Introduction This paper targets to assess Flight Centre’s strategic situation in 2003‚ focusing on discovering key issues in pursuing future profitable growth. Furthermore‚ strategic solutions to their issues will be considered and a refined strategy proposed based on the analysis. Flight Centre’s strategic situation Industry definition Flight Centre describes itself as a global discount flight specialist. Taking into consideration the relative size of the Australian and international operations
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My work will be based on Flight Centre travel agent and I will be talking about their products and services‚ how they work‚ the importance of the technology for the company‚ how they advertise their services and about the company’s competitors. Flight Centre Travel Group is an Australian based international travel company‚ founded by Graham Turner in 1981. In 1982 they opened their first store in Sidney‚ today they have about 689 Flight Centre stores in Australia and about 2000 overseas stores across
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Discussion 4 CONCLUSION 7 Recommendation 7 Implementation 8 References 8 Executive Summary This report contains analysis on Flight Centre’s customer experience survey conducted in Australia. The report has been divided into three main sections. The first section lists the important facts‚ findings from the case study. This is further elaborated to list key challenges faced by Flight Centre. Based on the facts and key challenges alternative solutions have been provided in the second section. Final section
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Flight Centre founded by Graham Turner in 1981. Flight Centres vision is ‘To be the world’s most exciting travel company‚ delivering an amazing experience to our people customers and partners. Well haven’t they achieved this‚ having won market global market share. Is an extremely successful company considering he started out with just one bus. In Australia alone Flight Centre has 1152 business units. These cover holidays‚ cruises‚ rail and flights. Turner was quite innovative in his management
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The Five Forces Model (developed by Dr. Michael Porter of Harvard University) serves as a framework for examining competition that transcends industries‚ particular technologies‚ or management approaches. The underlying fundamentals of competition go beyond the specific ways individual companies go about competing (i.e. StrengthsWeaknesses-Opportunities-Threats (SWOT) analysis; the 4P’s of marketing: product‚ price‚ place‚ promotion). The underpinning of this framework is the
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Assignment 1: Porter’s Five Forces Analysis L(Deia J. McNeal Strayer University Companies not only have to be able to survive but also thrive as a lucrative business in today’s market. In order to gain the ability to survive and thrive‚ as well as‚ establish longevity‚ companies must create a competitive advantage. In this instance‚ the industry is the desktop computer. For the sake of the analysis‚ I will call the company seeking to enter the desktop computer industry -- Plum. Plum Computers
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The Five Competitive Forces Model In this section‚ the structure of our company will be explained using the five competitive forces model developed by Harvard professor Michael Porter. These forces include: rivalry among existing firms‚ threat of new entrants‚ bargaining power of buyers‚ threat of substitutes and bargaining power of suppliers. Each of these forces will have their own distinctive effect on determining industry profitability. Intensity of rivalry among competitors: Recently there
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Porter’s Five Forces Analysis is based on the concept that the key objective for any organization should be to gain advantage over its competitors‚ it is not the industry that an organization is in that counts‚ but where it wants to compete in terms of the nature of the competition. This competition is provided by the nature of the rivalry between existing firms‚ the threat of potential entrants and substitutes and the bargaining power of both the suppliers and buyers (Lowson‚ 2002). The five-forces
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Force 4: Buyer Power Buyer power is one of the two horizontal forces that influence the appropriation of the value created by an industry (refer to the diagram). The most important determinants of buyer power are the size and the concentration of customers. Other factors are the extent to which the buyers are informed and the concentration or differentiation of the competitors. Kippenberger (1998) states that it is often useful to distinguish potential buyer power from the buyer’s willingness
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In any industry‚ five competitive forces dictate the rules of competition. Together‚ these fie forces determine industry attractiveness and profitability‚ which managers assess using these five factors: Thereat of new entrants- how likely is it that new competitors will come into the industry? 1.Capital has been involved. Some diversification enterprises will look to invest in daily chemical industry: Wine giant Wuliangye into the daily chemical‚ launched the "Silk posture" brand; Wahaha Group
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