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Tui Travel

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by

Lars Schindler

on 22 June 2014

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Transcript of Tui Travel

4 P's
Product
Price
Promotion
Place
What does the customer want from the product
What features does it have to meet these needs?
What is it to be called?
How is it branded?

Where do buyers look for your product or service?
How can you access the right distribution channels?
What do you competitors do, and how can you learn from that and/or differentiate?
What is the value of the product or service to the buyer?
Are there established price points for products or services in this area?
How will your price compare with your competitors?
When is the best time to promote? Is there seasonality in the market? Are there any wider environmental issues that suggest or dictate the timing of subsequent promotions?
Will you reach your audience by advertising in the press, or on TV, or radio, or on Internet?
Monthly net household income
Create

TUI Group
2 Business context
Five Forces
Europe‘s leading Travel Group

Three strong sectors: Tour operator, Leisure Hotels and Cruise Shipping

Turnover of €18.5bn and underlying EBITA of €762m (2012/13)
Information about the different parts of TUI AG
Strategic Implication
Strengths
Well recognized brand

Superior management team & effective operations

Market leader & well responsible corporate governance

Good marketing skills & economies of scale
Opportunities
Expand Low-Cost Airlines/ form Alliances

Doing Investments

Market Specific Targeting (Ecotourism, Medical Tourism)
Weaknesses
Heavy reliance on technology

Capacity-led volume reductions backfire

Diverse portfolio and potential risk to cost of financing




Christian Gloxyn
Lars Schindler
David Dommer 32244
David Smoha
Felix Barta
Aaron Pietzsch
Daniel Teich
going green
(environmental factors)

Reduce

Raise

Eliminate

providing land transportation

presence in online services

expand market shares in Asia
Threats
variation of fuel prices
(fluctuations)
Climate change

Hedging and exchange rate

Geopolitical/ natural catastrophes/ pandemic, supply chain / product failure
Supplier Power

high negotiation power
Threat of New Entrants
Competitors
moderate competitive rivalry

High Capital Requirement creates a high barrier
Customer power
bargaining power of buyers to low
Threat of Substitute products

local trips to town, activities at homes, video games
UNWTO tourism 2020 vision
SWOT Analysis
1 TUI Group - at a glance
UK Tax system and policies
Insecurity due to terrorist attacks
Package travel regulations

increasing fuel costs
Exchange rates
Increasing unemployment rate in Europe

Changes in the consumer perception about brand and destination
Consumer perception about safety and environment
Increased trend of tourism education


GPS
Computerized technology
Internet, mobile, TV

Health and safety concerns
Issues of carbon gas emission
Air flight rationing


Immigration issue
Trade laws
Laws of acquisition, mergers
and joint ventures

Create
Political
Economic
Social
Technological
Environmental
Legal

Competitive Strategy
Industrial Engineering 2014 6th semester
Does TUI pursuing the right strategy to expand its market share?
Business Question
25th of June 2014
page 1
Structure
1 TUI Group at a glance

2 Business Context
2.1 Macro Market Data
2.2 Drivers & Trends
2.3 PESTEL

3. Industry Context
3.1 Porter’s Five Forces
3.2 Competitor Analysis

page 2
page 3
2 Business Context
2.1 Marco Market Data
2 Business Context
2.1 Marco Market Data
page 4
page 5

high fixed cost
2 Business Context
2.1 Marco Market Data
page 6
+62 %
+73 %
2 Business Context
2.2 Drivers an Trends
page 7
demographic changes
political situation
exchanges rates
information technology
consumer lifestyle changes
influence
on
TUI
Customer Segmentation
klimate and weather periodes
2.3 PESTEL Analysis
Full transcript