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• W92570908 abstract "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 theindustry. This research focuses on a Dutch tour operator which is having trouble adjusting to the fastchanging business environment. This tour operator did not make the transition to online directselling but still sells its products via retail partners only. Due to fierce competition of online nicheplayers, who do not have high overhead costs and a large back‐office, profit margins are underpressure and sales are declining. The tour operator has specialized itself in long haul traveling, whichmeans fly‐hotel vacation trips outside of Europe. This market segment is shrinking because of thecurrent economic circumstances, which inevitably means a decrease in sales. Other tour operatorsfacing the same problems often chose to change their strategy of indirect retail selling to a dualstrategy of both indirect and direct online selling. For the Dutch tour operator it is clear that changesneed to be made to the current business model to be able to sustain a profitable business. Researchhas been conducted to gain insight into the problems of this Dutch tour operator regarding theircurrent business model and to develop a suitable competitive business model.The results of this research consist of a comprehensive description for a reviewed business modeltogether with the associated critical success factors. The information needed to review the currentbusiness model was gathered by analyzing the tour operator itself and its environment. The findingsof this analysis show that the main issues the tour operator has to deal with are: inefficient internalhandling, slow quote generation, (too) high diversity in product offering, no corporate identity, laborintensive information distribution and diversity in the product offering prevents possible economiesof scale. Interviews were conducted with business experts to gain insight into the best practices inthe current market and the market environment. The information from the interviews was used tocreate a best practice business model which could be compared to the current business model. Thisanalysis, together with the identified critical success factors, has led to the identification of ninerecommendations divided into three categories: Product, Efficiency and Image. For each of thesecategories the two most important recommendations are elaborated in the next paragraph whichwill tackle the formerly mentioned issues and will increase the sustainability of the business model ofthe tour operator.Product: Margins are small because the current distribution channel is expensive. Therefore directselling is a must. To be able to keep the associated travel agents satisfied it is wise to start sellingdirectly to customers under a different brand name with the same price. This is less threatening totravel agents. To be able to compete with the larger tour operators detailed knowledge about thedestinations is needed. Specific product selection for specific customer segments is recommendedfor the product offering. It is essential to evaluate each individual destination that is offered at themoment. Focusing on fewer destinations makes keeping the knowledge up to date easier andreaching critical passenger volumes more feasible. Efficiency: An analysis of the internal processesshould be conducted. The goal of this analysis is to identify the time consuming elements of theinternal processes. By standardizing these activities the total process will become more efficient andless costly. To improve the efficiency of the internal processes even more, the current back‐office ICTsystems should be evaluated and if needed replaced. Image: The brand represents the added value acompany is able to deliver and helps customers with their product choice. Increasing brandawareness starts with the availability of information about the company. Communicating the productoffering and the brand values will increase the trustworthiness of the company. A multi‐channelstrategy for product and information distribution is absolutely essential for a modern tour operator.The role of the internet in this strategy cannot be denied. A state‐of‐the‐art website is a must tosucceed.One of the consequences of these recommendations is that costs will primarily increase toimplement a recommendation before it will yield a return. Since there is no room to invest this canbe a problem." @default.
• W92570908 created "2016-06-24" @default.
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• W92570908 date "2010-01-01" @default.
• W92570908 modified "2023-09-26" @default.
• W92570908 title "The review of a business model: research on changing the business model for a Dutch tour operator" @default.
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