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Word Count: 1,760
Stelioss avowed intention in entering into the budget airline industry was to take on any business that was potentially profitable From the figures available easyJet is successfully completing its founders ambition with turnover increasing by 67 in 1997-1998 gross profit margin increasing from 15 -20 and with a 23M profit before taxation being achieved Meeting these overall aims was made possible by a set of strategies and the achievement of a system that corresponded to key success factors in the budget sector of the airline industry Cost advantage strategies Among easyJets strategic choices in terms of reducing operating costs were the following No on-board catering except for snacks at additional cost This allowed for fewer cabin crew No business class seats thus maximising the aircrafts capacity Use of regional airports with lower airport charges Thus quicker turnaround and maximum use of assets made allowing an above average n flights per day Young employees thus lower wage costs Outsourcing Direct marketing use of the Internet cutting out travel agents and thus saving on commission Taking the list point by point does this strategy succeed in cutting costs and providing service in line with what customers want To what extent does the cost cutting strategy fit with its environment Absence of catering short hauls catering not necessary It allows for faster turnaround It is linked to shaping customers expectations Stelioss strategy is logical he compares taking a plane to taking a bus It is consistent that there should be no catering if the whole process is speeded up and if the event of taking a plane is more banal Absence of business class this gains seats and maximizes capacity but the difficulty is to attract business customers by some other means Many private business people who are frequent fliers on short hauls do not need the comfort of business class but they require flexibility Though easyJet does
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