Ryanair Quotes

The back is ramrod straight. It would be the most uncomfortable chair that Chris had ever sat in, had he not just made the flight to Cyprus on Ryanair.

The Aer Lingus board moved quickly to dismiss Ryanair’s offer, which it said was ‘unsolicited, wholly opportunistic and significantly undervalues the group’s business and attractive long-term growth potential’.

If you raised a problem, there had better be a problem and you had better have a start, middle and solution to that issue. You didn’t start something and expect him to fix it.

seagull meetings’ – according to one executive, because Ryan ‘swoops in, shits on everyone from a height and swoops away again’.

Chris sat in a concrete seat, bolted to the floor. The back is ramrod straight. It would be the most uncomfortable chair than Chris has ever sat in, had he not just made the flight to Cyprus on Ryanair

100 Air China: 22" × 16" × 8" (max: Economy, 11 pounds/Business, 2 pieces of luggage, 17 pounds each) 101 American Airlines: 22" × 14" × 9" (max: undisclosed) 102 Delta Air Lines: 22" × 14" × 9" (max: 15 pounds when flying out of Singapore Changi Airport, 22 pounds when flying out of Beijing Capital Airport and Shanghai Pudong Airport) 103 EasyJet: 22" × 17.7" × 9.8" (max: undisclosed) 104 Emirates: 22" × 15" × 8" (max: 15 pounds) 105 Quantas: 22" × 14.2" × 9" (max: 15 pounds) 106 Ryanair: 21.7" × 15.7" × 7.9" (max: 22 pounds) 107 Southwest Airlines: 24" × 16" × 10" (max: 15.4 pounds) 108 Turkish Airlines: 21.7" × 15.7" × 9" (max: 17.6 pounds) 109 United Airlines: 22" × 14" × 9" (max: undisclosed)

The door of the bar swung open and a tangle of British ‘blokes’ sauntered through, stinking of Ryanair-pre-planned-pub-crawling.

The Go story provides a useful reminder that some of the most instructive analogs—First Direct, in Go’s case—don’t have to come from your own industry. And analogs from outside your industry are less likely to have been noticed and copied by your competitors. Everyone in the airline industry already knew about Southwest and Ryanair. But First Direct’s low-cost but friendly service model was something quite different, an inspiration for Barbara Cassani and her team and a key ingredient in Go’s ability to attract and retain its early customers.

Cassani and her team were thrifty, spending no more than necessary to get things done. The £25 million, Cassani knew, wouldn’t last long. She rented office space from BA’s pensions department, “then we begged and borrowed some bashed equipment and sorted a single telephone line. We were able to get the secondhand desks and chairs from another British Airways subsidiary, Air Miles, for almost nothing.”23 Cost containment was paramount: “Between cramped offices, secondhand furniture, no company cars, no free parking, outsourcing and general penny-pinching, we developed an enduring low-cost culture in Go.”24 Following Southwest’s and Ryanair’s analogs, Boeing 737 aircraft would comprise the entire fleet.

It would be the most uncomfortable chair that he had ever sat in had he not just made the flight to Nicosia on Ryanair.

He didn't mince his words and his language was fairly flowery. He said if they didn't like it they could fuck off

He suggests there are only three reasons why Ryanair might fail - 'nuclear war in Europe, a major accident o believing our own bullshit

The ability to command a higher price is the essence of differentiation, a term Porter uses in this somewhat idiosyncratic way. Most people hear the word and immediately think “different,” but they might apply that difference to cost as well as to price. For example, “Ryanair’s low costs differentiate it from other airlines.” Marketers have their own definition of differentiation: it’s the process of establishing in customers’ minds how one product differs from others. Two brands of yogurt may sell for the same price, but you’re told that Brand A has “50 percent fewer calories.” Porter is after something different. He is focused on tracking down the root causes of superior profitability. He is also trying to encourage more precise and rigorous thinking by underscoring the distinction between price effects and cost effects. For Porter, then, differentiation refers to the ability to charge a higher relative price.

We went to look at Southwest Airlines in the U.S. It was like the road to Damascus. This was the way to make Ryanair work. I met with Herb Kelleher. I passed out about midnight, and when I woke up again at about 3 a.m., Kelleher was still there, the *********, pouring himself another bourbon. I thought I’d pick his brains and come away with the Holy Grail.

Potrei volare da Barcellona a Londra con Ryanair e poi soggiornare in un hotel a cinque stelle. Ryanair pensa che io sia il loro tipo di cliente, mentre l’hotel pensa che io sia un tipo di cliente a cinque stelle. In realtà potrei essere un viaggiatore più interessato al cuscino su cui dormo rispetto che al sedile su cui mi siedo per due ore. In questo modo, nessuno dei due brand comprenderà le mie reali preferenze di stile di vita finché non inizieranno a collaborare.

Yet just days later Ryanair announced that it had placed one of the biggest-ever orders for Boeing’s 737 series aircraft. The company said it would purchase one hundred Boeing 737-800 aircraft in the next eight years and had taken options on fifty more planes, claiming that Boeing’s offer was ‘exceptionally competitive’. Ryanair said the ‘catalogue value’ of the deal was $9.1 billion, but refused to disclose the extent of the discount it had negotiated. Airline industry observers, aware of the US aircraft manufacturer’s desperate need to win the contract, speculated that it amounted to between 30 and 50 per cent. Boeing had been forced to sharply reduce its aircraft production and to lay off up to 30,000 workers as it struggled to stave off a financial crisis in the wake of the terrorist attacks. Some people who know O’Leary and Tony Ryan well suggest one of their great similarities is their ability to ‘corner their prey’.

Ryanair had managed to strike a deal on eleven Boeing 737 aircraft that were all ten years old and had to put down $20m from its own coffers as a one-third deposit on the finance lease. The rest was to be paid off over the next five years with bank loans from New York, leaving the airline with fairly modest cash reserves. Ryanair,

More than a hundred new airlines went into business around this time, although the casualty rate was extremely high: in 1994 alone, fifty-seven new airlines opened for business, of which thirty-seven closed within two years.

When friends asked how he was coping with his spectacular loss, he would say, ‘I sleep like a baby – I wake up every ten minutes screaming!’ He was advised on health grounds to take a holiday, so he went to his home in Ibiza and ran regularly on the beach. ‘Someone asked me later how much I had lost. I said, “$300 million and 20lbs.

Ryanair, for instance, has a gender pay gap of 72 per cent. How are the CEOs not behind bars?