EasyJet: The 'Easy' Way to Succeed

            
 
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : BSTR057 Electronic Format: Rs. 500;
Courier (within India):Rs. 25 Extra
Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

Themes

Cost Leadership
Case Length : 16 Pages
Period : 1995 - 2003
Organization : EasyJet
Pub Date : 2003
Teaching Note : Available
Countries : Europe
Industry : Airlines

Abstract:

EasyJet is one of the most successful low-cost airlines in Europe. With the acquisition of Go, the low-cost subsidiary of British Airways in 2002, easyJet became the biggest low-cost airline in Europe, overtaking rival Ryanair to the top position. The case outlines the genesis of easyJet and the major events that occurred in the airline since its inception in 1995. It describes the operational policies adopted by the airline to support its strategy of becoming a cost leader, by cutting out unnecessary frills and non-value added services. The case also describes the marketing initiatives of the airline and some of the controversies it got involved in, because of its attacking ads.


Issues:

To analyze the business model and operating strategies adopted by a successful low-cost airline in order to emerge as the leader in a highly competitive market

To identify the sources of competitive advantage for the airline and the differentiating strategy it adopted to overcome competition and environmental factors

Contents:

  Page No.
Easyjet Becomes The Biggest Low Cost Airline in Europe 1
Background 2
Operational Model 3
Easyjet's Marketing 6
Not Always Easy 8
Exhibits 10

Keywords:

EasyJet, low-cost, airlines ,Europe, acquisition, Go, British Airways,2002, Ryanair, events, airline, 1995,operational policies, airline, strategy, cost leader, frills, non-value added, services, marketing, controversies

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