Strategic Management 
Strategic Management of Ryanair
Individual Assignment for Strategic Management
Table of Contents
1.0 Introduction 2
2.0 Introduction to Ryanair 2
2.1 Strategic Timeline 2
2.2 Strategic change forces analysis 3
2.2.1 External Environment 3
2.2.2 Stakeholder interest 5
3.0 Strategic directions 5
3.1 Strategic leadership 5
3.2 Porter’s generic strategy- cost leadership 6
3.3 Ansoff’s matrix 6
4.0 Evaluation of strategy performance 7
4.1 Balance Scorecard 8
4.2 EVR congruence 9
4.3 5 Es 9
5.0 Recommendations 10
6.0 Conclusion 10
References 11
Appendices 15
1.0 Introduction
Defined as the process to identify the purpose of organizations and develop the plans and actions to achieve the purpose (Lynch, 2009), strategic management is of particular importance for company to obtain sustainable growth. This paper intends to apply the strategic management concept into real life context and discuss the case of Ryanair from perspectives of strategic change forces, strategic directions and evaluation of strategic performance in last decade. Finally, recommendations will also be developed for the company’s future strategic movement.
2.0 Introduction to Ryanair
Founded by Ryan family in 1985, Ryanair is an Irish airline company headquartered in Dublin, who commenced its first route from Waterford to London Gatwick with a staff group of 25. In the early 1990s, led by its new CEO Michael O’Leary, the company radically transformed its business model from a full service carrier to the first European low fares airline operator. By now, Ryanair has already developed as the largest European budget airline company operating in 30 countries with connection to186 destinations. On leverage of a fleet with 300 new Boeing 747-300 aircrafts and a workforce containing more than 9,500 professional employees, Ryanair is capable to deliver the service to more than 1,600 flights covering 69 bases per day (Ryanair, 2014).
2.1 Strategic Timeline
The
Individual Assignment for Strategic Management
Table of Contents
1.0 Introduction 2
2.0 Introduction to Ryanair 2
2.1 Strategic Timeline 2
2.2 Strategic change forces analysis 3
2.2.1 External Environment 3
2.2.2 Stakeholder interest 5
3.0 Strategic directions 5
3.1 Strategic leadership 5
3.2 Porter’s generic strategy- cost leadership 6
3.3 Ansoff’s matrix 6
4.0 Evaluation of strategy performance 7
4.1 Balance Scorecard 8
4.2 EVR congruence 9
4.3 5 Es 9
5.0 Recommendations 10
6.0 Conclusion 10
References 11
Appendices 15
1.0 Introduction
Defined as the process to identify the purpose of organizations and develop the plans and actions to achieve the purpose (Lynch, 2009), strategic management is of particular importance for company to obtain sustainable growth. This paper intends to apply the strategic management concept into real life context and discuss the case of Ryanair from perspectives of strategic change forces, strategic directions and evaluation of strategic performance in last decade. Finally, recommendations will also be developed for the company’s future strategic movement.
2.0 Introduction to Ryanair
Founded by Ryan family in 1985, Ryanair is an Irish airline company headquartered in Dublin, who commenced its first route from Waterford to London Gatwick with a staff group of 25. In the early 1990s, led by its new CEO Michael O’Leary, the company radically transformed its business model from a full service carrier to the first European low fares airline operator. By now, Ryanair has already developed as the largest European budget airline company operating in 30 countries with connection to186 destinations. On leverage of a fleet with 300 new Boeing 747-300 aircrafts and a workforce containing more than 9,500 professional employees, Ryanair is capable to deliver the service to more than 1,600 flights covering 69 bases per day (Ryanair, 2014).
2.1 Strategic Timeline
The
References: Lynch Richard (2009) Strategic Management, 5th edition, Edinburgh: Pearson Kuhnert, Karl W., & Philip Lewis (1987) Transactional and transformational leadership: A constructive/developmental analysis, Academy of Management review, Vol.12, No.4, pp Bass, B. M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, Vol. 18, No.3, pp.19-31. Burn, J. M. (1978) Leadership, New York: Harper & Row Ansoff, H Bloomberg (2013) Ryanair agrees to 10% cabin crew pay increase over four year [online] Available at: http://www.bloomberg.com/news/2013-03-26/ryanair-agrees-to-10-cabin-crew-pay-increase-over-four-years.html Accessed on 10th November 2014 Political factors European Commission continually liberalized the internal aviation market following the third industrial liberalization package in 1997(ELFAA, 2004).