Throughout the years, the Easy Group strategy kept a clear readability built around some corner-stones principles: a no-frills/low-cost approach, an identifiable and recognizable simple communication strategy mainly focused on price and entertainment, constant expansion, development of new strategic business units in daily/close to the customers market, with a core focus on travelers. In terms of management, the Easy Group also adopted a consistent and durable stance in minimizing its operating administrative fees and in applying for the newly created Strategic Business Units the management framework that brought success to the previously settled business. Eventually, the Easy Group intended at each developing step to lever its expansion by using the experience, the drawbacks and the success models identified for previous low-cost businesses. All in all, the strategic consistency is to be found in a clear managerial desire to expand as far as possible the no-frills concept to every profitable market – which here means large-sized since profitability comes from size for low-cost companies -as the more numerous the customers are, the more diluted the fixed costs are. Another convergence is to be found in the stable and energetic presence of President Stelios who has now retired.
The first business the Easy Group entered was the low-cost air traveling. In 1995, Stelios started Easy Jet with regular flights between Luton Airport and Scotland. In 1996, he opened International routes to Nice, Amsterdam and Barcelona. In 1997, he transferred his entire selling platform to www.easyjet.com.
[...] Conclusions about the all case The Easy Mobile Case leads to two sorts of conclusions regarding both the Easy Group and the MVNO market. It is important to mention that the Easy Group continues with Easy Mobile to experience growth through Brand extension and diversification. But despite the problems that could occur with such strategies, the Easy group largely benefits from synergies. On the one hand the Easy Brands are interconnected, and this brings deep managerial, marketing and image convergence, and on the other hand, Easy Mobile benefits from the experience of its partner, the Danish provider Telmore which comes up with more concrete insight about the mobile phone segment. [...]
[...] Easy Internet Café, Easy Car, Easy Bus, Easy Hotels, Easy Cruise, Easy Watch, Easy Money, Easy Van, Easy Value, Easy for Men, Easy Pizza, and Easy Mobile are examples of new products created by the Easy Group to lever the Easy Brand. This resulted in the company's entrance on new markets where it was previously not present. When the Easy Group extends the range of certain Easy Bands it can sometimes be regarded as adopting a product development strategy. It is the case for Easy Hotels opening new destinations, for Easy Cruise coming up with new boats and lines, for Easy Money offering not only credit cards but also insurances or for Easy Bus developing new routes. [...]
[...] Given the similarities of the market characteristics very few adaptations should be considered by Easy Mobile when bringing Telmore's model to the UK. This postulate is reinforced by the convergence observed between Telmore and Easy Mobile's Business Plans. The two companies are going to sell the same products (Simple SIM cards No handsets) on the same distribution channel (The Internet), communicating with the same arguments (Low Price / More Freedom). Again the similarities discourage any adaptation. More exactly, the targeted audience might not be the same. [...]
[...] Since the marketing approach is the same, Communication, Placement and Pricing strategies are the same, for all the Easy Brands (Only the product changes, even if it has similar characteristics), since the Business Plans of all the Easy Brands offer similar characteristics and since the image of the Easy group is commonly conveyed by all the Brands, management skills are expected to be the same. In other words, Easy Mobile will benefit from the managerial experience, tactics and advices of other Easy Brands. [...]
[...] In the case of Telmore/Easy Mobile very few adaptations are in fact needed when coming to the core of the business. Of course the market is not the same, the competition is not the same and the communication habits of the UK customers vary from the Danish ones. But in its structures and adaptations the UK market is very close to the Danish one. First, the competition is very hard between the operators in Denmark. Moreover, the market, like in the United Kingdom, is split between the Mobile Network Operators (Traditional Competitors) and the Mobile Virtual Network Operators (MVNO the new comers). [...]
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