Ryanair: puntiamo a diventare compagnia n°1 in Europa

[Mobius]

Altrettanto stupida è la motivazione "economica": la life vest costa poco, ergo chi la prende non può essere accusato di nulla dato il valore irrisorio del bene in questione. Peccato però che sia un asset essenziale a bordo e che possa salvare vite umane.

 

[Paolo_61]

Senza parole.
E no comment sull'avvocato Pellegrino.

Povero avvocato, o si inventa qualcosa o si appella alla clemenza della corte.

 

[giovytps]

Non ha a che fare con FR ma anche questa è bella (si fa per dire):

Calcio: Lotito frizzante, litiga per l'acqua in aeroporto
Ai controlli di Oslo non voleva consegnare una bottiglia. E quando passa De Rossi si gira di spalle

Aeroporto di Oslo-Gardermoen, notte tra martedì e mercoledì. La Nazionale ha battuto la Norvegia e si appresta a rientrare in Italia. E' l'una del mattino, il terminal è vuoto e però c'è trambusto ai controlli di sicurezza. Per colpa di chi? Del consigliere federale Claudio Lotito.
"E' PER LA MIA DIETA!" — Ecco la scena che si presenta agli occhi dei giornalisti in coda: Lotito ha in mano una bottiglia di acqua minerale effervescente naturale da un litro e mezzo e non vuole buttarla nel cestone. Non si possono introdurre bevande e alcolici nelle aree degli imbarchi, lo sanno tutti. Lo sa anche Lotito, che però insiste con gli addetti: "E' per la mia dieta!", urla in italiano. Imbarazzato, uno degli uomini di scorta alla nostra squadra cerca di spiegare al presidente della Lazio che non ci si può fare niente, che esiste un protocollo internazionale e che le polizie di frontiera hanno pieni poteri sul tema. I norvegesi si irritano, fanno capire che la tolleranza è al limite e che non c'è tempo da perdere.

IL GRANDE FREDDO — A quel punto Lotito si scola l'acqua rimasta e consegna la bottiglia. Poi si avvia verso il gate, rimarca il fatto che deve bere tanto ed esclama: "E' l'acqua del nostro sponsor!", quasi a sottintendere che le minerali degli azzurri dovrebbero godere di immunità aeroportuali. Salito in aereo, si accomoda in prima fila, vicino al presidente Tavecchio. Chiede a una hostess di pulirgli una mela. Arriva la squadra e al passaggio di Daniele De Rossi gira le spalle. Grande freddo. I due si ignorano. Viaggiano insieme, condividono ritiri, ma si parlano a distanza. Rapporto difficile, che potrebbe diventare un problema anche per Conte.


http://www.gazzetta.it/Calcio/Nazio...te-aeroporto-litiga-l-acqua-90417904961.shtml

 

[MrMav]

MANCHESTER...PROMOSSO DI LIVELLO?


RYANAIR, the Irish budget carrier, is considering opening a back office at Manchester Airport as it moves into a new phase of growth.

Chief marketing officer Kenny Jacobs told TheBusinessDesk.com, the airline already has a customer support facility at Stansted Airport, and said a similar base in Manchester was "on the radar".

"Manchester is an interesting place to invest, there's potential there," he said.

http://www.thebusinessdesk.com/northwest/news/666366-ryanair-ponders-manchester-office-base.html

 

[kenyaprince]

[h=1]Ryanair SWOT: low costs remain the key strength, even as customer service enhancements take root[/h]

Ryanair's agreement to buy 100 Boeing 737MAX aircraft, plus a further 100 options, for delivery between 2019 and 2024 allows it to accelerate its traffic growth modestly. After four years of growing passenger numbers in the region of 3% to 5% annually, it looks set to step this up to 6% pa from FY2016 (year to March).
The greater fuel efficiency of the MAX and a higher number of seats (197, eight more than on its 737-800s) will give Ryanair significant operating cost per seat savings. Its negotiating power is likely to have secured favourable terms with Boeing and this should also give Ryanair an advantage over competitors in ownership cost per seat.
The recent evolution of its product and service add new elements to the basis of competition. However, low fares (based on low costs) will remain its key competitive advantage. In this report, we consider Ryanair's main strengths, weaknesses, opportunities and threats.

[h=2]RYANAIR STRENGTHS[/h][h=3]1. Low costs[/h]Ryanair has the lowest unit costs of any European airline and one of the lowest of any airline in the world. Whether measured by cost per available seat kilometre (CASK), cost per seat, or cost per passenger, Ryanair's production of capacity and traffic costs it less than that of any of its competitors.
Cost per available seat kilometre (CASK, USc) versus average trip length (km) for European airlines: 2013

Source: CAPA - Centre for Aviation, company reports
[h=3]2. Low fares[/h]Low costs enable low fares on a profitable basis. Ryanair's average fares are lower than those of any of its competitors in Europe. Of course, many competitors also operate long-haul routes, so any short-haul specialist such as Ryanair is bound to have lower average fares. However, to be clear, Ryanair's average fares are lower than the average short-haul fares of every other European airline.
Even after adding in the extra services and ancillaries (for example bag fees, seat reservation, on-board purchases and insurance), Ryanair's average revenue per passenger is lower than that of any of its competitors.
[h=3]3. Innovation[/h]With the possible exception of easyJet, no European airline has done more to change the nature of short-haul flying than Ryanair. It started the low-cost revolution in Europe by copying the business model of Southwest Airlines, but, after this initial act of imitation, innovation became the key to Ryanair's success.
As Southwest evolved from the original purist LCC model, for many years Ryanair simplified it further and developed an even purer form. It 'out-Southwested' Southwest.
Direct (on-line) distribution, on-line check-in, automated bag drop and hand luggage-only travel are now all a commonplace part of the experience of short-haul flying in Europe, mainly thanks to Ryanair innovations. In addition, Ryanair also opened up relatively unknown regions of Europe to air travel with its network of smaller airports.
[h=3]4. Size[/h]With more than 1,600 routes across 30 countries in Europe and North Africa, 186 airports (of which 69 are ‘bases’, where Ryanair bases aircraft and crew), Ryanair has the largest short-haul network of any carrier in Europe. It is number one by passenger numbers, with 83.4m in the 12 months to Aug-2014 (the Lufthansa Group flew 84.4m in the same 12 month period, but this figure included all its subsidiaries.
Top 10 Airlines ranked by Seats Europe to Europe: 8-Sep-2014 to 14-Sep-2014

Source: CAPA - Centre for Aviation, OAG
[h=3]5. Fleet[/h]Ever since making the transformation to the LCC model in the mid 1990s, Ryanair has operated with a single aircraft type, the Boeing 737. Initially, these were 737-200s, but the airline took delivery of its first 737-800 in 1999 and it has operated only the latter variant since 2005. Operating a single fleet provides economies of scale and flexibility in terms of aircraft deployment, crew rostering and crew training.
Ryanair has built on its strong financial position to place significant orders with Boeing in the past, in 2001 and in 2013. Although the pricing of these orders has never been made public, its strong negotiating power - and willingness to trade off the two large manufacturers - has undoubtedly provided Ryanair with significant discounts to list prices and, importantly, lower prices than most competitors. In turn, this has fed into Ryanair's unit cost advantage. The Sep-2014 order for up to 200 Boeing 737MAX aircraft (100 firm and 100 options) continues this approach (see Opportunities below).
[h=3]6. Management focus[/h]Under the leadership of CEO Michael O'Leary, who has been with the company since 1988 and CEO since 1994, Ryanair's management has shown a strong focus on doing what it does best: keeping costs and fares low. This does not mean that it has been afraid to innovate (see above), but innovation has generally been aimed at finding new and better ways to keep costs and fares low. For example, the introduction of bag charges was aimed at reducing the number of checked bags, thereby reducing handling costs.
[h=2]RYANAIR WEAKNESSES[/h][h=3]1. Brand perception[/h]For many years, Ryanair has trumpeted its success in providing what it believed customers want, namely safe air travel at a low fare and with high levels of punctuality. Indeed, this is the core of what short-haul passengers require from a low-cost carrier. However, for many years, Ryanair's brand has performed poorly in a range of polls, surveys and awards.
[h=3]2. Seasonality of earnings[/h]As for the industry in general, Ryanair’s earnings are highly seasonal, with its profits increasingly relying on a strong northern hemisphere summer, in particular its 2Q (July to September) to offset a loss-making winter (October to March).
This pattern of seasonality has become more pronounced since 2008/09, since when it has consistently made losses in at least one of the winter quarters, by contrast to the previous 10 years of profits in all four quarters.
Ryanair’s quarterly operating profit (EUR, mill): 1Q2000/01 to 4Q2013/14

Note: financial year ends in Mar
Source: CAPA - Centre for Aviation, Ryanair
[h=2]RYANAIR OPPORTUNITIES[/h][h=3]1. Improved customer service[/h]In 2013, Ryanair signalled moves towards enhancing the quality of its passengers' interactions with the airline. This included a re-designed website, with a more attractive look and feel and with fewer clicks to make a booking; a new mobile app; the reintroduction of allocated seating; a relaxation of baggage restrictions (for both on-board and checked bags); a reduction in the charges levied for printing boarding passes at the airport and for making changes to bookings.
The changes have progressively taken root during 2014 and it is too early to evaluate their impact. Improved profits in 1QFY2015 (Apr-2014 to Jun-2014) are a good sign, but it will take much longer than that to effect a lasting shift in customer perceptions. At least it can be said that the changes have not so far had a negative impact on Ryanair's profits.
See related report:

• Ryanair reports a rare fall in annual profit, but aims for rapid rebound and goes in search of yield
• Ryanair’s new customer-friendly approach. Really?

[h=3]2. Business travellers[/h]Following the initiatives to improve customer service, Ryanair has also recently launched its business traveller product. This is a bundled product offering a range of features for a single fee, including booking flexibility, fast lane security, choice of reserved seating in 'premium' rows (front row, over wing with extra legroom), and a checked bag.
In addition, Ryanair has been adding more primary airports to its network and is increasing the frequency of operations on certain more business-oriented routes.
Ryanair's 'Business Plus' features

Source: www.ryanair.com
[h=3]3. New aircraft[/h]On 8-Sep-2014, Ryanair announced a firm order for 100 Boeing 737 MAX200 aircraft and agreement for a further 100 options. The aircraft will be delivered between 2019 and 2024 and will have 197 seats, compared with 189 seats on its 737-800 fleet.
The increased fuel efficiency of the CFM LEAP-1B engines, together with winglets and other aerodynamic improvements will reduce fuel consumption by up to 18% in Ryanair's configuration and reduce operational noise emissions by 40%. The extra seating will further contribute to unit cost reductions. In addition, new slimline seats will allow for more legroom compared with Ryanair's 737-800 aircraft.
The price of the new aircraft has not been disclosed, but Mr O'Leary told a press conference that Ryanair would pay a small premium per seat to the price agreed for 180 737-800 aircraft ordered in 2013 (and which sees its first delivery in Sep-2014), justified by the unit operating cost savings and the additional revenue generated by the eight more seats. It is likely that Ryanair has secured a significant discount from Boeing's list prices at better terms than have been offered to competitors.
Allowing for the existing 737-800 order and factoring in planned aircraft disposals, Ryanair says that the MAX order will allow it to grow its fleet from 304 today to 520 in 2024 and to take annual passenger numbers from 82 million to 150 million. This represents average annual growth of 6% pa over the next 10 years, compared with 13% pa achieved over the past 10 years.
The planned growth rate is a little higher than likely market growth, but Ryanair's unit cost advantage, enhanced by the new aircraft, should allow it to make further market share gains. Moreover, the slowing of the long term growth rate compared with the past should help to support fares.
Ryanair passenger numbers (million, right hand axis) FY2001 to FY2015f* and 2024 target** and passenger growth rates (%, left hand axis)

*Ryanair forecast. ** Ryanair’s target for FY2024 announced in 8-Sep-2014 press release on Boeing 737MAX order
Note: years refer to financial years ending in Mar of the year indicated
Source: CAPA - Centre for Aviation, Ryanair
[h=2]THREATS[/h][h=3]1. Accident[/h]To date, Ryanair has a strong safety record, although there have been frequent suggestions in some sections of the media that its low-cost approach means that it cuts corners on safety. These suggestions have never been substantiated and Ryanair has not been afraid to defend its reputation in the courts with litigation. Nevertheless, the perception lingers and a major accident could be harmful to Ryanair's reputation and detrimental to its growth plans.
[h=3]2. Loss of focus[/h]Any significant distraction of management attention away from its core competence of providing safe and punctual short-haul air travel at low fares could damage its track record as one of the world's most consistently profitable airlines.
The only real threat to this focus over the past decade or so came from Ryanair's attempts to buy its Irish rival Aer Lingus. This would have been a major acquisition of an airline with a different business model, network and fleet and would have consumed significant management time. Fortunately for Ryanair and its shareholders, these attempts were thwarted by a combination of competition regulators and the Irish government.
It is now unlikely that Ryanair will seek to make other acquisitions of a similar scale. The 2003 purchase of LCC Buzz from KLM was an opportunistic way of increasing Ryanair's presence at London Stansted and immediate access to 11 French regional airports; and its smaller scale meant that it was not a major distraction.
Ryanair has expressed interest in acquiring Cyprus Airways from the Cypriot government. At only around 3% of Ryanair's size by revenues, this would not be a major acquisition and could provide Ryanair with additional opportunities for growth in Greece, the eastern Mediterranean andMiddle East.
See related report: Cyprus Airways: investor needed as market share evaporates
Ryanair's recent moves to soften its public image and to attract more business passengers are an evolution from its previous purist LCC approach, but should not permit a loss of focus. While it is true that increasing the number of primary airports in the network and relaxing bag restrictions, for example, may add a little to average unit costs, Ryanair will remain focused on having lower unit costs than any of its competitors. Moreover, any additional costs in these areas should be more than offset by additional yield.
[h=3]3. Competitive response[/h]Ryanair has a level of unit cost that is unlikely to be matched by competitors in Europe and so other airlines are unlikely to be able to compete with it on price. However, Ryanair's moves to enhance the perception of its product and brand and to attract more business passengers will have an impact on the basis of competition.
It will still compete mainly on price, but there will also be an extent to which other dimensions of competition will play a part. For example, passengers will also base their purchase decision on factors such as frequencies, the quality of the airport network and their level of satisfaction with their overall interaction with the airline. In these areas, there are plenty of airlines that can compete favourably with Ryanair.
[h=2]Outlook: unit cost advantage looks secure[/h]Ryanair's 1QFY2015 results, reported in Jul-2014, demonstrated that it is back on a profit growth path after a rare fall in profits in FY2014. Indeed, it raised its profit guidance to a level that still looks comfortably achievable.
Its results for the first six months of calendar 2014 demonstrate that it remains Europe's most profitable airline, measured by operating profit margin, based on having the lowest unit costs.

 

[kenyaprince]

View attachment 5775

 

[AZ209]

Titolo un po fuorviante. Che sia interessata alle rotte cross country da aeroporti secondati abbandonati da Alitalia e' discorso diverso.

 

[Farfallina]

Titolo un po fuorviante. Che sia interessata alle rotte cross country da aeroporti secondati abbandonati da Alitalia e' discorso diverso.

Con adeguata remunerazione... quello hanno dimenticato di specificarlo...

 

[Cadozzo]

http://www.air-scoop.com/wordpress/wp-content/uploads/2014/09/AirScoop_2014_Ryanair_Report.pdf

 

[AZ209]

http://www.air-scoop.com/wordpress/wp-content/uploads/2014/09/AirScoop_2014_Ryanair_Report.pdf

Grazie, documento molto interessante.

 

[MrMav]

O'Leary domani a Lisbona

 

[B787]

O'Leary domani a Lisbona

Gli aerei basati a LIS dall' 1/11/14 passano da 1 a 3! Probabilmente annuncia novitá e aumenti di frequenza

 

[Cesare.Caldi]

Gli aerei basati a LIS dall' 1/11/14 passano da 1 a 3! Probabilmente annuncia novitá e aumenti di frequenza

Mi sembra strano che aprano rotte tra meno di due mesi e non le abbiano ancora annunciate ma con Ryanair tutto é possibile

 

[giovytps]

Mi sembra strano che aprano rotte tra meno di due mesi e non le abbiano ancora annunciate ma con Ryanair tutto é possibile

Beh a FCO con un messetto d'anticipo hanno aperto la base..

 

[MrMav]

Beh a FCO con un messetto d'anticipo hanno aperto la base..

dimentichi Pmo , Cta e Bru

 

[B787]

Mi sembra strano che aprano rotte tra meno di due mesi e non le abbiano ancora annunciate ma con Ryanair tutto é possibile

Tutte le rotte sono già in vendita. Ma l'annuncio a LIS non lo ricordo!

 

[AZ209]

Ryanair Looks at Possible Tech, Retail-Industry Purchases

Ryanair Holdings Plc (RYA) may add technology startups and retail businesses as potential acquisition targets as Europe’s biggest discount airline seeks to develop its online presence and boost ancillary sales.
Any such purchases would be “small things: content businesses, retail opportunities,” Chief Marketing Officer Kenny Jacobs said in an interview in London today. “There are lots of things that could be interesting” over the next 10 years, with any deals targeted at “improving the product, the distribution and the service” rather than amounting to a distraction from the main business of flying.
Ryanair is seeking to tame its no-frills image and lure new customer groups such as business passengers and older travelers with new television commercials, a website overhaul and applications for mobile devices. The Dublin-based company submitted a non-binding offer for Cyprus Airways in August, which would extend Ryanair’s footprint eastward, and it’s reviewing the documentation of Spanish airport operator Aena.
Ryanair has made few acquisitions in its 29-year history. Chief Executive Officer Michael O’Leary’s only deal beyond the 20.1 million-euro ($26 million) purchase of Buzz from KLM Royal Dutch Airlines NV has been a minority investment in Irish rival Aer Lingus Group Plc (AERL), with the executive instead preferring to enter markets after the demise of local airlines rather than bail them out.
European antitrust authorities have blocked a full takeover and the U.K. Competition Commission has ruled that the stake must be reduced.

http://www.bloomberg.com/news/2014-...-possible-tech-retail-industry-purchases.html

 

[AirFleet]

La conferma di O'Leary: entro dieci anni i voli transatlantici di Ryanair


La conferma arriva dallo stesso Michael O'Leary: entro il 2024 Ryanair lancerà i suoi primi voli transatlantici. Il patron del vettore interviene nuovamente sulla questione dichiarando che, per ora, non c'è possibilità alcuna di volare negli Stati Uniti a causa della mancanza di aerei a prezzi accessibili.

Tuttavia O'Leary ha anche aggiunto al Daily Mail che intende comunque arrivare a proporre voli transatlantici low cost entro un lasso di tempo che potrà variare dai cinque ai dieci anni.

"Abbiamo già un business plan pronto a partire per questo tipo di voli" ha precisato. O'Leary aveva già lanciato nel febbraio scorso l'idea di voli per gli Usa con prezzi a partire da 10 dollari, poi però si era scontrato con la realtà dei fatti: "La difficoltà - sostiene - è che gli aeromobili a lungo raggio non saranno disponibili per i prossimi quattro o cinque anni. È quindi evidente che, non potendo garantire una flotta di aerei a basso costo, il business per ora non può partire"


fonte: TTG

 

[MrMav]

Nella Summer 2015( aprile) altre 3 rotte da Atene:
Roma Ciampino,Bruxelles Charleroi,Varsavia Modlin
Incrementi per Londra Stansted,Orio e Salonicco.
http://news.gtp.gr/2014/09/17/ryanair-fly-nine-destinations-athens-summer-2015/

 

[MrMav]

Conferenza stampa qui a Bruxelles al Radisson Blu Royal Hotel