Tourism Product Management and Industry Analysis - BTM4TPM (EasyJet)

CHAPTER ONE: INTRODUCTION

1.1 State the Aims and Objectives of the Blog Report

This report is formulated with the main aim of analysing the role of the tourism components in the wider tourism sector. This report also analyses the role of stakeholders and associated challenges and opportunities. In this case, the analysis has been performed, while referring to the scenario of EasyJet Airlines. This report includes a detailed analysis of the strategic strengths and weaknesses of the brand to identify how it is playing a role in the national aviation sector, while also tracing the history and evolution of the brand over time. 

The objectives of the blog report include the following:

• To explore how components of tourism in the case of EasyJet contribute to the broader tourism sector

• To review the organisational history and current operational state of EasyJet

• To understand the influence of its key stakeholders.

• To review the sustainability strategies and customer-centric intentions of the brand. 

• To analyse the current opportunities and challenges witnessed by the brand

• To provide recommendations for the mitigation of the challenges. 

1.2 Provide the structure of the Blog Report

The structure of the report includes five chapters in total. The first chapter is an introduction, which presents the aim and objectives of the report. The second chapter presents an analysis of tourism products and the role of their components. The third chapter includes the stakeholder analysis while the fourth chapter includes the analysis of strengths and weaknesses. The last chapter of the report involves a concussion and a set of recommendations for the organisation, generated from the evaluation conducted in the report. 

CHAPTER TWO: UNDERSTANDING TOURISM PRODUCTS AND ANALYSING THE ROLE OF COMPONENTS OF THE TOURISM SECTOR WITHIN THE BROADER INDUSTRY

2.1 Defining tourism products and outlining their components, and key features, in support with some examples

The Aviation sector of the UK is a major contributor to the national economy. As per IATA (2023), the UK-based Aviation sector has indicated a positive economic outcome, which shows a contribution of 4.8% to the total GDP of the nation. 

Figure 1: Economic impact of the UK Aviation sector

(Source: IATA, 2023)

This national success of the tourism sector has become possible for the efficiency of tourism products in developing a favourable experience for the consumers. In this context, Holloway and Humphries, 2022) mentioned that the products of the tourism sector involve both tangible and intangible elements of the sector, that collectively create the experience for the consumers. Some of those products involve transport services, accommodation, attractions, and intermediaries. Tourism products are a great player in enabling international travel and tourism experiences. On the other hand, the tourism component involves aviation, hospitality, and intermediaries. The combination of tourism products and components develops a feasible stay environment and efficient travel experience among the consumers, while also fostering knowledge of the sector. 

2.2 Analysing the role of the key components of the Tourism sector in the wider Tourism industry

The key components of the sector also include the sub-sectors like aviation, hospitality, and intermediaries. As per EasyJet (2025a), Aviation brands such as EasyJet support the consumers to make travel. On the other hand, Mordor Intelligence (2025) highlighted the role of Hospitality brands like Hilton and InterContinental Hotels in providing an option for convenient stays to travellers. Unlike these two, a major role is also played by the tour operators in the sector. 

CHAPTER THREE: STAKEHOLDER ANALYSIS

3.1 History of EasyJet and How they have evolved over time

Figure 2: Logo of EasyJet Airlines

(Source: EasyJet plc, 2025a)

The chosen brand that has been referred to in this report is EasyJet. EasyJet is one of the largest airline brands, which has been acknowledged as a British multinational Low-cost airline group. The brand was founded in 1995, and since then it has evolved massively with a constantly growing market prominence (EasyJet plc, 2025a). However, people still know the brand as the ’largest low-cost carrier’ since its establishment. This prominently proves a major agenda of the organisation to lead the market through cost-effectiveness. The first flight of the brand took off in November 1995 and travelled from Luton to Glasgow and Edinburgh (EasyJet plc, 2025a). This flight had very cost-effective ticket prices in order to benefit Europe and consumers economically. The first International flight of the brand took takeoff in 1996, travelling from London to Amsterdam. The evolution of the brand in 1996 witnessed the introduction of multiple international routes, including a route from London to Barcelona (EasyJet plc, 2025a) However, one of the major evolutions that the brand has witnessed this year is the first time owning and operating of its own aircraft. 

The brand has not paused its innovation till here. Fast forward to 1998, it introduced its website for online booking benefits of the consumers. This has widened the scope of reach and sales of the brand involving digitalisation. Further in 2000, the constant growth of the brand helped it to get stock listed in the LSE. 2005 marked the massive economic success and growth of the brand. As of this year, the brand carries its 100 millionth passenger and also declares its ownership of 100 aircraft (EasyJet plc, 2025a). This has shown the growth of the brand and its expansion across multiple regions of the world. 2009 marked 400+ operating routes of the organisation with more than 175 aircraft across 27 countries (EasyJet plc, 2025a). However, from carrying a hundred million passengers across one decade, 2011 marked the ability of the brand to carry 50 million passengers each year (EasyJet plc, 2025a). This has marked how the brand has evolved over time and has not only expanded across countries but has also enhanced its capacities through innovation and strategies.

3.2 Present state of the organisation and how they are currently operating

The evolution of the brand has prominent indicated growth, not only in terms of operational but also in terms of economic benefits of the brand. Easyjet has grown from local operations to international operations and started from owning one flight to 175 aircraft. In comparison to the previous scenario, today EasyJet is more successful. Currently, EasyJet has 347 aircraft and is operating through 1,099 routes across 35 countries (EasyJet Plc, 2025b). All of the figures indicating brand success and growth have increased. 

Figure 3: Current state of EasyJet Plc 

(Source: EasyJet plc, 2025b)

As per Camilleri (2018), the annual revenue of a tourism brand clearly indicates the growth of the business and its capability of scaling up over a period of time. In this case, as well, EasyJet has prominently shown a consistent rise in revenue, which has shown the potential of the brand to grow. 

Figure 4: Revenue of EasyJet

(Source: Statista, 2025a)

However, the challenge associated with the brand has indicated that the COVID-19 pandemic has challenged the growth of the brand. For instance, in 2020, the brand suddenly witnessed a massive fall to 3,009 Million GBP in revenue, while it has decreased further to reach 1,458 Million GBP (Statista, 2025a). A major reason behind this fall was the pandemic and the limitations in the travelling scope. In this context, EasyJet plc (2025a) stated that the brand Covid-19 pandemic-related crisis made the brand ground its entire fleet. However, soon in 2021 and further, the brand witnessed a sharp improvement and reached 9,309 million GBP in 2024 (Statista, 2025a). This has successfully helped to achieve growth in the current market. 

Irrespective of the challenges, the brand has been witnessed to be keeping its ability to perform on time as high. In 2021, the brand has indicated +1.5% growth in on-time performance irrespective of the challenges it has already witnessed in the market (Information Design, 2021). 

Figure 5: On-time performance 

(Source: Information Design, 2021)

The current schedule reliability of the brand has also been identified to be high. It witnessed a 0.2% decline in 2021 (Information Design, 2021).  

Figure 6: Schedule efficiency 

(Source: Information Design, 2021)

However, the brand has developed a positive reputation in the market with a commitment to maximising schedule accuracy over time. EasyJet currently witnessing a major rise in its revenue and sales as the consumers of the UK stated that they are planning to spend more for their travelling in 2025 (Aviaci Online, 2025). 

Figure 7: Holiday Audit results in the UK for EasyJet

(Source: Aviaci Online, 2025)

The "Great British Holiday Audit" by easyJet Holiday has clearly indicated that in 2025, EasyJet will witness a sharp rise in consumer demands for both domestic and international flight services, as 82% of the consumers opined on their priority of visiting a new country in 2025. As EasyJet will reach 30 years of establishment in 2025, the brand marked the consistent change in consumer demands over these years, which has also called for effective integration of unique offerings of the brand for its consumers. 

3.3 Competitors of EasyJet and how their competition has impacted the organisation

Considering the base of the brand EasyJet in the UK, the top three core competitors of the brand in the UK as per the popularity include British Airways, TUI Airways and Emirates. As per Statista (2025b), It can be noticed that EasyJet is one of the leading brands in the UK. It stands second per the popularity of airlines in the UK markeet. However, the brand has also been identified to be standing second, as British Airways has the most popularity in the nation. Majorly because of the positive opinion of the consumers about the airline. 

Figure 8: Most popular airlines in the United Kingdom (UK) 2024

(Source: Statista, 2025b)

There are multiple internal and external factors in the UK, which are creating a major influence for the brand in terms of determining its popularity and effectiveness in consumer acquisition as well as retention. In this context, some of the identified external factors include price wars, fluctuating fuel costs, and regulatory challenges. However, some of the other strategic areas of operation operations also had made differences between the competitor brands of EasyJet. For instance, For instance, British Airways offers a more luxurious experience for all individuals and comparatively, the in-flight services of British Airways are much better than any other brand (British Airways, 2025). Unlike easyJet, British Airways operates long-haul international flights to help people travel across multiple locations. However, EasyJet operates with a more feasible pricing strategy for the consumers which has generic economic benefits for the users (EasyJet, 2025c). Moreover, EasyJet has more prominence across the regional airports due to its short-haul European travel benefits. Therefore, the market competition has prominently brought in changes constantly to match the strategic gaps. 

3.4 Expectations of Stakeholders from the Company

The key stakeholders of the brand include employees, investors, and consumers. In this aspect, the level of power, interest and expectations across all stakeholders varies based upon their involvement with the organisation and the organisational decision-making procedures. As per Statista (2025c), EasyJet is currently operating with 17,800 employees as of 2023, among which 54% were male and 46% were female. This clearly indicates that the division of employees according to their gender is prominent in this organisation supporting equality. However, in 2024, the brand witnessed a high level of criticism due to minimum wage breaches. EasyJet has been one of those companies that did not pay the minimum wage to its employees due to underpaying 3898 staff at an average of £86.94 (Graham, 2024). This has indicated the gap in the organisational strategies and employee management, which is leading to failure in meeting employee demands. Further, Brignall and Tims (2015) also stated that EasyJet has also been criticised due to its lack of ability to achieve consumer satisfaction. Multiple issues associated with overbooking, flight cancellations, lack of communication and poor customer service have been leading the brand towards creating a negative image in the minds of the consumers. This also shows how the brand needs to work on the fulfilment of the expectations of the consumers in order to mitigate consumer retention-related challenges. However, the strong pricing ability of the organisation has also supported the brand to fulfil consumer expectations to a certain extent.

According to the idea of Bread (2025), investors are highly impacted by all decisions made by your brand and applied in real life. In this context as well, the strategic failures of easyJet or the strategic success of the organisation in raising consumer satisfaction shows a prominent impact upon the investor relationships. However, specific impacts upon investors were generated in 2025 January when easyJet witnessed a little turbulence in its share price despite the positive trading updates. A 5% fall in the share price has been witnessed, irrespective of the rise across the last three months. This has generated economic concerns for the investors. 

CHAPTER FOUR: ANALYSING THE CHALLENGES AND OPPORTUNITIES ASSOCIATED WITH THE MANAGEMENT OF TOURISM PRODUCTS 

4.1 SWOT Analysis

Strengths	Weaknesses
Easyjet is a brand with a strong reputation in the European market specifically in the UK (Statista, 2025b).  The brand offers highly cost-effective, operational benefits for consumers while making travel inexpensive across both regional and International locations (EasyJet, 2025c).  EasyJet provides wide network coverage to consumers through its unique travel offerings. The brand strongly follows the net zero pathway while aiming to achieve sustainable goals, bringing in a positive change for the planet, communities and people (EasyJet, 2025d). The brand also follows the DEI policies while dividing the employees across genders almost equally, while 54% are male and 46% are females (Statista, 2025c).	The brand has a poor reputation among employees as the brand has indicated a breach of the minimum wage policy in the UK. Employees have got involved in protests and strikes against the organisational incapability to match the minimum wage expectations (Graham, 2024).  The weaknesses of the brands include the incapability of competing within the European market based on only price strategy. Brands like British Airways are proceeding with much more popularity and success in the competitive market.  Economic downturns and crises make easyJet suffer a downfall. Consumer satisfaction in the case of easyJet is also limited. This is because once price strategy of the brand generates a high level of satisfaction for the consumers. On the other hand, inconvenience in terms of service delivery and cancellation generates frustration among consumers (Brignall and Tims, 2015).
Opportunities	Threats
The brand can witness smooth expansion opportunities due to the reputation of the brand in the market and the potential attraction of the consumer base.  Technological advancements in the country can lead easyJet to utilise technology and achieve a competitive position in the market through the enhancement of consumer satisfaction levels as well. The strategic partnership of the brand with other two operators and Hotel owners can result in providing beneficial packages to the consumers, which match the current industry trends.	The major threat to the brand would be the high market competition.  The environmental concerns of the organisation can also be an alarming factor, generating reputational loss for the organisation. Long-term dissatisfaction among the consumers and employees of the organisation can lead to reputational failure and a lack of competitiveness within the organisation. As high competition makes more substitutes available for both employees and consumers, reducing the competitive edge of the organisation.

Table 1: SWOT Analysis

(Source: Self-developed)

4.2 Sustainable strategies

EasyJet followers, an 80 pathway since 2022, which helps the organisation to focus on the reduction of its carbon emissions intensity. As per EasyJet (2022), the brand has claimed that it holds 18% lower carbon emissions intensity as compared to the global average. In order to fulfil the sustainable goals of the organisation in 2021, the brand has launched its first-ever SAF flight while a 97% reduction in CO2 emission has also been indicated by the ultra-low emissions turnaround trials conducted at Bristol airport. 

Figure 9: SBTi Validated emission rate of EasyJet

(Source: EasyJet, 2022)

The brand currently aims to deliver 78% of carbon emission intensity reduction by the end of 2050 (EasyJet, 2022). This aim of the organisation has helped to already act upon the carbon removal procedures where the brand focuses on five criteria. They include operational efficiencies, airspace modernisation, fleet renewal, sustainable aviation, fuel utilisation, and carbon emissions reduction through aircraft operations. Focusing on these areas, the brand has already determined its target by 2035 (EasyJet, 2022). The brand aims to achieve a 35% reduction in the emission rate. This has proved the intention of the brand to achieve improvements, sustainably, and drive, change to bringing in alternatives to the non-sustainable aspects.

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

In conclusion to the report, it can be clearly stated that easyJet plays a vital role in the improvement of the tourism industry while the brand has also generated cost-effective, travelling options for consumers. Majorly positive impacts by the brand have been witnessed through the organisational evaluation. However, the research associated with the formulation of this blog has also indicated that there is huge scope for improvements for the organisation to support further acquisition and retention of consumers as well as the satisfaction of the investors and employees. The brand can achieve improvements through the incorporation of the recommendations provided below:

• Enhance Digital Customer Experiences - The research has already indicated that consumers have declared their dissatisfaction due to their failure to establish suitable communication with the brand. In this aspect, thought that the digital experiences of the consumers are required to be improved in order to achieve customer satisfaction. 

• Strengthen Partnerships - The brand should focus on strengthening the strategic alliances and partnerships to support the enhancement of the experiences of the consumers. 

• Improve Operational Efficiency - Operational efficiency in terms of both sustainability and resource management is required to be improved in order to ensure that economic impacts due to external market conditions are controlled and investor satisfaction is also enhanced.
  

REFERENCES

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