Ryanair Analysis
This work was made to complete Integrated Marketing Communication SM205 individual assignment in UCSI University Kuala Lumpur, and the brand analized was Ryanair.
The assignment was to analyse Ryanair by using four Integrated Marketing (IM) components, which are PR, Advertising, Marketing and Branding.
BACKGROUND
In July 1985, three brothers named Catlan, Detlan and Shane Ryan were funded with £1 million from their father, the chairman and CEO of the aircraft-leasing giant, Guinness Peat Aviation, Dr. Tony Ryan to form an airline business, which is Ryanair Airlines that is named after him. Ryanair began its business by providing a fifteen seats flight with the routes of Ireland-United Kingdom, since Ryanair were established in Ireland. On the next season, Ryanair were expanded to London-Dublin. Ryanair first competitors were pretty tough. They were Aer Lingus, Dan Air and British Airways. Ryanair used the secondary airport to save cost. In the beginning year, there were two airplanes available and a few employees that were apart from Ryanair’s crew team itself. Ryanair had a fragile finance and were considered broke during their first year, and it was just the beginning of everything. After three years, Ryanair had more than 500 people as their employees and had up to 40 flights per day. Unfortunately, one of their competitors, Aer Lingus extended their frequencies and pressed the low fares flights when Ryanair did the same thing. This caused Ryanair a catastrophe as people would chose their competitors instead of them.
There was a report that Ryanair purchased planes for European authority that never happened until now. It seemed like Ryanair were baffled of having too many types of aircraft. Because of that and the improvement of competitors, Ryanair who was owned by the Ryan family for 90% and owned by the employees by 10% lost IR £7.5 million. That made Eugene O’Neill, the former CEO resigned and decided to be the board of directors only, as he couldn’t take that difficult times and being replaced by P.J. McGoldrick. In McGoldrick’s hand, there were fourteen planes with two different types (ATR-42s and BAC-111s) operating under Ryanair. The Ryan family was giving IR £20 million and made Ryanair be able to order another ten Aerospatiale/Aeritalia ATR-42 turboprop transports for $100 million. During 1986-1989, there was three-times airline traffic in Ireland. This was suspected as the cause of Ryanair’s and Aer Lingus low fares flight. The government of Ireland took this seriously and decided to ban the rivalry between both industries that had begun from November 1989 – September 1992. The ban ended with Aer Lingus winning the Dublin-Paris route because the French did not give permission to Ryanair to set the price as they (Ryanair) requested.
In 1990, Ryanair stated that they had IR £40 million revenue but then with approximately IR £7 million lost per year. Although they claimed that they had revenue, the Observer stated that this might be a few seconds for Ryanair to collapse. And so on those last seconds in 1992, the current CEO at that time, P.J. McGoldrick resigned as the CEO of Ryanair and being replaced by Conor Hayes that decided to resign as well at the end of 1993, within a year after he got his position. Michael O'Leary, Hayes’ deputy replaced him as the CEO for Ryanair ever since. Before become the Hayes’ deputy, O'Leary used to be Tony Ryan’s assistant and the accountant for the company. He was in his 30’s when he became the CEO of Ryanair. The Ryan family almost decided to close Ryanair down as it accomplished the customers’ satisfaction but yet had a big number of lost, but then Tony Ryan refused to and appointed O’Leary to be the new CEO. Ryan even sent O’Leary to Texas to see how Southwest Airlines worked as a low-fare airline yet still have a lot of profits. Therefore, O'Leary was inspired by Southwest, the United States based airlines as he had spoken to its CEO, Herb Kelleher.
The strategies for consumer and for the employees such as the idea to charge for baggage, remove meals (or change it to peanuts) and other additional service in plane, and also the idea to utilize the employees in its highest possibilities (e.g. Managers will be doing extra jobs other than handling the management) were taken and adapted to Ryanair to fix their financial crisis at that time yet to keep their low-fare flight. O'Leary kept the company to be on the stable financial track with profits of 92p per passenger to keep the image as lowest-cost airline in Europe, and he did it. After a couple years, Ryanair posted a pretax profit of £1.7 on turnover of £75 million for the 1993-94 fiscal year. The next year, profits rose to IR £5 million. During the middle of 90’s, Aer Lingus, Ryanair’s biggest competitor at that time had more than 30 aircraft with more than 1500 employees; such three times bigger compared to Ryanair themselves. But the fact that Aer Lingus flew as many as Ryanair’s passengers proved that Ryanair could produce the same number of consumers with less expenses than Aer Lingus. This is because Ryanair had their words as a lowest-fare airline compared to others. They put £59 for Dublin – United Kingdom round trips, which earned 40% bigger profit than Aer Lingus. After winning from Aer Lingus, there was another competitor came in, which is EasyJet. A single trip flight from London to Glasgow was cost £29, as cheap as Ryanair. In this point, the difference between Ryanair and EasyJet was the reservation system. Ryanair relied much on travel agents for its 70% of bookings while EasyJet did not work with the travel agents at all. Ryanair were also still using the paper tickets, but without the assigned seating.
In 1996, an American investment group’s leader that had been associated with Southwest, and also the director of Continental Airlines, David Bonderman, bought 2o% of Ryanair’s carrier. Ever since that complicated transaction, a new company, which is Ryanair Holdings, was officially formed. During the fiscal year in 1996-1997, Ryanair were targeting for 25% growth per year. Still under O’Leary presidential, Ryanair became an extra cheap flight with extra expensive additional services and extra poor customer service. For the example, they put standardized fees for computer reservation systems, unskillful and hopeless air traffic control, and costly landing fees at the overcrowded European airports. Ryanair decided to use a lower cost airport as the flight bases, which is London Stansted Airport, instead of Dublin. They also cut 1.5% the commissions for the agents to become 7.5%. Meanwhile in another side, Ryanair opened its own and direct telemarketing center in a few places, as Ireland’s is the largest one. All of these were the efforts by O’Leary who was aiming to grow the market by at least 100% and to develop the profit, unless they would not enter a route. They expected to have a double traffic between both countries, and it seemed they succeeded, and so a new IR £79 route from Paris (Beauvais) to Brussels (Brussels South) and vice versa was launched in 1997 because it gained 37% market share on Dublin-London and surpassed Paris-London as Europe's busiest air corridor in the same year. In and between 1997-1998, more than 4.000.000 flew with Ryanair and it generated sales of £182.6 million. Because of these profits, employees received bonuses from £2,500 to £5,000, O’Leary owned 14% and The Ryan family owned about 40 percent after the offering, worth £100 million. That was the recovery time for Ryanair and they did it.
The share placement on London Stock Exchange raised £50 million and Ryanair wanted to build its own terminal in Dublin to reduce the landing fees, because the Dublin has three times price from the standard. Besides proposing to fund a secondary airport, Ryanair expanded their routes to France, Germany and Italy. Apart from its successfulness, the Aer Lingus also tried to beat Ryanair by having the same cheap price. Afraid to lose its publicity, Ryanair created a controversial ad stating “'It's not just the Bank of Ireland that gets robbed at Dublin Airport,” right after the robbery just happened. The Advertising Standards Authority (ASA) straight away requested Ryanair to take this down, while they finally did not until they had a new advertisement. Continuing their strategy, Ryanair bought new planes and added 250 jobs in Glasgow and London. They brought more than 7 million passengers, more than Aer Lingus’ passengers in 2002 and planned to increase to 12 million in 2004. Before adding the aircraft, Ryanair launched its official webpage in 2000 with the online booking. This online booking system became the most visited booking site in Europe countries, logged 14 million impressions a month and sold more than 50.000 tickets per week, more than other travel booking site had. Ever since the website paunch, Ryanair had succeeded to sold $130 million worth of tickets online in the first year.
As for today, Ryanair are the most leading Europe’s short haul carrier that has a strong performance in their financial matters and has the most profits among other airlines in Europe. O’Leary sees that those additional service sales by Ryanair are the main keys to the future of business and profits. O’Leary is targeting the very cheapest ticket fare with the revenue that will be earned from those extra services. O’Leary stated that it is similar like the casino hotels in Las Vegas, when the room rates are cheap but the money must be spent at the gaming tables.
COMPETITORS, CONSUMERS AND SERVICES
The competitors of Ryanair are Aer Lingus, EasyJet, Lufthansa and Air France. Ryanair’s target customers are anyone who is interested in low price instead of quality. Those people usually require little resources and motivation yet still be able to survive and motivated by longevity, like holiday or getaway works, and love to experience new things or new atmosphere. These all are under the category of high ambiguity and long - term orientation with survivor, striver and experiencer as its VALS category.
Since Ryanair offer the cheapest flight fare, which becomes their Unique Selling Point, they offer additional services to add their revenue, which are charge for using credit card during transaction; regular seat; priority boarding; regular seat and priority boarding; premium seat and priority boarding; boarding card re-issue; airport check-in; infant fee; child equipment; music equipment; sport equipment; flight change during low season, low season selected flights, high season, and high season selected flights; name change; flight uncheck; government tax refund administration fee; flight reservation in airport or through call center; therapeutic oxygen reservation; miss departure; first or second 15 kg bags during low season, low season selected flights, high season and high season selected flights; first or second 20 kg bags during low season, low season selected flights, high season and high season selected flights; excess baggage; special declaration for valuable baggage; and of course, the government taxes and charges.
While these services above seem a lot and may cost an arm and a leg, Ryanair also have their positive sides besides a guarantee that they will offer the cheapest flight fare, such as; accessible information about the Terms and Conditions that apply to the fare chosen any applicable taxes, fees and charges before customer make a payment; no fuel surcharge on all passengers; no increase fare after the payment is made; notify passengers if there is flight delay, cancellation and diversion; strict to be on-time and willing to leave the late check-in passengers straight away; free of charge for delivery of passengers’ mishandled bags (this is ridiculous); changeable flight and passengers’ details, that of course, will be charged; quick respond to complaints and refund (there is no evidence yet about this); 4-hours before travel online check in; not overbook its flight; accessible passenger information on Ryanair website; and lastly, as what all airline industry must do, inform the passengers about their departure and arrival time and terminal, along with the Terms and Conditions.
SWOT Analysis
STRENGTHS
Strong brand portfolio
Ryanair has a developed a strong image as the cheapest airline in Europe.
Has the lowest flight fare compared to other competitors
Ryanair has 37% lower average fares in European markets compared to one of its biggest competitors, EasyJet.
Has the second biggest number of passengers
Almost 80 million passengers flew with Ryanair in 2012, while 82 million flew with Lufthansa Airlines.
Has the lowest cost base compared to other competitors
This is one of the factors why Ryanair has the lowest flight fare. For the fuel cost, EasyJet costs 67% above Ryanair per passengers, while Ryanair cost 33% lower than EasyJet per passengers. Ryanair has done a good bargaining with the airports that introduce the bag and check-in fees to lower the costs by reducing check-in and baggage - handling fees paid to suppliers. Besides that, the maximization of productive and flexible employees such as part time flight crew over 50% only get paid if they are required to work. Ryanair has also more seats (189 seats) while it is only 156 - 174 seats are available in EasyJet.
Large Europe network
Ryanair has the largest Europe network by offering more than 1.500 routes across 28 countries in Europe and North Africa, with 57 over 178 airports as their bases for the aircrafts and employees.
New
Being a new European flag carries compared to others competitors that 9-11 years older, Ryanair still has a well maintained planes in term of their maintenance cost, fuel efficiency and public’s perception with their single aircraft type, which is Boeing 737-800, Ryanair us newer planes so they will require less expensive maintenance.
Improvement occurs every year
The improvement of double digits growth in the previous 15 years and a single digit in the current 2-3 years makes Ryanair be able to move their focus from secondary and tertiary airports to the primary airports. For the example, the airports in Barcelona, Edinburgh, Manchester and Madrid.
A quick turnaround schedule
Ryanair only provide 25 minutes for their turnaround times to maximize the utilization of the aircraft. This strategy made Ryanair had positive feedbacks from the customers and of course, minimized the time and money waste for them.
Income from the staffs
Ryanair make money from their staffs by charging the training fee and the uniform.
Income from additional products
20% of Ryanair’s revenue comes from the in-flight sales (foods and merchandise), car rental, hotels and travel insurance.
Company’s reliability
Ryanair are known as a punctual airline and had no problems with baggage lost or accidents. They are also clear about their additional service charge.
Consistent
Ryanair are consistent with their management strategy of offering the low fare flights.
The beginning of online-booking system
Ryanair are being smart to eliminate the needs of travel agents by providing the online booking.
Improved Financial Performance
Their financial crisis is settled after O’Leary became the CEO with his low cost management strategy.
WEAKNESSES
Poor service
Temporary staffs make them not so skillful.
Inconvenient Airports
Some of the airports are not convenient because those are the airports for low budget flights.
Bad Media Coverage
Ryanair are seen as a money grabber airline because it charges the customers for its every additional service, and people always see Ryanair as the uncaring airline that doesn’t offer an enjoyable flight experience at all.
Seasonal Customers & Economic crisis
Not only for Ryanair, most of the airlines industry has the same time of peak season, which is summer, and this can reduce the number of passengers as well because the other standard price airlines might offer promotion. Besides that, the economic crisis might reduce the tendency of people travelling.
OPPORTUNITIES
Market growth and market share gains
Ryanair always aims and has the possibility to increase their number of passengers by 4% - 5% per year and it sounds possible if we see based on Ryanair has achieved since the very first time they stood up from the financial crisis.
More flights
The expansion of routes and flight schedule is possible.
Strengthen the public perception
By improving the service quality and the staffs’ quality, Ryanair can be the best airline ever.
More PR and media coverage
This is one of the ways to change the public perception of Ryanair as a money grabber and uncaring airline.
Economic slowdown
The economic slowdown will boost Ryanair’s market because the people who use to fly with the standard airlines will change to lower budget airline, which is Ryanair.
Bigger aircrafts
There was a rumor that Ryanair would cooperate with a Chinese manufacturer COMAC to develop a 199 seats aircraft, bigger than Ryanair’s current Boeing. If this happens, more passengers that can be fit in a flight, more money they will earn.
THREATS
Fuel price
The fuel price might be increase over years depending on the oil market.
Unwanted natural phenomena
A major crash might happen to any airlines because of earthquakes or volcano ash disruption.
Competitors Improvement
By the time Ryanair are trying to improve and increase their market, so are the others.
Airport & navigation charge and air travel taxes increases
The fee from the airport and navigation might increase and so might the air travel taxes, especially since United Kingdom has started to increase their price currently.
Customers are very price sensitive
Some customers do not believe in a low-fare flight and they are very sensitive to price change or additional service fees.
More planes, more traffic
If the number of aircrafts in the sky increases, so does the air traffic. Too many planes during the same time will make the flight procedure becomes harder and take more effort and money to control it.
Integrated Marketing Analysis & Five Creative Angles with 5Ns
First of all, as the insight of Ryanair, the reality was Ryanair had a financial crisis because they offer low-fare flights as their Unique Selling Point. The current CEO, O’Leary decided to make a new ideal, which was, Ryanair would not spend any money and would gain profit from additional service. Ryanair brought down their flight experience, service quality and employees’ morale, but somehow O’Leary turned this negative point to positive by giving the fact that Ryanair are cheap and it offers the cheapest flight compared to other competitors. He even mentioned that if there were an airline that offers a cheaper price than Ryanair, O’Leary would even go cheaper than that, as it is written on the Ryanair webpage.
ADVERTISING AND NOISE
For the advertising, Ryanair has been using a lot of inappropriate content to generate noise and has been using more Below the Line advertisement such as black and white or two colors brochure and posters (in the newspaper and publishing industry, the more colors will be used the more expensive the price is) rather than using billboard or Television ad, although they have started to promote their promotion through video and television ad right now. Ryanair has been in a trouble even in 90’s regarding their controversial advertisements. For the example, the “Hottest Back to School Fares”, ASA requested Ryanair to take it down but they did not. Next, there was “Pissing on the ASA. Low fares have arrived in Belgium”. Sabena Airlines successfully sued this advertisement.
Besides these two, there are; offensive advertisement to Ulster Unionist; the Charity Cabin Crew Calendar every year showing sexy girls wearing bikini; direct advertisements to mock their competitors, Aer Lingus and EasyJet, and many more.
If we refer to the statement “There is no bad publicity”, Ryanair are not on the wrong side. By trying to reach the coverage area through newspaper as their advertisements placement, their advertisements work well because everyone reads newspaper and everyone are interested in a low-fare flight. Ryanair prove that they succeed in both. The noise is generated and people aware of Ryanair and what are Ryanair about.
BRANDING AND NAME
The branding name is after Ryan family who are the founder of Ryanair. The tagline of Ryanair is “Low Fares. Made Simple” with a short jingle saying “Destination anywhere”. The colors used in Ryanair are blue and yellow. In a psychology theory, yellow is associated with enthusiasm for life, loves challenge and can awaken greater confidence and optimism. Blue is the color of trust, loyalty, honesty and responsibility, and also relates to one-to-one or direct communication. The logo of Ryanair themselves were changed from a man with wings to be a girl with wings. O’Leary believed that sexism works for Branding although the logo change is not so obvious. So far there is no solid branding story of Ryanair that associates with character, culture nor culmination. Ryanair really focuses on its brand strategy, which is offering the lowest fare to customers but yet still earning a lot of profits from the services and their own staffs. Even on the Ryanair website itself, the About part states that “We are Europe’s only ultra low cost carrier, and that means we bring you the lowest fares on flights to all of our destinations – and that’s guaranteed”. Ryanair’s brand consistency is shown by the stripes colors on their aircraft, the color of the inside plane seats and the color of the staff’s clothes. While the inconsistency is found on their current webpage that has a different yellow and different blue type of colors (it used to be neon-bright colors and now it is slightly darker). Ryanair might be rebranding but it is better for them to keep every color consistent and to use the same types of fonts types for their publication. Another unique Ryanair branding is the jingle. After the plane’s wheels hit the tarmac, the jingle's grating cheeriness and unashamed self-promotion is played. It is a fanfare of trumpets is piped through overhead speakers, followed by a chirpy voice celebrating the arrival of "yet another" on-time flight.
PR AND NEED
Based on what Ryanair have done, they did not do well in PR. Yes it is true that they got the need. The fact is, everyone who needs a cheap flight will check and purchase Ryanair ticket. But the image of Ryanair themself and the public perception about Ryanair are bad. Ryanair are always seen as the airline that focuses on their revenue instead of the customer satisfaction. Ryanair have a bad media exposure and have been complained in the Internet world through their ex-customers’ blogs and review. Memes about Ryanair that add how bad Ryanair are getting more and more although the mainstream media did not do a lot of coverage on Ryanair and only put their advertisements on particular medium. Next, the way Ryanair inform the public about their additional services has a good objective, to avoid complaints from the customers in the future. But yet they do not take a high effort on social media while it is the strongest medium to influence the people nowadays. Asymmetrical strategy is used to make people think to a single point that Ryanair wants them to think, which is “Ryanair has the cheapest flight fare”. But it is better for Ryanair to put a little bit of their effort to improve the service quality to expand and larger the customer category of Ryanair. The more customers Ryanair has, the more money they will earn.
MARKETING AND NICHE
Price
Charm pricing is used for most of the flight fare in Ryanair. Again, as their USP is offering the cheapest airline, they want to create the illusion of discounted or cheaper price through nine (9) and five (5). Besides charm pricing, they also use the anchor pricing because they usually state the lowest fare on the advertisement, but then add the price with the taxes and everything after the ticket reservation is made.
Promotion
Ryanair used to keep their price as low as possible without giving promotion. But now, there are some improvements of Ryanair, which is giving promotion such as “Ryanheir. Free baby boy infants on Tuesday and free baby girl infants on Wednesday”. This is to celebrate the newborn United Kingdom Royal baby (that might be subsided from the kingdom itself).
Product
Ryanair are being clear enough in stating their brand on the publicity medium and on the tickets or boarding pass. Currently they have a clear tagline along their advertising but not on other medium yet. They only state that it is Ryanair without putting the tagline along with them. Since the colors used by Ryanair are blue, yellow, white and black, the feelings brought are the energetic feelings (explained on the branding part) that make people are pretty excited to fly with Ryanair because it’s cheap. There is no creativity shown by Ryanair and the process is not clear. A lot of cautions for Ryanair such as lacking in a lot of elements either in Branding, Advertising, Marketing and especially PR which actually can be improved to expand the target audience.
Place
Ryanair mostly offer their ticket reservation on-line and they don’t have any travel agent at all. It is because Ryanair do not want to give commission to the agency so therefore that decided to do it by themselves, through the websites.
1.1.3. People
The customers of Ryanair are anyone, from business people who prefer to safe their money until the elder who want to go vacation to Europe or United Kingdom with a low-fare flight. There are also Ryanair staffs in the airport and Ryanair cabin crew on the plane. The staffs in the airport are the usual staffs that are really strict when it comes to payment and excessive luggage. Usually these staffs are the most hated by the customers. Therefore, they need to improve it by being more friendly and helpful to the customers because Ryanair needs a good public thought and impression of them. While in the plane, the cabin crew should be more friendly and willing to assist every passenger to make the situation and the in-plane ambience feels better.
Physical Evidence
There is not many physical evident have been shown by Ryanair. The only sense is the branding and the exposure of Ryanair logo and colors on the website, advertisement, and in the aircraft, even the boarding pass is in black and white. There is no smell unless it is someone’s smell in the plane that sitting next to you, the taste is only the peanut or a really cheap snack that served to replace the meals, the touch of the usual boarding pass and the touch of the seats fabric in-plane are the only touch feelings that customers experience, and the hear is only the jingle sound in-plane when they are landing and the greetings from the cabin crew before the plane takes off.
Process
As a service industry, Ryanair give up on showing the process to the customers. Actually the process can be shown through a video showing how a flight process is, starts from checking the aircraft, fuelling the aircraft, the cabin preparation, how the pilot works, how the takes off process and how is the landing process. This can be shown to earn the trust from the customers that Ryanair are on time and safe, and to accomplish the sense feeling instead of saying it out loud to the customers that they are so.
CONCLUSION AND RECOMMENDATION
Overall, Ryanair have done a good job in persuading the market to use their airline because of the cheapest fare guarantee. But somehow, they are lacking in all IM components. I am suggesting Ryanair to have a rebranding. Since people already know what is Ryanair and what is the USP of Ryanair, why not to expand the market by influencing people to believe that Ryanair are not just offering the cheapest price, but also offering the best flight experience to the customers. For the example, Ryanair still can get a lot of profit even if they are being nice to the customers. All of the service quality can be improved started by the marketing, especially the people, the product and the physical evidence.
And if Ryanair want to expand their target customers with more VALS category, they can have more promotion such as a holiday trip package (that usually ends up at the same price but it looks cheaper from the customers’ point of view), family package, or even a premium complete package such as getting meals, merchandise, luggage and insurance with the normal accumulated price plus a small discount, or maybe Ryanair can use the other pricing system such as decoy pricing.
Another component that can be improved by Ryanair is the advertising. Instead of using the controversial advertisement and being sued, Ryanair would better change their advertising style, especially if they have a rebranding. The advertising can be connected to PR to not just informing people, but also to influence people, and it doesn’t have to be controversial. It can be just a simple headline with a big picture, or it can be a wit, or anything that works well and safe to advertise. While for the PR, it is possible if Ryanair have a social campaign, CSR campaign, or any other campaign based on the current trends. For the example, by using the current music trend, Ryanair can cooperate with an event organizer to invite the artist from London to have a charity concert in German called “A day of Tunes with Ryanair”. And if Ryanair do not want to spend a lot of money, Ryanair can arrange a deal with the event organizer to provide the aircrafts for free, as long as Ryanair’s brand is there and seen as part of the campaign, and make people think that besides offering a low-fare flight, Ryanair do care about the people.
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