Introduction
In this lab the synthesis, purification, and characterization of isoamyl acetate, or banana oil, was determined. The synthesis was completed by a reversible esterification reaction which required the heating of glacial acetic acid and isoamyl alcohol, combined with a sulfuric acid catalyst in hexane. In order to increase the efficiency of the reaction, Le Chatelier’s Principle is utilized by removing water from the products. As a result, the reaction as a whole shifts the left producing more isoamyl acetate to try and balance the reaction once again.
Once the product was collected, it was purified through means of fractional distillation. Finally to characterize the product, and assess its purity, IR and NMR spectroscopy were taken.
Experimental Procedure
In a 50 mL round bottom flask, 7. 5mL of Isoamyl Alcohol, 4. 0 mL of 17. 4M Glacial Acetic Acid, 1 mL of concentrated Sulfuric Acid, and 6. 9 mL of Hexane were combined along with two boiling chips. A Dean-Stark trap was then assembled, and 1. 25 mL of hexane was added to the trap and marked with a pen. The value used was predetermined in the pre-lab by stoichiometric calculations. The Dean-Star trap was attached to the flask and condenser, and was heated on an aluminum block until the flask started to reflux.
As the contents were heated, the solution turned from a peach color to purplish red. In order to prevent loss of any vapor, the aluminum foil was wrapped around the tube between the flask and condenser. Reflux was done for one hour, when the water level in the trap reached the previously made mark of 1. 25 mL. Flask was then cooled to room temperature before extraction. In order to separate the organic layer, the contents of the flask were placed into a 125 mL separatory funnel and washed first with two portions of 10 mL of water and then with ~10 mL of 5% NaHCO3.
After each addition of solution, the contents of the funnel were shaken and vented to release pressure build up and the white, cloudy aqueous layer was set aside. Before the first extraction, the organic layer remained a purple cloudy layer, but then changed to yellowish cloudy solution after the addition of NaHCO3. Finally the last extraction was done with ~10 mL of brine, after which the organic layer was transferred to a new flask and combined with 6. 457 g of anhydrous MgSO4. The solution was mixed until no longer cloudy and was then gravity filtered into a 25 mL round bottom flask.
During the second week of lab a fractional distillation apparatus was set up and wrapped with aluminum foil, to maintain higher temperatures, and the flask contents from the previous week were heated. The final fraction was tared and weighed in a flask, to determine weight and yield. In order to characterize the contents, a small portion of the sample was taken for IR analysis, and a sample for NMR was prepared for submission.
Discussion
In this lab, Isoamyl Acetate was synthesized though an esterification reaction involving Glacial Acetic Acid and Isoamyl Alcohol.
The reaction flask was set in a Dean-Stark Trap to maximize the amount of product produced, by taking advantage of Le Chatelier’s Principles. Once the product was obtained it was purified through means of fractional distillation and its purity then characterized by IR and NMR spectroscopy. In the esterification reaction, along with the Isoamyl Acetate being formed, there is also a byproduct of water. As is common in esterification reactions, the synthesis of a carboxylic acid and an alcohol produces an ester and water.
Le Chatelier’s Principle states that if a reaction in dynamic equilibrium is disturbed by changing conditions, then the equilibrium will move to counter this change to once again reach that dynamic equilibrium. In the esterification reaction of Isoamyl Acetate, the reaction flask is placed in a Dean-Stark Trap while it is being refluxed. The purpose of this is to utilize the trap to continuously remove water which is produced in the reaction. In doing so, according to Le Chatelier’s Principle, the reaction shifts to the products side to compensate for this lack of water.
As a result more Isoamyl Acetate is also produced. Although in theory this process may work well, experimentally everything will not react ideally. The experimental yield of the Isoamyl Acetate recovered was much lower than the expected theoretical mass. As shown in the calculations, there was only a 24. 84% yield. This poor percentage can be contributed to many factors. One main cause can be due to not refluxing the esterification reaction long enough; as a result less Isoamyl Acetate was produced. Another potential problem could have arisen in the fractional distillation.
Although the hexane began to boil out at about 68°C, and the alcohol began to boil out at 130°C, there could still be some alcohol which could have remained in the solution as the temperature only went to 136. 2°C. As the boiling point of Isoamyl Acetate is around 142°C, it can be said that some impurities remained in our solution, mainly some alcohol. Due to our solution temperature being slightly lower than that of pure Isoamyl Acetate, there could easily have been some impurities which were not completely boiled out; also contributing to the low yield.
In order to characterize the purity of the compound, the Infrared Spectra (IR) was utilized. Looking at the IR spectra we can see that there are many jagged peaks at and below 1400cm-1. These can be seen as C-O bonds, and a little farther up the graph, a distinct peak at around 1740cm-1 is the C=O, as its wavenumber resides in the ester functional group range. Following the ester peak, there is a large gap until the next distinct peaks are reached at 2870cm-1 and 2960cm-1, which falls into the methyl alkane functional group.
Finally the next prominent peak can be clearly distinguished as an alcohol since it resides well within 3200-3650cm-1 range. However, when compared to a pure alcohol IR spectrum, the experimental peak is much smaller and narrower. This difference between spectra can also be contributed to impurities which have altered the shape and size of the peak when measurements were taken. This piece of data further justifies some residual alcohol remaining, even after fractional distillation, within the Isoamyl Acetate liquid.
Proper PCI’S And PCC’S Are Important In Every Mission
Writing this essay about why conducting proper PCI’S and PCC’S are in important before every mission whether or not it’s an actual mission or training mission. Why do we have inspections? From long experience, the Army has found that some soldiers, if allowed to, will become careless and lax in the performance of minor barrack duties in their unit. They become accustomed to conditions in their immediate surroundings and overlook minor deficiencies. Should a soldier fall below the Army standard of performance, you can be assured that someone will notice those deficiencies immediately.
Your superiors will order inspections to see that soldiers have all the equipment and clothing issued to them and that it is serviceable. Inspections serve this practical purpose; they are not harassment. You will probably agree that inspections often correct small problems before they become big problems. Sharp appearance, efficient performance and excellent maintenance are important considerations that affect you directly. They are the earmarks of a good organization and one you should be a proud member of.
First line leaders should inspect their soldiers daily and should regularly check soldiers’ rooms in the barracks. First line leaders should also make arrangements with soldiers who live in quarters (on or off post) to ensure the soldier maintains a healthy and safe environment for himself and his family. On-the-Spot Corrections. One of the most effective administrative corrective measures is on-the-spot correction. Use this tool for making the quickest and often most effective corrections to deficiencies in training or standards.
Generally there is one of two reasons a soldier requires an on-the spot correction. Either the soldier you are correcting does not know what the standard is or does not care what the standard is. If the soldier was aware of the standard but chose not to adhere to it, this may indicate a larger problem that his chain of command should address. In such a situation you might follow up an on-the-spot correction with a call to the soldier’s first sergeant On-the-Spot Inspections. Making an informal, unscheduled check of equipment, soldiers or quarters is called an on-the-spot inspection.
Stopping to check the tag on a fire extinguisher as you walk through a maintenance bay is an example of an on-the-spot inspection. Another example is checking the condition of the trash dumpster area in back of the orderly room. For any inspection, the steps are the same. PCC/PCI. Pre-combat checks (PCCs) / Pre-combat inspections (PCIs) and Pre-execution checks are key to ensuring leaders, trainers and soldiers are adequately prepared to execute operations and training to Army standard. PCC/ PCIs are the bridge between pre-execution checks and execution of training.
They are also detailed final checks that all units conduct before and during execution of training and combat operations. Conduct PCC/PCIs at the beginning of each event or exercise as part of troop leading procedures to check personnel, equipment, vehicles and mission knowledge. The chain of command is responsible for developing, validating and verifying all PCC/PCIs. Pre-execution checks ensure that all planning and prerequisite training (soldier, leader and collective) are complete prior to the execution of training. They systematically prepare soldiers, trainers and resources to ensure training execution starts properly.
Pre-execution checks provide the attention to detail needed to use resources efficiently. You are the key to inspections, checking soldier and unit readiness in personal hygiene and appearance, weapons, field equipment, displays and sanitary conditions. Inspections must be done regularly to help reinforce standards and instill discipline. Regular, impartial inspections of important areas develop confidence, teamwork and soldiers’ pride in themselves and their equipment. By requiring your unit to adhere to standards, you ensure that every Individual and every piece of equipment will be combat ready.
Pre-combat checks and inspections are an individual and leader responsibility. It is Impossible to overstate their importance. Individual Soldiers are responsible for ensuring Through their PCCs that all equipment necessary for the mission is on hand. You, the platoon Leader, are responsible for checking during PCIs that the equipment is serviceable and for Making corrections. In addition, you conduct pre-execution checks to ensure that all Equipment specific to a given mission is prepared and in working order before combat.
You and your NCOs cannot delegate the responsibility for inspections. The rigor with Which you conduct them and the standards you set will affect how well your unit performs In combat. Checks and inspections are your No. 1 tool to combat those twin enemies of unit Readiness—apathy and complacency. Its human nature for people to get used to their Surroundings and begin to overlook minor problems. By ordering regular inspections, you Will be able to correct small problems before they become big problems. Checks and Inspections also help you to bond with your Soldiers.
They will feel a sense of satisfaction And pride in themselves and their unit as they meet standards for their personal appearance, Living quarters, and equipment. You conduct PCCs and PCIs at the beginning of each training exercise or mission as Part of your troop leading procedures. There are two types of inspections that u can conduct To ensure that you r soldiers are adhering to the standards. During an in-ranks inspection, you will inspect each Soldier individually in A unit formation. You will evaluate both the Soldiers’ personal appearance and the condition Of their equipment.
You may also conduct in-quarters inspections in the Soldiers’ barracks to ensure that Your Soldiers uphold the standards for personal appearance, individual weapons, and field Equipment—as well as those for facility maintenance and sanitation. Inspection programs at various unit levels in the chain of command help determine The status and mission readiness of the unit and its subunits. These include command Inspections, staff inspections, and inspector general inspections. A command inspection Takes place at the local command level, including the platoon and company.
Staff inspections Occur at battalion level and focus on staff organization and operations. Inspector general Inspections take place at the division level and include all organization, operations, and Maintenance in an individual unit. One of the most effective methods of correcting a failure to meet standards is an on the- Spot correction. Whenever you see a deficiency in training or to a standard, you can Immediately address the deficiency with the Soldier and allow the Soldier to correct the Problem.
This type of correction is usually very effective when a Soldier is unaware of the Violation or didn’t know about or understand the regulation, policy, or standing operating Procedure (SOP). To be successful, you should determine the problem and correct the Soldier—but Scrutinize the behavior, violation, or performance, not the Soldier. Don’t dump too many Corrections on a Soldier at one time, and once he or she has corrected his or her performance, Don’t keep bringing up the previous problem.
Be certain that you have gone below the Surface and found the root of the problem, so you are not just correcting symptoms. In correcting Soldiers, it is essential that you lead by personal example. Some other issues that a lot of soldiers run in to is they really don’t understand the meaning Of PCI/PCC’S cause in Army doctrines it does not clearly define or identify them. FM 6-0, Command and Control, simply states unit preparation includes pre-combat checks and Inspections to ensure units, soldiers, and systems are fully capable and ready to Execute.
FM 7-10, The Infantry Company, states inspections must be used to supervise And refine troop-leading procedures, and gives a list of items to inspect to include Weapons, equipment, soldiers’ knowledge, and communications. Some of the issues that I See that happen and why PCI/PCC’S are Leaders seldom conduct pre-combat checks (PCCs) or Pre-combat inspections (PCIs) properly. PCCs are often treated more like an inventory instead of a check to Ensure that all the equipment is ready for the mission. Certain things that need to be Checked for it to be proper PCI/PCC is to make sure that your soldiers have mission Knowledge of what’s going on.
Making sure that they have the right equipment to accomplish The mission at hand. Another is that when there is deficiencies don’t wait to correct it at At the last moment you need to make that correction on the spot, away companies can help Make PCI/PCC’S more efficient is establish a certain checklist based off their units mission Profile . It should include routine daily checks and checks that are mission specific. they do not need to be extremely detailed; a list of items to check and the leader’s Knowledge of the equipment and the appropriate manuals should suffice.
If leader s didn’t Conduct proper PCI/PCC’s before missions or training events and something went wrong For example I was in charge of six soldiers I was to take them to a range and makes sure They shot these big weapon systems but as a leader I failed to conduct proper PCI/PCC’s and Couple of my soldiers weren’t wearing the proper PPE now had anyone of them had been injured it would have been my fault as a leader because I didn’t conduct proper PCI/PCC’s. So some of the important things about PCI/PCC is if a company that has a well-established System of checks and inspections will consistently perform to standard.
The engineer leader Must establish checks and inspections that support the unit’s mission-essential task list (METL). Once established, the engineer leader must ensure that the checks and inspections Are performed before and after combat operations. Checks and inspections fall into the Following categories: pre combat checks, pre combat inspections, post combat checks, and Post combat inspections. Precombat checks aid the leader in preparing his unit for combat. These include checks for Individuals, vehicles, weapons, and equipment. While these checklists are generic, they can Be easily tailored to fit a unit’s specific needs.
Leaders at all levels use these checklists in their planning and in preparing instructions to their subordinate leaders. Precombat inspections validate that the precombat checks have been performed. The leader Must plan his time and that of his unit’s to ensure that inspections are performed. Time must Also be available for corrective actions should an individual or item fail the inspection. The Leader cannot delegate this responsibility; he must be the inspector. This demands that he be Competent in the maintenance and care of all of his unit’s equipment. The standards he sets Will determine the unit’s ability to perform in combat.
Strategic Management Of Ryan Air Analysis
Introduction
Ryanair is the first European Low Cost Carrier (LCC) by utilizing the Southwest LCC model in 1990. It started its business as a small family owned business by Ryan family on 1985. Its first route was between Waterford in the southeast of Ireland to London Gatwick with a 15-seater Bandeirante aircraft. On the following year (i. e. , 1986) it put milestone of European fare war in the air travel industry by promoting a fare of 99 return compare with the BA/Aer Lingus lowest return fare of 09.
On the first full year it carried 82,000 passengers. On 1990, after three years of constant growth, Ryanair faces a loss of 20m due to intense competition with British Airways and Aer Lingus. The management decided to change their strategy. They adopted US successful Southwest Airlines low fare model and re-launched its whole management and become the first European low fares airline. After that Ryanair does not look back from its profit. Currently, Ryanair operates more than 1,400 flights per day from 44 bases with 1100+ low fare routes in 27 countries.
It covers 160 destinations. It operates a fleet of 250 new Boeing 737-800s aircraft. Ryanair presently has more than 8,000 people as employee and expects to carry approximately 73. 5 million passengers in the current fiscal year1. According to IATA it has been ranked as No. 1 of international, domestic and total scheduled passenger numbers which was 73,500,000 which nearest competitor Lufthansa with 41,515,0002. Ryanair’s success story backed with its core strategy. It adopts the LCC core strategy by focusing on lowering all kinds of cost.
From the very beginning of its strategy it is found that Ryanair use all possible steps to reduce the cost of operating in the aviation industry. It gives the strength of lowering the fare and generates high passenger traffic all year round in all situations. In the present study these aspects of Ryanair’s strategy will discussed relating with various issues arises in the aviation industry.
Macroenvironment
In order to analyze the Macroenvironment of the low cost airline industry we have applied the PESTLE analysis. This analytical model clearly depicts which environmental factors and trends are favorable for the airline industry and which are not. Focused on political, economic, social, technological, legal and environmental aspects this tool could easily bring great clarity on what is actually going on in the specific industry. Due to the fact that the success of Ryanair is dependent upon a lot of different factors, it is very important to have a closer look at these six dimensions. On the political level there are several important factors directly influencing the airline industry.
On one hand, EU offers a strong and stable political environment, which gives the company security to plan long term strategies and make large strategic investments. On the other hand, however the union follows a severe pro-environmental policy and it fights for global carbon taxation, which will of course substantially increase the costs in the airline industry. At the same time, we should not forget that in the last couple of decades the European Union has expanded significantly. This has brought tremendous business opportunities for companies to expanded their operations and enter new markets more quickly and trouble free.
Ryanair experiences also a lot of pressure from trade unions, because it does not recognize them. As far as the next dimension is concerned we have to point out that just as the political environment the economic one is also very controversial, offering both supportive and opposing factors for the airline industry. The economic level is not of minor importance.
The collapse of the financial market in 2008 was followed by a severe economic crisis. Unemployment increased substantially especially in countries such as Spain and Greece. People cut down on leisure activities such as travelling and preferred to stay at their homes. Furthermore, fuel prices are very volatile and we have seen recently major price fluctuations. The crude oil prices skyrocketed in 2007, which resulted in higher prices for the end consumer. Maybe the weak US dollar slightly softened the higher fuel prices for european companies, but the higher prices definitely caused strong disturbances on the EU market as well.
Nevertheless, Ryanair kept serving more and more passengers and it seemed as it just did not want to participate in the global recession. The social environment is rather positive due to the following trends. There are changes in demographics and consumer preferences. Although the EU population tends to get older, there is definite tendency towards more frequent short-term trips for weekend city tourism. The increased environmental awareness might make some people travel less, but Ryanair is one of the leading airline companies trying to reduce CO2 emissions as much as possible.
It has already replaced its entire aircraft fleet and the new airplanes are much more fuel efficient and respectively reduce less CO2 emissions in the atmosphere. We evaluate the threat of terrorist attacks to be not very high, because Ryanair serves secondary airports with much less people circulation. Even though those airports have usually lower security levels, we still do not think that they will be an attractive target for any possible tourist attacks. Technology also provides quite good environment for the airline industry.
The new aircrafts produced today are much more fuel efficient, which automatically means less CO2 emissions. The continuous development of Internet has allowed Ryanair and other companies to significantly reduce their costs through standardized online booking processes. Today, there are indeed much quicker trains, however air transport still remains unbeatable as far as speed is concerned.
The last two dimensions legal and environmental we have described as rather negative. This is mostly due to increased climate change and environmental awareness. Therefore, many people and environmental organizations are opposing airline industry. Although it online contributes 1. 6% of the GHG, it is the transport sector with the highest growth in terms of CO2 emissions. At the same time local communities are concerned about noise pollution. Even though new technology has significantly reduced the noise generated by airplanes there is still a room for improvement.
There are new initiatives by EU to implement a strong environmental policy. It is focused on setting legal emission constraints and passengers will have to pay for their CO2 emissions as part of the flight price. Next to that we have to point out that in the recent years Ryanair has other major legal troubles.
There were some corporate lawsuits against the company that caused some damage to the image of the company and in the future it definitely has to pay greater attention towards the corporate brand and the society’s perception. All in all, the Macroenvironment is contradictory with having both positive aspects supporting the industry and negative aspects opposing it. The biggest problem by far is the increased environmental awareness on political and social levels, which can easily result in increased prices and jeopardize Ryanair’s business model. However, the improved technology and travel trends compensate to some extent for the above mentioned hostile factors.
Stakeholder Analysis
Stakeholder mapping Ryanair has many different stakeholders that could influence the company in one way or another. Some of the most important stakeholders are: shareholders, investors, creditors, the government, customers, employees, competitors, local communities, and NGOs. In order to analyze the stakeholders and their influence in detail we have used the stakeholder mapping framework, which will give us a better overview of the level of interest and influence of the different groups. Under key players we have identified shareholder, investors, creditors and the government as the most interested and influential groups on Ryanair and the airline industry in general.
Obviously, shareholders and investors are partial owners of the company, which gives them some power to influence the company’s decision making. Creditors could become very unfriendly, if they do not receive their monthly payments. The government could easily improve or worsen the business environment for every industry by implementing some new laws and legislations. The groups that Ryanair has to keep informed are customers, employees and competitors. They are very interested in the company, but compared to the key players they have far less influential power.
Employees are less powerful due to the lack of trade unions that the company is a part of. Customers could hardly switch to any other airline, because Ryanair prices are unbeatably low and the low cost passengers are extremely price sensitive. Competitors are also very interested, but they cannot easily influence the company a lot. They could hardly offer much lower prices than Ryanair. Even if they could they could only do it in a very short-term, which makes it pointless in the first place. The other two stakeholder groups NGOs and local communities we have identified as respectively keep satisfied and minimal effort groups.
We consider this group to be not that actively influenced, because if a company follows a strategy to reduce CO2 emissions and increase fuel efficiency as Ryanair does, then a NGO will not pay much attention to it. Local communities are the least important group according to the stakeholder mapping framework. First of all unorganized they do not have strong power and second Ryanair generally serves secondary airports which are outside of the big cities where fewer people live. Therefore, we think that local communities do not consider Ryanair in particular as a strong noise pollutant.
Thus, it has achieved much higher fuel efficiency, 45% less CO2 emissions and the average age of its airplanes is 2. 5 years in contrast to 11 years for the average industry. Through these actions the company tries to keep the government, employees and customers satisfied. On one hand the government sees that Ryanair is trying to reduce its impact on the climate change and to comply with the new legal frameworks and the increased carbon emission restrictions. On the other hand, employees and clients feel much safer when travelling in new airplanes.
As a result of all these initiatives the image of the company as far as reliability is concerned is pretty high. Even though they were some problems with a couple of flights, Ryanair has not experienced any incidents with casualties so far. This gives credibility to the company and makes one of the first choices in cheap international travel. Furthermore, the new airplanes fulfill all the new noise requirements. Ryanair has equipped all its aircraft fleet with winglets which will further reduce the noise pollution by 6. 5%.
Given the fact that Ryanair follows a severe low cost strategy and does not offer free meals, drinks or any newspapers, this result in significant waste reduction compared to the traditional airlines. We know how big of a problem is waste in our world today and the resources required to properly manage it are tremendously hight. Thus, non-governmental organizations and even governments will be satisfied with the company’s lower levels of waste, which speaks for a more sustainable business model.
For its shareholders, investors and creditors, the company releases regular financial reports, which provide all the necessary information for interested stakeholders to see how the company is performing. Two times per year Ryanair also releases profit reports, which further gives more clarity on the current situation. At the same time, the company is involved in different CSR campaigns. For instance, this year they released 10 000 copies of the Girls of Ryanair Charity Calendar, which they will sell for $10 each and the revenue will be donated to some charity organizations.
Conclusion
After applying several different analytical frameworks to analyze Ryanair’s strategy on various levels we have found out that the company is being successful mostly as a result of the deregulation of the Airline industry, the European Union expansion and the its severe low cost strategy. Since its foundation in 1985 the company has transformed itself into the low cost airline with the highest number of international passengers in Europe; in 2010 Ryanair served approximately 73. 5 million passenger whereas Lufthansa served 41. 5 million and Easy Jet 34. 6 million.
Clearly, the company outperforms its direct rival and all the other airlines. Copying Soutwest Airlines business model gave Ryanair the opportunity to gain competitive advantage over its competitors and move ahead of them. The low cost carrier has been indeed criticized a lot; however, it is an outstanding business organization that delivers its clients what they need – the opportunity to travel abroad on a very low price. The reason why Ryanair is being so successful is because it manages to offer prices on average at least 12% cheaper than the next low cost competitor – Easy Jet.
Recommendations
Our analysis has revealed that the main reason Ryanair has grown tremendously in the last couple of decades is mostly due to the expansion of EU, deregulation of European markets and the severe low cost strategy followed by the company. It is interesting how it seems as if the company was not impacted by the recent global crisis; the company continued increasing its number of passengers and offering new and new destinations.
However in order to keep being successful and further improving its leading position on the market, we have prepared some recommendations for the company to implement. Ryanair has to keep increasing the number of flights offered to existing destinations. There is still a lot of room for improvement and the company can definitely obtain new destination cities within existing markets.
Next, Ryanair has to continue exploiting new markets in Eastern Europe, Turkey and North Africa. The company successfully entered the new European members Bulgaria and Romania and started operating on both markets. However, they only serve one city per country. The company has to better exploit both destinations, which are generally cheaper destinations in Europe and have a lot to offer for less money. At the same time, Ryanair has to continue looking at Turkey and figuring out a way to enter the country.
The western part of the country is very interesting with an incredible history, which makes it a desired destination for many Europeans. The market in North Africa could also be developed further; countries such as Tunis and Egypt are generally desired tourism destinations and are rich in history and culture. Charter flights are one of the best ways for going on a holiday. However, Ryanair is trying to challenge this model by offering cost-effective opportunities for people to organize their own holidays and avoid the appalling mass tourism model offered on the market today.
Often there are corporate lawsuits against the company as a result of bad marketing campaigns or some personal lawsuits towards the company’s CEO O Leary. He is a genius but at the same time an arrogant person, who often gets into public confrontations, which damage the corporate image. Ryanair has to be more concerned how the society and all its stakeholders perceive the company and what they think of it. Ryanair has already reduced significantly its cost as a result of a severe reduction policy.
The company has saved a lot by efficient optimization of its uniform fleet, administration, crew costs, sales expenses, food and beverages offering, higher flight time, sales commissions, secondary airports, ground handling, seat density. Cost reduction per passenger amounts to 59% in comparison to traditional airlines. Nevertheless, Ryanair has to keep searching for ways to further reduce its costs, because this is a perfect way to continue outperforming its competitors. Last but not least, the company has to try to make all its bookings done online.
This will enable Ryanair to further drive costs down as it will get rid of expensive call services that it currently provides. Getting the best use of the Internet and online bookings will allow the company to make its booking process completely automated and much more efficient.