European Tour Operators
European Tour Operators:
Introduction:
The macro-environment looks at broad trends shaping the national and international environment. An analysis of the macro environment is crucial in determining the factors which have a direct impact and/or might influence the strategic direction of an organisation.
The macro-environment is difficult for organisations to influence and changes can be far-reaching. The media is usually rich source of both information and speculation and as such cannot be a reliable source of reference. There are available tools for analysing the macro-environment in an attempt to identify those factors, which might have an impact upon the organisation, both in terms of being a threat or an opportunity and these include: * The PESTEL framework * Key drivers * Scenarios
The PESTEL framework: categorises environmental influences into six main types: * Political * Economic * Social * Technological * Environmental * Legal
The PESTEL analysis evaluates the broad societal trends that affect many industries. It identifies current and future developments that will shape the micro-environments of each industry sector.
Key drivers for change: are environmental factors that are likely to have a high impact on the success or failure of a business strategy. Scenarios: are detailed and plausible views of how the business environment of an organisation might develop in the future based on key drivers for change about which there is a high level of uncertainty.
Question 1: Key drivers of change
Using the PESTEL framework, which helps us understand the key drivers of change and external influences on the organization, we can identify the underlying forces in the macro-environment driving the competitive forces as follows;
1.1) POLITICAL: Terrorist attacks that resulted in tight security measures and strict immigration laws. Following these attacks many countries put some destination
Introduction:
The macro-environment looks at broad trends shaping the national and international environment. An analysis of the macro environment is crucial in determining the factors which have a direct impact and/or might influence the strategic direction of an organisation.
The macro-environment is difficult for organisations to influence and changes can be far-reaching. The media is usually rich source of both information and speculation and as such cannot be a reliable source of reference. There are available tools for analysing the macro-environment in an attempt to identify those factors, which might have an impact upon the organisation, both in terms of being a threat or an opportunity and these include: * The PESTEL framework * Key drivers * Scenarios
The PESTEL framework: categorises environmental influences into six main types: * Political * Economic * Social * Technological * Environmental * Legal
The PESTEL analysis evaluates the broad societal trends that affect many industries. It identifies current and future developments that will shape the micro-environments of each industry sector.
Key drivers for change: are environmental factors that are likely to have a high impact on the success or failure of a business strategy. Scenarios: are detailed and plausible views of how the business environment of an organisation might develop in the future based on key drivers for change about which there is a high level of uncertainty.
Question 1: Key drivers of change
Using the PESTEL framework, which helps us understand the key drivers of change and external influences on the organization, we can identify the underlying forces in the macro-environment driving the competitive forces as follows;
1.1) POLITICAL: Terrorist attacks that resulted in tight security measures and strict immigration laws. Following these attacks many countries put some destination
References: 1. Annual Report. (2008). TUI Annual Report. TUI AG. 2. Johnson G and Scholes K (2010) Exploring Corporate Strategy (9th ed). London: Prentice Hall. World 3. Porter, M. E. (1980). How Competitive Forces Shape Strategy. The McKinsey Quarterly ,34-50. 4. Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 63-79. 5. Porter, M. (1987). From Competitive Advantage to Corporate Strategy. Harvard Business Review, 43-59 6. TUI website. (n.d.).Retrieved November 6, 2009, from http://www.tui-group.comTUI Case Study UNWTO. (2005). Tourism 2020 vision. Retrieved October 31, 2009, from World Tourism Organisation: http://www.unwto.org/facts/eng/vision.htm