Assignment范文-瑞安航空的宏觀環境。本文是一篇由本站代寫服務提供的assignment范文參考，主要內容是講述瑞安航空案例分析的目的是評估宏觀環境和行業分析，以及幫助瑞安航空在其運營環境中取得成功的內部因素。分析分為三個主要部分，重點關注內部和外部環境，并根據我們的建議結束分析。下面就一起來看一下這篇留學生assignment代寫范文

The purpose of this analysis on the Ryanair case study is to evaluate the Macro environment and the industry analysis and the internal factors that will help Ryanair to succeed within the environment which they are operating. The analysis is divided into three major components, focusing on the internal and external environments and capping off the analysis by our recommendations.

瑞安航空案例分析的目的是評估宏觀環境和行業分析，以及幫助瑞安航空在其運營環境中取得成功的內部因素。分析分為三個主要部分，重點關注內部和外部環境，并根據我們的建議結束分析。

For the analysis on the macro environment and industry analysis, I will be using important models such as the Pestel analysis which describes the external factors affecting the business in the future in the airline industry. Also models such as Porter’s five forces model will be used to explain the factors in the industry and the way in which firms compete and how it affects the profitability of the company. The concept of strategic groups will also be used to help explain Ryanair’s main competitors and how they influence their present strategy.

對于宏觀環境的分析和行業分析，我將使用重要的模型，如Pestel分析，它描述了航空業未來影響業務的外部因素。此外，波特五力模型等模型將用于解釋行業中的因素、企業競爭的方式以及它如何影響公司的盈利能力。戰略集團的概念也將用于幫助解釋瑞安航空的主要競爭對手以及他們如何影響目前的戰略。

Analysis on the internal environment mainly focuses on the resources and capabilities of the company. We look in depth to analyse the potential competitive advantages the company may posses through its internal strengths. This analysis includes a SWOT analysis which gives a clear cut idea of the organization and the strategic capabilities and potential threats. We also use the VRINE model to analyse the resources and capabilities and base our judgment on its result as to whether they provide a competitive edge for the company.

對內部環境的分析主要集中在公司的資源和能力上。我們深入分析該公司通過其內部優勢可能擁有的潛在競爭優勢。該分析包括SWOT分析，對組織、戰略能力和潛在威脅有清晰的了解。我們還使用VRINE模型來分析資源和能力，并根據其結果判斷它們是否為公司提供了競爭優勢。

My recommendations will be based on Management theories and models to explain the future strategies and to present strategic choices and areas for improving strategy implementation for the senior management team of Ryan air.

我的建議將基于管理理論和模型，以解釋未來的戰略，并為瑞安航空的高級管理團隊提出戰略選擇和改進戰略實施的領域。

Introduction 簡介

The Airline industry remains as a fast and growing industry. It facilitates economic growth, world trade, international investment and tourism and is therefore central to the globalization taking place in many other industries. This case study focuses on Ryanair, the first budget airline no-frills carrier in Europe, founded by the Ryan family in 1985 to provide scheduled passenger airline services between Ireland and the UK. The case study delivers and interesting insight about Ryan air’s growth, the risks and challenges it faced and about its competitors and the future strategies for succession and growth.

航空業仍然是一個快速發展的行業。它促進了經濟增長、世界貿易、國際投資和旅游業，因此對許多其他行業的全球化至關重要。本案例研究的重點是瑞安航空，這是歐洲第一家廉價航空公司，由瑞安家族于1985年創立，旨在提供愛爾蘭和英國之間的定期客運航空服務。該案例研究提供了關于瑞安航空的增長、面臨的風險和挑戰、競爭對手以及未來繼任和增長戰略的有趣見解。

According to the case study by the end of 1990, the company had flown through a great deal of turbulence, disposing of five chief executives, and accumulating losses of IR￡20m. Its fight to survive in the early 1990’s saw the airline successfully restyle itself to become Europe’s first low fares, no frills carrier, built on the model of southwest airlines. A new management team was brought in headed by Michael O’Leary who made major changes to the airline. Michael O’Leary had launched a ￡1.48bn bid for Irish rival, Aer lingus, but the Aer lingus and its board later on rejected the Ryanair approach because according to them Ryanair had acted in a hostile anticompetitive manner.

根據1990年底的案例研究，該公司經歷了巨大的動蕩，解雇了五名首席執行官，累計損失2000萬IR。在20世紀90年代初的生存之戰中，該航空公司成功地重塑了自己的風格，成為歐洲第一家以西南航空公司為模式的低票價、無裝飾航空公司。一個新的管理團隊由邁克爾·奧利里領導，他對航空公司進行了重大變革。邁克爾·奧利里（Michael O'Leary）曾出價14.8億英鎊收購愛爾蘭競爭對手愛爾蘭航空公司（Aer lingus），但愛爾蘭航空公司及其董事會后來拒絕了瑞安航空的做法，因為據他們說，瑞安航空的行為是敵對的反競爭行為。

Ryanair does not publish a formal vision or mission statement. However, their general direction is to simply continue to be the largest low cost leader in the European airline industry and to carry 50 million passengers by 2009. Implementing this vision is a function of many individual tactics, including an absolute dedication to low cost performance in every element of the value chain, quick gate turnarounds, non-union operations, performance-based incentive compensation plans, standardization on one type of aircraft, and flying (in most cases) to secondary airports, which provides significant savings for Ryanair.

瑞安航空沒有發布正式的愿景或使命聲明。然而，他們的大方向是繼續成為歐洲航空業最大的低成本領導者，并在2009年前運送5000萬乘客。實現這一愿景是許多個人策略的一個功能，包括絕對致力于在價值鏈的每一個要素中實現低成本效益、快速周轉、非工會運營、基于績效的激勵薪酬計劃、一種飛機的標準化，以及（在大多數情況下）飛往二級機場，這為瑞安航空節省了大量費用。

Strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage. (Hubbard, Rice, Beamish, 2008)

戰略是一套綜合協調的承諾和行動，旨在利用核心能力并獲得競爭優勢。（Hubbard，Rice，Beamish，2008）

The long Term purpose and positioning of Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares airline through continued improvements and expanded offerings of service. I have conducted a strategic analysis of the macro and internal environment and industry analysis and recommended new strategic initiatives to improve.

瑞安航空的長期目標和定位是通過持續改進和擴大服務范圍，穩固地成為歐洲領先的低票價航空公司。我對宏觀和內部環境進行了戰略分析，并對行業進行了分析，提出了改進的新戰略舉措建議。

3. External environment analysis 外部環境分析

The macro-environment describes all factors which influence the company as a whole but are out of their direct control including wider social, political and economic factors (Hooley, Saunders, Piercy, 2004). It would be well suited to conduct a PESTEL analysis to identify and examine the external factors which lie beyond the company boundaries.

宏觀環境描述了影響整個公司但不受其直接控制的所有因素，包括更廣泛的社會、政治和經濟因素（Hooley，Saunders，Piercy，2004）。它非常適合進行PESTEL分析，以識別和檢查超出公司邊界的外部因素。

3.1 PESTEL analysis PESTEL分析

We investigate five factors in the PESTEL analysis. The Pestel framework categorises environmental influences into six main types: political, economic, social, technological, environmental and legal. These factors are not independent of each other; many are linked. For example, technology developments change the way that people work, their living standards and their lifestyles. As any of these factors change it affects the competitive environment in which organizations operate. (Gerry; Scholes; Kevan, 2005)

我們在PESTEL分析中考察了五個因素。Pestel框架將環境影響分為六種主要類型：政治、經濟、社會、技術、環境和法律。這些因素并非相互獨立；許多是相互關聯的。例如，技術的發展改變了人們的工作方式、生活水平和生活方式。當這些因素中的任何一個發生變化時，都會影響組織運作的競爭環境。（Gerry；Scholes；Kevan，2005）

Political environment 政治環境

Health and safety regulations are becoming strictly important especially after 9/11 attacks, according to the case study in August 2006 UK authorities imposed severe security measures at all airports. Ryanair had to cancel 279 flights in the days immediately following the incident and refunded e2.7m in fares to approximately 40,000 passengers. Ryanair is estimated to have suffered a loss of e1.9m in reduced bookings.

根據2006年8月的案例研究，健康和安全法規變得越來越重要，尤其是在9/11襲擊之后。英國當局在所有機場實施了嚴格的安全措施。瑞安航空在事故發生后的幾天內不得不取消279個航班，并退還了e2。700萬票價，約4萬名乘客。瑞安航空估計損失了e1。預訂量減少了900萬。

On February 2005, a new EU regulation was introduced. It intended to reduce the inconvenience caused to air passengers by delays, cancellations and denied boarding by offering a refund or rerouting and free care for passengers. Based on the average distance of its flights for Ryanair, the compensation costs would likely fall into the e250 category.

2005年2月，歐盟出臺了一項新的法規。它旨在通過為乘客提供退款或改道和免費護理，減少延誤、取消和拒絕登機給航空乘客帶來的不便。根據瑞安航空的平均飛行距離，賠償費用可能屬于e250類。

Ryanair is facing rising trade-union pressure in Europe. Some of the countries in Europe have formed a trade-union among each others, thus it gives the pressure for Ryanair to do business in these countries.

瑞安航空在歐洲面臨著越來越大的工會壓力。歐洲的一些國家已經相互組成了工會，這給瑞安航空在這些國家開展業務帶來了壓力。

Economic environment 經濟環境

The fuel price instability is a major economic concern for airlines. Hedging deals will push airline companies towards the risks of exchange rate fluctuations. This too poses a major economic concern for Ryanair. According to the case study Ryanair was vulnerable to rising fuel prices in 2005 due to its low fare policy. Its fuel costs represented 35% of operating costs in 2006, compared with 27% the year before. Ryanair had not edged early so it was paying from $70-74 per barrel up to march 2007.

燃油價格的不穩定是航空公司主要的經濟問題。對沖交易將使航空公司面臨匯率波動的風險。這也給瑞安航空帶來了重大的經濟問題。根據案例研究，2005年瑞安航空因其低票價政策而容易受到燃油價格上漲的影響。2006年，其燃料成本占運營成本的35%，而前一年為27%。瑞安航空并沒有提前獲利，因此截至2007年3月，其支付的價格為每桶70-74美元。

In 2006, airport and handling charges increased by 21%, slower than the expansion in passenger numbers. Route charges also increased by 21% because of an increase in the number of sectors flown and an 8% increase in average sector length as Ryanair flew into new EU states. These figures could be explained by an increase in the average price level. Inflations rate in EU is 1.7(NA, euro area annual inflation down 2006). Inflation rates can cause production costs and airline fares to increase. However, the relatively stable inflation rate is a good sign for the future of Ryanair and the economy as a whole.

2006年，機場和手續費增長了21%，慢于乘客數量的增長。由于瑞安航空飛往新的歐盟國家，航線費用也增加了21%，因為飛行的航段數量增加了，平均航段長度增加了8%。這些數字可以用平均價格水平的上漲來解釋。歐盟的通貨膨脹率為1.7（NA，歐元區2006年的年通貨膨脹率下降）。通貨膨脹率會導致生產成本和機票價格上漲。然而，相對穩定的通貨膨脹率對瑞安航空和整個經濟的未來來說是一個好兆頭。

It was noted that the unemployment rate was slashed to 8.7% (NA, unemployment in Europe 2006). Such data provides a positive indication on the excelling economy in Europe. This will obviously influence Ryanair’s decision making on various matters. A stable economy is a base for growth and perhaps could be one of the motives for Ryanair to consider the takeover of the Irish airliner “Aer lingus”.

據指出，失業率已降至8.7%（NA，2006年歐洲失業率）。這些數據為歐洲出色的經濟提供了積極的跡象。這顯然會影響瑞安航空在各種事務上的決策。穩定的經濟是增長的基礎，也許這也是瑞安航空考慮收購愛爾蘭航空公司“愛爾蘭航空”的動機之一。

Socio-cultural environment 社會文化環境

The increasing travelling lifestyles will affect the business of Ryan Air. For e.g. educational trips, backpack and family trips, business trips. People opt to use budget airlines for short haul flights because it’s extremely cheap, saves time especially for business dealings. This has turned into a social trend.

日益增長的旅行生活方式將影響瑞安航空的業務。例如教育旅行、背包和家庭旅行、商務旅行。人們選擇使用廉價航空公司進行短途航班，因為它非常便宜，特別是在商業交易中節省了時間。這已經成為一種社會趨勢。

After the terrorist attacks People looked for alternative ways to travel, for example train services, ferry services which were safer than air travel. Air travel has not only been more cumbersome, but it has also been rather negatively impacted on a more financial aspect, especially for budget airlines.

恐怖襲擊發生后，人們尋找其他出行方式，例如比航空旅行更安全的火車服務、輪渡服務。航空旅行不僅更加繁瑣，而且在財務方面也受到了相當負面的影響，尤其是對廉價航空公司來說。

People have a very poor opinion on budget airlines. Such stereotyping has posed a major concern for airlines such as Ryanair. The restriction on luggage, flight delays and cancellations and overall inefficiency has fuelled tension between management and passengers. According to the case study Ryanair charged a man with cerebral palsy e18 to use a wheel chair, many customers thought Ryanair was being unethical by doing so.

人們對廉價航空公司的評價很差。這種成見已成為瑞安航空等航空公司的主要擔憂。行李限制、航班延誤和取消以及整體效率低下加劇了管理層和乘客之間的緊張關系。根據案例研究，瑞安航空指控一名患有腦癱的男子使用輪椅，許多客戶認為瑞安航空這樣做是不道德的。

Technological environment 技術環境

Ryanair keeps aircraft maintenance costs low, using their Boeing 737 planes. Ryanair replaced its fleet of old aircraft with new more environmentally- friendly aircrafts and reducing the average fleet age to 2.4 years. Ryanair uses a winglet modification programme on the fleet providing better aircraft performance. New aircrafts produce 50% less emissions, 45% less fuel burn and 45% lower noise emissions per seat. Therefore it is obvious that it is necessary for Ryanair to invest in proper technology and keep its technology up to date in order to remain competitive.

瑞安航空公司使用波音737飛機，保持飛機維修成本較低。瑞安航空用更環保的新飛機取代了其舊飛機機隊，并將機隊的平均使用年限降至2.4年。瑞安航空對機隊進行了小翼改造，以提供更好的飛機性能。新飛機每座的排放量減少50%，燃料消耗減少45%，噪音排放減少45%。因此，瑞安航空顯然有必要投資于適當的技術，并保持其技術的最新性，以保持競爭力。

Environmental factor 環境因素

Every government is concerned about global warming and the green house gas effect from carbon emissions. Airline industry is responsible for 2.6% of carbon emissions. Airlines are looking for noise reduction methods to prevent noise pollution. It is clear that the environment is a major concern to companies operating in the aviation industry. This could also have a financial impact due to heavy penalties and sanctions. Also the political impact would be considerable due to heavy lobbying by environmentalists.

每個政府都關心全球變暖和碳排放帶來的溫室氣體效應。航空業的碳排放量占2.6%。航空公司正在尋找減少噪音的方法來防止噪音污染。很明顯，環境是航空業運營公司的主要擔憂。由于嚴厲的處罰和制裁，這也可能產生財務影響。此外，由于環保主義者的大力游說，政治影響也將相當大。

Legal environment 法律環境

Getting illegal subsidies from the airports is a crime in Europe. Therefore legal means of getting such advantageous port subsidies will be sort after, in order to remain competitive.

在歐洲，從機場獲得非法補貼是犯罪行為。因此，為了保持競爭力，將尋求獲得這種有利港口補貼的法律手段。

Allegations of misleading articles on Airlines will also lead to legal action. According to the case, UK authorities denied allegations of Ryanair publishing such articles on channel four. Such legal action would be financially detrimental to a budget airline. It was also mentioned previously that environmental concerns and breaches of stipulated emission charges may also result in legal action.

對航空公司誤導性文章的指控也將導致法律訴訟。根據該案，英國當局否認了瑞安航空在第四頻道發表此類文章的指控。這樣的法律行動將對廉價航空公司造成經濟上的損害。前面也提到，環境問題和違反規定的排放收費也可能導致法律訴訟。

3.2 Porter’s five forces model 波特五力模型

Porter’s five forces model examines five forces that influence or determine the structure of industries, and hence the average profitability or attractiveness of those industries. For each of the five forces, Porter identified sets of factors that would determine the presence and power of the forces in a particular industry environment.(reference)

波特的五力模型考察了影響或決定行業結構的五種力，以及這些行業的平均盈利能力或吸引力。對于這五種力量中的每一種，波特都確定了一組因素，這些因素將決定這些力量在特定行業環境中的存在和力量。（參考）

Threat of New Entrants- Low 新進入者的威脅-低

When focusing on factors such as economies of scale, technological innovations, government polices and capital requirements, High competition, It is not easy to enter into the airline industry. Ryanair has a strong identity in the airline industry and according to the case study Ryanair claims to be the number one for punctuality among other European airlines, It is difficult for new entrants to enter into the industry and to compete with these famous airlines. So therefore the amount of companies entering into the airline industry is low.

當關注規模經濟、技術創新、政府政策和資本要求等因素時，競爭激烈，進入航空業并不容易。瑞安航空在航空業有著強大的影響力，根據案例研究，瑞安航空聲稱自己是其他歐洲航空公司中準點率最高的航空公司，新進入者很難進入該行業并與這些著名航空公司競爭。因此，進入航空業的公司數量很少。

Bargaining power of suppliers- High 供應商的議價能力-高

Ryanair is a low budget airline and they have to deal with the giants in the industry. Dealing with suppliers of aircrafts and suppliers of fuel and other essentials, it is hard for Ryanair to conduct negotiations. According to the case study Ryanair’s aircraft supplier is Boeing, which is a far larger player is the airline industry. So therefore it is possible to state that bargaining power of suppliers is high.

瑞安航空是一家低成本航空公司，他們必須與行業巨頭打交道。與飛機供應商、燃料和其他必需品供應商打交道，瑞安航空很難進行談判。根據案例研究，瑞安航空的飛機供應商是波音公司，而波音公司是航空業中一個大得多的參與者。因此，可以說供應商的議價能力很高。

Bargaining power of buyers.-High 買家的議價能力-高的

New consumers from the European state members are growing because of their interest to fly from one destination to another using a low budget airline, so considering the time and the speed most of the consumers choose air travel. According to the case study Ryanair in 2006 introduced web-based check in and priority boarding. Ryanair does have to keep their prices competitive in relation to the industry level.

來自歐洲成員國的新消費者正在增長，因為他們有興趣使用低成本航空公司從一個目的地飛往另一個目的國，因此考慮到時間和速度，大多數消費者選擇航空旅行。根據案例研究，瑞安航空在2006年引入了基于網絡的值機和優先登機。瑞安航空必須保持其價格相對于行業水平的競爭力。

Threat of Substitutes- High/ Medium 替代品的威脅-高/中等

There are many other budget airlines and also main carriers offering new low air fares which could be directly substituted. There are also substitutes for air travel such as travel by train, or by using ferry services or boat services. If it is a Family trip consumers might choose train or ferry services because it’s safer and if they want to travel to more destinations, but for business dealings people use air travel because it’s less time consuming and low price, comparatively trains in continental Europe are very expensive. Therefore overall it is possible to state that there is in fact a very real threat of substitutes for Ryanair.

還有許多其他廉價航空公司和主要航空公司提供可以直接替代的新的低票價。也有航空旅行的替代品，如火車旅行，或使用渡輪服務或乘船服務。如果是家庭旅行，消費者可能會選擇火車或輪渡服務，因為這更安全，如果他們想去更多的目的地，但對于商業交易，人們使用航空旅行，因為它耗時少，價格低，相對而言，歐洲大陸的火車非常貴。因此，總的來說，可以說瑞安航空的替代品實際上存在著非常真實的威脅。

Competitive Rivalry- High 競爭對手-高

Due to deregulation and increase in rivalry and because of increasing competition on more routes the power of buyers increases. Airlines try to counter increasing rivalry by formulating different strategic alliances even by merging with other airlines for example Air France- KLM. According to the case study Ryanair had launched a bid for its Irish rival, Aer Lingus so by combining purchasing power to reduce its operating costs and to form lower fares. These airlines introduces various prices, flyer programmes, discounts, perks to grab the attention of the consumers and to increase customer loyalty

由于放松管制和競爭加劇，以及更多路線上的競爭加劇，買家的力量增加了。航空公司試圖通過建立不同的戰略聯盟來對抗日益激烈的競爭，甚至與其他航空公司合并，例如法航-荷航。根據案例研究，瑞安航空已經對其愛爾蘭競爭對手愛爾蘭航空公司發起了競購，通過合并購買力來降低運營成本并形成更低的票價。這些航空公司推出了各種價格、飛行計劃、折扣和福利，以吸引消費者的注意力并提高客戶忠誠度

3.3 Strategy Grouping 戰略分組

Ryanair’s strategy and its Strategic groups

瑞安航空的戰略及其戰略集團

The former Ryanair CEO PJ McGoldrick stated that the future for Ryanair is for a limited niche airline operating out of Ireland primarily to London. (www.ryanair.com/doc/investor/Strategy.pdf). This statement states that the firm chooses a specific segment of the industry to focus its strategy exclusively. The targeted segment can be a particular buyer group, a segment of the product line, or a geographical market. According to Porter, M.E. (1980), this strategy is based on the assumption that “the firm is therefore able to serve its narrow strategic target more effectively and efficiently than competitors who are competing more broadly”. The firm achieves a competitive advantage through differentiation focus or through a cost focus.

瑞安航空前首席執行官PJ McGoldrick表示，瑞安航空的未來是一家有限的利基航空公司，主要從愛爾蘭飛往倫敦。（www.ryanair.com/doc/investor/Strategy.pdf）。該聲明指出，該公司選擇行業的特定細分市場來專門關注其戰略。目標細分市場可以是特定的買家群體、產品線的細分市場或地理市場。根據Porter，M.E.（1980）的說法，這一戰略是基于這樣一種假設，即“因此，與競爭更廣泛的競爭對手相比，公司能夠更有效地服務于其狹窄的戰略目標”。企業通過注重差異化或注重成本來獲得競爭優勢。

The key elements of Ryanair’s strategies are its low fares to generate demand, to deliver the best customer service performance in its peer group. Ryanair’s commitment to safety is a primary priority of the Company and its management. These are some of the main strategies of Ryanair.

瑞安航空戰略的關鍵要素是其低票價以產生需求，并在同行群體中提供最佳的客戶服務表現。瑞安航空對安全的承諾是公司及其管理層的首要任務。以下是瑞安航空的一些主要戰略。

A Strategy group includes the rival competitors with similar competitive strategies and positions in the market. These competitors will sell in the same product line, same price and quality using identical technology. (Thompson A,Strickland, 2001)

戰略組包括在市場上具有類似競爭戰略和地位的競爭對手。這些競爭對手將使用相同的技術以相同的產品線、相同的價格和質量進行銷售。（湯普森A，斯特里克蘭，2001年）

Easy jet and other low budget airlines competes for the same customer base by using some what similar pricing strategies and technology, for example using Boeing aircrafts for fuel efficiency and by offering similar in-flight services online checking services. The closer strategic groups get the competitive rivalry among firms’ increases. (www.ryanair.com/doc/investor/Strategy.pdf)

易捷航空和其他低成本航空公司通過使用一些類似的定價策略和技術來競爭相同的客戶群，例如使用波音飛機提高燃油效率，并提供類似的機上服務在線檢查服務。戰略集團越緊密，企業之間的競爭就越激烈。（www.ryanair.com/doc/investor/Strategy.pdf）

4. Internal environment analysis 內部環境分析

In this section, we mainly focus on the unique and necessary resources and of course the company’s core competencies. These are the factors which continually drives the competitive edge of the company.

在本節中，我們主要關注獨特和必要的資源，當然還有公司的核心競爭力。這些都是不斷推動公司競爭優勢的因素。

4.1 VRINE model VRINE模型

It is understood that, as part of the internal environment of a company, the most important factors are its resources and capabilities. This model helps us to categorise the available resources and/or capabilities according to the valuableness, rarity, inimitability, non-substitutability and exploitability. ((Hubbard, Rice, Beamish, 2008)

據了解，作為公司內部環境的一部分，最重要的因素是其資源和能力。該模型有助于我們根據價值、稀有性、不可替代性和可利用性對可用資源和/或能力進行分類。（Hubbard，Rice，Beamish，2008）

Valuable 有價值的

It is vital to figure out whether the resources or capabilities allow the firm to meet market demand or protect the firm from market uncertainty. This is what is measured by value of resources or capabilities. Ryanair is able to benefit through both tangible resources such as aircrafts and intangible resources such as intellectual property such as the award for worlds most profitable Airline. Such capabilities as online booking and point to point routing has also helped add substantial value to the service they offer.

弄清楚資源或能力是否能滿足市場需求或保護公司免受市場不確定性的影響至關重要。這是以資源或能力的價值來衡量的。瑞安航空能夠通過飛機等有形資源和知識產權等無形資源（如世界最賺錢航空公司獎）獲益。在線預訂和點對點路由等功能也有助于為他們提供的服務增加實質性價值。

Rarity 珍品

It is important to know whether these resources are widely possessed by competitors or scarce relative to demand. For certain physical resources such as aircrafts, it’s obvious that they are widely possessed by Ryanair’s competitors. Even capabilities such as online bookings and online checking-in are widely used by competitors such as BA and Lufthansa. On the other hand, certain resources such as the awards Ryanair possesses are scarce and therefore will add unique value.

重要的是要知道這些資源是被競爭對手廣泛擁有，還是相對于需求而言稀缺。對于某些物理資源，如飛機，很明顯，瑞安航空的競爭對手廣泛擁有這些資源。甚至在線預訂和在線辦理登機手續等功能也被英國航空和漢莎航空等競爭對手廣泛使用。另一方面，瑞安航空擁有的某些資源是稀缺的，因此會增加獨特的價值。

Inimitability and non-substitutability 一致性和不可替代性

The model also looks into extent which competitors can substitute or imitate resources and capabilities. It is important that resources or capabilities be inimitable and non-substitutable for it to give a valued competitive advantage. Ryanairs’ core competences of no frills strategy, low cost and rout policy strategy are all rather mimic-able. However, aircrafts are possibly a non-substitutable resource. It is not possible to substitute this resource without leaving the aviation industry altogether. Human resources are also not inimitable, as competitive airlines have the same roles of personnel.

該模型還考察了競爭對手可以在多大程度上替代或模仿資源和能力。重要的是，資源或能力必須是無與倫比的和不可替代的，才能提供有價值的競爭優勢。瑞安航空公司的核心競爭力，即無裝飾戰略、低成本和潰敗政策戰略，都相當模仿。然而，飛機可能是一種不可替代的資源。如果不完全離開航空業，就不可能取代這種資源。人力資源也不是無與倫比的的，因為競爭激烈的航空公司也有同樣的人員角色。

Exploitability 可利用性

It is important that the resources and capabilities are exploitable. The model basically focuses on whether the company is able to use its capabilities and exploit its resources to directly influence its profitability through stimulating its competitive edge.

重要的是資源和能力是可利用的。該模型主要關注公司是否能夠利用其能力和資源，通過刺激其競爭優勢直接影響其盈利能力。

4.2 Value chain analysis 價值鏈分析

The value chain describes the activities within and around an organization which together create a product or service. It is the cost of these value activities and the value that they deliver that determines whether or not best value products or services are developed. The concept was used and developed by Michael Porter in relation to competitive strategy. (Johnson G; Scholes K,; Whittington R,2005)

價值鏈描述了組織內部和周圍的活動，這些活動共同創造了產品或服務。正是這些價值活動的成本及其提供的價值決定了是否開發出了最具價值的產品或服務。這個概念是由邁克爾·波特在競爭戰略方面使用和發展起來的。（Johnson G；Scholes K；Whittington R，2005）

Primary activities are directly concerned with the creation or delivery of a product or service. On the other hand, support activities help to improve the effectiveness or efficiency of primary activities. (Johnson G; Scholes K,; Whittington R,2005)

主要活動與產品或服務的創建或交付直接相關。另一方面，支持活動有助于提高主要活動的有效性或效率。（Johnson G；Scholes K；Whittington R，2005）

Our main concern is whether the company uses its capabilities and resources efficiently in order to add value to the service. The most important driver with regard to Ryanair is the potential cost advantage which seeks to eliminate unnecessary costs and minimise over all costs from those activities which add value to the service. Such cost reductions will allow the company to be more competitive.

我們主要關心的是公司是否有效地利用其能力和資源為服務增值。瑞安航空最重要的驅動因素是潛在的成本優勢，該優勢旨在消除不必要的成本，并最大限度地減少那些為服務增值的活動的所有成本。這樣的成本降低將使公司更有競爭力。

The company could also focus on its core competencies and thereby provide a better, more differentiated service to its customers. This too adds value as customers would gain a greater benefit.

該公司還可以專注于其核心競爭力，從而為客戶提供更好、更具差異化的服務。這也增加了價值，因為客戶將獲得更大的利益。

Technology is probably the most potent factor in the aviation industry. The value addition through advances in technology is remarkable. Therefore it is important to renew and update technology in order to both minimise costs and also to increase the benefits linked to it, thereby creating greater value.

技術可能是航空業中最有力的因素。技術進步帶來的附加值是顯著的。因此，重要的是要更新和更新技術，以最大限度地降低成本，同時增加相關利益，從而創造更大的價值。

4.3 SWOT analysis SWOT分析

Strengths: 優勢

Ryanair has developed a recognised brand name throughout the years, and it holds reputation as the biggest budget airline in Europe.

瑞安航空多年來發展成為公認的品牌，并被譽為歐洲最大的廉價航空公司。

Ryanair offers ticket booking over the internet- cost effective for its customers and eliminates the need of travel agents.

瑞安航空通過互聯網提供機票預訂，這對其客戶來說具有成本效益，并消除了旅行社的需求。

Ryanair offers better low prices than its competitors. And they offer onboard entertainment and finds revenue from those sales.

瑞安航空提供比其競爭對手更好的低價。他們提供船上娛樂，并從這些銷售中獲得收入。

Ryanair gets publicity because of its CEO Michael O’Leary and his controversial issues.

瑞安航空因其首席執行官邁克爾·奧利里及其爭議性問題而廣受關注。

Ryanair’s policy of fleet commonality to keep staff training and aircraft maintenance costs low by using Boeing 737 planes.

瑞安航空的機隊通用政策是通過使用波音737飛機來降低員工培訓和飛機維護成本。

High service performance on punctuality and seating space was regarded as largely average as was on-board catering, high rate of flight completion builds the good image of the company.

準點率和座位空間方面的高服務表現在很大程度上被認為是一般的，機上餐飲也是如此，高飛行完成率建立了公司的良好形象。

Weaknesses 弱點

Bad publicity on the poor treatment of customers, Training policies, aircraft hygiene, and poor staff morale.

關于客戶待遇不佳、培訓政策、飛機衛生和員工士氣低落的不良宣傳。

Restricted expansion possibility because it’s a niche market

擴張的可能性有限，因為這是一個利基市場

Currency fluctuations made fuel costs either costly or unpredictable for Ryanair.

貨幣波動使得瑞安航空的燃料成本要么昂貴，要么不可預測。

Customers were unhappy because Ryanair was too cost conscious, imposed a wheelchair levy on every passenger ticket, increased insurance fee.

顧客們很不高興，因為瑞安航空過于注重成本，對每張機票征收輪椅稅，并增加了保險費。

Outsourced services outside Ireland may decrease employee commitments.

愛爾蘭以外的外包服務可能會減少員工的承諾。

Opportunities 機會

EU enlargement will open up new destinations to travel.

歐盟的擴大將開辟新的旅游目的地。

Economic slowdown actually helps Ryanair- changes in corporate culture, ‘steals’ customers from traditional carriers as they seek lower fares.

經濟放緩實際上有助于瑞安航空——企業文化的改變，在傳統航空公司尋求更低票價時“搶走”了他們的客戶。

Potential opportunities to capture the market share.

獲取市場份額的潛在機會。

Launching 138 new planes to attract various types of consumers, ranging from families to businessmen to increase cash revenues. And will allow Ryanair to double in size to 80 million passengers per annum by 2012.

推出138架新飛機，吸引從家庭到商人的各種類型的消費者，以增加現金收入。到2012年，瑞安航空的規模將翻一番，達到每年8000萬人次。

Threats 威脅

Dependence on oil markets and on economic cycle: Fuel costs depend on the oil market.

對石油市場和經濟周期的依賴：燃料成本取決于石油市場。

Increasing competition on low fare rates by other budget airlines.

其他廉價航空公司在低票價方面的競爭日益激烈。

Changing EU government regulations.

不斷變化的歐盟政府法規。

Increase in air traffic control charges due to increasing aircrafts. According to the case study In November 2006 traffic grew by 23%t as total revenues rose by 33 % to e 1.256bn.Ancillary revenues rose by 33 %. Unit costs increased by 7.5 %. Despite 42 % higher fuel costs of e337m, Ryanair after tax margin for the half-year rose by 1 point to 26 %.

由于飛機數量增加，空中交通管制費用增加。根據案例研究，2006年11月，流量增長了23%，總收入增長了33%，達到12.56億歐元。輔助收入增長了33%。單位成本增加了7.5%。盡管瑞安航空的燃油成本上漲了42%，達到3.77億歐元，但該半年的稅后利潤率上漲了1個百分點，達到26%。

5. Recommendation 建議

Ryanair should focus on new opportunities in order to boost its current market position. They could possibly provide packages for tourists for different destinations which could open up better market potential.

瑞安航空應專注于新的機遇，以提升其當前的市場地位。他們可能會為不同目的地的游客提供套餐，從而打開更好的市場潛力。

Another main point that Ryanair should focus on is to manage human resource more efficiently, according the case study some of its cabin crew were caught napping o the job as they had a pressurised work schedules.

瑞安航空應該關注的另一個要點是更有效地管理人力資源，根據案例研究，瑞安航空的一些機組人員因工作日程緊張而被發現在工作中打盹。

Ryan air could also boost its market share by providing better conditions for passengers by reasonably increasing luggage allowances and cutting off wheel chair costs and to build customer relationships and loyalty.

瑞安航空還可以通過合理增加行李限額、削減輪椅成本以及建立客戶關系和忠誠度，為乘客提供更好的條件，從而提高其市場份額。

It is also recommended that Michael O’ Leary and other future CEO’s should have a more professional outlook towards the business this will directly impact the company and its public image. Michael O’Leary once dressed up like pope to promote ticket offers; this will have a negative impact on the company’s image.

還建議Michael O’Leary和其他未來的首席執行官對業務有更專業的看法，這將直接影響公司及其公眾形象。邁克爾·奧利里（Michael O'Leary）曾經打扮得像教皇，宣傳門票優惠；這將對公司的形象產生負面影響。

Ryanair’s business strategy should focus on its niche, they should mainly target short haul routes rather than competing with dominant established airlines such British airways by focussing on the niche Ryanair will be able to gain a competitive advantage over its rivals.

瑞安航空的商業戰略應該專注于其利基市場，他們應該主要針對短途航線，而不是通過專注于利基市場與英國航空等占主導地位的老牌航空公司競爭。瑞安航空將能夠獲得比競爭對手更大的競爭優勢。

Ryanair should give greater consideration to the economic climate and situation, mainly focussing on oil prices and other economic factors, Ryanair should hedge against adverse economic changes to minimise its risk from unforeseen changes in the economy.

瑞安航空應更多地考慮經濟氣候和形勢，主要關注油價和其他經濟因素。瑞安航空應對沖不利的經濟變化，以最大限度地降低經濟意外變化帶來的風險。

Refinancing aircrafts is an important strategy which Ryanair should focus on. Although the European airline industry is growing Ryanair should control its costs and control its risky investments for example the investment decision to acquire “Air lingus”.

飛機再融資是瑞安航空應該重點關注的一項重要戰略。盡管歐洲航空業正在發展，但瑞安航空應控制其成本并控制其風險投資，例如收購“Air lingus”的投資決定。

6. Conclusion 結論

The analysis on Ryanair explains the environmental characteristics by exploring internal and external environment by using theoretical models. I have recommended new strategic initiatives and areas for improving strategy implementation for the senior management team of Ryanair so that it can gain a competitive advantage over the other competitive airlines like easy jet, Lufthansa, Aer lingus.

瑞安航空的分析通過運用理論模型探索內部和外部環境來解釋環境特征。我為瑞安航空的高級管理團隊推薦了新的戰略舉措和領域，以改進戰略實施，從而使其能夠獲得比易捷航空、漢莎航空、愛爾蘭航空等其他競爭航空公司的競爭優勢。

Ryanair is Europe’s first low budget airline and it has the potential to succeed in the environment they are currently in order to achieve their objective more effectively, strategic planning must be done concerning Ryanair’s history and future trends and technology of the airline industry.

瑞安航空是歐洲第一家低成本航空公司，它有潛力在目前的環境中取得成功，為了更有效地實現目標，必須對瑞安航空的歷史、未來趨勢和航空業技術進行戰略規劃。

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