This essay focuses on Easy Jet, a British airline based at London Luton Airport. The analysis of the competitive environment in which it operates was analyzed using Porter's Five Force (Pereira, 2013). This indicates that the rivalry is fierce as the market growth is minimal. The subsequent analysis of the growth strategies adopted by Easy Jet was carried out using the Ansoff matrix, to analyze how it competes within the sector and reveal possible future strategic opportunities for the company, including online ticket booking with the company aerial (Grant, 2010). On the other hand, internationalization was analyzed using Yip's model, so as to determine the attractiveness of Easy Jet in the UK and continental European market. These analyzes identify how the company claims its purpose through activities and relationships using Abell's framework and industry analysis.1) Introduction1.1) historyEasy Jet Airline Company Ltd., is an airline founded in 1995 by Sir. Stelios Haji-Ioannou, a British entrepreneur. Its headquarters are based at Luton Airport. Easy Jet serves over 500 routes and 129 airports across Europe, North Africa and Western Asia. In 2011, Easy jet had 55.47 million passengers, making it the main competitor on the European low cost airline market after the leader Ryanair (Williams, 2002).1.2) Mission and strategyAs a "low cost" company, the difference between easy jet The jets of traditional airlines charge very low fares. Try to keep costs low by eliminating unnecessary frills and costs. The need to reduce costs is essential as a strategy to reach as many customers as possible. Travel has become more widespread and demand has increased significantly, with the opening... middle of paper ......2005). Through the diversification of Easy Jet's car rental strategy, internet cafes and hotels are ideal to find ways and diversified markets that can be broad to offer the best prices to customers. Most of the growth strategies of Easy Jet involve three of the Ansoff matrix, namely : market penetration, development and market diversification. Ansoff emphasized that a diversification strategy is distinct from the other three strategies. The first three strategies are generally practiced with similar technical, financial and merchandising properties used for creative product line; therefore, diversification usually requires a company to obtain new skills, new techniques, and new structures. The concept of diversification is based on the subjective understanding of the “new” market and the “new” product, which should replicate the vision of customers rather than managers.