Testing the limits: Ryanair/Aer Lingus and the boundaries of merger control

Between the summer of 2007 and the autumn of 2015 Ryanair made repeated and determined attempts either to acquire the entirety of Aer Lingus or to defend the acquisition of a minority shareholding in the company. Aer Lingus in turn made repeated and determined efforts to defend itself against an unwanted acquisition. The litigation ceased only at the point where an alternative bid for Aer Lingus was accepted. During this process the difference in the ability of the EU and Member States to exercise control over minority shareholding acquisitions was thrown into sharp relief, and the UK courts discussed the relationship between the exercise of UK merger control and EU merger control. This article explores various aspects of this chain of decisions and litigation

State of the art of pricing policy in air transportation: network carriers vs. low-cost airlines

The modern air transport industry is highly competitive. To survive in the market, the implementation of a successful marketing strategy is fundamental. In particular, an effective pricing policy has become crucial for airlines to remain profitable. Correspondingly, the different types of airline in the market have also established very distinct pricing policies. The present study is based on a literature review and presents the state of the art of pricing policy in air transportation. The aim is to compare and discuss the pricing strategies of network carriers and low-cost airlines. Special attention is paid to Revenue Management, which is a very important management tool used by airlines to take advantage of the differences in willingness to pay of passengers. The pricing policy, however, depends on the overall business strategy of the airline. Results show many differences, resulting from the fact that these two types of airline are characterized by very different fundamental business models and, correspondingly, also target groups. Since network carriers and also low-cost airlines have adjusted their pricing strategies lately, these recent developments will be discussed as well. This paper adds to the knowledge of this topic because it presents the most up-to-date and complete study on pricing regarding network carriers vs. low-cost airlines.A moderna indústria do transporte aéreo é altamente competitiva. Para sobreviver no mercado, a implementação de uma estratégia de marketing bem-sucedida é fundamental. Em particular, uma política de preços eficaz tornou-se crucial para as companhias aéreas continuarem lucrativas. Os diferentes tipos de companhias aéreas no mercado também estabeleceram políticas de preços muito distintas. O presente estudo baseia-se numa revisão da literatura e apresenta o estado da arte da política de preços no transporte aéreo. O objetivo é comparar e discutir as estratégias de preços de companhias aéreas de linha e companhias aéreas de baixo custo. Atenção especial é dada à Gestão de Receitas (Revenue Management), que é uma ferramenta de gestão usada pelas companhias aéreas para aproveitar as diferenças na disposição de pagar dos passageiros. A política de preços, no entanto, depende da estratégia geral de negócios da companhia aérea. Os resultados mostram muitas diferenças, resultantes do facto de que esses dois tipos de companhias aéreas são caracterizados por modelos de negócios fundamentais muito diferentes e, correspondentemente, também grupos-alvo. Como as operadoras de rede e também as companhias aéreas de baixo custo ajustaram as suas estratégias de preços ultimamente, esses desenvolvimentos recentes também serão discutidos. Este documento contribui para o conhecimento deste tópico, pois apresenta o estudo mais atualizado e completo sobre preços de companhias aéreas de linha versus companhias aéreas de baixo custo.info:eu-repo/semantics/publishedVersio

ANALISIS STRATEGI DAN DAYA SAING RYAN AIR Ltd. DENGAN MENGGUNAKAN BUSINESS MODEL CANVAS (BMC)

Sebelum munculnya penerbangan dengan biaya rendah, perusahaan besar seperti nBritish Airways mendominasi industri perusahaanjasa penerbangan Eropa. Saat tren industri mengalami peraturan yang ketat di Uni Eropa pada tahun 1997, dimana sebuah maskapai penerbangan dari satu negara anggota tidak bisa terbang dalam 1 market dosmetik yang berlainan negara, tetapiRyanair Ltd., berani memasuki industri penerbangan dengan hambatan besar tersebut. Mereka mampu menerobos pasar dengan operasional biaya rendah sambil mempertahankan keuntungan, membedakan dirinya dengan tetap menerapkan layanan kepada pelanggan yang lebihunggul, dan mencapai penghematan biaya melalui penggunaan internet. Sebagai hasil dari strategi Market Bustingnya, Ryanair Ltd.telah menjadi maskapai bertarif rendah(low-cost airlines) terbesar (salah satu operator penerbangan) di Eropa. Untuk tahun fiscal 2004, perusahaan membawa pendapatan sebesar 1,32 miliar,peningkatan 44% dari tahun sebelumnya. Ryanair Ltd.,saat ini menyediakan layanan untuk 93 kota di seluruh Eropa, tercatat lebih dari 15 juta penumpang per tahun. Perusahaan ini memiliki 45 pesawat, dengan harapan meningkatkan jumlah ini menjadi 100 pesawat pada tahun 2008. Saat ini Ryanair Ltd., telah memiliki kurang lebih 290 pesawat Boeing 737 series. Pada jurnal ini dilakukan analisis strategi dan daya saing Ryanair Ltd. Dalam mencapai keberhasilan dan kesuksesan dengan menggunakan tool Business Model Canvas (BMC). Dimana dengan penggunaan tool BMC diharapkan dapat menampilkan model bisnis yang lebih sederhana

ANALISIS STRATEGI DAN DAYA SAING MASKAPAI BERBIAYA RENDAH : STUDY KASUS RYANAIR Ltd

Before the emergence of flying at low cost, large companies such as British Airways has dominated the European aviation industry services company. When the current industry trends undergo strict regulations in the European Union in 1997, where an airline from one member state can not fly in one market domestic that different countries, but Ryanair Ltd., dared to enter the aviation industry with the major obstacle. They were able to break through the market with low cost operations while maintaining the advantages, distinguishes itself with a permanent service implements to customers who are superior, and achieve cost savings through the use services to the Internet network.As a result of its strategy Market Busting, Ryanair Ltd., has become the largest low - cost airlines   (one of the flight operators) in Europe. For the fiscal year 2004, the company brings in revenue of $ 1.32 billion, increased 44% from the year previous. Ryanair Ltd.   currently provides service to 93 cities across Europe, recorded more than 15 million passengers per year.This paper analyzes the strategy and competitiveness Ryanair Ltd. to achieve success using SWOT analysis and Business Model Canvas (BMC). Where the use of SWOT analysis tool and the BMC is expected to displays a simpler business model

Ryanair Holdings

The crass Irish CEO of Ryanair presides over a modern miracle. Ryanair, with its ridiculously low prices and poor reputation for service, has become one of Europe’s largest and most successful airlines. Employees pay for their own training, flights are cancelled if they won’t be full enough to be profitable, and the concept of “no frills” is heartily embraced. However, some new competitors have come on the scene, and Ryanair may be forced to improve its service and reputation to keep up

Less is More? Protecting Databases in the EU after Ryanair

This paper discusses the current status quo of legal protection of databases after the Ryanair case (C-30/14). The first part focuses on the subject matter, scope and limits of legal protection for databases according to the Directive 96/9/EC and the related relevant Court of Justice of the European Union case law. Next, it briefly discusses further possibilities of protection for databases not protected by the copyright and/or sui generis database rights. The second part analyses the recent decision of the Court of Justice of the European Union in the case Ryanair (C-30/14). The third part then discusses consequences of this decision with regards to potential monopolisation of synthetic data by contract. Conclusions are summed up in the final fourth part.Text se věnuje statu quo právní ochrany databází po rozhodnutí SDEu ve věci Ryanair (C-30/14). První část se věnuje předmětu ochrany, rozsahu a limitům právní ochrany databází v rámci směrnice 96/9/ES a související relevantní judikatuře SDEU. Poté stručně diskutuje další možnosti ochrany databází, které nejsou chráněny autorským právem a/nebo zvláštním právem pořizovatele databáze. Druhá část analyzuje nedávné rozhodnutí SDEU ve věci Ryanair. Třetí část pak diskutuje následky tohoto rozhodnutí ve vztahu ke smluvní monopolizaci syntetických dat. Závěry jsou pak shrnuty ve čtvrté části

The Impact of the Post-Liberalisation Growth of LCCs on the Tourism Trends in Spain

This paper describes the basic characteristics of low cost companies (LCCs) and their expansion in Spain, one of the most popular tourist destinations in the world according to the World Tourism Organization. Using a demand perspective, the evolution of LCCs and the main implications for the tourism marked between 2000 and 2005 are analysed. The evident tendency of Low-Cost companies towards a marked growth in the number of passengers is contrasted with the evident stagnation of traditional or full service companies. The results of the analysis also show that highly significant trends related to the development of LCCs include the growing use of the Internet as an information search engine and tool for booking and paying for tourist services, the substitution of traditional holiday packages (travel and transport) for direct booking systems and a reduction in the length of stays at a destination.

An Analysis of the Service Provider’s Legal Duty to Make Reasonable Adjustments: The Little Mix Saga

The recent dispute between a mother and organisers of a Little Mix concert is a controversial issue for the entertainment industry. Although the Supreme Court decision in Paulley v FirstGroup plc 2017 UKSC 4 has attempted to clarify this duty placed on service providers, the law still remains unclear whether this duty involves access to an experience enjoyed by non-disabled individuals. It is argued that this is partly due to the legal uncertainty of the reasonable adjustment duty contained in the Equality Act 2010 . This intervention will discuss the dispute in detail as it leaves service providers unclear as to what is, and is not, a reasonable adjustment for the purposes of discharging their legal duty to make reasonable adjustments under the Equality Act 2010 . Any ruling in this case might clarify the nature of the duty and the extent to which an organiser is required to make reasonable adjustments for disabled individuals where the core service is an ‘experience’. How far this duty extends remains uncertain. The author will consider how the failure to make reasonable adjustments may in some cases exclude disabled service users from mainstream activities enjoyed by non-disabled individuals. Theoretical models used to explain disability will also be explored to assist in understanding the duty owed by a service provider