ACHIEVING AND MAINTAINING LEADERSHIP IN THE EUROPEAN TOURISM INDUSTRY

PLAN
 Presentation of the company P.3
 What underlying forces in the macro-environment

drive the competitive forces? P.4 importance of: P.5
    

 Using Porter’s analysis structure, identify the relative
Competitive rivalry P.5 The threats of substitutes P.6 The bargaining power of the buyers P.7 The bargaining power of the suppliers P.8 The threats of new entrants P.9

Presentation of the company
 Until 2001
 An industrial and transportation company  Decision to reinvent itself

 Today
 Travel and tourism multinational  The world's largest tourist firms with interests

across Europe

The macro-environment forces that drive the competitive forces
Downturn in the tourism market in 2003, easy entry into the market.
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Globalization and tourism seemed to be a trend to shape the future. Political Easy to cross borders. Terror?
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Economical Social
Technological

4.1% Market growth 1995-2005 in the tourism industry. Risk: Global economic downturn. Holidays trend growth (Globalization) Several terror attacks and health crisis Internet and information systems.

Environmental
Legal

Natural disasters and global warming.
Legal framework are different (depends of the country)

Porter’s analysis structure


10 companies share more than 80% of the market Between 2005 and 2007 the growth rate has been growing slowly High fixed costs Exit barriers are high / a tough competition Low differentiation between tour operators
29% 21% 13% 21% 8% 8% Smaller companies Others TUI Thomas Cook

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My travel
Rewe Touristik

The threats of substitutes
Using an other tour operator Doing it by yourself

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The bargaining power of the buyers
Buyers’ concentration Costs of switching Vertical integration Weak ( - ) None Existing (+ )

HIGH POWER

The bargaining power of the suppliers
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Low power

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High switching