英文论文代写 Ryanair

英文论文代写

Cost Leadership Strategy
Ryanair is pursuing a strategy of cost leadership (cost containment) to fight its competitors. This strategy straightly applied in all the operations of the company on priority basis, in order to achive the set objectives: to minimize the overall expenses (Wright and MacMahan 1992, p. 298). To keep this competitive advantage, it must control costs but also direct manufacturing costs design, marketing, distribution and administrative costs and financial not to mention operating costs (reduced by the use of internet). These savings the costs are then reflected in the prices. What compels to make a lot of sales to increase its activity.
A heavy use of aircraft is a feature directly related to airport secondary and organization of the company avoiding the “hub”. The carrier serves only small regional airports, less expensive (air taxes and fees low reduced airport) and less congested, which not only ensure punctuality, but also to increase the rotation of the planes. The company also offers a greater bargaining power against small airports because Ryanair is able to generate large volumes of passenger traffic, these airports are less busy and delays less frequent (which limits the number of claims and disgruntled passengers). The Engineering Ryanair is considering airports as profit centers rather than as elements of cost. The precedence towards using the inferior airports is therefore a significant source of savings (Simon and Akhton 2003, p. 513).

 

英文论文代写

成本领导策略

瑞安航空是追求成本领先战略(成本控制)打击竞争对手。这一战略直接适用于所有公司的运作优先的基础上,以达到设定的目标:减少总体费用(莱特和麦可曼亨1992,298页)。保持竞争优势,就必须控制成本,同时也直接制造成本设计,营销,分销及行政费用和财务不提经营成本(减少使用互联网)。这些节省的成本反映在价格。是什么让让很多销售增加其活动。

一个大量使用飞机的一个特点是直接关系到机场中学和组织公司避免了“中心”。承运人只有小区域的机场,不太昂贵的(空气税费低减少机场)和不太拥挤,既保证准时,但也增加了旋转的飞机。公司还提供了一个更大的议价能力,对小型机场因为瑞安能产生大量的客流,这些机场那么拥挤和延误频繁(这限制了一些要求和不满的乘客)。工程瑞安航空是考虑机场作为利润中心,而不是作为成本要素。优先使用的机场是一个重要来源的储蓄(西蒙和akhton 2003,513页)。

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