Business Systems and Information Management Tui Case

3.1.10. Management and Leadership ................................................................................. 8 Context Analysis ............................................................................................................ 8 Competitors and Industry Analysis .............................................................................. 11 Key Competitors ................................................................................................... 13 Market segmentation and target market group ..................................................... 16 Customer Analysis ....................................................................................................... 14 Collaborators ................................................................................................................ 17

Qantas is widely regarded as the world's leading long distance airline and one of the strongest brands in Australia. It has strong reputation for excellence in safety, operational reliability, engineering and maintenance, and customer service. Furthermore, Qantas consists of 4,500 flight attendants who are highly trained and are all multilingualism. Hence, inflight services provided by the flight attendants give the passengers experiencing an exceptional level of personal service, which serve as a competitive advantage over other airlines. This is reflected by the “Best Airline Australia Pacific award” received by the Qantas in

Airlines are now able to expand their outreach directly to consumers through e-commerce. For example, airlines like Qantas are able to introduce ticketless travel through the use of technology (Thompson and Gamble, 2012).

Group 7 Exercises (suitable for use with the chapter relating to global competition and competing in foreign markets)

The competition among rivals is very high due to price and non-price factors. Companies try to attract customers to their products by introducing

Strategic Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

The buyer’s power is increasing with access to online travel brokerages which automatically provide the cheapest available airfares to desired destinations, regardless of airline. These services allow

The threat of substitutes is another force that helps to analyze the external industry. Firms in other industries are offering substitutes products which can be a threat

How ? ü  Built systems for external use by travel agents to search and book flights for customers ü  Established direct-to-consumer sales portals via the Internet. ü  The adoption of e-tickets Airlines' direct Web sites provided a number of services : —  The ability to purchase flights, which made them attractive destinations for travelers performing their own Web searches. —  These Web sites housed full flight schedules for the airline, real-time information on flight arrival/departure times, fleet information, and customer loyalty programs.

Of the total travel market only 1% was generated from the online travel market, and consumers still depended on customer call centers to confirm payment status. To counteract the risks it is important that Lucky Air create an effective business-consumer-business model that will do the obvious and draw consumers to their site and make an online purchase of airfare. To draw in consumers Lucky Air will need to focus on Web 2.0, which is the unique feature or features of e-commerce and the Internet coming together as applications and social media technologies. Web 2.0 will allow for a better online experience with inter-human connections, consumer interacted blogs and the staff to constantly monitor the site to provide consumer feedback. Web 2.0 is crucial to providing customer relationship management. Promoting reviews from consumers in regards to destinations and airline experience are important so the consumer can feel they are important enough to expose the truth from other consumers even negative remarks. But the single most important part of focusing on e-commerce is the ability to provide a online experience and advanced technology that enables customer self-service without the need for multiple customer call centers. Customers should be able to pay for fares, cancel fares, use a safe payment method that can verify a credit card, check on the status of flights and use rewards programs

Fast, user-friendly online reservation system by facilitating e-ticketing and reducing staffing requirements at telephone reservation centers and airport counters. (Kuzmicki, 2009)

Alters in the technology have changed the means of organisations performance and organisational operations that are internet booking for tickets and holidays, including Thomas Cook and TUI. Furthermore, quick changing in the technological development establishing a demand to react fast for unlike businesses for the purpose they want to maintain the competitive environment by providing the same innovative services, which their competitors are offering.

Internet ticketing has encouraged many passengers to book through internet websites, as these sites tend to be less expensive by means of payment considering the traditional way where individuals would have to visit the airline offices. Airlines have been able to trim the commission costs that they were paying to travel agencies by using the internet. Consumers who booked via the internet websites have benefited by being able to compare and access scheduling information, as well as finding special low fares that are available (Paul, 2005). As far as the author is concerned, the strategy of controlling the distribution of airline tickets varies from one airline to the other because of different cultures; for instance, for a data vendor that is not global distribution system processes a booking made through Continental website and, on the other hand, Delta airline normally controls its ticket distribution through its computer

Porter’s Five Forces model is used to evaluate the degree of rivalry between competitors in a given industry through assessing the four forces that lead to this outcome. These forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, and the threat of substitute products.

* Environmental factors also include local and global competitors. With the advent of globalization. There has been a substantiate increase in these competitors