business analysis of ryanair
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Analysis of Ryanair1
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Student name: xxx
Student ID: xxx
Course: Business in
Information Systems
(Year 3)
Module: E-Business 1
Lecturer name: xxx
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Table of Contents
Contents
Ryanairs BusinessModel .............................................................................3
Introduction to low-fare airline in Europe........................................3
Business model overview..................................................................4
How Ryanairs ancillary revenue fits in business model...................5
An outline of agreements / Revenue Model....................................6
How technology supports Ryanairs valuechain ......................................7
InternetStrategy .......................................................................................10
How technology supports Ryanairs low cost strategy..................10Internet marketing strategy...........................................................12
Ryanair and social media...............................................................12
Porters competitive forces...........................................................14
Business processmodeling ....................................................................... 17
Diagrams....................................................................................... 19Bibliography .............................. ...............................................................21
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Ryanairs Business Model
Introduction to low-fare airline in Europe
Traditionally, the aviation market in Europe was controlled by the
governments owning and protecting the monopoly of national carriers.While this situation facilitated high price maintenance, it resulted in
additional costs to be borne by the customers. The significant cost
barriers for entering the market, along with hostilities from the existing
airlines effectively drove out all the cheap airlines, trying to establish in
the market.
By the mid 1980s, it was also clear that the policy was no longer tenable.
Constant pressures from customers, the European Commission and the
European Parliament triggered the process of reconsidering the situation
by the governments. The actual airlines liberalization started in 1984 with
a bilateral agreement between Britain and Netherlands, whereby both
countries opened up their markets.
Several months later, in Ireland, the Ryanair airline was established by
Tony Ryan, becoming the leader of the start-ups. However, poor cost
management between the years 1985-1991 led to severe losses and, in
effect, to restructuring the company by adopting the South West Airline
model. Ryanair officially became the first low-fare airline in Europe. [5]
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Business model overview
As of June 30, 2010, the Company has offered approximately 1300
scheduled short-haul flights per day, serving 155 airports throughout the
Europe and Morocco. Its operational fleet of 250 includes Boeing 737-800
aircraft, being able to fly approximately 1100 routes. [13]
Mission Statement:
Ryanair will become Europes most profitable lowest cost airline by
rolling out proven low-fare-no-frills service in all markets in which
we operate, to the benefit of our passengers ,people, and
shareholders. [12]
Analyzing the Ryanairs business model in terms of Porters models, it can
be deducted that the airline is starting to implement the low cost strategy.
The company is targeting on price-conscious customers, regardless of the
age, gender or travel purpose. This wide target market allowed Ryanair to
serve 73 m passengers in 2010.
In 2010, Ryanair is officially considered the cheapest airline in Europe
(average fare of 35 euro), which makes the company attractive to a large
number of customers. Ryanair is not planning to extend the company in
the foreseeable future. The opportunity to increase profits is stealing themarket share from competitors. Since the airline market is currently
saturated, Ryanair will focus on retaining existing customers and
attracting new ones rather than expanding it to new routes and airports.
Company claims that this strategy will boost the companys profits; at the
same time, they are planning the expansion in the online base revenue
sources, which already constitutes a significant amount of the total
income.[11]
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The Ryanairs low-cost business model is based upon Southern West
airline and it proved to be very successful. However, having adopted the
model of American carriers, Ryanair went even further in the development
of cost reduction strategy. The core factors in making the company sosuccessful and creating such a huge competitive advantage, can be listed
as follows:
Unique aircraft type with lower maintenance costs and crew training
costs
High density to increase profitability
Every additional service is charged
Online service only
Secondary airports
Short turnaround and maximum utilization of aircraft
Point-to-point flights
Continuous innovative measures to increase ancillary revenues
How Ryanairs ancillary revenue fits the business model.
In 2006, it was claimed that Ryanairs website was the biggest travel
website in Europe and the fifth, most recognizable brand in Google. This
brings an enormous opportunity to convert this huge web traffic into
profitable e-commerce and advertising revenues.
In recent times, the Internet traffic, as well as the ability to utilize it
adequately have become extremely important. The companys advertising
potential may be a source of significant revenues flowing in.
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Because of the complexity of its processes, Ryanairs value chain is not
linear, as traditionally outlined by Michael Porter in 1980. While entering
the companys website, the customer finds fimself in the centre of the
organization, co-producing the service. Apart from the core business,Ryanair provides the customers with a number of options that add value
for them.[1]
In 2010, ancillary revenues accounted for approximately 660m euro and
they include:
Hotels
Travel insurance
Excess baggage charges
Flight change fees
Car rental services
In- flight sales
Rail transport services
Commissions from Ryanairs credit card with MBNA
Personal loans
Ancillary Revenue components were outlined in the table below and they
constitute 22,8% of the total Ryanairs revenue of 2,988,1m euro.
Year endedMarch 31, 2010
euroM
Non-flight Scheduled....... 463,6
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CarRental........................
29,9
In flightSales.................
86,5
Internet related............ 83,6
Total................................ 663,6
An outline of agreements / Revenue Model
Taking advantage of high web traffic, Ryanair managed to make a number
of agreements for its own and customers benefits.
Ryanair has a contract with Bookings.com, pursuant to which Booking.com
handles all the aspects of such service marketed through Ryanairs
website and pays the fee to Ryanair. Contracts with other accommodation
providers enable the Company to offer camping, hostels, B&Bs, villas,
apartments and guesthouses to its customers.
The contract with Hertz Corporation enables Ryanair to make additional
money on car rental reservations. Hertz handles all marketed through the
Ryanairs website car rental services and, in turn, pays the fees to Ryanair
on per-passenger basis.
The sale of cruises, rail and bus tickets is also a part of the Ryanairs e-
business plan. Each cruise is handled by Costa Cruises which pays the
Ryanair a fixed fee for enabling the reservation through its website. [12]
How technology supports Ryanairsvalue chain.
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Owing to a number of agreements concluded with other companies,
Ryanair can offer a better value to its customers. The website contains all
necessary links that could be beneficial to the customer. Having
everything in one place and thanks to the Internet technology, Ryanairspassengers are given the best possible value for money. All services,
essential for bringing passengers to or from the airport to the desired
destination, are available from the homepage Ryanair.com. Thus, the
whole journey experience is enriched and facilitated. Visiting the website,
it is possible to order a taxi, book a flight, rent a car and drive it to the
previously booked hotel. Such a wide array of facilities is available on the
same website at reasonable prices.[4]
The creation of the website was a core achievement for the company; it
also improved the value chain of the company to a considerable extent.
Using Internet facility, customers are able to research the flights, routes,
destinations, timetables and prices, to name the most important ones.
They no longer have to contact travel agencies and infolines when it
comes to getting information. This is a great and vital achievement which
not only saves time and money, but also appeals to the customers.
Other technological improvements, which are to be discussed more
exhaustively later, add more value to particular activities. Baggage
handling and ticket obtaining activities become easier by speeding up the
former and eliminating the latter. Eliminating physical tickets is
considered as a particularly huge value chain improvement. Significantsavings come from the elimination of the middlemen, reducing the cost of
providing each flight to approximately 9 euro. Taking into account the
current average fare of 35 euro, this number constitutes over 25% of the
overall flight cost.
Pricing the flights had been a very demanding and difficult activity before
the the technological advancements. Advanced applications which were
developed and configured by the IT personnel, after consultation with the
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marketing department, allowed Ryanair to price tickets dynamically. The
general rule is that the sooner you book, the less you will have to pay
because the system will adjust the price according to the demand. This
technology enables Ryanair to maximize each flight profit, adding value tothe company. As a general rule, when target profit is reached and there
are still free seats available, the system cuts the price for the remaining
spots. This is possible thanks to the application of fixed and variable costs
incurred by the company. It is usually better to sell the remaining seats
for less than leaving them empty. Empty seats = lost revenue. From the
customers point of view, the Internet booking system has added a
significant value by offering the opportunity to book cheaper flights in
advance. Since the majority of passengers know the dates of their journey
months prior to the cruise, booking the flight earlier allows them to save,
in some cases, large sums of money. Although almost all competitors use
the Internet booking system and it cannot be regarded as a competitive
advantage, the fact is that it creates an extra value when compared to the
traditional processes.
The service itself is another activity in Ryanairs value chain. Here, the
speed of service, along with comfort of flights and security are the main
areas.
1. Speed of service is especially important from the companys point of
view as it aims to increase revenue by maximizing the aircraft
utilization. The faster all passengers board and leave the plane, thesooner it is able to be used again. Ryanair mastered the process to
perfection with the turnaround time for the 2010 fiscal year of
approximately 25 minutes.
2. Comfort of flights was the area that suffers the most as a result of
taking a low cost approach. No meals, no assigned seats and very
limited leg space make the travel a terrible experience for
passengers. The number of seats in the aircraft was increased in
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order to accommodate higher volumes of passengers per flight.
Ryanair took advantage of the research carried out by American and
United Airlines which showed that more spacious seating does not
pay off. The premium charge for this facility is exceeded by therevenue loss from removed seats. This, however, has an obvious
effect on the passengers satisfaction.
3. Providing a secure flight is of paramount importance both to the
company and the passengers. The technology strongly aids the
security maintenance by using applications for fuel control, ticket
validation and is supported by the airport security services in terms
of luggage monitoring, explosive materials and drugs detection.Making sure that the flight is secure is extremely important activity
for the airline industry as any problem that leaks to the public may
have negative effect on companys reputation and cause a huge
revenue loss, coming from the customers losing trust in the airline.
As regards security, Ryanair announced that recently they have
intended to remove the second pilots and, as Michael OLeary
proposed, replace them with a trained crew member who would beable to land the plane in case of emergency. Although this move
could improve a value chain in terms of savings in pilots salaries, it
is arguable that it would be beneficial to the passengers in any
respect. The announcement may be as well another marketing
tactic of Ryanairs CEO, in order to create a cheap publicity in
media.
Internet strategy11
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Internet sales allowed Ryanair to eliminate travel agent commissions by
introducing a very effective direct sales model.
In January 2000, Ryanair converted its host reservation system from the
BABS (British Airways Booking System) to a new system called
Flightspeed, which operates under the 10 years hosting agreement with
Accenture Open Skies. The new booking facility, which allows customers
to make a real time reservation, is called Skylight system. Through the
Ryanairs Ryanair.com website, customers may book and pay for theflights. The heavy promotion of the new website resulted in the Internet
booking growth to 96% of all reservations in 2004 and currently it
accounts for more than 99% of all the bookings.
By embracing Internet sales, Ryanair could completely eradicate travel
agents commission around 2006. The costly telephone selling practice
was also abandoned. As the prior reservation system had been
approaching its capacity, in 2008 Ryanair upgraded it to a more scalable
version that is more flexible and will be more useful in accommodating
the planned growth of the Company. Under the agreement with system-
provider - Navitaire, the system serves as the Ryanairs core seating
inventory and booking system. Ryanair pays transaction fees that are
generally based on the number of passenger seats and journeys, booked
through the system.
How technology supports Ryanairs low cost strategy.
Since October 1, 2009, the Internet has become the only way to make a
flight reservation with Ryanair. By shifting all the operations online, it was
possible for the Company to eliminate major costs related mainly to callcenters and telephone sales. Customers must become familiar with
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technology and rely on their own skills in order to purchase the ticket and,
since October 2009, to make a mandatory check-in online. The new
operational model is highly compliant with Ryanairs low cost strategy,
making the airline even more competitive in the market, providing bettervalue for money.
The introduction of the Internet check-in in 2006 was also the part of a
measures package intended to improve a service. Reduction in airfares
and check-in lines contributed to improvement of the service for
customers through reducing travel costs and increasing its speed. It also
brought huge benefits for the Company as it could decrease the cost of
some check-in staff and make savings of renting the check-in desks.
Ryanair also introduced a checked-bag fee which is payable on the
Internet and is aimed at decreasing the number of bags carried by the
passengers, in order to reduce handling costs.
Switching to the online facilities entailed new risks. In order to provide the
maximum safety for its business, Ryanair developed the system,
according to which the website is hosted in three different locations. Thebooking engine is located at the single center that allows for making
reservations, and it can be accessed from all three locations. Established
contingency program includes the back-up booking engine available to
support the existing platform in the event of a failure of the main facility.
Ryanair uses a switchover process, which requires a human intervention
and therefore is more time-consuming, unlike failover, which can switch
over automatically to the back-up engine.
Moreover, the possession of a back-up server relying on the switchover
process may be very expensive, should a breakdown occur. Ryanair
accommodates a number of customers on its website and even a short-
term break in providing the service which requires a switch-over, may
result in significant losses for the company.
Taking into consideration the current trends towards switching to onlineoperations, Internet traffic congestions and increasing security risk,
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related to the Internet connection, Ryanair should take proper measures
to secure its online facilities and ensure that the downtime periods are
reduced to the minimum.
Internet marketing strategy
In February 2009, Ryanair introduced Google Adsense to the search
results pages in order to monetize the traffic levels generated by those
pages. In March 2009, Ryanair expanded further into the area of third-
party Internet advertising with the introduction of third-party
advertisement display on the homepages in the UK and Ireland.[11]
Ryanair and social media
Social media is a huge threat to those businesses that ignore it, but also
a massive opportunity... [14]
Nick Oram, Director at Total Media
According to Social Travel Report, published by Total Media, a quarter of
British travellers admitted that online reviews by strangers help to
determine their travel plans. It demonstrates how hugely important theInternet recommendations have become, influencing the decision making
process. From that point of view, social media constitutes a threat rather
than opportunity for Ryanair. The airline likes to regard itself as the
Worlds most favorite airline, but in fact, this opinion is based on the
number of passengers it serves, not on the level of their satisfaction.
Analyzing customer relationship history of Ryanair, a number of incidents
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and negative comments on the poor customer service should be
mentioned.
The website called I Hate Ryanair, set up by Robert Tyler in February
2007 and closed after the court order, has reemerged recently under the
same name on the .org domain. Ryanair Sucks and Ryanair Campaign
are other examples of Internet blogging sites, targeted at Ryanair and its
unacceptable customer service. The existence of such websites leads to a
negative PR and can affect the customers choice. [16]
Recently Ryanair announced its plans to embrace social approach to some
extent. The Company is developing online travel community, purpose of
which is to engage with travellers on the social grounds. The new system
will allow the users to post comments recommending local attractions in
Ryanairs destinations. However, the statement also indicated that
Ryanair will not be setting up official comment channels via Facebook or
Twitter.
The opportunities coming from the aforementioned social sites are
enormous, but considering Ryanairs reputation (the online reputationindex claimed Ryanair was the worst performing UK operator with a score
of -62%), the treats could be even bigger. [2]
This is a difficult decision for the Company to make. The future is in the
hands of the Internet and the brands openly engaged with customers will
gain a big advantage over those who hide behind the streams of
corporate news. Not only does the Internet facilitate the dialogue with the
customers, but also it allows for responding quickly to their needs and is
considered to be an important means of promotion. As a company,
Ryanair is not ready to open up and be more transparent. First, it has to
patch the relationships with angry customers, who, in the era of Internet,
are in power to affect the company negatively.
A major part of the Internet marketing is Search Engine Optimization
(SEO), which basically makes the website appear on the top of the resultsafter typing in particular keystroke in a search engine. Ryanair uses the
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SEO techniques, but not to the extent that is sufficient to beat its
competitors. Typing the most popular words and phrases related to cheap
flying will not display the Ryanairs website on top of the search results.
This area is to be exploited and improved as the most popular searchengines such as Google, Bing, Yahoo, are used more frequently to
research the best offer.
Porters competitive forces
Michael Porter identified five competitive forces that affect the company.
The Internet has changed the nature of competition, opening many door
for companies and threatening the ones that are behind the embracing
technology. [10]
Ryanair is savvy about technology and understands the importance in
creating the advantage over competitors. The use of technology also
perfectly fits into the Ryanairs low cost business model.
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1. Competing firms.
Ryanair faces direct competition from other low cost airlines, such aseasyJet -the biggest one. This company sells directly to the customer and
its website was set up in the late 1990s, before the Ryanair. The website
is very functional and clear; it attracts a large number of potential
passengers, being at the same time the communication point with the
customers and the company. Ryanair must be very vigilant and monitor
the moves of the competitors to keep pace with technology use, in order
to maintain leading position on the market. Big commercial airlines are
also aware of the trend towards cheap flying and begin to be more
competetive at the price level.
Ryanair also faces some indirect competition from railways, ferries and
bus services. The open access to the Internet allowed those competitors
to establish their own websites and use them the as the channels of
distribution and marketing media. [6]
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2. Bargaining power of the customers.
Although current Ryanairs prices cannot be beaten by any European
carrier, the Internet increased the bargaining power of the customers. It
has changed the travel industry, enabling deep research and
recommendation reviews. Using the price comparison websites,
customers are able to quote the best price, without leaving their houses.
If Ryanair manages to keep its prices low, or at least at the level, lower
than the competitors, it should not be threatened by customers
bargaining power. However, if the competitors manage to decrease their
fares to a comparable level, even budget-conscious customers will
eventually pay more attention to the service level and customer service
quality. If that is the case, Ryanair may face big problems in terms of
satisfying customers needs. The best option is to change the approach to
customer service and use technology tools to create two- way
communication to understand customers. The words of Ryanairs CEO
Michael OLeary like: What part of no refund dont you understand? You
are not getting any refund so fuck off directed at customers are
communicated quickly over web. When you compare the offers and the
price differs insignificantly, the customers review is what you look at.
3. Threat of new entrances.
As regards the airline industry, the main entrance barrier is the startup
cost. Legal barriers and state protectionism, which were mentioned in theintroduction, are no longer applied. Technology managed to reduce the
startup costs and therefore the threat of new airline, possibly supported
by already established one or being the result of market extension,
entering the market, has increased. With the growth of cloud computing
services, new companies do not have to worry about the servers that
support their website and a huge database centers to store the data.
Thanks to cloud computing providers like Amazon.com, Microsoft,Salesforce.com and many others emerging every day, hosting the website
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and database can be outsourced. There is no startup capital and,
depending on the agreement with the provider, per user, per data
downloaded or fixed fees may apply. Cloud computing suppliers will
provide storage capacity, ERP software and other applications as well asthe maintenance work. Despite there being certain risks involved
(security, data safety etc.), the cloud computing trends provide an
opportunity to bring the startup costs down.
Since the number of people with the ability to use technology to their
advantage is on the increase, there is a threat that the newly established
airlines may hire specialists, for instance, in social media marketing, in
order to create successful, social-based campaign that would appeal tothe customers and convince them to use the new airline, luring the
customers away from Ryanair. It is conceivable that soon enough airlines
will start to take advantage of these new trends, which may be a surefire
recipe for success.
4. Threat of substitute products.
Many enterprises face the the problem of substitute products which
affects every sector of industry. Here technology really makes the
difference. First of all, it is important to find out what the substitute
products for travel are, and which the primary airline service is. The next
step would be to categorize the customers into the two main groups:
business and personal customers.
a. Business customers
The main reason for which business customers travel is meeting other
people from different locations, participating in conferences, training
courses etc. These can be replaced with technology. What is the point in
spending money and time on travelling from Dublin to Madrid, if
technology like Cisco Videoconference allows us to meet other people
without leaving the companys office? All we need is a single investment
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in a device for video-conferencing. And is it really necessary to travel to
San Francisco to see the Web 2.0 conference if Youtube, blogs and tweets
will provide a full report from what was happening there? Finally, is it
worth time and money, travelling every weekend from Cork to Dublin toaccomplish a course that would increase our qualifications if we can do it
at home, using the Internet distance learning system?
b. Personal customers
Technology developments like Skype, instant messages and smartphones
made communication easier than ever. Some people, especially in the
current, difficult economic situation, may decide to talk to their friends or
relatives through the Internet, instead of flying over. Similarly, technology
achievements, like Google Earth, Google Street View, Second Life, and
fully multimedia websites allow us to go on a virtual trip anywhere we
want. While it will definitely not replace the travel needs, it may matter
when making final decisions about trips.
To sum up, technology impacts on the airline industry by reducing the
necessity for travelling, and by facilitating the communication thatsubstitutes it.
5. The power of suppliers
Ryanair is heavily dependent on its suppliers. Without fuel providers,
aircraft manufacturers and airport facilities, it would not be able to
provide the service to the customers.
Business process modeling
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E-business analysis is concerned with understanding the business and
user requirements for the new system. A number of tools can be used to
capture the business processes, one of which is UML (Unified Modeling
Language), which provides the guidelines for drawing a variety of diagrams. It is of the utmost importance to involve users in the new
system developement. The business analysts, with a strong business and
technology background, should communicate with the customers in order
to find out what their requirements are, in relation to the system to be
implemented. To fully understand this business process, collaboration with
other business departments must also be maintained. The IT department
should not be solely responsible for designing the system as many
processes can be misunderstood or even ommited during the design
phase.[11]
UML language, however, is not the best tool to communicate with
business people as it usually requires some technical knowlege that is not
in their possesion. Here, the importance of both business and IT acumen
plays a crucial role. With the grasp of both areas of the company, they can
be a connection point between pure IT specialists and business personnel. The cross-functional operations, including all departments is vital for
remaining competitive and providing the best service to the customers.
Information technology ensured a better collaboration with the customers
as well as involving them in the process. The Ryanairs website model is a
point of collaboration, whereby customers co-create the service.
Moreover, the experience of flight itself is highly dependent on other
customers participating in it. Other customers may both positively or
negatively affect the ones travel; this is the part of process which is
beyond the control of the company. Although flight attendance is in liberty
to calm down excessively loud passengers, they certainly can exert no
control over a crying baby or the weather conditions.
Collaboration with other businesses is as important as collaboration within
the company and the customers. As mentioned earlier, working close withother companies can provide mutual benefits to firms and customers.
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Ryanair was able to take advantage of that fact successfully by enabling
its customers to access other services directly from the website and has
given them the opportunity to avail of the benefits in the form of better
and cheaper service.
Below I included my attempts to capture Ryanairs business processes,
using the use case diagrams. Out of all available ones, I found the use
cases that are the most understandable and clear to explain. The use
case diagram is a drawing part of the use case model which includes a
detailed documentation of the diagram, explains the process step by step
and contains a description of each possible scenario. For the purpose of
this project, I included only the diagrams as their documenting wouldrequire a profound research supported by interviews of Ryanairs
management and staff. The ERD diagram for Ryanairs processes is also
attached below.[10]
Use case diagram
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Entity Relationship Diagram
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11. Chaffey D, Wood S, Business information management.England: Pearson Education Limited; 2005.
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13. United States Securities and Exchange Commission ,Form 20-F; 2010.
14. Total Media, Social travel report; 2010.
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