Mytravel-airtours

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  • Publicado : 8 de diciembre de 2010
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INDICE

KEY DRIVERS SUCCESS 3-4 pag

Acquisitions
Charter airline
Distribution channel
Operating areas
Vertical integration
Examples and Airtours plc
Quality satisfaction
Successful tourarounds

TRAVEL AND TOURISM INDUSTRY TRANSFORMATION 5-9 pag

Grown tourist causes
Standardization of products
Massive tourism
Structure tourism (general vision and UK)Globalization
Macro environment
Socio economic
Socio cultural
Technological
Governmental
Micro environment
Consumers
Market segment
Suppliers
Competition
Benefits and problems in Tourism
Actual structure
Transport
Technology
Tour operator
Travel agent
Accommodation

RECOMMENDATIONS STRATEGY AND COMPETITIVE ADVANTAGE 10-12 pag

Internet strategy
Web 2.0
SMO
Analysisupdate
Different trends
Staff organization

CONCLUSION 13 pag

KEY DRIVERS SUCCESS

MyTravel's business focuses on the UK and Ireland, Northern Europe and North America, both with tour operators that offer trips around the world, retail agencies, distribution channels, telephone and Internet. Also, My Travel has its own fleet of aircraft and cruise, and a large portfolio ofhotels and other properties such as Resorts.

Airtours or MyTravel actually from the outset sought market positioning. Starting as a small business and ending up as one of the leading companies in tourism. Looking at all times and in each step as a business, efficient, fast and friendly in the bargain. Airtours brand key objectives such as maximum profitability of their investments, making alittle money to work a lot, or by good planning of resources.

Its Medium and Long-Term had strong impacts. So we can see mentioning
Among its short-term publicity and acceptance by the company in the tourism market by distinguishing the efficiency
Medium term: Search the sale of the brand, conveying security and confidence to consumers and holidaymakers
Stabilization in the hotel market andknowledge of the company's current market
Long Term: cutting deals with other tuor-operators with whom he worked. forming a franchise to use the resources of the franchise for the expansion of the company and following their quality standards

The Possession of a substantial ‘in-house’ charter airline operation creates a number of competitive advantages for the tour operator Airtours, in additionto providing another source of income and control of a major cost element. The risk of being unable to obtain sufficient capacity is reduced. At present, the extent to which the major tour operators are vertically-integrated into airline
operation varies, as does the extent to which they also operate as suppliers of seats to third parties. Airtours has a large airline and is relativelyself-sufficient.

The Possession of a substantial dedicated distribution channel, such as a chain of travel agents, produces similar benefits downstream. Most package holidays are sold through the agencies of the large groups. Although the integrated firms all handle each others’ holidays in their agencies, they all, through various ‘directional selling’48 practices, give preference to their own products.This enables them to promote their products and move their ‘stock’ of their own holidays more effectively, and without so much discounting, than if they relied exclusively for distribution on third parties. A clear example are Going Places, the chain of retail of Airtours.

Airtours operations are divided into three areas. The first is the company's holiday tour package sales, represented bythe Airtours and other brand names, including Spies in Scandinavia; Sunquest Vacations in Canada; Suntrips in California; Sun International SA in Belgium; Direct Holidays, a direct sales package seller in the United Kingdom; and others, such as the company's 1998 additions of Frosch Touristik in Germany, Panorama Holidays in Ireland, and Vacation Express, based in Atlanta, Georgia. Added to the...
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