several ways in which easyJet could improve their performance and profitability.
Look to increase the number of routes and countries that they fly to. For providing connections with their flights, they could build alliances with transatlantic operators.
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Ryanair’s Competing Strategy-Low cost and low fares
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：
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 。

Service matters as customers are offered more choice. If the price is the same, then customers will start to distinguish between parts of the offer. The Airlines always stood up for the consumer and never done anything to harm them. That is important for the long term.
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。
Here comes yonair公司2006-2009财年的客运量（百万人次）和载运率
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。
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The Reasons for Differentiation Strategy
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Ryanair公司2006-2009财年的运营利润率
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瑞安公司顾客年增长图
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The Reasons to Choose Low Cost Strategy
Pay attention to make the passengers keep increasing and keep the cost staying in a low level. Cooperate with other easy businesses. For instance, easyCar could offer deals on transport to and parking at airports. These kinds of thing not only help easyJet, but also could increase other easy businesses’ treads.
Third, pierce price competition.
Price discrepancies can be easily found and exploited by the consumer, meaning that the operator must keep a regular check on prices. There is undoubtedly a price war in the market, but the low price competition result in low profits. Furthermore, such low price competition may lead an orderless market and cause much trouble in the future competition, as a result, no company can make profits through the irregulated competition.
Speedy and flexible operations EasyJet's critical capabilities have also been a highlight in the development of their speed and flexibility in its operations. For example, many of the airlines operations were outsourced, which not only cut costs but also improved efficiency. Consistent and reliable if an easyJet flight is diverted to another airport, the airline will arrange transport, probably by road, to the destination.
First, low price and no frills means low profits.
The two companies’ target customers have a common trait is willing to travel from the less commercial airport, resulting from they are not willing to spend much money on travel. That’s why main competitors are not interested in this segment in the industry. Concentrating on the segment which making low profits can be a threat in the business development.
Easyjet and Ryanair’s Competing Strategies
1. Low Cost Strategy
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Easyjet’s Competing Strategy- Low cost, No frills
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。 EasyJet keeps costs low by eliminating the unnecessary costs and 'frills' which characterise 'traditional' airlines. This is done in a number of ways: On-line booking to reduce distribution costs Maximise the utilisation of airport and aircraft Ticketless travel No free lunch Efficient use of airports Paperless operations