... | |Pearson BTEC Level 4/5 HNC/D Diploma in Hospitality Management |Unit 37: The Travel and Tourism Sector | |Student name |Assessor name | | |Mihaela Dariescu | |Date issued |Completion date |Submitted on | |28 July 2015 |Presentation date: 24 November 2015 | | | |Submission on Turnitin for presentation: 29 November 2015 | | | |Written assignment: 4 December 2015 | | | | | |Assignment title |The Travel and Tourism Sector...
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...UNIVERSITY OF HOUSTON – VICTORIASCHOOL OF BUSINESS ADMINISTRATIONECON 6351 ECONOMICS FOR MANAGERS INDUSTRY ANALYSIS PAPER:Airlines IndustryTable of Contents Executive Summary 1 I. Introduction 2 II. Market Structure 4 III. Industry Demand 5 IV. Cost Structure 6 V. Analysis of Competitive Forces (Porter’s Five Forces) 9 a) The Threat of Entry by New Competitors 9 b) The Intensity of Rivalry among Existing Competitors 10 c) Pressure from Substitute Products 11 d) The Bargaining Power of Buyers 11 e) The Bargaining Power of Suppliers 12 VI. Conclusion 12 VII. References 14 VIII. Appendices 16 | Executive Summary Due to the necessity of the services the Airline industry provide, its relevance has increased tremendously over the years, this relevance has induced higher demand and higher expectations in the industry. Thus, entering this industry comes with a big price, the cost associated with airline industry are enormous and with the current fuel and labor cost many airlines are facing their biggest challenge yet, as they all scramble to stay afloat, the pressure to meet passengers demand has never being higher due to the steepness of their demand curve. Airline deregulation was enacted by the government to help ease some of these issues that may arise in this industry, the government saw the need to regulate airline industry prices while still maintaining their services to passengers due to the continuous increase in demand of airline product...
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...the level of adoption in the Nigerian organizations, and the impact on the operations of these organizations as well as investigating the factors responsible for the present level of adoption of these technologies in the organizations. Globalization of the social economy will further increase during the 21st century. The mission of international air transportation will become more important, and all airports around the world will have a significant role to play. Furthermore, it is predicted that air transportation demand in the world will double over the next 15 years. In the meantime, since the September 11, 2001 terrorist attacks on the United States, the environment surrounding the aviation industry has become very severe and has caused adverse impact to the entire aviation industry. Security at airports has been reinforced in all aspects, significantly deteriorated on-time performance, caused mass congestion at the airport, and caused a drastic increase in aviation management and operational costs. Owing to...
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...Faculty: School of Management and Governance Education: Industrial Engineering & Management Drienerlolaan 5 7522 NB Enschede www.mb.utwente.nl Supervisor: Dr. K. (Kasia) Zalewska‐Kurek Co‐reader: Dr. J. (Joris) M.J. Heuven Mensink Capital B.V. World Trade Center Amsterdam A Tower – Level 5 Strawinskylaan 509 1077 XX Amsterdam www.mensinkcapital.nl Principal: Drs. H. (Hugo) J.T. Mensink Author: L. (Leon) E. van der Heijden Willem‐Alexanderstraat 39 7511 KJ Enschede l.e.vanderheijden@student.utwente.nl Frontpage: Smith, Alan (2009). The Movement. www.businessmodelgeneration.com Management summary The travel industry is one of the largest and also one of the fastest changing industries in the World. The emergence of the internet has radically changed the way business is conducted throughout the industry. This research focuses on a Dutch tour operator which is having trouble adjusting to the fast changing business environment. This tour operator did not make the transition to online direct selling but still sells its products via retail partners only. Due to fierce competition of online niche players, who do not have high overhead costs and a large back‐office, profit margins are under pressure and sales are declining. The tour operator has specialized itself in long haul traveling, which means fly‐hotel vacation trips outside of Europe. This market segment is shrinking because ...
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...UNIT 34: HERITAGE AND CULTURAL TOURISM MANAGEMENT Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the growth and development of the heritage and cultural industry within travel and tourism Heritage: definitions of heritage; analysis of its importance and interest Attractions: different types of attractions; sites and venues; accessibility and sustainability of transport; up-skilling and re-training staff; changing staff profiles Natural: aspects of heritage including landscape, coastlines, national parks, forests, woodlands, wildlife, other habitats; impact of the travel and tourism sector on the conservation and sustainability of such sites Constructed: built heritage environment eg museums, historic buildings, artefacts, archaeological sites, transport, industrial heritage, sport-related heritage sites, themed sites, public art, sculpture and monuments Cultural heritage: role of heritage industry in shaping and sustaining cultural identity; regional and national costume eg song, dance, myth, legend, folklore, language and food; impact of issues Conflicts of interest: access versus conservation eg erosion, impact of visitors on sites and their immediate environments, presentation of heritage and culture to visitors, planning and land use, brown field sites versus green field sites, conservation threats imposed by further growth; potential role and impact of new technologies eg virtual reality and interactive software; access to the new technologies...
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...Contents |Lo 1. History And Structure Of The Travel And Tourism Sector |3 | |Lo1.1 Key Historical Developments In The Travel And Tourism Sector |3 | |1.2 Early Travel |3 | |1.3 The Egyptians |3 | |1.4 The Persians |3 | |1.5 The Greeks |3 | |1.6 The Romans |4 | |1.7 Renaissance And Grand Tour (Ad 1763-1773) |4 | |1.8 Milestone |4 | |1.9 Earliest Tourism |4 | |2.0 Social Change In Victorian Society |4 | |2.1 Steamships ...
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...Management: Information of the entrepreneurs and the management structure 4.- Description of the business. 5.- Market analysis that will include the industry description and outlook, information about the target market, unique characteristics, size of the market, market share, pricing and gross margin targets and competitive analysis. 6.- The organizational structure and ownership information. 7.- The description of the service Air Taxi will offer. 8.- An overall marketing strategy (marketing penetration, growth strategy, communication strategy) and general sales strategy (sales force strategy and sales activities). 9.- Funding request (including the amount of money needed, how the funds would be used, the period time that each request would cover, the type of funding). 10.- Financial projections. 11. Appendix and supporting documentation Air Taxi will offer a web-based reservation tool that will examine thousands of available private aircraft for the best match to the traveler’s itinerary and desired aircraft size. The customers will include major corporations, investment banking firms, the U.S. government, affluent individuals and small business that may use jet aircraft, as they seek flexibility, information security, travel expenses management and reporting, and often booking at a short notice besides cost efficiency in business travel. As I have no knowledge on this area, I will start analyzing the industry and market and the trends. I know that corporations, as...
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...------------------------------------------------- Industry Comparison & Outlook For Two Major Airlines MGMT 3490: Jonathon J. Feilmeier Introduction: The Airline industry is a volatile and chaotic atmosphere in today’s rapidly paced society. Customers are more demanding in every way. They want cheaper flights, free baggage, more amenities aboard the aircraft, and much more. With fuel prices getting higher, leisurely travel on a downward spiral, and demands for higher salaries in the industry, where are the airlines to make up for costs besides higher airfares? Lets take a look into the industry and see what one company does to be extremely innovative and what another does to stay traditional, for lack of a better word. I have chosen two companies in the airline industry that I feel are complete opposites in more ways than one in their management, financial, and marketing structures. These companies have been long-time competitors in the commercial airline industry for nearly five decades competing for best quality, comfort, and convenience. Company Overviews: Southwest Airlines (LUV) and Delta Airlines (DAL) have been competitors in the same industry for over fifty years now. Both companies have been enormously successful in their own ways, but as many of us know, the world of commercial travel has seen its share of obstacles lately. The ATA (Air Transport Association of America) reported that domestic airline industry saw an 18 percent decline in revenues in...
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...Tourism Industry Anurag Dugar* Competitiveness is a comparative concept, primarily applicable at the company or firm level (McFetridge, 1995) and indicates towards its willingness and ability to compete in a given market, but the contemporary usage of this term has extended its traditional meaning to new dimensions. However, for one school of thought, competitiveness is equally applicable to all business enterprises, levels of government and nonprofit agencies and workers of the postmodern nation state. (Hillman C. H. 1992), but for another the underlying premise for competitiveness is - ‘firms compete, and not nations’, for example, according to Krugman - "The world's leading nations are not, to any important degree, in economic competition with each other" (Wikipedia). Similarly, Porter holds that - diversified corporate do not compete; only their business units do. Thus, according to the second school of thought competition occurs at the business unit level and hence the ‘corporate strategy’ must reinforce and focus on nurturing the competitiveness of each (business) unit. From this perspective, Nations can be visualized as diversified conglomerates and its sectors, industries and firms as its diverse business units, and then the role, relevance, importance and impact of “Government Policies” (Corporate Strategy), on the competitiveness of its sectors, industries and firms (business units) is clearly elaborated and India (as a conglomerate) and its Tourism Industry (one of...
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...How Southwest sees its own environment in its own business and Industry Southwest Airlines’ Mission and Objectives Southwest Airlines' mission emphasizes a remarkably large degree on customer service and employee commitment. The mission of Southwest Airlines is "dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. Southwest proclaims, "We are a company of People, not planes. That is what distinguishes us from other airlines and other companies." In many respects, the vision that distinguishes Southwest from many of its opponents is the degree to which it is defined by a unique partnership with, and pride in, its employees. The airline's goal is to deliver a basic service very proficiently. This translates into a number of central objectives. A fundamental pillar of its methodology is to provide safe, low price transportation in combination with maximum customer convenience. The airline provides a high rate of flights with consistent on-time departures and arrivals. Southwest's employees also desire to make this product service a "fun" experience Southwest Airlines’ Strategy Southwest Airlines is categorized as a Low Fare/No Frills airline. However, its size and importance have led most analysts to consider it to be one of the major airlines despite its fit in the low fare segment. In a fundamental sense Southwest's business level strategy is to be the cheapest and most efficient...
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...INTERNET EFFECTS ON TOURISM INDUSTRY Ericka Duncan Ortega erickaduncan@hotmail.com Doctoral Student Universidad de Las Palmas Gran Canaria This article aims to demonstrate the positive effects of the Internet on the tourism industry in three main areas: planning travel, commerce and industry structure. The document highlight that the journeyers have several tools provided by the Internet to receiving, looking for and sharing information to plan their travels. Also, Global Distribution Systems via the Internet have provided a new distribution channel for the retail of touristic products and services. Finally, the Internet has affected each actor of the value chain in the tourism industry. For the suppliers the Internet is providing directly information of their customers helping to increase their sales. Finally, the intermediaries have realized that they have to adapt to the new environment. Key Words: Tourism, e-tourism, travel, GDS, information communication technologies. JEL: L83, L86 To be or not to be is not longer the question, the real question in tourism is where to go, how to go and what to do. Nowadays, these are very easy questions to answer in contrast to Hamlet`s dilemma. Tourism is one of the largest industries in the world. Certainly, in 2008 the World Tourism Organization (WTO) reported 924 million international arrivals around the world, and according to the World Travel & Tourism Council (WTTC) this industry represents around 11% of...
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...Consulting project in Strategy and Organization 2014 Autumn 2014 Authors Carolyne Kako Alexander Kanani Roland Kassemeier Petteri Kivelä Lennart Kuhrt Francesco Licitra Supervisor: Björn Trägårdh 2 Table of Contents 1. Introduction ........................................................................................................................................ 3 2. Conceptual overview .......................................................................................................................... 3 3. Methodology ....................................................................................................................................... 3 4. Findings ............................................................................................................................................... 4 4.1 Who are we? ................................................................................................................................. 4 4.2. Upframing .................................................................................................................................... 5 4.2.1 Value Constellation ................................................................................................................ 5 4.2.2 Alternative value constellations............................................................................................. 5 4.2.3 Competitors ...................................................
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...Title: Low Cost airlines Industry in India An overview of the Indian aircraft industry The Indian economy has grown at an average rate of around 8% in the last decade. The rise in business and leisure travel (both domestic & international) due to this growth, India emerging as a major origin and destination for international travel have all had a significant impact on commercial aviation in India. According to the airports authority of India (AAI), the passenger traffic is expected to grow at over 20% in the next five years. On the supply side, since 2003, when low fare travel in India was ushered in, a number of low cost carriers (LCC) have entered this fast growing market. However, all of the LCC carriers and - with rare exceptions – even the full service carriers (FSC) charging higher fares have been making losses. By and large, operating a commercial airline in India so far has not been a profitable business. In 2007, the industry witnessed a wave of consolidations primarily to stem the tide of red ink. Boom and bust in Indian aviation industry Air India and Indian Airlines retained a monopoly over civil aviation in India till 1992. The deregulation of the Indian economy that started in the mid-1980s, and proceeded more aggressively after the New Economic Policy in 1991, led to calls for opening up of the airline sector. Over the following years, several new airlines including Damania, EastWest, Jet, Sahara, Modiluft and NEPC started operations. However, high...
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...airline industry focusing on entry barriers and pricing rivalry Threat of new entrants: Though it might appear to be hard to get into, entry into the airline industry depends on whether there are substantial costs to access banks and credit. If borrowing rates are cheap, then there is more of a likelihood that new competitors will enter and the more saturated it will become for all competitors. However, an airline with a strong name brand like US Airways, combined with the offer of incentives, can lure customers away from new entrants, even in prices are higher. Power of Suppliers: In the airline supply industry, there is a duopoly between Boeing and Airbus. Because of this, there is not much cutthroat competition between the two. Moreover, suppliers will not likely vertically integrate in order to start offering flight service in addition to building planes. Power of Buyers: The bargaining power of buyers in the airline industry is very low. There are high costs for the buyer if he wishes to switch airplanes. Secondly, the service between airlines is practically identical. The seats won’t be any more comfortable nor will the food be any better. Threat of Substitutes: For those who need to travel internationally for business or leisure, the threat of substitution is low. For regional travel however, one might opt out to take a train or simply drive. For those that need to conduct business, Internet and communications technology is cutting down much of the travel industry...
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...Case Study Title: “Carnival Cruise Lines” Program MSC HTM 544: Strategic Management for Travel and Tourism Business Instructor Name: Professor: Ada Lo Student Name: Zheng Chen Jerry 1 Jerry, (Zheng Chen) 鄭晨 13105284g Table of Content Vision ＆ Mission ＆ Goals ＆ Strategies ....................................... 3 Vision of Carnival ........................................................................................... 3 Mission Statement of Carnival ........................................................................ 3 Strategies being pursued by Carnival .............................................................. 3 Its Long-term Goals ......................................................................................... 3 Congruence of Mission, vision, goals, strategy and business model of Carnival............................................................................................................ 4 An internal factor analysis summary .......................................................... 5 External factor analysis summary ............................................................... 6 Strategic Groups within the Cruise industry ................................................ 7 Facing Issues and Solutions .............................................................................. 8 Issues............................................................................................................
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