Ryanair vs. EasyJet Ascending towards Digital Marketing
Internet and Direct Marketing Dr Bhavini Desai
Queralt Lafont Alcocer (S00907102) Jose Ignacio Tomas Benavent (S00906947) Pedro Andrade (S00906984) Cristina de Villarreal Mera (S00907683) Mark Ehrenfried (S00405466)
Final Assessment May 2016
AbstractThis paper investigates the digital strategies implied by easy jet and ryanair within the aviation industry. Both companies revolutionised the market, as they reached out directly to consumers via e-commerce. The in-depth investigation is followed up by a comparison of the two competitors. Overall, the different aspects of their online marketing strategy are presented, analysed and compared. In the end, recommendations for each company are presented.
Table of contents
Introduction .................................................................................................................................. 4 Literature review ........................................................................................................................... 6 Introducing digital marketing .................................................................................................... 6 Analysing tools and techniques................................................................................................. 7 Websites ................................................................................................................................ 7 Social media .......................................................................................................................... 7 M-Commerce ........................................................................................................................ 8 Costumers reviews ............................................................................................................... 9 Selling airline tickets.............................................................................................................. 9 Methodology ............................................................................................................................... 10 Data collection ............................................................................................................................ 11 EasyJet ......................................................................................... Erro! Marcador n達o definido. Unique Selling Proposition .................................................................................................. 11 Website and SEO ................................................................................................................. 12 Social media, apps and other online platforms .................................................................. 13 Digital marketing strategies ................................................................................................ 14 Ryanair..................................................................................................................................... 15 Unique selling proposition .................................................................................................. 15 Website and SEO ................................................................................................................. 16 Social media, apps and other online platforms .................................................................. 16 Data analysis................................................................................................................................ 19 Stretegy ....................................................................................... Erro! Marcador n達o definido. Website ................................................................................................................................... 19 Social Media ............................................................................................................................ 23 M-Commerce .......................................................................................................................... 24 Costumers reviews .................................................................................................................. 24 Recommendations ...................................................................................................................... 26 Appendix ..................................................................................................................................... 28
Appendix 1 – Company’s analysis ........................................................................................... 28 EasyJet ..................................................................................... Erro! Marcador não definido. Ryanair................................................................................................................................. 28 Appendix 2 – Financial Data .................................................................................................... 37 Ryanair Income Statement .................................................................................................. 37 EasyJet Income Statement .................................................................................................. 37 Appendix 3 – 4P analyisis ........................................................................................................ 38 Appendix 4 – Ryanair’s marketing strategy (other data collection) ....................................... 39 Appendix 5 – Changes on the airline industry (literature review) .......................................... 41 Introducing the airline industry........................................................................................... 41 Appendix 6 – Social Networks and App .................................................................................. 43 References .................................................................................................................................. 54
Introduction The objective of this research is to conduct a comparative analysis of the digital marketing techniques of two corporations. This has been approached by comparing two real cases of digital marketing success within the aviation industry. Airlines, as well as the vast majority of business corporations, are suffering (or already suffered) changes on their business models becoming an e-business (Chaffey et al, 2000). The introduction of new technologies led to a reduction in costs and an increase in efficiency through computer reservation systems, inventory management, control of distribution, online sales, et cetera. (Belobaba et al, 2009). Ryanair and EasyJet are two competitors which successfully applied new technologies and grew through digital marketing (Creaton, 2005 and Jones, 2005). The two low-cost carriers have taken different paths to success within the industry. Key objective of this paper is to conduct an in-depth comparison between these two companies. Overall differences in their digital marketing activities will be highlighted, strategies will be identified and conclusive arguments for recommendations will be determined. Within the airline industry, Ryanair (2016) takes pride in having “opened up Europe to the masses”. Masses of a total of 103 million passengers choosing Ryanair each year, being served by 1600 Ryanair flights each day. The Irish company, created in 1985, serves airline passengers ever since. It stresses passenger safety, flight punctuality and green policy. As a reaction from within the airline industry, EasyJet (2016) tries to preserve its growing number of customers by “giving passengers low fares to primary airports”. EasyJet was able to “grow revenue, profit and dividends” , achieving £4686 million on revenues, moving close to a total of 68.6 million passengers last year. The essential elements of EasyJet’s business model have always been fast turnarounds, no complimentary lunch and attractively low fares.
EasyJet differs from Ryanair by competing head-on with legacy carriers such as British Airways and often operating at larger airports with better infrastructure and connectivity. Both carriers have an equally strong brand recognition. However, EasyJet is often praised for looking after its customers better than Ryanair and other “no-frills airlines� do (Jones 2005 p. 3, 212)1. In the next section, the literature review, their digital marketing strategy will be presented, including a critical analysis on digital marketing techniques and implementation of major digital channels as a means of communication.
1
For further information of the companies, please see Appendix 1
Literature review Introducing digital marketing Digital marketing can be described as a congregation of strategies and tools that use digital techniques to increase profitability by anticipating, identifying and satisfying customers (Chaffey et al, 2000). New technologies have dramatically increased data availability (McAfee and Brynjolfsson, 2012). Consumers have quick access to more competitors and available options while they are also increasingly price sensitive. As a result, the level of competition between companies rises (Chevalier and Goolsbee, 2003). Organizations also took advantage; big data increased knowledge of efficiency and enabled target ed optimised communication (Ryan and Jones, 2012). Through the promotion of customisation, segmentation of the market is driven to the extreme with a bilateral relationship: one-to-one marketing (Arora et al, 2008 and Peppers et al, 1999). There is a shift from the push to a pull model, as customers start to create, trust and share their own content on the internet. This is leading to dialogues and even trialogues with companies (Strauss et al, 2014). This activity is developed on online platforms such as social networks, by ultimately increasing consumer’s relations and customer experience without taking place at an official selling place. When companies create such a community-level of customer-targeted support, they can increase credibility although the content published must be consistent to the rest of their platform and their overall communication (Vien, 2015). Moreover, consumers act as recommenders within virtual networks and strengthen viral word-of-mouth advertisements and general brand awareness (Aguilar et al, 2012). Reference groups can also increase advertising speed by a member-got-member technique, where actual customers recommend
the company to their friends; as they themselves are motivated by consequently earning a promotion (Ryan and Jones, 2012).2
Analysing tools and techniques Websites A company’s website is seen by many as its digital home, as the centre of the businesses’ internet activity. Still, with the evolution of social media, the website’s role has become more supporting and is generally less of the epicentre it once stood for. In fact, we can say that today a website’s role falls into two categories (Waite, n.d.): ·
Plugging the weaknesses of social media channels.
·
Drawing attention to activity on social media platforms.
When it comes to e-commerce, websites’ importance increases because the website is still the best platform for shopping online and it remains to be a place which brings together retailers, clients and manufactures. The most important features in an e-commerce website are security, a good level of usability and a good description of prices and articles (Waite, n.d.). Social media The words “social media” refer to a way of life, refer to sharing information with others, and a social virtual lifestyle. Social media has grown significantly during the last years and is going to continue growing in numbers of users, functionality and impact. “Thanks to social media, the geographic walls that divide individuals are crumbling, and new online communities are emerging and growing” (The New Community Rules (2009), page 1).
2
For further information on the industry refer to Appendix 5
Social media let companies have a direct contact with consumers; it also gives a chance of promoting products or services, of reaching a bigger community, and of focusing on groups, rather than individuals. This tool is used for interacting directly with customers by building customer relationships. Brands are able to listen to their consumers and consumers can share their products or services, adding value to the brand. Nowadays, all companies must be present within the digital world. M-Commerce Nowadays, all companies which offer services to their customers are likely to have an app for smartphones. It’s well known that everybody is using smartphones as an essential part of their lives, as the app collects all information required for paying, flying and other services. With the big breakthrough of smartphones into the general market, they have become the people’s main connection to the internet, and hence represent an alternative to more traditional interaction. For most companies, it is not enough to just have an online presence. It becomes increasingly important to be accessible through smartphones, so that the company can present customers a differentiation element. Apps’ key objective is to create a strong relationship with the customer; by making use of a "one to one" strategy. In addition, apps make things easier for customers as they can access the product/service more freely and keep being informed. The app can reach potential customers if the right promotion tools are made us of. Moreover, apps can also show promotions and events of the company, among other more specific features. Without doubt, apps are an important communication tool for selling and stimulating customers loyalty. As a result, companies should be encouraged to develop their corporative
strategies and actions trying to obtain tangible and intangible objectives, both in short and long terms by making use of app-technology. (Guiu, n.d.) Costumers reviews
In his article: “Customer Advocacy: A New Era in Marketing?” Glen L. Urban (2005) pointed out that the future growth of customer power would be based on stronger relationships between brand and consumers. Nowadays, this idea is becoming a reality and this dominant force in marketing can be materialised with customer reviews (Urban 2005). Nowadays, customer reviews provide free advertising, improved search engine results, and they act as a tool of influence, support and informer in regards to constructive criticism. A network of customer reviews leads to a closer relationship between company and customer (Business 2016). These aspects are important in order to build up brand-reputation. That is why companies want to make it easier to obtain a review form their customers (Akalp 2014). In addition to that, most of the online buying decisions are strongly influenced by customer reviews (DeMers 2015). By writing a customer review, consumers can put into practice their newly obtained and demanding power. Selling airline tickets There’re two different methods of selling airline tickets online:
Through a travel-agent’s website or intermediary
Directly from the airline-company’s website
It’s to note that comparative websites do not usually serve as a travel-agent or intermediary. Comparative websites compare prices from several intermediaries as well as official airline websites and henceforth transfer the customer to the relevant webpage after the customer made a choice of booking a particular ticket. Whereas most airlines work closely together with travel agents and several intermediaries by enabling travel agents to offer more competitive
prices, low-cost carriers focus almost entirely on selling airline-tickets to customers directly via their own webpage. As a result of that, web-marketing is more crucial to low-cost carriers, as they do not generally benefit from promotions via travel agencies or intermediaries who advertise their tickets or offers. Whereas comparative air ticket search engines, such as Kayak, are very popular, search engines such as google also developed an air ticket search function through their own designated webpage, in this case www.google.co.uk/flights. Most air ticket search engines also enable customers to write reviews of their travelexperiences, enabling them to share and grade the airline. Furthermore, there’re specialised webpages and companies who rate airline companies worldwide, most notably SKYTRAX. At the end of each year, skytrax awards the best airlines with an official award, which allows airlinecarriers to use skytrax’s endorsement for advertising purposes. Single customers’ airline reviews can oftentimes prove very influential to an airline carrier. After a Chinese passenger felt racially harassed on a Virgin Atlantic flight on March 1st 2016 from London to Shanghai, she posted a negative review on her Chinese Weibo – account on March 17th 2016. Within only three days, her post attracted more than 45 million readers and resulted in a boycott of Virgin Atlantic Airlines by many Chinese customers. (Fan et al., 2016).
Methodology
The attempt of answering the research question will be based on a combination of secondary and primary data; obtained from research of these companies that has been published by fellow scholars. The objective is to conduct a deep analysis regarding the effectiveness of tools and
techniques used by these companies. Secondary information provided by previous studies, publications or articles in the media, gave a basis to the analysis. The data provided, proved highly valuable and would have otherwise remained unapproachable for several reasons. This first approximation of creating a database is complemented by primary information collected from companies’ webpages, social networks and also own experiences as customers. The proposal is to record, compare and analyse as much quantitative information as possible. This permits us to remain objective, while avoiding biases and improving validity. However, there is an important qualitative information that cannot be ignored as it has a relevant paper on the study. Accurate information on databases, in any case, was searched for, but different sources gave different data, and were often in stark conflict. Ryanair and EasyJet are examples of success and revolution within their industry (The Economist, 2013). To date, Ryanair is 45% cheaper (The Guardian, 2011) and offers 47% more European destinations (Ryanair, 2016). This study provides us the opportunity to analyse and better understand how easy jet and ryanair refer; although they both target a similar market via similar channels and methods.
Data collection3 EasyJet Unique Selling Proposition Low-cost airlines tend to focus on marketing their more competitive price, but EasyJet is an exception. The company recognised back in 2011 that if it wanted to distinguish itself from all the other low-cost airliners it would have to go through a rebranding process and stop being another low-cost airliner. From that new tactic and vision, EasyJet started to focus on being an
3
For further information refer to Appendix 1
experience enabler rather than just another airline with cheap flights (Over view of EasyJet Strategy, 2013). This shift in the strategy is visible in the type of content shared by the brand throughout its social media accounts and how it makes uses of email to make consumers book new flights. Now, content is visually stimulating, personalised, and appealing; associable with pleasures of life and travel as a way to achieve happiness (ComputerWeekly, 2016). This way, EasyJet is able to work with the “reptilian” side of the consumer’s brain; reminding them of the pleasure of traveling. The price is still important, but stays in the background. What matters is the experience of travelling (Adage.com, 2016). Website and SEO EasyJet’s website is by far their most important tool - 99% of EasyJet’s sales come from their website. With 23.8 million visits per month, the website ranks 7 worldwide in the Category th
Travel (Airlines and Airports). Its traffic sources are mostly direct (40.92% of the traffic) and search (42.61%) (SimilarWeb, 2016). From the search sources, 11.24% are paid, this is, keywords. In fact, EasyJet has made a substantial investment in paid keywords with traffic coming from 3155 different keywords (SimilarWeb, 2016). The results can be seen in the 2.7 million website visits made per month to the website through keywords. EasyJet’s most searched keywords in March 2016:
Figure 1 - Top Organic and Paid Keywords of EasyJet (Similarweb, 2016)
Social media, apps and other online platforms When it comes to referrals from websites like Skyscanner or Kayak, 12.56% of the traffic comes from those sources. Astoundingly, social media only represented 0.64% of the traffic source and email 3.19% (SimilarWeb, 2016). Despite having a big level of engagement, the content shared in these platforms do not enable business as much as a Google Search or a Skyscanner referral. EasyJet as taken advantage of this and is using them mostly to share their brand ideals and pass their message.
Figure 2 - EasyJet traffic (SimilarWeb, 2016)
*Organic – 88.76% Paid – 11.24% EasyJet is present on the following social networks:
Figure 3 - EasyJet Social Networks presence (SimilarWeb, 2016)
The company also has an app for Apple products and Android. Digital marketing strategies EasyJet’s digital marketing strategy focuses in three key points (Howlett et al., 2014): 1. Attract Customers
With such a visible and well-known brand, awareness is not an issue. So, their main objectives are ensuring customer’s knowledge, like and understand what does the brand offers. 2. Improve Conversions EasyJet’s website attracts a phenomenal amount of traffic, so the key challenge is to increase conversion and ensure digital reach keeps growing. In order to achieve this, a lot of resources have been invested in tweaking the website to nudge conversion rates, exploiting new channels like apps, and implementing greater personalisation. 3. Exploit Existing Channels By aiming to ensure their existing customer relationships monetisation, EasyJet’s uses multiple channels in order to continuously generate traffic to their website, Then, after the traffic has been turned into a lead, the focus is in turning it into a conversion.
Ryanair Unique selling proposition For many years there was a lack of competitive pressure in the low-cost airliner industry. Thanks to this, Ryanair didn’t worry too much about marketing, preferring to focus its attention in lowering their prices as much as they could, but as times changed, the company was forced to invest more in marketing and the results can be seen in their current digital marketing strategy (Gleeson, 2015). Today, Ryanair’s strategy is rooted in relationship marketing, where a completed flight will no longer signal the end of the transaction (Gleeson, 2015). Now, the company tries to engage with customers (even after their flight) through actions like contests in social media or by making sure the customer feels well, cherished and that Ryanair is reachable at all times from the moment he or she enters the website to finishing the purchase and leaving it (Gleeson, 2015).
Website and SEO Ryanair’s website is from where most of the bookings come from and consumers get there through several ways (Econsultancy, 2016). Search sources represent 42.12% of the traffic sources and 98.78% of all the search traffic is organic. This means that only 1.22% of the traffic brought by a search originates from paid keywords (SimilarWeb, 2016). In a website that has 45 million visits every month and is ranked 1 worldwide in the Category st
Travel (Airlines and Airports), this means that only 230 thousand visits from 45 million come from paid keywords, 37 more exactly, showing that there hasn’t been a big investment from Ryanair in, for example, Google AdWords (SimilarWeb, 2016). This is a big problem for Ryanair because it undermines their SEO strategy, since Google pushes to the first places paid keywords.
Ryanair’s most searched keywords in March 2016:
Figure 4 - Top Ryanair Organic and Paid Keyworkds (SimilarWeb, 2016)
Social media, apps and other online platforms By allying this kind of actions with the constant share of price related content in social media and engaging constantly with consumers through a big plethora of platforms, the brand is able
to develop a relationship with the consumer, making it easier to remind him Ryanair is the airliner that he or she can trust on, while paying low prices for their trips (Econsultancy, 2016). In the end, a trialogue has been established. The brand or the consumer ask something, receive an answer, and then react accordingly with another answer (Communicatorcorp.com, 2016). Referral websites like Skyscanner contribute with 6.18% of all the traffic to the website (SimilarWeb, 2016). Social doesn’t have a very big influence has it would be to expect with only 0.64% of the traffic coming from Ryanair’s pages in social networks (SimilarWeb, 2016). This shows that despite enabling engagement, social media doesn’t enable business. Email has a weight of 2.37% among all the traffic sources (SimilarWeb, 2016). This is a small number if we take into account that Ryanair’s emails have a small area for the user to interact and be directed to the website and book a trip. Nonetheless, we cannot forget that people no longer engage with email has they did some years ago, preferring to go directly to the company’s website through a search.
Figure 5 - Ryanair Traffic (SimilarWeb, 2016)
*Organic – 98.78% Paid – 1.22% Ryanair has three apps for ANDROID:
路
Ryanair - Cheapest Fares
路
Ryanair
路
Ryanair.com/it
And one app for Apple products: 路
Ryanair - Cheapest Fares
Ryanair is present on the following social networks:
Figure 6 - Ryanair Social Networks presence (SimilarWeb, 2016)
Data analysis Strategy Once the strategies of both companies have been described deeply is possible to analyze effectively the main similarities and differences. First of all, as it has been mentioned before, there is a contrast between the core business model of each company. In spite of the fact that they operate in the same sector of the industry and in the low-cost airlines scale, the way the make the revenue is not the same. Whereas one is focus on sell tickets as many as possible, EasyJet pays special attention in taking care of the customer in order to give them a higher price but with further services.
Website4 Ryanair and EasyJet’s website are their main business tools, with the vast majority of the bookings being made directly on that platform. Each website showcases the digital strategy embraced currently by the brand. Ryanair’s website has been developed in order to impersonate the company’s motto “Low Fares. Made Simple.” by offering users a clean and simple design which allows them to book their trips in a hassle absent experience. The customer experience always comes first.
4
For further information refer to Appendix 6
While Ryanair’s website focuses in making booking a trip easy, reducing the number of steps and making everything easy to read, EasyJet’s website is the best example of the company’s strategy of focusing not in selling an airplane ticket, but an experience.
This strategy is easily identifiable by the way the page is organized, with a layout that favors discovery of the different destinations EasyJet offers and puts the booking the trip as something secondary. When compared to Ryanair, EasyJet’s website is happier and less sober, presenting the user more options like “City Break package holidays” or an “Inspire me” option while the competitor’s website focuses in selling a trip, not in “designing” a trip. Ryanair and EasyJet’s website’s goal is the same: be a place where consumers can book trips. What differentiates the websites from each other is not the website in itself but the strategy and ideology behind it (Ryanair – easy experience for the consumer; EasyJet – the pleasure of travel and EasyJet as a way of improving the experience of travelling)
.
Social Media Both companies have similar presence but something that can be seen is that EasyJet have better communication with the customer and all the mentions that this company has online are not negative. They put more effort on the digital marketing environment giving to the customers the easiest way to choose their
company, letting them to have the greatest experience with the brand.
M-Commerce5 EasyJet and Ryanair’s App works for Android and iPhone, as known you can get it for free. Through the App you are able to search for flights, make bookings and manage flights. Also, you can do the check-in online and download your boarding pass, this is an eco-friendly action, because you do not need to print your boarding pass. (EasyJet, 2016) One of the differences between these companies is that Easy Jet has the chance to connect the app to your iWatch, something that Ryanair does not have. At the same time EasyJet offers something different from Ryanair, because this airline gives you all the information about your flight (gates, delays, flight modifications, last call, etc.). This information is important to the consumer`s behaviour, so the customer could feel a connection with the brand.
Costumers reviews In terms of customer experience, the two companies hold different approaches on customer experience. EasyJet reinforces customer experience trying to position their service as something pleasuring. It reinforces the relationship with personalized areas and promotions on their online platforms. One of the latest promotional EasyJet videos highlights that the company is providing more services and improving their online platforms increasing security and convenience (remembering personal data, as passwords).
5
For further information, refer to Appendix 6
Ryanair put its attention on prices reducing costs to the limit, but it seems that went out of the line and now is fortifying their relationship with customers. According to last Ryanair advertisement (2016) this company is offering 47% more destinations, 28% less cost and 25% less complaints than EasyJet. Until now research showed us that different strategies are followed, but do customers percept this value? On TripAdvisor both companies are receiving almost the same rating, almost 4 stars. Ryanair obtains only more terrible ratings than EasyJet but it’s not relevant.
Figure 8 - Ryanair Tripadvisor reviews (Tripadvisor, 2016)
Figure 9 - EasyJet Tripadvisor reviews (Tripadivsor, 2016)
Recommendations EasyJet maintained that in the next ten to fifteen years the vast majority of short-haul traffic in Europe would be on low-cost airlines though if you flew long-haul you would still travel with a traditional airline (Jones 2005 p. 222). Ryanair is acting in a similar line so that although their core business is clear “encourage people to travel throughout cheap prices”, but the way they perform it could be put it into doubt. After the depth research in these two companies we can conclude that the industry has changed radically owing to the technology and globalization (world is reachable and closer). The lower prices have given the possibility and the travelling access to an enormous quantity of people. However, the way it has been accomplished is different. Nowadays, most of times is the customer the one that is looking for a flight instead of being provided by a travel-agency. As a result of that, the number of intermediaries has decreased dramatically and the digital system is taking a better position in this process. Besides, the power of the consumers is an important aspect to consider. They can give the approval or disapproval to what a company is doing. In this sense, in order to set up a better reputation, sustainability and CSR activities are very related and they are aware of that.6 Furthermore, the user experience with the brand is one of the key factors to success in this long run, and with less intermediaries the experience loses its human connection that is needed. “Always getting better” is a campaign run by Ryanair since 3 years which proves that efforts on the consumer perception. Therefore challenges for both companies and for this kind of services is how to work with the customer management expectation and how to make it digitally speaking. The way to get to the point is the tone of voice and the content they communicate to; which builds up a brand experience style. In terms of digitalization they performance must be as simple as possible far from monitored replies or mailing strategies.
6
Further information on Appendix 1
If you experience is bad, you lose your suitcase or you miss your flight‌ are you willing to pay more money next time? Maybe another with a better reputation? The consumer answers, but the companies responds.
Appendix Appendix 1 – Company’s analysis EasyJet On the one hand, the corporate culture of this company is based on a very flat hierarchy which shows a human touch across the organization. On the other hand, instead of offices there are open plan working places. According to this company, the vision achievement is to be the Europe's preferred short-haul airline, with the best results and making travel easy. Finally, is build under the values of safety, pioneering, one team, passion, integrity and simplicity. In terms of numbers, EasyJet core business is based on saving an average of 38% on business travel. They connect primary airports with more flights and more frequently, so that they won't leave you miles from where you should be. Offering allocated seated on every flight (EasyJet 2016).
Ryanair On the one hand, the Ryanair corporate culture is based on its background which comes from Ireland. In the low-cost airlines sector they operate, they want to be objective and get straight to the point: price. They fly to airports which are far from the cities to pay less fees from it a reduce the cost. In terms of numbers, Ryanair core business is based on saving as much as possible to offer the cheapest ticket flight. They want to offer low-cost for all and be operating efficient. It´s important to mention, that this way of acting generates sometimes a lack of carefulness about the customers owing to the fact that the main focus is on the price. Therefore they are working harder now on customer relations management. (Ryanair 2016)
SWOT
EasyJet plc SWOT Analysis' 2015, EasyJet Plc SWOT Analysis, pp. 1-8, Business Source Complete, EBSCOhost, viewed 8 April 2016
Ryanair Holdings plc SWOT Analysis' 2015, Ryanair Holdings, PLC SWOT Analysis, pp. 1-9, Business Source Complete, EBSCOhost, viewed 8 April 2016.
5 FORCES
Rivalry amongst Existing Firms This industry identifies benefit from aggressive competition at the margins of their activities and since April 1997 they have competed in a Single Aviation Market. Therefore, it was easier for new Low Cost Carriers to grow in Europe.
Substitution The most important is the effect of electronic methods of communication on this sector of the economy. Thanks to the new media revolution people travel less and use more other internet tools such as skype or similar. Moreover, there are other ways of travelling as the train. Emails are replacing the movement of urgent documents by air as well.
New Entry “Barriers to Entry� have become low or are now non-existent. As an example it could be mentioned the cost of the resources. The aviation of industry is characterized by being expensive. Specially slot constraints and staff resources.
Power of Customers This is the key of their profitability. The number of them and the switching costs are the key factors. Power of Suppliers ATC (Air traffic control) have the control on charges completely and GDS (Global Distribution System) has established some geographical monopolies. PESTE Political Factors Terrorism Fears/Political Instability The events of September 11 2001 caused an unprecedented crisis. For four days, the airspace over the eastern USA was closed, resulting in direct losses to airlines (for which, admittedly, they were mostly compensated). Decline in the demand because of the fear. New security measures. Deregulation and “Open Skies” They have also had a major involvement in the industry through the ownership of airlines. For many years, and in almost all aviation markets, governments controlled airlines’ route entry and capacity and frequency decisions. Now there is free competition. Marketing Policies for a Deregulated Environment In many aviation markets today, airline managers are facing the challenge of change and adaptation. The need for low costs poses a special problem for mature, long established airlines. Privatization During the early years of the industry’s development, it was often felt that public, rather than private ownership was appropriate.
Airport Slot Allocation The schedule of an airline will clearly be one of the cornerstones of the product that it offers. Not surprisingly, slot allocation is a complex and controversial question.
Economic Factors Economic Growth and the Trade Cycle The demand for air travel is characterized by a very high income elasticity. Therefore, as the world economy grows, so the demand for air travel can be expected to increase too.
Social Factors The Ageing Population Population is getting older so that there will have more provision and improvements for disabled passengers and people who need special care. Besides, the family structure is changing so promotions and planning will be made according to it. Changing Tastes and Fashions in Holidays People travel more than never and sometimes is day-return.
Technological Factor Video-conferencing Advertising should promote meetings face-face showing its good effects for businesses. Internet Every time is much more involved in the process. The most important issues are related with distribution channel and its connection with surface transport investment.
Environmental Global change and global warming
The industry is under an important pressure from environmental groups. Environmental factors Environmental issues will affect both the nature and characteristics of airline demand. Shortages of Infrastructure Capacity Tourism Saturation EasyJet commitment to corporate responsibility “At EasyJet we seek to be a responsible company and make a positive contribution to society. We want to do the right thing for our customers, our people, our partners, the communities in which we operate and the environment. This is very important to the continued success of the business. Everyone who has a relationship with EasyJet expects the airline to act responsibly and continue
to
improve.
Safety is always EasyJet’s highest priority and comes before any of our other responsibilities. We continue to operate comprehensive processes and structures to monitor and manage safetyrelated
risk
throughout
the
company.
We remain passionate about making travel easy and affordable for our customers. Our Customer Charter has continued to be a guide for all our people. This year we have particularly focused on how we support customers when there is disruption to their journey. We have made improvements to our support at airports and in our communication to customers, including innovative
use
of
digital
technology
such
as
the
EasyJet
mobile
app.
Our culture is an essential part of our success. Bringing the values of safety, pioneering, one team, passion, integrity and simplicity alive every day is important to all our people. So it’s essential that EasyJet continues to attract, develop and retain the right people. It’s our people who will help to meet our ambition of being Europe’s preferred short-haul airline. We value diversity and believe it contributes to our continued success. One aspect of this is female talent in our business. EasyJet already focusses on ensuring there is a pipeline of women coming up through the organization. The EasyJet women’s network started four years ago and
has now got great momentum, which comes from the women across our airline. It strengthens this
pipeline
of
talent.
As part of increasing the representation of women across the airline, we are now increasing our efforts to recruit female pilots. We recognize that the proportion of female pilots is too low, though this is common in the airline industry. We want to encourage more women to join and stay in this interesting, highly-skilled and well-rewarded profession. We have set an initial target to double the proportion of female new entrant pilots over two years, as the first phase of a long term strategy to increase the proportion of female pilots at the airline and bring more women
into
more
senior
ranks
and
management
roles.
The nature of our business means that our carbon emissions will be our largest environmental impact for the foreseeable future. We continue to be an efficient airline, due to a modern fleet and high load factor. It’s the right thing to continue to work to reduce our environmental impact, but it’s also absolutely central to maintaining our cost advantage and wider business efficiency. Our new fleet of Airbus A320neo, which will start to arrive in 2017, will increase fuel efficiency by a further 13 to 15%. In 2013 we set targets to reduce our carbon emissions per passenger kilometer by 5% by 2022 and we have already achieved a 3% reduction, so we have increased the
target
to
8%
by
2020.
We also want to have strong, positive and effective relationships with our partners. We already have very good relationships with most of them. We have established a supplier relationship management framework based on the EasyJet values. This guides relationships and clearly sets out
our
partners’
rights
and
responsibilities.
We are working to reduce and manage waste from our operations. A new project will focus on reducing the amount of waste on-board our aircraft, by engaging with our customers, our crew and
our
supply
chain.
The EasyJet Special Assistance Advisory Group, chaired by Lord David Blunkett, continues to provide valuable advice and challenge to EasyJet on how we support people who need
assistance when travelling. A visible sign of the progress is that every EasyJet aircraft now has an
on-board
wheelchair.
In 2015 we passed the milestone of £5 million in fundraising for Unicef, supporting their work to eradicate polio across the world. This is down to our crews’ on-board appeals and the generosity of our customers. In light of this success, and our excellent relationship with Unicef, we are continuing the partnership for a further three years. The renewed partnership aims to raise at least a further £5 million and increase the work between EasyJet and Unicef in all key European
markets.
Our customers and people have told us that they value the Unicef partnership but they also want us to increase the contribution we make locally. We have recently expanded this work, initially in the Luton area around our head office, in partnership with a new organization called Connecting Enterprising Women. They have partnered EasyJet female managers with young women in education, to provide mentoring and careers advice. This complements EasyJet’s emphasis on mentoring within the business to support career and personal development. Over the next year we hope to develop this programme and look for other ways we can have a positive
impact
in
the
areas
around
some
of
our
key
bases.
EasyJet has made good progress as seen by the varied initiatives. Our people are energized and motivated by these priorities and we all recognize we can continue to do a lot more”. (EasyJet, 2016)
Ryanair sustainability position Some airlines are much more successful at optimizing efficiency than others. This study is far from the first to rank airlines on sustainability, but few predecessors have accounted for passenger volumes and all five efficiency drivers to provide as accurate a rating on real-world emissions per passenger per mile. Among the 20 largest airlines by passenger volume, the cleanest, Ryanair, uses barely more than a third the fuel to transport its average passenger one mile compared to the least efficient, American Eagle. From a business perspective, as from an environmental one, this is nontrivial - higher efficiency is a boon that allows airlines to pass financial and environmental savings on to their customers. Ryanair succeeds by ranking first or second for efficiency in load factor and seating density, while runner-up Cathay Pacific ranks first on aircraft fuel economy, distance, and freight share. It should be kept in mind that while enormous efficiency variation exists among airlines, the same is true within each airline. While the airline averages presented here are insightful in understanding air travel dynamics, using them in calculations for any specific flight commits the same error as failing to account for efficiency variation in the first place. (Ryanair, 2016)
Appendix 2 – Financial Data Ryanair Income Statement Ryanair 2015/2014 results - Barclays
Figure 10 – Income statement Ryanair (Barclay’s, 2015)
EasyJet Income Statement EasyJet 2015/2014 results
Figure 11 - EasyJet Income statement (EasyJet, 2016)
Figure 12 - Ryanair and EasyJet results comparison (Ryanair, 2016 and EasyJet, 2016)
Appendix 3 – 4P analysis Product - Principal activity of airlines is selling a service: transportation from one point to another by plane. However, to the principal service there are added tangibles as for example refreshments in order to increase the value of the main service. Price - New technologies have affected in pricing policies of airlines; while companies maximize profits and minimizes losses, customers can easily compare prices and select tailored services. Moreover, time has also a huge affectation on price which increases and disperses as departure time is approached (Szopiński and Nowacki, 2015). Place - “Place is somewhat confusing”, literature uses instead distribution channels (Shaw, 2011). In the cases studied, low fare airlines, their services are sold in advance mainly online. New trends forced a change in business models bringing companies to use their own distribution channels online, focusing attention on webpages and mobile applications (Taneja, 2011). Promotion - This factor of the marketing mix has also suffered from technological changes. It has been a change from one-to-one marketing becoming tailoring and customization really important in this area. Without dropping out traditional tools, real time information in huge
volumes permits to the companies offer a better experience and their offerings in order to maximize their revenues (Taneja, 2011).
Appendix 4 – Ryanair’s marketing strategy (other data collection) Marketing strategy of both companies Nowadays Ryanair slogan is “Low fares. Made simple” highlighting the USP of the company: the cheapest ticket (Ryanair, 2016). Company’s marketing is focused on sending an unique message of being proudly a low fare airline. Moreover, simplicity is extended until the point that the company does not have huge spending on marketing. It’s all done in house and usually only publish adverts peaking its low prices online or in newspapers. Other ways of publicity used are WOM and being controversial, this company achieves being continuously on the news what increases brand recall (Marketline, 2012). The interesting fact is that according to The Guardian (2011) Ryanair offered tickets at 39€, while EasyJet was offering them at 71€ on average. So, what happens if you are a low cost airline but not the cheapest one? If your competitor outperforms on one of the principal's attributes of your
product
your
customers
easily
leave.
EasyJet, was forced to target another segment. New positioning was based on a premium lowcost airline, improving their customer-experience gradually. Maintaining their presence online, during last years they increased their presence on TV having the goal of creating a bound with customers increasing emotional appeal (Business Source Complete 2014).
Ryanair:
Figure 13 - Ryanair webpage (Ryanair, 2016)
Without doubt top selling platform for Ryanair is its webpage. This shop online in 2004 already sold 98% of Ryanair tickets although it was launched in 2000. Since then the webpage was continuously redesigned (May, 2015). Nowadays the initial page is free form adverts (since 2013) showing you the last offers and also a search engine on its principal activity: flights (although hotels and car hire also can be found). They focus on promotions and lowest prices as it’s their USP. Moreover, a news channel can be found and one-to-one marketing is applied as they show you last destinations you were interested in.
Figure 14 - Ryanair app (Ryanair, 2016)
This company started using mobile marketing on 2012 although they launched a ₤2.25 app. On 2014 probably competition forced the company to relaunch it on a free version. Consumers gain convenience as you can book “in less than 100 seconds” (O’Leary, 2014), manage your tickets (seats, baggage) and it’s your boarding pass. Moreover personalization is offered with your Ryanair profile and continuous live flight information (Ó Conghaile, 2014).
Appendix 5 – Changes on the airline industry (literature review) Introducing the airline industry Airline industry has faced a metamorphosis during last years. Several macro and micro-economic factors have crashed into this industry. Terrorist attacks of 11 of September changed the perception of security of customers, governments and companies. This leaded to a crisis on
growth
and
profits
(Belobaba
et
al,
2009
and
Shaw,
2011).
Figure 15 - Growth of airline passenger traffic by world region (Belobaba, 2009)
Figure 16 - Annual RPK growth rates, 1987–2007 (Belobaba, 2009)
Figure 17 - World airline net profits, 1978–2007 (Belobaba, 2009)
Not only the 2001 economic downturn reduced companies budgets to spend on travelling, but also an increase on passengers processing time for security requirements forced organizations to use alternatives (as conferences) or buy in low cost airlines,. In Europe this boosted increase already started in mid-1990s by airline liberalization (Belobaba et al, 2009).
Figure 18 -Low-cost carriers around the world, 2006 (Beobaba, 2009)
Once trends are contextualized, digital marketing techniques and e-commerce have also directly affected this industry. Digital activities have reduced company’s costs which do not depend on intermediaries shifting from B2B to B2C (Belobaba, et al 2009) moreover this permits companies to have a better knowledge of its demand and customers (Chaffey et al, 2000). Therefore airline organizations can apply better price discrimination policies and targeting depending on each individual conditions (McAfee and Brynjolfsson, 2012) which is known as one-to-one marketing. On the other hand, competition became wildest as customers are better informed and tools provided. Nowadays there’re companies which activity is to compare air tickets prices seeking for the cheapest one such as Kayak or e-dreams (Chaffey et al, 2000).
Appendix 6 – Social Networks and App
EasyJet website
Figure 19 - Image of EasyJet’s website (EasyJet, 2016)
Figure 20 - Image of Ryanair’s website (Ryanair, 2016)
On Twitter we can see both companies;
Figure 21 - Ryanair and EasyJet Twitter account (Twitter, 2016)
Easy jet, has linked “Vine� page on his Twitter account, something that Ryanair has not on his profile.
Both have presence on Facebook also;
Figure 22 - Ryanair and EasyJet Facebook accounts (Facebook, 2016)
We are able to download its own App with no cost;
Figure 23 - EasyJet and Ryanair Apps (AppleStore, 2016)
YouTube channel;
Figure 24 - EasyJet and Ryanair YouTube channels (YouTube, 2016)
Flickr;
Figure 25 - EasyJet and Ryanair Flirck profiles (Flirk, 2016)
They have also Instagram’s profile;
Figure 26 - Ryanair and EasyJet Intagram profiles (Instagram, 2016)
Something that is important to mention is that these companies spend as little as possible on advertising. The budget is the main reason. They do not hire any advertising agency. However, some of Ryanair’s aircraft are decorated in the livery of advertisers. Brands used; Jaguar and Kilkenny’s beer. These airlines use direct mailing, once you signed and gave your email address they send you emails giving to the customer offers adapted to your last searches or purchases.
Figure 27 - EasyJet mailing (EasyJet, 2016)
Something that differences EasyJet from Ryanair is that the only way to do your check-in is by Internet. You are not able to do it at the airport.
Figure 28 - EasyJet mailing (EasyJet, 2016)
Also, EasyJet introduced inside their e-mails their social media connections;
Figure 29 - EasyJet mailing (EasyJet, 2016)
Both companies have similar presence but something that can be seen is that EasyJet have better communication with the customer and all the mentions that this company has online are not negative. They put more effort on the digital marketing environment giving to the
customers the easiest way to choose their company, letting them to have the greatest experience with the brand.
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