Airline Insight

"What do you want from an airline beyond a well-priced ticket and punctual service? Do you want more legroom? A guarantee that the crying baby will be at least 10 rows away from you? That the man across the aisle will not snore for a solid six hours between Hong Kong and Melbourne? Or a cabin full of attentive and elegant flight attendants who anticipate your next need?"
-- Tyler Brûlé in International Herald Tribune

RYANAIR CAUGHT NAPPING

Recent expose on Budget Airlines...

POSSIBLE SCENARIOS...

•Competition could increase on certain routes so Ryanair may need to launch a marketing offensive. Eastern European routes might not become as popular as expected so extra advertising may be needed. Low price doesn’t mean low quality. This idea needs to be communicated.Increase of Unit Rates

•The E.U. could introduce a common tariff in 2006 that is higher than the previous average tariff
and it could increase every year by 2.5%

•Decrease of Weight Factor
No change could occur here

•Increase of Airport Charges
Airport charges could increase in many Government owned airports if there is an adverse E.U.ruling on the Charleroi case. A 100% increase in 2004 could ensue with an increase of 3% per year after that.

•Increase Handling Charges
Handling charges could increase by 10% in 2004 and 3% per year after that if there is an adverse
E.U. ruling on the Charleroi case.
Charges could also go up due to increase in passenger numbers.


•Average Flight Distance Increase
New destinations could cause an increase in Average Flight Distance of 10% for two years and 5% for three years and after that 0% per year.

•Fuel Prices
Fuel prices could go up by 1% per year. Also the possibility of another War in 2007 for example could lead to an increase of 10% in oil prices. Fuel prices could then drop in 2008 by 5% after the War. From 2008 on we could have a 1% increase due to EU regulations on pollution. On top of the already mentioned 1% per year increase this could lead to a 2% increase per year from 2008.

•Decrease of Other Costs per Passenger
The max fine over the Charleroi case could be €8.5 million. It will be included under this heading.


•Dollar Exchange Rate
The Euro could constantly gain strength on the Dollar but the Dollar could increase value during the War in 2007 and could again lose value until 2011. From then on there is parity with the Euro.

STRATEGY

Ryanair’s objective has been to establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanding offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic. A continuous focus on costcontainment and operating efficiencies is a vital part of the Ryanair way of doing things. Here are the key elements which make up Ryanair’s strategy:



• Low fares: These are used to stimulate demand, they target fare conscious leisure or business travellers who might otherwise not travelled at all or use other methods of transport such as car, coach or trains. Ryanair sells it seats on a one-way basis unlike most traditional carriers this change came into effect in November 2001. Ryanair sets its fares
on the basis of the demand for particular flights and by reference to the period remaining to the scheduled date of departure. 70% of seats on a flight are sold at the minimum available fare assigned for the route, once these are filled the price per seat rises6. Ryanair’s Dublin to London (Stansted) is its most popular route in terms of passenger volume; with fares ranging from €19.99 to €169.99 (can be lower during special promotions). In September 2003, Ryanair launched a fare promotion offering a total of two million seats on certain routes for “free” (excluding government taxes and passenger service charges) for travel during the period between September 2003 and December 17, 2003. These campaigns are very useful to bolster Ryanair’s low fare image.

• Frequent Point-to-Point Flights on Short-Haul Routes. Ryanair provides frequent point-to-point service on short-haul routes to secondary and regional airports in and around major population centers and travel destinations. The average flight time has been 1.1 hours with an average route length of 746 kilometres in 2003. Ryanair’s flew an average of approximately 1.94 round trips daily per route. The choice of only flying short-haul routes allows Ryanair to offer frequent service, while eliminating the necessity to provide "frill" services otherwise expected by customers on longer flights. Point-to-point flying (as opposed to hub-and-spoke service used by the traditional carriers) allows Ryanair to avoid
the costs of providing through service for connecting passengers, including baggage transfer and transit passenger assistance costs. This is one of the key differences between Ryanair and traditional carriers.

• Choice of routes: Ryanair favours secondary airports with convenient access to major population centers (e.g. London Stansted Airport) and regional airports (e.g. Brussels- South Charleroi airport). Firstly these have more competitive access and handling costs but also provide a higher rate of on-time departures, fewer terminal delays and faster turnaround times (it is much quicker to land, unload and reload passengers and luggage and take off again at smaller less congested airports then at a major airport such as Zaventem or Heathrow which have to accommodate many planes at the same time). The
fast turnaround is a key element in Ryanair’s efforts to maximize aircraft utilization. Ryanair’s average turnaround time for the fiscal year ended March 31, 2003 was approximately 25 minutes. This has allowed the possibility to fit in two extra flights a day that would not be possible with a 60 minute turnaround time7. This allows Ryanair to not only save on costs but also adds tremendously to revenues. The 25 minute vs. 60 minute turnaround time in effect adds €4.4million in incremental revenue per aircraft per year.

• Low Operating Costs. Management believes that Ryanair's operating costs are among the lowest of any European scheduled passenger airline. There are four main expenses which Ryanair is able to control and/or reduce and therefore works hard to do so: (i) aircraft equipment costs; (ii) personnel expenses; (iii) customer service costs; and (iv) airport access and handling costs:

RYAN BINGO

SWOT ANALYSIS

STRENGHTS:
• Brand name: Ryanair through its 14 years in the LCC market has developed a very well recognised
brand name.
• Benefits from low airport charges: These aid the low cost base Ryanair benefits from.
• Has first mover advantage on regional airports (e.g. Charleroi): Acts as a barrier to entry
• Internet site (94% bookings) www.ryanair.com: Lowers the cost of distribution as over the phone
bookings are more costly. Eliminates the need of travel agents
• High seat density:
• All Boeing aircraft: A uniform fleet saves on maintenance and training costs
• Fast turn-around:
• High Service performance: Punctual, high rate of flight completion, low baggage loss, these give a
good image of the company’s reliability.
• Modernised fleet which leads to less expensive maintenance: Will become more uniform with
only one model (737-800), also newer planes will require less maintenance.
• High aircraft utilization: Ryanair flies its planes for longer thus generating more revenue from its
assets.
• Fuel and other risks hedging.
• Small headquarters: Low on overheads
• Point to point: No hub and spoke, lowers cost as no through services required.



WEAKNESSES
• Prone to bad press: Ryanair is perceived as arrogant and the slightest incident gets a lot of press
coverage.
• Niche market: Restricted expansion possibility
• Distance of some regional airports from advertised destination: Over time customers may find
this a big inconvenience.
• Poor service: people skills.
• Ryanair is extremely sensitive to changes in charges(increase in fare value)



OPPORTUNITIES
• EU enlargement: There will be a lot of new destinations opened up
• Still potential to capture market share: The LCC market share could more than double
• Benefits from less exposure to geopolitical risks: As only really operates in Europe
• Economic slowdown actually helps Ryanair- changes in corporate culture, ‘steals’ customers from
traditional carriers as they seek lower fares.



THREATS
• Dependence on oil markets: Fuel costs depend on the oil market.
• Dependence on economic cycle
• Increase of low fare competition
• European court decision: This may make expansion more difficult and costs rise in the future.
• Limited growth on the South European market
• Regional airports gain bargaining power for “second round”.
• Customers are very price sensitive
• Ryanair and Easy jet limit one another’s growth “rout wise”, need for peaceful coexistence,
or routes could become battleground(e.g.: London-Rome)
• Face increase in air traffic control charges. As more planes fly in the sky.
• Powerless to prevent introduction of duty for fuel or environmental charges: This would
reduce its growth potential as it relies on price stimulation.

PRICE SLASHER

GLOBAL POSITIONING

Ryanair has the purest form of low cost airline in Europe. Ryanair boasts many No.1’s:
• No.1 for passenger traffic- over 23m for 2004 - overtaking Easyjet.
• No.1 for passenger growth- 50% + this year
• No.1 for European routes (149) and bases (11)
• No.1 for customer service delivery- punctuality, flight completion and fewest lost baggage



So as we can see from the above representation Ryanair is the most radical low cost airline, it
differs from the closest competitor on the graph (i.e. Easyjet) because it uses secondary airports
to lower its cost base whereas Easyjet does not. Virgin Express is nearly stuck in the middle; it
still offers seat allocations… Aer Lingus is an interesting case as it has been gradually getting
closer to the low cost model on its short haul flights. Ryanair comes out as the purest low cost
carrier.
Also in appendix is a comparison of Ryanair against other LCC and traditional carriers based on
some key operational measures. (Revenue, employee/passenger, revenue/employee…).

COMPETITORS - Aer Lingus

Aer Lingus is the national airline of Ireland. Based in Dublin, it operates 35 Airbus Aircraft serving Europe, North America and the Middle East. The airline is 28% owned by the Irish government; it was floated on the Dublin and London Stock Exchanges on 2 October 2006, following prior government approval (the government previously owned 85% of the airline). Aer Lingus is a member of the Oneworld airline alliance, though has announced its intention to leave on 1 April 2007.[1] On 6 February 2007, the airline announced its intention to form a new alliance with JetBlue Airways. The company employs 4,000 people and has revenue of €1,115.8 million as of 2006. Its slogan is Low Fares, Way Better. Aer Lingus transferred 8.6 million passengers in 2006.

On 5 October 2006 Ryanair launched a €1.48bn bid to buy Aer Lingus. Ryanair CEO Michael O'Leary said the move was a "unique opportunity" to form an Irish airline. The "new" airline would carry over 50 million passengers a year. Ryanair said it had bought a 16% stake in Aer Lingus and was offering €2.80 per share for remaining shares.[6] On the same day Aer Lingus rejected Ryanair's takeover bid.[7] On 5 October, Ryanair confirmed it had raised its stake to 19.2%, and said it had no problem in the Irish Government keeping its 28.3%. There were also reports in the Irish Times that the Government would possibly seek judgement from the courts, and referral to competition authorities in Dublin - although this would be automatic under European regulation, as the combined group would control 78% of the Dublin - London passenger air traffic.

COMPETITORS - Vueling

Vueling Airlines is a low-fare airline based in Barcelona, Spain. It serves many destinations in Europe and the western Mediterranean. Its main base is Barcelona Airport, with additional hubs at Valencia Airport and Madrid Airport.

Vueling was established in 2004 and commenced operations on 1 July 2004. The fleet consisted of two aircraft, serving the Barcelona - Ibiza route.

The company has recently increased its share capital. It first recorded a profit in December 2005, only 18 months after commencing operations. Its General Manager is Lázaro Ros; Carlos Muñoz is CEO.
In December 2005 Vueling signed a contract with Amadeus to list its flights in its Global distribution system. This agreement allows traditional travel agencies to sell Vueling tickets.
It was chosen the third-best European low-cost airline, behind Air Berlin and easyJet.
According to some market reports (early March 07), Vueling has chosen Paris as its first operational base outside Spain

COMPETITORS - Easyjet

easyJet (LSE: EZJ) is a low cost airline officially known as easyJet Airline Company Limited, based at London Luton Airport. The airline operates frequent scheduled services for leisure and business passengers and serves more than 200 routes between more than 65 European airports. It was founded by easyGroup entrepreneur Greek Cypriot Sir Stelios Haji-Ioannou, but it is now a plc listed on the London Stock Exchange and members of the Haji-Ioannou family own approximately 17%. It is a constituent of the FTSE 250 Index.

The company holds a United Kingdom Civil Aviation Authority Type A Operating Licence permitting it to carry passengers, cargo and mail on aircraft with 20 or more seats.

easyJet does not own its brand, unlike most other airlines. Sir Stelios Haji-Ioannou, the founder and largest individual shareholder of easyJet Airline Co. Ltd. has sole ownership of the "easy" brand and licenses it to his airline (as well as to all other easyGroup businesses). For most easy businesses, the business pays a specified fee to Stelios for the use of the name. However, given the strength of the easyJet brand and the high amount of free advertising and publicity it lends to the other 'easy' businesses, it was agreed at the time of flotation that easyJet could use the name royalty free.
In this case, this kind of arrangement would be of importance should easyJet ever become the subject of a hostile takeover bid. Any bidder[s] will not automatically acquire ownership of the "easy" brand if their bid for the airline is successful. Without securing access to that brand, the airline will be worth a lot less to any new owner[s]. The aforesaid arrangement is similar to the terms governing the use of the Jet Airways brand by that airline.

DISABLED PASSENGERS

The airline has come under heavy criticism in the past for its poor treatment of disabled passengers. In 2002 it refused to provide wheelchairs for disabled passengers at Stansted Airport, greatly angering disabled rights groups.[18] The airline argued that this provision was the responsibility of the airport authority stating that wheelchairs were provided by 80 of the 84 Ryanair destination airports[19]. A court ruling in 2004 judged that the responsibility should be shared by the airline and the airport owners;[20] Ryanair responded by adding a surcharge of £ 0.50 to all its flight costs. In 2005, the airline was criticised for ejecting nine blind and partially sighted passengers from a flight at Stansted, because the group meant the plane would be carrying more than the four disabled passengers permitted by the airline's safety regulations.[21] In 2006 Ryanair apologised after refusing to provide an eldery injured passenger .[22][23] and a sick cancer sufferer[24] with a wheelchair in separate incidents.

LANDING

CUSTOMER SERVICE

Customer service
Critics have accused Ryanair of poor treatment of customers whose flights have been cancelled. The airline formerly refused to provide accommodation or meal vouchers when flights were cancelled or delayed, a practice which became illegal within the EU on February 17, 2005 [5]. Ryanair also refuses to refund taxes and fees when passengers cancel their tickets. Recently they revised their practice on this subject by introducing an administration fee of £14 per ticket for handling refunds, a fee which exceeds the amount the passengers may be eligible for. Norwegian consumer authorities have fined Ryanair £43,000 for this practice.
Having complained about having to compensate customers for cancelled or delayed flights Ryanair is now suing the UK government for compensation for losses it claims it incurred through cancelled or delayed flights over the recent (August 2006) security alerts.[13]
In common with other airlines, Ryanair also sometimes makes changes to its flight times at relatively short notice. However, several factors make this particularly problematic in the case of low-cost carriers in general and Ryanair in particular:
the company notifies affected passengers by email rather than by telephone, so there is sometimes a delay before the passenger learns of the change (passengers on holiday may not have regular access to email);
because Ryanair does not provide connecting flights, many passengers make their own connections by booking separate tickets. If the Ryanair flight time change makes the connection impossible, the passenger loses the cost of the connecting flight unless this is covered by travel insurance;
the only way for a passenger to contact Ryanair is through a premium rate phone line. An Early Day Motion in the British Parliament which was put forward in 2006 criticized Ryanair for this reason and called on the company to provide customers with a means to contact the company by e-mail.[14]
Ryanair staff are notorious for behaving rudely to passengers. There have been several incidents.[15][16][17]

RYANAIR Vs EASYJET

CHEAP STUFF - RP

Public Relations
Ryanair does not employ an advertising agency, instead producing all its advertising material in-house. Michael O'Leary often states that the airline goes to extremes to make a point, an approach which has resulted in Ryanair's advertising occasionally being considered offensive [3].[10]
In a number of incidents it has responded stubbornly to relatively trivial matters, often to make a point about the constant need to avoid adding "frills" to its service. Ryanair regularly makes vitriolic attacks on opponents.[11] In one such notable incident, former Irish Minister for Transport Mary O'Rourke (1997–2002), was personally ridiculed in a series of controversial newspaper advertisements when she refused to break up the state monopoly which then ran Irish airports, Aer Rianta. (The break-up of Aer Rianta remains a high-profile demand for Michael O'Leary. Under the State Airports Act 2004, Aer Rianta has been renamed Dublin Airport Authority, although as of April 2006 Cork and Shannon airports had not yet been given autonomy pending resolution of a dispute over debt transfers).
In 2002 Ryanair reneged on a promise of free flights given as a prize to the airline's one millionth passenger, Jane O'Keeffe. She received the prize in 1988, and had been using it for several flights every year, but the airline refused to carry her free of charge on a flight in 2002. The woman eventually went to court and won an award of €67,500.

HISTORY

Early years
Ryanair was founded in 1985 by Christy Ryan (after whom the company is named), Liam Lonergan (owner of an Irish tour operator named Club Travel), and noted Irish businessman Tony Ryan, founder of Guinness Peat Aviation. Christy Ryan was from Waterford and it was his idea to start an air service between Waterford and London.[4] The airline began with a 15 seat Embraer turboprop aircraft flying between Waterford and London Gatwick with the aim of breaking the duopoly on London-Ireland flights at that time held by British Airways and Aer Lingus.
In 1986 the company added a second route – flying Dublin-London Luton in direct competition to the BA/Aer Lingus duopoly for the first time. Under partial EU Deregulation, airlines could begin new international intra-EU services as long as at least one of the two governments gave approval (the so-called "double-disapproval" regime). The Irish government at the time refused its approval in order to protect Aer Lingus, but Britain, under Margaret Thatcher's pro-free-market Conservative government, approved the service. With two routes and two planes, the fledgling airline carried 82,000 passengers in one year.



Passenger numbers continued to increase, but the airline generally ran at a loss, and by 1991 was in need of restructuring. Michael O'Leary was charged with the task of making the airline profitable. Ryan encouraged him to visit the USA to study the 'low fares/no frills' model being used by Southwest Airlines. O'Leary quickly learnt that the key to low fares was to implement quick turn-around times for aircraft, "no frills", and no business class, as well as operating a single model of aircraft.
O'Leary returned - convinced that Ryanair could make huge inroads into the European air market, at that time dominated by national carriers which were subsidised to various degrees by their parent countries. He competed with the major airlines by providing a "no-frills", low-cost service. Flights were scheduled into regional airports, keen to attract new airlines, which offered lower landing and handling charges than larger established international airports. O'Leary as Chief Executive adopted a hands-on style of management, for example his publicity stunts in helping out with baggage handling on Ryanair flights at Dublin airport.
He is said to have a pugnacious and aggressive management style, using a flat management hierarchy. By 1995, after the consistent pursuit of its low-cost business model, Ryanair celebrated its 10th birthday by carrying 2.25 million passengers.


1997 - 1999
EU deregulation of the air industry in Europe in 1997 gave carriers from one EU country the right to operate scheduled services between other EU states, and represented a major opportunity for Ryanair. After a successful flotation on the Dublin Stock Exchange and the NASDAQ Stock exchanges, the airline launched services to Stockholm, Oslo (Sandefjord Airport, Torp, 110 km south of Oslo), Paris and Charleroi near Brussels. Flush with new capital, the airline placed a massive US$2 billion order for 45 new Boeing 737-800 series aircraft in 1998.

2000
The airline launched its website in 2000, with online booking initially said to be a small and unimportant part of the software supporting the site. Increasingly the online booking contributed to the aim of cutting flight prices by selling direct to passengers and excluding the costs imposed by travel agents. Within a year the website was handling three-quarters of all bookings, and now accounts for 100% of the total.

2001
Ryanair launched a new hub of operation in Charleroi Brussels South in 2001. Later that year, the airline ordered 155 new Boeing 737-800 series aircraft from Boeing at what was believed to be a substantial discount, (taking full advantage of the downturn in aeroplane orders after the slump in air travel following the September 2001 aircraft attacks in the United States) to be delivered over eight years from

2002 to 2010. Approximately 100 of these aircraft had been delivered by the end of 2005, although there were slight delays in late 2005 caused by production disruptions arising from a Boeing machinists' strike.

In 2002 Ryanair launched 26 new routes and established a hub in Frankfurt-Hahn Airport, its European expansion firmly on track.
[edit]2003
In 2003, Ryanair announced the order of a further 100 new Boeing 737-800 series aircraft from Boeing, and in February a third continental base was opened at Milan-Bergamo in Italy.


In April 2003 Ryanair acquired its ailing competitor Buzz from KLM, at a knock-down price. Expansion continued apace with the launch of a base at Stockholm (Skavsta), Sweden. By the end of 2003, the airline flew 127 routes, of which 60 had opened in the previous 12 months.


2004
The airline launched two more bases in the first half of 2004, at Rome (Ciampino) and Barcelona (Girona), increasing the total to 11 hubs. During 2004, Michael O'Leary warned of a 'bloodbath' during the winter from which only two or three low-cost airlines would emerge, the expectation being that these would be Ryanair and easyJet. A modest loss of € 3.3 million in the second quarter of 2004 was the airline's first recorded loss for 15 years. However, the airline immediately bounced back to ever greater profits afterwards. The enlargement of the European Union on 1 May 2004 opened the way to more new routes as Ryanair and other budget airlines tapped the markets of the EU accession countries.

2005
In February 2005, Ryanair announced an order for a further 70 Boeing 737-800 aircraft along with an option for a further 70. This was expected at the time to allow Ryanair to increase passenger numbers from the 34 million expected in 2005 to 70 million in 2011. Some of these aircraft would be deployed at Ryanair's 12 European hubs, others to 10 new hubs the company intended to establish over the next seven years. In an example of the airline's relentless prioritising of cost over all other factors, the aircraft will be delivered without window shades, seat back recline and seat back pockets, which result in savings of several hundred thousand dollars per aircraft and give continued savings through reduced cleaning and repair costs. Some slight delays in Boeing airline deliveries in late 2005 (ordered in 2001) were caused by production disruptions arising from a Boeing machinists' strike.

2006
In June 2006 the company announced that in the quarter ending 30 June 2006 its average yields were 13% higher than the same quarter of the previous year[5] and its passenger numbers were up by 25% to 10.7 million, although year-on-year comparison was difficult because of the movement of Easter from first quarter 2005 to second quarter 2006. Net profits (€115.7m) increased by 80% over the same quarter in 2005. Management indicated that this level of growth may not be sustained for the remainder of this year, despite adding 27 new aircraft and opening new routes.
Ryanair's passenger numbers have grown by up to 25% a year for most of the last decade. Carrying under 0.7 million annually in its early years, passenger figures grew to 21.4 million in 2003. The rapid addition of new routes and new hubs has enabled this growth in passenger numbers, and Ryanair is now among the largest carriers on European routes. In August 2004, the airline carried 20% more passengers within Europe than British Airways.
Ryanair posted record half-year profits of €329 million for the six months ending 30 September 2006. Over the same period passenger traffic grew by more than a fifth to 22.1m passengers and revenues rose by a third to €1.256 billion[6]



On 5 October 2006 Ryanair launched a €1.48bn (GB£1bn; US$1.9bn) bid to buy fellow Irish carrier Aer Lingus. Ryanair CEO Michael O'Leary said the move was a “unique opportunity” to form an Irish airline. The "new" airline would carry over 50 million passengers a year.
Aer Lingus floated on the Irish Stock Exchange on 2 October 2006 followed a decision by the Irish government to sell more than 50% of its 85.1% share in the company. Workers retained a 15% stake. The shares began trading at €2.20 each, valuing the firm at €1.13bn. Ryanair said it had bought a 16% stake in Aer Lingus and was offering €2.80 per share for remaining shares.[7] On the same day Aer Lingus rejected Ryanair's takeover bid, saying the bid was contradictory.[8] With a total of 47% of Aer Lingus in the hands of the Irish Government, the employee share ownership trust, and other entities that have publicly rejected the bid, and a further 4% in the hands of Bank of Ireland and AIB who are considered highly unlikely to sell, the takeover bid is now effectively dead. On the Ryanair website, it describes the attempted take over as, "In October...we make an all cash offer for the small regional airline, Aer Lingus".
[edit]2007
Fourth quarter 2006 profits far exceeded analyst expectations, and over the period from October 2006 to February 2007, the stock rose by some 50%. The press suggested that Ryanair is now selling on its 737-800s at higher prices than the cost of acquisition from Boeing.

THE COMPANY, THE BRAND

Ryanair is an Irish airline headquartered in Dublin. Its biggest operational base, however, is at London Stansted Airport. It is Europe's largest low-cost carrier and one of the world's largest and most successful airlines (whether in terms of profits, number of flights, number of passengers flown). Ryanair operates - at one count - on 362 routes to 22 countries. Ryanair has been characterised by rapid expansion, a result of the deregulation of the air industry in Europe in 1997. Over the years, it has evolved into one of the world's most profitable airlines,[1] running at remarkable margins by passing its costs directly to its customers.
Ryanair is also one of Europe's most controversial companies, praised and criticised in equal measure. Its supporters praise its commitment to low fares, radical management, and its willingness to challenge what it calls the 'establishment' within the airline industry (similar to its American counterpart, Southwest Airlines). Critics, meanwhile, have attacked its trade union policies,[2] hidden "taxes" and fees, and limited customer services, and charged that it practises deceptive advertising. In October 2006, Ryanair was voted the world's most disliked airline in a survey by the TripAdvisor website, and in November 2006, it was revealed as the subject of more complaints than any other airline in the EU.[3]

UNTITLED#1

ryanair

This is captain speaking, welcome aboard, gonna check the ryanair brand on this blog...have a nice flight, thank you for steppin by..