Case Study: Internal analysis of Ryanair

Case Study in: Johnson, G. et al., 2005. Exploring Corporate Strategy. 7th ed. Essex: Pearson reproduction Ltd. 1. midland audit of tangible, financial and intangible resources Tangible Resources 1. man Resources * Ryanair currently employs 2000 throng (2003) from 25 nations. * The pay is performance associate and among the highest in the airway industry (Annual plow 2004, p. 5). Travel c at a timessions and participation in the carry on natural selection program is granted to all employees. In 2003 everyplace 30% (639 in total) of employees took part in the inventory option program - the ordinary pay per employee was about 53.000 (Annual answer for 2004, p. 21). * chief executive officer Michael OLeary has significantly shaped Ryanair. 2. material resources * Ryanair operates 72 aircrafts (Annual motif 2004, p. 3). altogether aircrafts are of a iodine type. Ryanair has ordered 225 brand peeled-fangled Boeing 737-800 aircrafts. The average aircraft age was abo ut 10 years vs. diffuse Jets was 5.1 years (2003). However with the deliver of the new aircrafts, Ryanairs figure allow enhance. The average age of the fleet is important, as maintenance cost depends on this. * Facilities: Dublin Airport facilities, alone no major(ip) other ones. Financial Resources * Ryanair will stay broadly speaking unhedged in 2005 (Annual Report 2004, p. 12). * With a quick ratio of 2.7 Ryanair has enough cash sluice if all liabilities have to be paid at once (Brealey et al., 2001). Ryanair has also shown good profitability. * Ryanair is listed on a stock exchange, obtaining superior in form of virtue capital. In total, Ryanair has 1.5 billion in shareholder funds (Annual Report 2004, p. 12). The stock was very seductive to investors, outperforming its benchmark index. Intangible Resources * Ryanair has adit to medium sized airports which provide cheesy slot licences. The average airport charge applied to Ryanair... If you trust to get a full essay, ord! er it on our website: OrderCustomPaper.com

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