Ryanair 8.8. Furthermore, EasyJet's aircraft load factor is 91.7% versus Ryanair's 82.7%. Although Ryanair's strategy depends heavily on economies of scale, it fails to outperform its main competitor in this area: EasyJet's learning curve has a steeper slope than Ryanair's. In conclusion, there are some similarities between Ryanair's strategy and that of EasyJet, but there are also significant differences. As Chris Zook suggests in his book 'Profit from the Core', “sustained, profitable growth requires a strong, well-defined core”2. Over time Ryanair remained consistent with its strategy, maintained its dominant position in the market but failed to strengthen the implementation of its strategy and therefore maximize profits. First, Ryanair should focus on improving the operational efficiency of its core business and increasing service quality. The available seat miles indicator indicates that Ryanair has stronger technical capabilities and spare capacity than its main competitor and therefore high potential to generate higher revenues and profits. Capacity in the airline industry cannot be easily scaled and quickly adapted to demand. With this in mind, Ryanair should strive to achieve optimal utilization of its air capacity and realize savings