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easyJet's $500 million gamble

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  • Sull, Don

Abstract

This Case Study details the rapid growth of easyJet which started operations in November 1995 from London's Luton airport. In two years, it was widely regarded as the model low-cost European airline and a strong competitor to flag carriers. The company has clearly identifiable operational and marketing characteristics, e.g. one type of aircraft, point-to-point short-haul travel, no in-flight meals, rapid turnaround time, very high aircraft utilization, direct sales, cost-conscious customer segments and extensive sub-contracting. easyJet's managers identified three of its nearest low-cost competitors and the strategy of each of these airlines is detailed in the Case Study. But easyJet also experienced direct retaliation from large flag carriers like KLM and British Airways (Go). These challenges faced easyJet's owner, Stelios Haji-ioannou, as he signed a $500m contract with Boeing in July 1997 to purchase 12 brand new 737s. The Case is followed by critical analysis from three Commentators in the field.

Suggested Citation

  • Sull, Don, 1999. "easyJet's $500 million gamble," European Management Journal, Elsevier, vol. 17(1), pages 20-32, February.
    • Handle: RePEc:eee:eurman:v:17:y:1999:i:1:p:20-32
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    Cited by:

    1. Fasone, Vincenzo & Kofler, Lukas & Scuderi, Raffaele, 2016. "Business performance of airports: Non-aviation revenues and their determinants," Journal of Air Transport Management, Elsevier, vol. 53(C), pages 35-45.
    2. Harvey, Geraint & Turnbull, Peter & Wintersberger, Daniel, 2021. "Has Labour Paid for the Liberalisation of European civil aviation?," Journal of Air Transport Management, Elsevier, vol. 90(C).

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