1. Strategic Management Case
Study
By: Thomas Elias, Alison Tardie, Loren Plourde, and Brandon Plourde
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

2. Overview Company Overview New Mission and Vision External Assessment
A Brief history of Ryanair
Existing Strategy, Mission, and Vision
Existing Objectives and Strategies
New Mission and Vision
External Assessment
Industry analysis
Opportunities and Threats
EFE Matrix
CPM Matrix
Internal Assessment
Organizational Structure
Financial Condition
Strengths and Weaknesses
IFE Matrix
Strategy Formulation
SWOT Matrix
Space Matrix
Grand Strategy Matrix
Matrix Analysis
QSPM Matrix
Strategic Plan for the Future
Objectives
Strategies
Strategic Implementation
Management Issues
EPS/EBIT
Projected Financials
Strategic Evaluation
Balanced Score Card
Ryanair Update
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

3. 2004: Most Popular Online Booking 1990: Rapid Growth And The Upset
Ryanair History
1985: The Beginning
2004: Most Popular Online Booking
25 Employees
15 Seat Aircraft
5’2” Standard
Most Popular online, 2003
98% online booking
1997: We go Public
First “Fare War”
1986:
First Fiscal Year
1995: Low Fares Win!
1987: First Jet
Overtakes Aer Lingus, British Airways
Largest Irish airline, Dublin
10th Birthday
3 BAC 1-11 Aircrafts
Opened New Destinations
1990: Rapid Growth And The Upset
Accumulates £20M Losses
20m invested
Copying the Southwest Model
Michael O’ Leary, Restructured
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

4. 8,438 75,814,551 294 Ryanair History Cont’d… 151 82,000 3 employees
Passengers
294
Boeing
151
employees
82,000
Passengers 3
Prop Aircrafts
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

5. Existing Strategy, Vision, and Mission
Strategy: Cost Leadership;
Low Cost
Vision
Firmly Establish itself as Europe’s leading scheduled passenger airline through continued improvements and expanded offerings of its low-fares service.
Mission
Ryanair seeks to offer low fares that generate increased passenger traffic while maintaining a continues focus on cost-containment and operating efficiencies.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

6. To be the most efficient low-cost carrier in Europe.
New Vision
To be the most efficient low-cost carrier in Europe.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

7. New Mission
New Mission: Ryanair’s mission is to become the (2) largest scheduled passenger airline in (3) Europe for (1) international and domestic travelers. (6)We believe by offering the cheapest fares and utilizing (4) modern technological services, (7)Ryanair will provide the best no frills airline service. Ryanair meets shareholders’ and employees’ needs through (5) sustainable profits while also providing a (9) safe and productive working environment. Furthermore, Ryanair protects the (8) community with our efficient, environmentally friendly fleet.
1.Customers
2.Products or services
3. Markets
4. Technology
5. Concerns for survival, growth, and profitability
6. Philosophy
7. Self-concept
8.Concern for public image
9. Concern for employees
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

8. External Audit
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

9. Cathay Pacific Airways
Industry Analysis
2009
Thousands
2010 1.
Ryanair
65,282
71,229 2.
Lufthansa
41,515
44,460 3.
easyJet
34,593
37,665 4.
Air France
31,256
30,882 5.
British Airways
27,844
Emirates
30,848 6.
25,921
26,320 7.
KLM
22,333
22,787 8.
American Airlines
19,514
Delta Air Lines
21,029 9.
Cathay Pacific Airways
18,102
20,356
10.
Singapore Airlines
16,322
19,723
Source: Centre for Asia Pacific Aviation and IATA
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

10. Cost Comparison
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

11. Opportunities
1. Success in Ancillary services ( leads to new open markets for joint ventures). 2. Open up their aviation repair service and flight training programs to operations outside the company. 3. Customer base is expected to grow up to 85 million passengers. 4. Pursue web-based advertising and new Reservation system. 5. Start flying into 10 to 12 primary airports (European airports have shown interest). 6. Popularity increasing in Eastern Europe and Asia for tourism and business gatherings. 7. Corporations pursuing appearance and expansion into African Operations. 8. Expand clientele during hard financial times by gaining customers who do not desire premium flights. 9. More political and governmental influence/charges in primary airports increases attractiveness in secondary airports (11 tax on European departures).
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

12. Threats
1. New IAA Rules on flying hours and aircraft regulations could increase future expenses. 2. Unpredictable and uncontrollability of rising fuel costs; €350 million in 2012 regardless of hedging. 3. Greek debt crisis and unstable European economy negatively affecting future operations. 4. Last year 14,000 Ryanair flights were cancelled due to volcanic ash disruptions, airport snow closures and repeated ATC strikes. 5. The majority of Ryanair’s profits are subject to Irish Corporation Tax at a rate of 12.5% and a raise may adversely impact Ryanairs' cash flows, finances, and operations. 6. Already paid 88 million in claims last year due to the EU 261 regulations where the airline has to cover accommodations and compensation.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

13. Threats Cont’d…
7. In the future legislation will require airlines to pay about €1.4 billion for emissions of carbon dioxide which will rise to €7 billion by Too much growth too fast; Expansion into Eastern Europe means competing with already existing players in the market and operating on even tighter margins. 9. Increased competition from alternative forms of travel.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

14. External Factor Evaluation (EFE)
Opportunities:
Weights
Rating
Weighted
1. Success in Ancillary services ( leads to new open markets for joint ventures).
0.07 4
0.28
2. Open up their aviation repair service and flight training programs to operations outside the company .
0.05 2
0.10
3. Customer base is expected to grow up to 85 million passengers.
4. Pursue web-based advertising and further expansion in web services.
0.08 3
0.24
5. Start flying into 10 to 12 primary airports (European airports have shown interest).
0.03 1
6. Popularity increasing in Eastern Europe and Asia for tourism and business gatherings.
0.15
7. Corporations pursuing appearance and expansion into African Operations.
0.04
8. Expand clientele during hard financial times by gaining customers who do not desire premium flights.
0.06
9. More political and governmental influence/charges in primary airports increases attractiveness in secondary airports ($11 tax on European departures).
Threats:
1. New IAA Rules on flying hours and aircraft regulations could increase future expenses.
2. Unpredictable and uncontrollability of rising fuel costs; €350 million in 2012 regardless of hedging.
0.09
0.36
3. Ryanair plans to ground 80 aircraft in the winter months of 2012 as opposed to 40 last year because overall traffic is expected to be lower.
4. Last year 14,000 Ryanair flights were cancelled due to volcanic ash disruptions, airport snow closures and repeated ATC strikes.
0.16
5. The majority of Ryanair’s profits are subject to Irish Corporation Tax at a rate of 12.5% and a raise may adversely impact Ryanair’s cash flows, finances and operations.
0.02
6. Already paid 88 million in claims last year due to the EU 261 regulations where the airline has to cover accommodations and compensation.
7. In the future legislation will require airlines to pay about €1.4 billion for emissions of carbon dioxide which will rise to €7 billion by 2020.
0.20
8. Too much growth too fast; Expansion into Eastern Europe means competing with already existing players in the market and operating on even tighter margins.
9. Increased competition from alternative forms of travel.
Totals:
2.82
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

15. Competitive Profile Matrix Critical Success factors
Ryanair
British Airways
EasyJet
Critical Success factors
Weights
Rating
Score
Advertising
0.06 1 2
0.12 3
0.18
Financial position
0.10
0.30
0.2 4
0.40
Customer loyalty
0.09
0.36
0.27
E-commerce
0.07
0.28
0.21
0.14
Management
0.08
0.16
0.24
0.32
Ticket Fare competitiveness
Fleet
0.11
0.44
0.33
0.22
Customer service
0.48
Market share
Organization structure
Employee morale
0.3
Totals:
2.76
2.7
3.18
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

16. Internal Audit
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

17. Organizational Structure
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

18. Income Statement
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

19. Balance Sheet
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

20. Ratio Analysis Liquidity Ratios: Ryanair (2011) EasyJet
British Airways
Industry
Analysis
Current Ratio
1.89
1.48
0.75
1.3
Good
Quick Ratio
0.72
Leverage Ratios:
Debt to Total Assets
0.66
0.62
0.76
Average
Debt to Equity
1.91
1.62
3.08
0.79
Long-term Debt to Equity
1.29
0.93
1.76
Times Interest
5.48
9.3
5.2
6.9
Efficiency Ratios:
Fixed Assets Turn
0.74
1.6
1.73
Bad
Total Assets Turn
0.42
0.77
0.88
0.8
Profitability Ratios:
Gross Profit
25.70%
16.50%
16.40%
23.72%
Operating Profit
14.20%
7.70%
8.40%
7.37%
Net Profit
10.30%
6.50%
6.70%
5.40%
ROA
4.40% 5%
5.90%
4.60%
ROE
12.70%
13.20%
24%
14.80%
EPS
0.2514
0.52
PE Ratio
110.58
670.00
21.7
Growth Rates:
Sales( 3 Year Average)
11.20%
15.40%
4.70%
Net Income ( 3 Year Average)
-1.40%
57%
-1.10%
EPS ( 3 Year Average)
-1%
57.10%
N/A
Dividend per Share ( 3 Year Average)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

21. Company Worth Analysis
Net Worth Analysis
Company Worth Analysis
1.) SE-Goodwill-Intangibles
$2,907.10
2.) Net Income*5
$1,873
3.) (SP/EPS)* NI
$41,423.55
4.) #Shares * Stock Price
41,424.78
5.) Four Method Average
$21,907.10
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

22. Strengths
Modern/Low Cost Fleet single aircraft type; average plane age 2.94 and no plane older than 8 years on fleet.
Profits increased by 25.6% from
Traffic grew 8% to 72 million in 2011.
Ancillary revenues grew by 21% to €802 million for fiscal year 2011.
Dividend of €500 million paid to shareholders in 2011 equaling €846 million returned in the past 3 years.
At March 31, 2010, the company had hedged approximately 90% of its estimated fuel exposure for the year ending March 31, 2011.
Number one on-time airline in Europe.
Added 328 new routes to their already existing routes which gives them a total of more than 1300 routes.
Revenue passenger miles (rpm) grew 14.4% between 2009 and 2010.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

23. Weaknesses
Bad Public Image; Has had several complaints filed against them by Advertising Standards Board (ASA)
Complex Fee System leading to customer dissatisfaction; charges fees where others do not 52% of average final cost is in extras and fees.
Only arrive at secondary airports; no option for arrival at Primary Airports.
Ryanair incurred a €2.2 million loss on its Aer Lingus shareholdings due to a decline in the Aer Lingus share price from €0.73 to €0.72.
They do not offer round trips.
Fuel costs rose 37% from ‘10-’11.
Employee moral is poor with cabin crew.
Debt to equity ratio is 1.91 compared to .79 of the industry average.
Earnings per share is only 25 euro cents compared to main competitor Easy Jet at 52 Euro cents.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

24. Internal Factor Evaluation (IFE)
Strengths:
 Weights
Rating
Weighted Score
1. Modern/Low Cost Fleet single aircraft type; average plane age 2.94 and no plane older than 8 years on fleet
0.07 4
0.28
2. Profits increased by 25.6% from
0.04 3
0.12
3. Traffic grew 8% to 72 million in 2011.
0.06
0.18
4. Ancillary revenues grew by 21% to €802 million for fiscal year 2011.
0.08
0.32
5. Dividend of €500 million paid to shareholders in 2011 equaling €846 million returned in the past 3 years.
0.05
0.15
6. At March 31, 2010, the Company had hedged approximately 90% of its estimated fuel exposure for the year ending March 31, 2011.
7. Number one on-time airline in Europe
8. Added 328 new routes to their already existing routes which gives them a total of more than 1300 routes
9. Revenue passenger miles (rpm) grew 14.4% between 2009 and 2010.
0.03
0.09
Weaknesses:
1. Bad Public Image; Has had several complaints filed against them by Advertising Standards Board (ASA) 1
2. Complex Fee System leading to customer dissatisfaction; charge fees where others do not 52% of average final cost is in extras and fees.
3. Only arrive at secondary airports; no option for arrival at Primary Airports 2
0.10
4. Ryanair resulted in a €2.2 million loss on its Aer Lingus shareholdings due to a decline in the Aer Lingus share price from €0.73 to €0.72.
0.02
5. They do not offer round trips
6. Fuel Costs rose 37% from ’10-’11
7. Employee morale is poor with cabin crew
8. Debt to equity ratio is 1.91 compared to .79 of the industry average.
9. Earnings per share is only 25 euro cents compare to main competitor Easy Jet at 52 euro cents
Totals:
2.45
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

25. Strategy Formulation
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

26. SWOT Matrix S-O Strategies:
Additional routes to further increase number of passengers and total overall traffic. (O3, O6, S3, S8, S9, S7)
Expand and diversify Ancillary Services both offline and online. (O1, S4, O4)
Teach aviation/engineering courses through a university that utilizes their assets to start new business ventures. (S2, S1, O2)
Start business in primary airports. (O1, O3, O5, S3, S7, S8)
W-O Strategies:
Start flying into primary European airports. (W3, O8, O5)
Upgrade web advertising and services that are not as publicly controversial. (W1,O4)
Begin offering round trips at competitive prices. (W7, O8)
Offer package deals on ancillary fees to increase attractiveness. (O1, O8, O3, W2)
Hire corporate travel agents to syndicate traveling process for consumers in need.(W2, W3, W5, W7, O1, O3, O8)
Incorporate marketing and HR executives to better promote company. (W1, W2, W5, O3, O4)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

27. SWOT Matrix Cont’d… T-W Strategies: S-T Strategies:
Have a set percentage of fuel costs hedged per year in continuing to hedge fuel costs.(S6, T2)
Discover new cabin layouts to seat more customers per flight. (T1, T2, T8, S2, S3, S9)
Start offering flights outside of Europe. (T3, T4, T6, S3, S8, S9)
Convert older planes and start new business in delivering freight & cargo. (T4, T6, T8, T9, S1, S7)
Offer incentive programs (frequent flyer miles etc.) (S3, S4, S8, T3, T9)
T-W Strategies:
Start new ethical, socially responsible, and positive attitude advertising campaigns. (T4, T8, W1, W2)
Diversify current asset investments. (T3, W4)
Ad marketing and HR Officers/ Segments to ensure all business aspects are more accurately analyzed and coordinated. (W5, W1, W2, T1, T8)
Raise prices. (W6, W9, T2, T4, T6, T7)
Incorporate incentive programs to consumers that fly using Ryanair both ways. (W7, W3, T3, T8, T9)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

28. Space Matrix Financial Position rating is 1 (worst) to 7 (best)
rating is 1 (worst) to 7 (best)
Ratings 1
Sales growth 21% Past Year
4.0 2
Quick ratio at 1.89 3
Highest Profitability Ratios amongst competitors
6.0 4
Debt to equity at 1.91
1.0
Financial Position Total
15.0
Industry Position
Moderately High Government Regulation
5.0
Barriers of Entry are High
Growth Potential
Reliance on flight turnarounds and plane productivity
Industry Position Total
20.0
Stability Position
rating is -1 (best) to -7 (worst)
Rising and Unstable oil prices
-7.0
Cooperation with weather and natural disasters
-6.0
ATC Strikes and employee walkouts
-5.0
Price competiveness amongst other airlines
-4.0
Stability Position Total
-22.0
Competitive Advantage
Market Share
-1.0
Modern, Economically friendly fleet
-2.0
Use of Modern Technology compared to rivals
#1 on time major airline
Competitive Advantage Total
-9.0
X Coordinate
2.75
Y Coordinate
-1.75
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

29. Space Matrix Cont’d… Possible Strategies:
Backwards, Forward, or Horizontal Integration
Market Penetration
Market Development
Product Development
X Coordinate
2.75
Y Coordinate
-1.75
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

30. Grand Strategy Matrix Possible Strategies:
Backwards, Forwards, or Horizontal Integration
Market Penetration
Market Development
Product Development
Diversification (Related)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

31. Alternative Strategies
Matrix Analysis
Alternative Strategies IE
SPACE
GRAND
BCG
COUNT
Forward Integration X 2
Backward Integration
Horizontal Integration
Market Penetration
Market Development
Product Development
Related Diversification 1
Unrelated Diversification
Retrenchment
Divestiture
Liquidation
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

32. Possible Strategies Market Penetration
Additional routes to further increase number of passengers and total overall traffic. (O3, O6, S3, S8, S9, S7)
Expand and diversify Ancillary Services both offline and online. (O1, S4, O4)
Start business in primary airports. (O1, O3, O5, S3, S7, S8)
Upgrade web advertising and services that are not as publicly controversial. (W1,O4)
Begin offering round trips at competitive prices. (W7, O8)
Offer package deals on ancillary fees to increase attractiveness. (O1, O8, O3, W2
Incorporate marketing and HR executives to better promote company. (W1, W2, W5, O3, O4)
Discover new cabin layouts to seat more customers per flight. (T1, T2, T8, S2, S3, S9)
Offer incentive programs (frequent flyer miles etc.) (S3, S4, S8, T3, T9)
Start new ethical, socially responsible, and positive attitude advertising campaigns. (T4, T8, W1, W2)
Market Development
Teach aviation/engineering courses through a university that utilizes their assets to start new business ventures. (S2, S1, O2)
Start offering flights outside of Europe. (T3, T4, T6, S3, S8, S9)
Product Development
Convert older planes and start new business in delivering freight & cargo. (T4, T6, T8, T9, S1, S7)
Hire corporate travel agents to syndicate traveling process for consumers in need.(W2, W3, W5, W7, O1, O3, O8)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

33. Quantitative Strategic Planning Matrix (QSPM)
Increase Online/Offline Advertising
Start Flying into Primary Airports
Increase and Diversify Ancillary Services
Weight AS
TAS
External Key Factors
1 to 4
Opportunities:
1. Success in Ancillary services ( leads to new open markets for joint ventures)
0.07 3
0.21 1 4
0.28
2. Open up their aviation repair service and flight training programs to operations outside the company.
0.05 -
3. Customer base is expected to grow up to 85 million passengers. 2
0.14
4. Pursue web-based advertising and new Reservation system.
0.08
0.32
0.24
5. Start flying into 10 to 12 primary airports (European airports have shown interest).
0.03
0.06
0.12
6. Popularity increasing in Eastern Europe and Asia for tourism and business gatherings.
7. Corporations pursuing appearance and expansion into African Operations.
0.04
8. Expand clientele during hard financial times by gaining customers who do not desire premium flights.
0.129
9. More political and governmental influence/charges in primary airports increases attractiveness in secondary airports (€ 11 tax on European departures).
0.15
0.1
Threats:
1. New IAA Rules on flying hours and aircraft regulations could increase future expenses.
2. Unpredictable and uncontrollability of rising fuel costs; €350 million in 2012 regardless of hedging.
0.09
3. Greek debt crisis and unstable European economy negatively affecting future operations.
4. Last year 14,000 Ryanair flights were cancelled due to volcanic ash disruptions, airport snow closures and repeated ATC strikes.
5. The majority of Ryanair’s profits are subject to Irish Corporation Tax at a rate of 12.5% and a raise may adversely impact Ryanair's cash flows, finances, and operations.
0.02
6. Already paid 88 million in claims last year due to the EU 261 regulations where the airline has to cover accommodations and compensation.
7. In the future legislation will require airlines to pay about €1.4 billion for emissions of carbon dioxide which will rise to €7 billion by 2020.
8. Too much growth too fast; Expansion into Eastern Europe means competing with already existing players in the market and operating on even tighter margins.
9. Increased competition from alternative forms of .
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

34. Quantitative Strategic Planning Matrix Cont’d…
Increase Online/Offline Advertising
Quantitative Strategic Planning Matrix Cont’d…
Start Flying into Primary Airports
Increase and Diversify
Ancillary Services
Weight AS
TAS
Internal Key Factors
1 to 4
Strengths:
1. Modern/Low Cost Fleet single aircraft type; average plane age 2.94 and no plane
older than 8 years on fleet.
0.07 -
2. Profits increased by 25.6% from
0.04 3
0.12 2
0.08 4
0.16
3. Traffic grew 8% to 72 million in 2011.
0.06
0.18
0.24
4. Ancillary revenues grew by 21% to €802 million for fiscal year 2011.
0.32
5. Dividend of €500 million paid to shareholders in 2011 equaling €846 million returned in the past 3 years.
0.05
6. At March 31, 2010, the Company had hedged approximately 90% of its estimated fuel exposure for the year ending March 31, 2011.
7. Number one on-time airline in Europe. 1
8. Added 328 new routes to their already existing routes which gives them a total of more than 1300 routes.
0.15
0.1
9. Revenue passenger miles (rpm) grew 14.4% between 2009 and 2010.
0.03
0.09
Weaknesses:
1. Bad Public Image; Has had several complaints filed against them by Advertising Standards Board (ASA).
2. Complex Fee System leading to customer dissatisfaction; charge fees where others do not 52% of average final cost is in extras and fees.
3. Only arrive at secondary airports, no option for arrival at primary airports
0.2
4. Ryanair resulted in a €2.2 million loss on its Aer Lingus shareholdings due to a decline in the Aer Lingus share price from €0.73 to €0.72.
0.02
5. Organizational structure lacks key executive positions.
0.28
0.14
6. High operating costs: fuel Costs itself rose 37% from ’10-’11.
7. Do not offer roundtrips.
8. Debt to equity ratio is 1.91 compared to .79 of the industry average.
9. Earnings per share is only 25 Euro cents compare to main competitor Easy Jet at 52 Euro cents.
3.08
1.58
2.78
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

35. Strategic Objective Market Penetration:
Addition of Human Resources & Marketing Divisions
Increase Funds for Marketing/Advertising
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

36. New Organizational Structure
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

37. Investment Figures 2 New Sectors Increased Marketing
Increasing from 8 to 10
Each sector costs €47M in Staff Costs (376.1/8)
€94M rough costs
Estimated €110 for Projections
60% increase in Marketing Expense from last year(2011)
154.6 €100M increase
Total Investment Costs: €210M
*All Investment Costs will be funded from Cash Account
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

38. 3 Year Goals 2012 Organize and Implement new Organization Structure
Increase revenues from 2011 by 20% €4,355
2013
Increase revenues from 2012 by 25%€5,444
2014
Increased revenues from 2013 by 25% €6,805
88% increase in revenues from 2011
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

39. Strategic Implementation
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

40. Management Issues
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

41. Projected Income Statement
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

42. Projected Balance Sheet
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

43. Projected Ratios Liquidity Ratios Ryanair (2011) Projected
Current Ratio
1.89
1.88
Leverage Ratios
Debt to Total Assets
0.66
0.63
Debt to Equity
1.91
1.7
Long-term Debt to Equity
1.29
1.15
Effeciency Ratios
Total Assets Turn
0.42
0.49
Profitability Ratios
Operating Profit
14.20%
11.50%
Net Profit
10.30%
8.40%
ROA
4.40%
4.10%
ROE
12.70%
11%
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

44. Primary Responsibility
Strategic Evaluation
Areas of Objectives
Measure of Target
Time Expectation
Primary Responsibility
Customers
Satisfaction
Brand Identity
1.) Random Customer Survey with at Least 85% Satisfaction Rate
2.) Industry Reports
Yearly Evaluation
Caroline Green
(Director of Customer Service)
Employees
Quality and Service Training
Employee Satisfaction
1.) Online & In Class Training
2.) Employee Surveys (85%) through focus groups
Michael Cawley
(Chief Operating Officer)
Marketing
Number of Passengers
1.) 2% Increase per year
Michael O’Leary
(Chief Executive Officer)
Business Ethics/Natural Environment
Waste Reduction
Ethics Training
1.) Upkeep on fleet maintenance
2.) Employee Workshops
Quarterly Evaluation
Michael Hickey
(Director of Engineering)
Financial
Revenues
Ratio Analysis
1.) Year 1 20%, Year 2&3 25% per year
2.) Better than Main Competitors
Howard Miller
(Chief Financial Officer)
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

45. Ryanair Update
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

46. Stock Performance 49% Increase in Stock Price
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

47. Ryanair Update
Ryanair named Europe's Greenest and Most Efficient Airline
#1 In European Airline Traffic 79M
93% on time Arrival Rates; Closest competitor Lufthansa at 85%
Expanded from 44 bases to 57 bases; 1,500+ routes from 1,200
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

48. Questions
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK

49. References
Ryanair. Securities Exchange Commision, (2011). Form 20f ( ). Retrieved from Ryanair website:
Ryanair. (2011). Annual report. Retrieved from Ryanair website:
CAPA. (June, ). Ryanair swot analysis: Addicted to growth, a great model for bad times. Retrieved from
Major opportunities remain in europe-ryanair route director. (November, ). Retrieved from
CAPA (June, ). Delta now world’s largest carrier; ryanair stays top international airline. Retrieved from
David, F. (2013). Strategic management: Ryanair holdings case. (14th ed., pp ). Upper Saddle River, New Jersey: Prentice Hall.
April 2013, Thomas Elias, Alison Tardie, Brandon Plourde, Loren Plourde, UMFK