Analisis estrategico easyjet
Páginas: 4 (948 palabras)
Publicado: 6 de abril de 2011
Case Study: – easyJet: A Truly Marketing Organisation
Collectively, Europe’s sixty low-cost airlines – often referred to as ‘no-frills’ or budget airlines – have proved to be a flyaway successover the past decade. Although some industry commentators are now suggesting that Europe’s low-cost market has expanded to its maximum size with no further growth potential, a report produced in 2005 byMintel, the consumer trends analysts, states that ‘there are no real indications that the growth of the low-cost sector is slowing down’.
The catalyst for the increase in the number of low-costairlines, defined by Mintel as scheduled airlines which have purposely set out with a lower cost structure than existing airlines to achieve lower fares, was the liberalisation of Europe’s aviation marketin 1995, which opened up the skies to the entrepreneurial budget carriers. Since this landmark decision, the budget airlines have reported annual increases in passenger numbers of around 40%. Whilstthis level of growth is slowing down, Mintel forecasts that future growth is still likely to exceed 30% in the short term, which suggests that the spread of low-cost airlines will continue to play akey role in the European airline industry for the rest of this decade and beyond.
However, there have been recent signs of consolidation by the key players in the industry such as easyJet. Inaddition, national airlines such as British Airways (BA) are also beginning to respond to this more intensely competitive marketplace, as evidenced by BA’s decision to launch £29 fares aimed specifically atthe market dominated by easyJet and its main European ‘no-frills’ competitor, the Irish airline Ryanair.
The Growth of easyJet
easyJet was founded in November 1995 by Stelios Haji-Ioannou with adeclared objective to prove that new demand for air travel could be stimulated through low-fare strategies. This approach appealed to price-sensitive and flexible leisure travellers, and more...
Collectively, Europe’s sixty low-cost airlines – often referred to as ‘no-frills’ or budget airlines – have proved to be a flyaway successover the past decade. Although some industry commentators are now suggesting that Europe’s low-cost market has expanded to its maximum size with no further growth potential, a report produced in 2005 byMintel, the consumer trends analysts, states that ‘there are no real indications that the growth of the low-cost sector is slowing down’.
The catalyst for the increase in the number of low-costairlines, defined by Mintel as scheduled airlines which have purposely set out with a lower cost structure than existing airlines to achieve lower fares, was the liberalisation of Europe’s aviation marketin 1995, which opened up the skies to the entrepreneurial budget carriers. Since this landmark decision, the budget airlines have reported annual increases in passenger numbers of around 40%. Whilstthis level of growth is slowing down, Mintel forecasts that future growth is still likely to exceed 30% in the short term, which suggests that the spread of low-cost airlines will continue to play akey role in the European airline industry for the rest of this decade and beyond.
However, there have been recent signs of consolidation by the key players in the industry such as easyJet. Inaddition, national airlines such as British Airways (BA) are also beginning to respond to this more intensely competitive marketplace, as evidenced by BA’s decision to launch £29 fares aimed specifically atthe market dominated by easyJet and its main European ‘no-frills’ competitor, the Irish airline Ryanair.
The Growth of easyJet
easyJet was founded in November 1995 by Stelios Haji-Ioannou with adeclared objective to prove that new demand for air travel could be stimulated through low-fare strategies. This approach appealed to price-sensitive and flexible leisure travellers, and more...
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