FOREIGN TRADE UNIVERSITYFACULTY OF ECONOMICS AND INTERNATIONAL BUSINESS

LOGISTICS & INTERNATIONAL FREIGHT FORWARD

GROUPWORK REPORT

RYAN AIR

By Group 3Ha Noi, Sept 2014

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CONTENT

CONTENT......................................................................................................................1

GROUP MEMBERS.......................................................................................................2

PART 1: OVERVIEW OF RYAN AIR & ITS TERRITORY.......................................3

I. INTRODUCTION.................................................................................................3

II. TERRITORY.....................................................................................................4

PART 2: RYAN AIR ‘S VISSION, MISSION & LONG-TERM STRATEGY............5

I. VISION.................................................................................................................5

II. MISSION...........................................................................................................5

III. LONG-TERM STRATEGY..............................................................................6

PART 3: RYAN AIR ‘S OPPERATING ACTIVITIES.................................................9

I. COST LEADERSHIP STRATEGY.....................................................................9

II. HUMAN RESOURCE STRATEGY...............................................................11

III. MARKETING STRATEGY............................................................................13

PART 4: RYAN AIR ‘S TATIC-LEVEL ACTIVITIES..............................................16

I. RYANAIR’S PROMOTION CAMPAIGNS......................................................16

II. SOME FACTS AND FIGURES......................................................................20

REFERENCE................................................................................................................21

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GROUP MEMBERS

STT NAME STUDENT NUMBER1. Trương Thúy Hoa 462. Bùi Lan Phương 923. Đinh Thị Bích Hằng 384. Vũ Ngọc Linh 635. Nguyễn Thị Hòa6. Vũ Thị Thu Thủy 1087. Nguyễn Hoàng Sơn 988. Phạm Khánh Linh 649. Trần Thị Thu Hoài 4910. Chu Quý Sơn 9711. Nguyễn Thành Đạt 1712. Trần Quang Huy 5513. Hà Tiến Đạt 1814. Đỗ Thành Tú 19315. Phùng Bá Ngọc 8116. Lê Tuấn Hiệp 4317. Nguyễn Thảo Trang 111

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PART 1: OVERVIEW OF RYAN AIR & ITS TERRITORY

I. INTRODUCTION

Establishment: in 1985 by Christopher Ryan, Liam Lonergan and Tony Ryan

as a single-aircraft family operation.

Head office: Dublin Airport, Ireland

Airline designators: FR (by IATA), RYR (by ICAO)

Current CEO: Michael O'Leary 

Current fleet: 300 new Boeing 737-800 aircrafts

Level of operation: more than 1,600 daily flights (over 500,000 per year)

Revenue (for the year ended March-2013): EUR 4,884 million

Net profit: EUR 569 million

Services other than flights: Car hire, hotels, transfer & parking, etc.

Market share:

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In short, Ryanair is currently the largest European low-fare airline or, as they like to

call themselves, “Europe’s only ultra low-cost carrier”.

II. TERRITORY Ryanair has 69 bases, across 1,600 low-fare routes, connecting 186 destinations

in 30 countries:

Africa: Morocco

Europe:

1.Belgium

2.Bulgaria

3.Croatia

4.Cyprus

5.Czech Republic

6.Denmark

7.Estonia

8.Finland

9.France

10.Germany

11.Greece

12.Hungary

13.Ireland

14.Italy

15.Latvia

16.Lithuania

17.Malta

18.Motenegro

19.Netherlands

20.Norway

21.Portugal

22.Poland

23.Romania

24.Slovakia

25.Spain

26.Sweden

27.Switzerland

28.United Kingdom

29.Austria

Ryanair’s coverage:

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Note: red text indicates Ryanair base 

PART 2: RYAN AIR ‘S VISSION, MISSION & LONG-TERM STRATEGY

I. VISION

Vision defines the optimal desired future state – the mental picture, of what an

organization want to achieve overtime. Vision functions as a “North Star”, it is what

all employees understand their work every day ultimately contributes toward

accomplish over the long term. Leaders may change, but a clearly established vision

encourages people to focus on what’s important and better understand organization-

wide change and alignment of resources.

The vision of Ryanair is to keep going up and be Europe’s largest airlines in

the next six years.

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II. MISSION

A mission defines the present state or purpose of an organization. It answers

three questions about why an organization exist:

WHAT it does?

WHO it does for?

HOW it does what it does?

Mission is something that all employees should be able to articulate upon request.

The mission statement of Ryanair: “With new technological planes of Ryanair we

hope to please all of our European customers on their travel. We hope to serve people

of all ages while providing the best service money can buy. We will bring our low

price travel, with our dedication to helping our community and with our marketing

plan we hope to grow, while providing the best work experience for our employees.

We will treat everyone equally and with the upmost respect.”

Shortly, the mission of Ryanair is to keep the lowest fares among all the other

European airlines and to have a friendly and efficient services that satisfies

customer’s need.

III. LONG-TERM STRATEGY

Objective : Firmly establish itself as Europe’s leading low-fares

scheduled passenger airline through continued improvements and expanded

offerings of its low-fares service.

Key elements :

1. Low fares

Ryanair’s low fares are designed to stimulate demand, particularly from fare-

conscious leisure and business travelers who might otherwise have used alternative

forms of transportation or would not have traveled at all.

Selling seats on a one-way basis => eliminating minimum stay requirements

from all travel on Ryanair scheduled services, regardless of fare.

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Setting fares on the basis of the demand for particular flights and by

reference to the period remaining to the date of departure of the flight => higher fares

charged on flights with higher levels of demand for bookings made nearer to the date

of departure.

2. Customer services

Ryanair’s strategy is to deliver the best customer service performance in its

peer group

Better punctuality, fewer lost bags and fewer cancellations than all of the rest of

its peer grouping in Europe

Focusing strongly on the execution of these services and by operating from

uncongested airports

3. Frequent Point-to-Point Flights on Short-Haul Routes

Ryanair provides frequent point-to-point service on short-haul routes to

secondary and regional airports in and around major population centers and travel

destinations

Point to point flying (as opposed to hub-and-spoke services) allows Ryanair to

offer direct, non-stop routes and avoid the costs of providing through service for

connecting passengers, including baggage transfer and transit passenger assistance

costs.

Short-haul routes allow Ryanair to offer frequent service, while eliminating the

necessity to provide “frill” services otherwise expected by customers on longer flights.

Secondary and regional airports are generally less congested than major

airports and, as a result, can be expected to provide higher rate of on-time departures,

faster turnaround times, fewer terminal delays and more competitive airport access and

handling cost.

4. Low Operating Cost

Ryanair’s operating costs are among the lowest of any European scheduled

passenger airline.

Aircraft Equipment Costs: Purchase used aircraft of a single type. The

purchase of aircraft from a single manufacturer enables it to limit the costs associated

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with personnel training, maintenance and the purchase and storage of spare parts, as

well as affording greater flexibility in the scheduling of crews and equipment

Personnel Productivity: Control its labor costs by continually improving the

productivity of its already highly-productive work force

Customer Service Costs: More cost efficiently services provided by third

parties such as aircraft handling and ticketing.

Airport Access Fees: Ryanair attempts to control airport access and service

charges by focusing on airports that offer competitive cost terms.

Management attempts to obtain competitive rates for such services by

negotiating multi-year contracts at prices that are fixed or subject only to periodic

increases linked to inflation. The development of its own internet booking facility and

reservations center has allowed Ryanair to eliminate travel agent commissions.

5. Taking advantage of the Internet

Ryanair convert its host reservation system from the BABS (British Airways

Booking System) to a new system called Flightspeed under a 10 year hosting

agreement with Accenture Open Skies (“Open Skies”). Open Skies developed an

internet booking facility called Skylights, which allows internet users to access

Ryanair’s host reservation system and to make and pay for confirmed reservations in

real time through Ryanair’s Ryanair.com website.

6. Commitment to Safety and Quality Maintenance

Ryanair’s commitment to safety is a primary priority of the Company and its

management:

Hiring and training of Ryanair’s pilots, cabin crews and maintenance personnel

Including a policy of maintaining its aircraft in accordance with the highest

European airline industry standards

7. Enhancement of Operating Results through Ancillary Services

Ryanair provides various ancillary services and engages in other activities

connected with its core air passenger service, including non-flight scheduled services,

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the in-flight sale of beverages, food and merchandise and internet-related services =>

increase sales, while at the same time reducing costs on a per unit basis.

8. Focused Criteria for Growth

Building on its success in the Ireland-U.K. market and its expansion of service

to continental Europe, Ryanair intends to follow manageable growth plan targeting

specific markets. Ryanair believes it will have opportunities for continued growth by:

Initiating additional routes from the U.K. or Ireland to other locations in

continental Europe that are currently served by higher-cost, higher-fare carriers;

Increasing the frequency of service on its existing routes;

Starting new domestic routes within EU countries;

Considering possible acquisitions that may become available in the future;

Connecting airports within its existing route network (“triangulation”);

Establishing more new bases in continental Europe

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PART 3: RYAN AIR ‘S OPPERATING ACTIVITIES

I. COST LEADERSHIP STRATEGY

1. No-frills services

Ryanair will advertise low prices and people will occasionally have a hard time

finding a flight at this price. At the same time the price will be for the very basic

service for getting passengers from A to B. Advertising seats "from € 5" is legal as

long as some seats are actually sold for this price. The rest may be sold at much more.

And every prospective passenger will have to go through a decision process regarding

extras like luggage, check-in or insurance, opting out or opting for an additional

charge. 

Ryanair Luggage Restrictions: Ryanair has the target of reducing check-in

baggage to zero to save on costs. Baggage handlers and the baggage infrastructure cost

money, baggage in the hold costs fuel. Check-in baggage will incur charges and there

is no effort made at hiding this fact.

Ryanair Check-In Closures: Check-in desks serving Ryanair flights do cut off

at exactly the time when you are told they do. Again it is a simple matter of

understanding that when Ryanair say "half an hour", they mean 30 minutes. Despite

being an Irish company, Ryanair is not run with the happy-go-lucky ethos of "Ah,

sure, it'll fit!" No - Ryanair is run by bean-counters with military precision for the

purpose of paying little money.

Ryanair In-Flight Catering: Ryanair actually charges for food and drinks. A

reality check is recommended here - coffee ad sandwiches are simply not part of the

flight price.

2. Reorganize fleet of plane

They operate only one type of aircraft to keep maintenance simple and cost

effective with bulk buying of a single set of spares. The flying crews are

interchangeable as they only have one aircraft type and consequently their training is

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reduced and simplified. They outsource where they can to keep their productivity high

and have their computer systems well integrated

Ryanair has placed a huge $22bn (£13.6bn) order for a fleet of Boeing 737

MAX 200 aero planes, which it'll be filling with a potential 197 passengers. A

reorganization of the insides should allow it to fit more people inside and slightly

improve knee clearance for lanky travelers.

The planes feature eight more seats than Ryanair's current 737-800s, a boost

achieved by moving the rear toilets and removing part of the front galley. The planes

are also some 18 per cent more fuel efficient in their Ryanair configuration, which will

help batter down prices by a few pence if needed.

3. Reorganize pricing structure

With various pricing strategies, by reviewing the business practices by Ryanair

one can see that the company is adopting a dynamic pricing strategy. It is a flexible

pricing mechanism made possible by advances in information technology, and

employed mostly by Internet based companies through responding to market

fluctuations or large amounts of data gathered from customers – ranging from where

they live to what they buy to how much they have spent on past purchases. In another

word, customers with different willingness or necessity under various situations would

be charged differently.

First of all, a large proportion of the flights are designed to land in the remote and

smaller airports where the rental cost would be lowered, and thus the prices of the

tickets would be in a lowered level. Because of such arrangements, people choosing to

fly with focus on cost would be able to choose such flights because of their willing to

travel via such remote airports while those customers with focus on convenience could

still choose flights bounded for large cities by with higher prices.

Secondly, most in-flight services are chargeable. In-flight services or value added

services such as baggage, meal and seat selection are usually free for all passengers.

But as for the company, it separates such value added services alone and sell them to

those who are willing to pay for such services while the others will enjoy cheaper

ticket prices.

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The ticket prices are divided into different categories based on the market

fluctuations and a large amount of data gathered from customers, in general customer

who have booked tickets very earlier before the departure date of the flights could

enjoy cheaper fares.

For operational effectiveness, it is then recommended that Ryanair should

outsource as many non-core functions as possible that may abandon peripheral

services such as catering or ground handling services and can be required to perform

such activities as external specialist companies defined to be independent profit

centers.

II. HUMAN RESOURCE STRATEGY

Ryanair is the most successful low-fare airline in Europe who follows on cost

leadership strategy. HRM policies and practices of Ryanair range from outsourcing

certain non-core functions, adopting flexible work practices (telework, work from

home) and the increased use of information technology. In addition, it is essential that

a cost-benefit analysis of implementing new HRM policies and practices be

undertaken in order to not enhance to the cost strategy.

1. Recruitment

Ryanair aim to identify and recruit suitable applicants in a cost effective and

legal manner, the recruitment process involved planning, screening and selecting. The

HR team at Ryanair most ensure recruitment program is directly related to the

company strategic planning.

2. Training & development

Ryanair conducts cost efficient strategy which results in low investment in

training and development on employees. The fear of trained staff being poached could

also be utilized as an excuse for Ryanair to not increase their training budget as trained

staff might leave for a more lucrative competitor.

3. Performance appraisal

In order to control employee compensation costs, the firm implements a

performance related pay structure. Although the company provides lower labor costs,

the employees can earn additional pay or remuneration base on their performance.

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Unlike other airline company, every touch points to customers is taken advantage

to increase revenue for the company instead of raising high satisfaction from

customers. For instance, Ryanair charge 40 pounds for overweight luggage and reward

5 pence for employee who found that.

All the pay structure are designed related to cost effective. In this case, Ryanair

benefits from both side: promote their staffs follow their cost strategy, and also gain

revenue and minimize cost arising.

However there are a lot of draw-backs behind their succeed. Ryanair focuses

only on their cost but not their human resources who directly bring them the

satisfaction from customers, who work beyond their authorization and staffs are also

the one who build up the reputation for the company. With its low cost and efficiency

driven strategy, the RyanaAir has high passenger per employee ratio. This results in

overload in work, less time for innovation and unresponsive to customers’

requirements. At the same time, they are benefit from highly efficient staffs who are

committed with policies that define to multitask and earn more. Ryanair saw long

work hours as a sign of commitment. Pilots, reservation staffs all have to work in long

hours. Pilots were asked to take substantial pay cuts. There were changes in working

conditions and relocation to new bases with no help with their relocation costs. After

being claimed by Irish Airline Pilots’ Association (IALPA) due to the pay cut for

pilots, RyanAir decided to hire Romanian pilots who are not in IALPA members to

continue their strategies. Besides there are some rules for employees when working at

the office, for example: Personnel are not allowed to charged mobile phone at the

office, and they have to pay for their own uniform, food and education courses.

For such high requirement in commitment to overloaded works, and such

dissatisfied merits, there is no doubt that Ryanair is capable of strong human resources

even with high pay and reward. The human resources of the company are not seen as a

potential source of competitive advantage. The company do not seem to value its

people. There is a growing belief that a company’s human resources is the most

important source of competitive advantage. In a fast-changing environment where

technological innovations and other strategies can be copied, it is the human resources

that bring a sustainable competitive advantage.

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III. MARKETING STRATEGY

Ryanair is the European low cost airline. And it applied the low-cost or no-frill

marketing strategies, which has made Ryanair one of the most successful airlines in

the world. Its success can be discovered by the analysis of the Marketing Mix strategy.

1. Price

- Ryanair has low fares.

- 70% of seats are sold at the lowest two fares.30% of seats are charged at higher

fares. The last 6% are sold at the highest fare

- Ryanair occasionally get in trouble with bodies such as the Advertising

Standards Authority (ASA) in the UK over differences between advertised and

actual price – in fairness to Ryanair these are rare mistakes.

2. Product

- Low cost, no frills air travel to European destinations.

- There is no free food or drink onboard. Food and drink are income streams.

You buy them onboard, or you don’t – take your own food and drink if you

like.

- There are other income streams – or ancillary revenue. The company has deals

with Hertz car rental, and a number of hotel businesses. So Ryanair takes a

commission on ‘up selling’ i.e. ancillary revenue. Other examples include

phone cards and bus tickets. About 16% of profit is made this way. This keeps

costs lower.

3. Promotion

- They spend as little as possible on advertising.

- They do not employ an advertising agency. Instead all of the advertising is done

in-house. In fact O’Leary himself oversees much of the promotion of Ryanair.

They use simple adverts that tell passengers that Ryanair has low fares.

- Ryanair employs controversy to promote its business. For example in 2009, the

company reasoned that passengers would be charged £1 to use the toilets on

board. O’Leary reasoned that passengers could use the terminals at either the

destination or arrival airport. This would speed things up. It was reasoned that

this is what passengers wanted – since they did not want other passengers

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leaving their seats and walking the aisles to go to the toilet. O’Leary also argued

that larger passengers should be charged more since they took up more room –

again it was reasoned that this is what the majority of passengers wanted.

- Some of their aircraft are decorated in the livery of advertisers e.g. News of the

World, Jaguar and Kilkenny (beer).

4. Place

- Ryanair does not use travel agents so it does not pay agency commissions. It

uses direct marketing techniques to recruit and retain customers, and to extend

products and services to them (i.e. Customer Relationship Management). This

reduces costs.

- You book online over the Internet. This saves them 15% on agency fees.

- They are based in Stansted in Essex – which is known as a secondary airport. It

is new and accessible. It is cheaper to fly from Stansted than either Heathrow or

Gatwick, and since it is less busy Ryanair can turn aircraft around more

quickly.

- Many of Ryanair’s destination airports are secondary. For example if you fly to

Copenhagen (Denmark) you arrive in Malmo (Sweden) – although it is only a

short coach trip over the border. Secondary airports, which tend to be smaller

regional airports, depend upon this single carrier – some (it is rumored) paying

up to £100, 000 for each additional new route. Costs are lower and aircraft can

be turned around faster.

- Keeping aircraft in the air as much as possible is another important part of the

low cost jigsaw. However, the company has been challenged by the European

Union in relation to anti-competition laws.

Beyond any doubt, Ryanair is one of the strategic marketing successes of the last

decade. Undoubtedly synergized by Michael O’Leary – the low cost strategy that it

employs is remarkable and industry changing. In many ways the business has looked

closely at all aspects of it markets and operations to remold the industry and customer

expectations in a unique way. This is how Ryanair has applied the marketing mix.

For Marketing strategy, Ryanair should has a detailed plan for its strategic moves

in the market and be able to provide good customer services to the customers like by

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having discounted flights and value promotion to keep the competitive advantage at a

stable mode within its competitors and will need to focus more on the core

competencies that allow Ryanair to practically and wisely designs suitable airline

operations within the bracket of their marketing network services in a market standard-

based perspective. Ryanair need to be goal oriented and must not stop to rejuvenate

and change their marketing plan strategies from time to time in order to re-invent the

performance process upon the upgrading of rules and regulations mandated by the

state. Ryanair is to overcome the lack of product differentiation and increase it that

will have the ability to revive revenue generation.

Based on above analysis, it is recommended that Ryanair consider the expansion

in to haul markets – specially the transatlantic routes which accounts for more than

60% of world’s air travel. By moving in to this new market with its low fare strategy

coupled with added service options the company can utilize its existing business with

introducing complementary goods and services via its web site its also recommended

as this will allow the company to further reduce its cost base per unit of customer.

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PART 4: RYAN AIR ‘S TATIC-LEVEL ACTIVITIES

I. RYANAIR’S PROMOTION CAMPAIGNS

Ryanair CEO Michael O’Leary said upon the announcement of the group

booking service that  the airline will target the group and business travel markets this

year: “2014 is set to be a very exciting year for all groups and business passengers as

Ryanair’s entry into these markets will significantly lower their costs of travel,” he

said in a statement on the launching of group booking promotion. Indeed, Ryanair has

launched a lot of promotion to prove its announcement for the most part of 2014.

Ryanair launched its first UK TV advertising campaign to communicate

its recent customer service changes to consumers in April. The ads, which ran in the

UK, Ireland, Spain and Italy from 10 April, promoting three of the changes: allocated

seating, a second free cabin bag and the new Ryanair website, which was launched on

3 April. The campaign, created by Dare, has a narrator imagining the old Ryanair,

while the customer experiences the new Ryanair. The ads underpin Ryanair’s new

tagline “Low Fares. Made Simple” as it aims to get the message across that it now

offers both low prices and improved customer service. The TV campaign was

supported by press, outdoor and digital activity.

Ryanair are trying to make it easier for people to travel in groups with

the introduction of a new group booking service similar to that employed by other

airlines. The service allows travelers to block book at least 20 seats on a flight with the

person booking not required to included the names of all the passengers at the time of

booking. Half of the names have to be submitted halfway between the booking date

and departure date with the remainder of the names due 14 days before the departure.

The total payment is required at the time of booking. Ryainair say the group bookings

are designed to allow for greater flexibility of travel for schools, sports clubs and all

other large travelling parties.

Here is the form that we get from Ryanair’s official website:

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Ryanair is prepping a new marketing campaign to promote the launch of

its new ‘business class’ to offer flexible tickets, extra baggage and ‘premium’ seating.

Launching on TV on Monday (1 Sept), the ads communicate the new proposition to

business travelers and introduce the strapline “Business. Made Simple”. The

campaign, created by Dare, will also run across press and regional radio as well as on

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digital by retargeting key websites, such as business publications, in nine European

countries including the UK.

The new “Business plus” fares will be available on all flights with prices starting from

£59.99. Speaking to Marketing Week, Ryanair’s chief marketing officer Kenny Jacobs

says the service will be “straightforward” offering business travelers “great value on

the things that matter to them”. This includes flexible tickets, with passengers able to

change their ticket free of charge up to one hour before departure, fast-track through

airport security, an increased baggage allowance of 20kgs and priority boarding.

There will also be access to “premium seating”, which Ryanair describes as seats at

the back or front of the plane or the emergency seats located over the wings. However,

Ryanair currently has no plans to introduce a “business section” on its planes, with

Jacobs saying the seats will not be “physically different”, there will be no curtain to

separate areas and business passengers won’t get free food or drink.

Ryanair is also planning a new campaign to talk about its “every day low

fares”. Launching today (17 August) in print, Jacobs says it will work “like a retail ad”

and highlight that Ryanair has fares that start at £19.99, similar to the price of two

cinema tickets. The campaign will also air on TV with a 10-second spot that aims to

promote its price point, routes and new simpler booking, as well as outdoor and in

digital.

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In a desperate attempt to appeal to family travelers, low cost airline

Ryanair have announced its new family product, Ryanair Family Extra, offering

families a range of discounts on travel and an improved service on all flights.

With the new plans, families are offered fifty per cent allocated seating

discounts on children’s seats, fifty per cent off checked-in bags for children and

discounted priority boarding.

They also announced fifty per cent off travel insurance for children, reduced

infant fees (now £20), a free 5kg infant bag allowance.

Ryanair’s Chief Marketing Officer, Kenny Jacobs said: 'As part of our Always

Getting Better programmed and our commitment to the continued improvement of our

customer experience, Ryanair is delighted to launch Ryanair Family Extra, offering

families a great range of discounts and an improved service for those travelling with

children.

'This the latest in a long line of Ryanair customer improvements, following

allocated seating, a free second carry-on bag, reduced fees and a new website and we

will next unveil our brand new app and mobile boarding passes in July, followed by a

tailored business product, as we continue to offer so much more than just the lowest

fares.

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II. SOME FACTS AND FIGURES

Will carry over 84m passengers this year. Moreover, Ryanair targets reaching

120m passengers annually over the next decade, equivalent to 4%-5% p/a and this

looks very achievable.

Has an unblemished 30 year safety record

Has a fleet of 300 Boeing 737-800 aircraft

Operates in 30 countries

Operates to/from 186 airports

Has 69 bases across Europe and North Africa

Operates over 1,600 routes

Operates over 1,600 flights per day.

Ryanair’s cost per passenger is the lowest in Europe by some margin,

approximately one third lower than that of easyJet.

Ryanair EasyJet Norwegian Air

Berlin

Spirit Southwest

Staff 5 8 15 14 16 33

Airports &  

Handling8 18 8 26 15 22

Route

Charges6 6 13 8 - -

Aircraft

O’ship  &

Maint.

6 8 17 20 16 17

Sales &

Marketing2 6 12 31 4 2

Total 27 46 65 99 51 74

% vs. Ryanair - +67% +137% +262% +86% +170%

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(Source: CAPA - Centre for Aviation and latest available accounts via Ryanair

presentation 28 January 2013).

REFERENCE

1. Ryanair’s official website:<www.ryanair.com>

2. “Ryanair launch group booking as it targets large travelling parties”, Jan 15th , 2014, available at <http://businessetc.thejournal.ie/ryaniar-group-1265927-Jan2014/>

3. “Ryanair goes 'family-friendly': The airline which once proposed charging to use the toilet announces 50% discounts for passengers flying with children”, by Emily Payne, 17th June, 2014, available at <http://www.dailymail.co.uk/travel/article-2659908/Ryanair-family-friendly-The-airline-expected-announce-discounted-charges-families-extra-baggage-allowance.html#ixzz3DruAqEGI >

4. “Ryanair introduces 'business class'”, by Christopher Williams, August 27th, 2014, available at <http://www.telegraph.co.uk/finance/newsbysector/transport/11057948/Ryanair-introduces-business-class.html>

5. “Ryanair SWOT analysis – Michael O'Leary's maniacal focus on being the lowest cost producer” by CAPA, February 6th, 2013, available at <http://centreforaviation.com/analysis/ryanair-swot-analysis--michael-olearys-maniacal-focus-on-being-the-lowest-cost-producer-96465>

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