Easyjet competitive advantage

Résumé du document

The objective of the report is to bring out the competitive advantages of EasyJet through an in-depth analysis of EasyJet, its main competitor Ryanair and its environment. In the later part of the report, we will demonstrate these competitive advantages. The report reveals that its two main competitive advantages are the business positioning, and the service quality - brand image. These are then qualified by their importance. Whereas the first one is important in the short term, the second in relevant in a long term view. Finally, some recommendations are proposed. The recommendations about the business positioning are to keep this competitive advantage until a real change is brought about within the industry. However, one of the recommendations also advises against making an investment. The recommendations about the other competitive advantages relate more to the ways of getting ‘Sticking consistency' and to link service quality to the brand image. Globally, the goal of this report is to provide the ways in which to bring out the competitive advantages of a company, and finally to provide some recommendations about them.

Extraits

[...] Horner, S. and Swarbrooke, J. (2005). Leisure marketing: A global Perspective. London: Butterworth-Heinemann. Johnson, G., Scholes, K. and Whittington, R. (2005). Exploring Corporate Strategy seventh edition. London: Prentice Hall. Lois, J. (2005). easyJet, the story of Britain's Biggest Low-cost Airline. London: Aurum Press Limited. Peter R. [...]

[...] EasyJet realise almost 700 flies per day. That is to say slightly more than 88000 passengers a day routes - 68 mains airports planes 4,100 workers Third company in Europe Filling rate: + de 85% EasyJet evolution: easyJet has published the following passenger numbers: Year ended 30 September 2005: 29,557,640 Year ended 30 September 2004: 24,343,649 Year ended 30 September 2003: 20,332,973 Year ended 30 September 2002: 11,400,000 Year ended 30 September 2001: 7,100,000 Sources: - Lois, J. (2005). easyJet, the story of Britain's Biggest Low- cost Airline. [...]

[...] Axing the promotion on the quality of the product, on the value for money. The goal of these actions is to associate the service quality and the value for money to the brand image. Bibliography Books Brassington, F. and Pettit, S. (2003). Principles of marketing. UK: Pearson education. Doganis, R. (2001). The Airline Business in the Twenty-first Century. London: Routledge. Holloway, S. (2002). Airlines: Managing to Make Money. Burlington: Ashgate. [...]

[...] In the later part of the report, we will demonstrate these competitive advantages. The report reveals that its two main competitive advantages are the business positioning, and the service quality - brand image. These are then qualified by their importance. Whereas the first one is important in the short term, the second in relevant in a long term view. Finally, some recommendations are proposed. The recommendations about the business positioning are to keep this competitive advantage until a real change is brought about within the industry. [...]

[...] Table1: EasyJet SWOT analysis) reveals two different core competencies. Ryanair is strong due to the core competency of a perfect low-cost process, and good management. Nevertheless, Ryanair is inferior to easyJet at the level of customer service and reputation. On the one hand, easyJet is stronger owing to the core competencies of good customer service, reputation and brand awareness, but, on the other hand it is in a weak position at the price level and because of its management troubles. [...]