Презентация на тему Easyjet

Vision

Mission
Cultural Analysis
Strategic Purpose
The Governance Chain - Organizational Chart
Social Responsibility - Triple Bottom Line
Strategic Drift
4. Aim and Objectives of research

Key Drivers

Scenarios
Evaluation
Porter’s 5 Forces Analysis
Evaluation
Strategic Capabilities Analysis
SWOT and TOWS Matrix
CONCLUSION
Recommendations
Q & A

potential easy-branded business
Participate in start-up operations

(easyGroup, 2015)

global force.”
Mission “By managing and expanding Europe’s leading value brand

to more products and services, while creating wealth for all stakeholders.” (easyGroup, 2015)

Value




(easyJet, 2015)
Human Factors Monitoring Programme

(easyJet, 2015)

No meals or drinks included Direct distribution channel (Aladari and Fagan, 2005)

Orange Spirit Award (easyJet, 2015)

“easyJet people are passionate about working as one team” (Mccall, 2015)

Development of Ecojet (easyJet, 2015)

Customer satisfaction survey (easyJet, 2015)

of view
A big smile
Make it easy
Open and upfront





(easyJet

2015)

- Organizational Chart




(easyJet 2015)

UNICEF
Minimize environmental impacts - gas emission reduction
Response to customer

demands

Haji-Ioannou and started first flights between Luton and Scotland.
1996

operated its first wholly owned aircraft and started first European route to Amsterdam then to Barcelona and Nice.
1997 opened a new UK base at Liverpool.
1998 ordered 15 new Boeing 737-700 aircrafts and launched its online bookings.
1999 the very first screening of ITV’s fly-on-the -wall documentary ‘Airline,’ which brought the airline’s operations to millions of UK viewers every week.
2000 easyJet’s flotation on the London Stock exchange at an offer price of 310p, valuing the Company at £777m. Shortly after, easyJet joins the FTSE 250 list of companies.
2001 London Gatwick became easyJet’s fifth base.

stand down as Chairman but was maintaining as a

shareholder. easyJet merged with low cost airline "Go" (which had originally been set up by British Airways) to create Europe’s number one air transport network.
2004 easyJet became the first airline to take advantage of the newly-enlarged European Union by starting flights to Hungary and Slovenia.
2005 easyJet took delivery of its 100th aircraft.
2007 new headquarters opened at London Luton Airport.
2008 the airline completed its acquisition of GB Airways, a London Gatwick-based airline operating to destinations across Southern Europe and North Africa.

approaches to strategic planning and activities of easyJet.
To examine

the external environment by using PESTEL Analysis.
To analyze the company’s attractiveness for investment by using Porter’s 5 Forces.
To identify how Easyjet reached competitive advantage by using strategic capabilities, SWOT and TOWS Matrix.
...and to propose recommendation by summing up all the results.

strategy consulting project 2015)

APD reduced considerable number of UK airline passengers and

shortage the tourist income (Milmo 2011).
Action: Taxation per-plane were not allowed, it had to be splitted into four bands (Milmo 2011).
Terrorism
Facts: Threat of bomb easyJet and British Airways flight (Myers 2014)
Action: Cooperation with the National Counter Terrorism Security Office (NaCTSO)

(EU Business 2015).
Actions: Enforcement operations for big potential amount

of customer from 2015.
Inflation and Oil prices
Facts: Rise of oil prices due to inflation (4-traders 2014).
Actions: "We have bought 78% of our fuel until the end of September 2015 and 52% for the following 12 months so oil price fluctuations don't have an effect on that proportion of fuel." (4-traders 2014).

have growing demand in cheap air travel (Eurocontrol 2015)
Actions:

To respond the market demand of travellers, EasyJet targets on both business and leisure passengers.

Lifestyle
Facts: Customers lifestyle will decide if the customer will travel by plane, coach, train.
Actions: It can affect all the strategy of the company, if the customer decides go by another way of transportation.

(Travel Management Institution 2015).
Actions: “EasyJet application” for smartphone bookings

service.

Development of networking
Facts: Customers purchase the products or services after receiving the advertisement email (Digital strategy consulting project 2015).
Actions: EasyJet will send the same email to every European customers on every Friday with different languages.

carbon of 20% by 2020.
Actions: EasyJet follows the rules

for the environmental regulation and they introduced a program called Carbon Emission.

Utilisation of ecological products
Facts: Recycling the edible products and pet bottles.
Actions: EasyJet recycles all type of waste what is possible to reduce the pollution.

increase tax duties.
Actions: EasyJet suffers from a significant decrease

in profit in 2007 after the implementation of Fiscal policy (EasyJet Plc Annual report 2007)

Environmental preservation
Facts: United Nation certified emission reduction project.
Actions: easyJet has invested in installation of new lightweight seats, sharklets to increase fuel efficiency.

which is trendy in business is allowed.

Investing in new

technology

New energy needed, ecoJet-nuclear.

Sustainability training needed.

Rise of airfare.

Open more flight destinations.

Offer more short airways

Lower price and more promotions

Lack of environmental perceptions.

More long airway offers.

Cheap energy is used.

Highly cause pollution.

-Lenient environmental regulation

-Low oil price

+High oil price

+Strict environmental regulation

regulation (CAA 2015)
Diseconomies of scale (Hurdle et al. 1989)
Weak

distribution channel (Kangis and Reilly 1998)
Barriers:
Economies of scale (Hurdle et al. 1989)
Strong reputation and history (Carolyn McCall 2010)
Mature pricing strategy system (Carolyn McCall 2012)

Differentiation
Lock-In of added service/product
Contracts (Siebert 2012

and Taylor 2014)

The Power of Suppliers: High
Reason:
Economical power (Clarke and Chen 2007)
Barriers:
Backward vertical integration (AJW Group 2015)
Investment in new resources (Dugdale 2007)
Patents

substitute product
Inferior quality substitute product

Degree of Rivalry: Low
Reason:
Low competition
Barriers:
High

market growth
Strong brand identity
High cost values in aviation industry

Pricing
PESTEL Analysis (low oil price going with strict environmental

regulations)
SWOT analysis (strategic capabilities,numerous advantages comparing to competition)
Triple Bottom Line (sustainable development in long-term period)

market (competition low)
Different brand

easyJet. [online]. Luton: EasyJet. Available from: http://www.businessteacher.org.uk/guides/business/swot/swot-analysis-of-easyjet.php. [accessed 28

April 2015].
CAPA., 2013. EasyJet SWOT analysis - Is Sir Stelios strength, weakness, opportunity and threat all in one. [online]. Luton: EasyJet. Available from: http://centreforaviation.com/analysis/easyjet-swot-analysis---is-stelios-strength-weakness-opportunity-and-threat-all-in-one-96290 [accessed 30 April 2015]. EASYHOTEL., 2009. View our hotel rooms. [online]. Luton: EasyJet. Available from: http://www.easyhotel.com/gallery/#switzerland [Accessed 1 May 2015].
EASYJET., 2015. EASYJET’S CARBON EMISSIONS. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/corporate-responsibility/our-environment/easyJets-carbon-emissions.aspx?sc_lang=en. [accessed 27 April 2015.]
EASYJET., 2014. Our Culture, Vision & Values. [online]. Luton: EasyJet. Available from: https://careers.easyjet.com/why-easyjet/culture-vision-and-value/. [Accessed 29 April 2015].
EASYJET., 2008. Spirit Awards. [online]. Luton: EasyJet. Available from: http://www.easyjet.com/en/spirit [Accessed 1 May 2015]. EASYJET, 2008. UNICEF change for good. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/corporate-responsibility/community-and-charitable-activities/unicef-change-for-good.aspx?sc_lang=en [Accessed 2 May 2015].

References:

team. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/about-easyjet/our-management/executive-management-team.aspx?sc_lang=en. [accessed 1 May

2015].
MCCALL, C., 2011. HIGH PERFORMANCE CULTURE. [online]. Luton: EasyJet. Available: http://corporate.easyjet.com/corporate-responsibility/our-people/high-performance-culture.aspx?sc_lang=en. [Accessed 2 May 2015].
MCCALL, C., 2012. IMPROVING CUSTOMER EXPERIENCE. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/corporate-responsibility/our-customers/improving-customer-experience.aspx?sc_lang=en [Accessed 1 May 2015].
MCCALL, C., 2009. Join the next generation of easyJet people. [online]. Luton: EasyJet. Available from: https://careers.easyjet.com/ [Accessed 28 April 2015]
MCCALL, C., 2009. REDUCING FATIGUE RISK. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/corporate-responsibility/safety-first/reducing-fatigue-risk.aspx?sc_lang=en [Accessed 28 April 2015].
MCCALL, C., 2009. WE ARE COMMITTED TO CORPORATE RESPONSIBILITY. [online]. Luton: EasyJet. Available from: http://corporate.easyjet.com/corporate-responsibility.aspx?sc_lang=en [Accessed 28 April 2015].
SHACKLETON, R., 2011. About us. [online]. Luton: EasyJet. Available from: http://www.easy.com/about-us.html [Accessed 3 May 2015].