Ryanair | Leadership position | | Annael Brohan / 09008646 | 26/04/2010 | |

Introduction
Over the years, the airline industry is the result of internal and external factors which is expected to face many challenges. Terrorist threats, high fuel prices, uncertain economic events and market trends in external air transport sector have resulted in sustainable development practices of companies. These have been particularly involved in a process of deep restructuring and redouble efforts to retain their customers. Airlines low cost have altered the pricing practices of the market, challenging the power of large companies on this historic ground .These new actors grow older in devising new strategies to ensure their competitiveness in these models at low operating cost and higher margin. The result of this deep evolution of the market is a multitude of problems and issues. This is why, it is interesting to identify and evaluate the strategies that Ryanair pursed to maintain its cost leadership position. Are lower operating costs achieved through a genuine strategy of lowering the cost of fuel and ticketing or through an artificial form of cost reduction (Salary freezes, part-time position)? How sustainable is the Ryanair model if lower costs are achieved through lower services and lower wage rates? 1. Market Analysis 2.1. SWOT

Strengths | Weaknesses | * Low cost leader * Innovative cost reductions * First-mover advantages * Established market share * Substantial growth * High load factor * Strong public image * Established routes/network * Range of ancillary services | * Poor employee relations * Volatile customer relations * Antagonistic relationship with competitors * Uncharacteristic management expansion * Dependence on Michael O’Leary |

* Strengths:
Ryan has been known as the first low-cost airlines, nowadays its brand name is recognised everywhere. Ryanair is able to reduce as much as possible