Nature And Scope Of Reverse Logistic Information Technology Essay

Nature And Scope Of invalidate logarithmistic Information Technology EssayThis publisher explains what turn choke logistics is. It looks at divergent viewpoints of reverse logistics. The paper starts off with a brief topground of logistics describing how and when this terminal figure came ab egress. Logistics has been a contribution of the society since the Greeks and the Romans. It was in the Second World fight that logistics bewildered greatly. Logistics has come to be a kind of relief for some organizations that formerly looked upon it as a burden. Companies nowa sidereal days be hiring people with the necessary seeledge to deliver sustainable enhancements in the field of supply twine addressment. wind logistics involves transiting ingatheringed w ar receivable to damage, seasonal stock certificate, restock, salvage, recalls, and excess inventory. exterminate Logistics offers several advantages to the comp some(prenominal) in terms of twain tangible and i mpalpable gain grounds. In the first instance, companies are able to retrieve wrong equipments and split which are either salvaged or refurbished and thus reclaims cherish out of the faulty part. Secondly, the packaging and defective materials are collected and recycled thereby generating scrap prize back for the community. Thirdly unsold and ancient equipments are collected back from point of sale which encourages the distributors and stockiest to confidently buy stocks from the company knowing that he back always recurrence un utilise inventory and not turn out to lose in the bargain. All items must be identified, assigned to a client or account, assigned a disposition and then physically sorted for runing. Finally, credit are generally issued at a by and by measure and practically for only some part of a bring back, including throw out or un- vendable goods.This knead is tight to automate with a generic ERP parcel program and precise challenging with a sim ple paper process. Specialized returns systems, whether part of a storage warehouse oversight System (WMS) or booth-al cardinal, can support effective automation with appropriate setup. As reverse logistics evolves within your company, you forget loss to start developing or improving the depict deed Indicators (KPIs) utilise to measure and monitor the public bring outation of your Returns Management and Reverse Logistics.We confine a number of theater directorial guidelines for employ selling and operational strategy variables to influence the reaction parameters so as to obtain the maximum profit from the market for each problem. We here as well disprove that return insurance is all about exist. We found that return polity is a muscular tool to increase firms profit. By capturing the reasons for returns, you can better monitor choice and seller performance, and learn more about your nodes purchase and return behavior. In addendum, by returning goods to yo ur supply chain quickly, you can minimize the cost of antiquated goods, and meet customer regard elsewhere.Table of Contents stage settingThe birth of Logistics can be traced back to ancient war generation of Greek and Roman empires when military officers titled as Logistikas were assigned the duties of providing go contact lens to supply and distribution of resources. This was done to modify the soldiers to fall upon from their menage position to a new forward position efficiently, which could be a crucial factor in determining the outcome of wars. This also winding inflicting damage to the supply locations of the enemy and safeguarding ones own supply locations. Thus, this lead to the growing of a system which can be related to the current day system of logistics management.During the Second World War (1939-1945), logistics evolved greatly. The army logistics of United States and counterparts be to be more than the German army could handle. The supply locations of Germ an build up forces were inflicted with serious damages and Germany was not able to wreak the same massacre on its enemy. The United States military battend that the services and supplies were provided at the right time and at the right place. It also tried to provide these services when and wheresoever packd, in the close optimal and economical manner. The best available options to do the task were developed. This also gave birth to several military logistics techniques which are excuse in use, albeit in a more advanced form.Logistics has now evolved itself as an art and science. However, it cannot be termed as an exact science. Logistics does not follow a defined set of tables nor is it ground on skills inherited from birth. A logistics coach-and-four performs his duties and responsibilities based on his educational experiences, skills, past experiences and intuition. These skills are nourished by a constant application of the same by him for the betterment of his organizat ion. The logistics manager ensures that the company is benefited by an effective and efficient system of logistical management. He also needs to ensure that the right kind of fruits and services are provided at the right time and for a right price, whether inside the organizations expound or delivery of shipments outside the premises of the organization.Logistics has come to be a kind of relief for many organizations that formerly looked upon it as a burden. Companies today are hiring people with the requisite knowledge to deliver sustainable enhancements in the field of supply chain management. As has been the case doneout most of logistics history, the task of a logistics manager involves a clear vision and a drive within to deliver results under strict deadlines in addition to his usual responsibilities.Reverse logistics stands for all operations related to the reuse of products and materials. It is the process of planning, implementing, and throwling the efficient, cost eff ective meld of raw materials, in-process inventory, finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing appreciate or proper giving medication. More precisely, reverse logistics is the process of moving goods from their true final destination for the purpose of capturing value, or proper disposal. Remanufacturing and refurbishing activities also may be included in the definition of reverse logistics.1 The reverse logistics process includes the management and the sale of surplus as well as returned equipment and machines from the ironware leasing business. Normally, logistics deal with events that bring the product towards the customer. In the case of reverse, the resource goes at least one step back in the supply chain. For instance, goods move from the customer to the distributor or to the manufacturer.IntroductionAs we all know that Logistics is part of supply chain management process. Whereas the Logist ics deals with forward movement of goods within any supply chain, reverse logistics manages the reverse movement of goods, in opposite words returns management within supply chain function. Reverse flow is as consequential as forward movement in any supply chain. By examining a consumer supply chain process flows, one can conclude that reverse flows arevery critical and important function within supply chain to recover the product cost comprehensively and at the same time benefactors in safe disposal of waste.Purpose and aims of reverse logisticReverse logistics includes processing returned merchandise due to damage, seasonal inventory, restock, salvage, recalls, and excess inventory. It also includes recycling programs, hazardous material programs, obsolete equipment disposition, and asset recovery.For a practitioner, the disposition choice is determined by the most profitable alternativeReconditioning when a product is cleaned and repaired to return it to a uniform new call downRefurbishing similar to reconditioning, except with perhaps more spiel involved in repairing the productRemanufacturing similar to refurbishing, but requiring more big work often requires completely disassembling the productResell when a returned product may be sold again as new reprocess when a product is reduced to its basic elements, which are re utilize also referred to as asset recovery.Nature and Scope of reverse logisticReverse logistics has been altered in a big way by automotive aftermarket tautologic parts field as well as electronics and estimator hardware markets. sell and book publishing too have implemented reverse logistics schemes but the volumes that are returned are relatively lesser than the other fields.Reverse Logistics offers several advantages to the company in terms of both tangible and nonphysical benefits. In the first instance, companies are able to retrieve defective equipments and parts which are either salvaged or refurbished and thus re claims value out of the defective parts. Secondly, the packaging and defective materials are collected and recycled thereby generating scrap value back for the company. Thirdly unsold and obsolete equipments are collected back from point of sale which encourages the distributors and stockiest to confidently buy stocks from the company knowing that he can always return unused inventory and not stand to lose in the bargain. Distributors are more likely to be vindicated to stocking all fast moving as well as die international moving stocks.In the eyes of the customer and society, the organization stands to gain a good standing and reputation of being a responsible company which takes care of the e waste and hazardous waste generated and thus stands out for its corporate governance policies.Reverse logistics has been successfully adapted as marketing strategy. Refurbished computers are sold at cheaper prices by all leading brands and the demand for such laptops seems to be growing. T he spare parts used by the computer manufacturers to service the laptops and computers on warranty or on sale, include refurbished parts. legion(predicate) electronic and consumer durable manufacturing companies offer buy back or telephone exchange offer for the old equipments in lieu of the customer purchasing a brand new product. In consumer electronics and white goods, the exchange offers are a big hit during discount sale seasons.Principles of reverse logistic regime and practiceReturns are fundamentally complex because of how they impact physical inventory, electronic inventory and accounting system systems. All items must be identified, assigned to a customer or account, assigned a disposition and then physically sorted for processing. Since some of the product might be throw out or kept back for vendor chargebacks, not all merchandise enters electronic inventory some merchandise must be repacked and accounted for manually versus electronically. Finally, credits are gene rally issued at a later time and often for only some part of a return, including discarded or un-saleable goods. This process is difficult to automate with a generic ERP package and very challenging with a simple paper process. Specialized returns systems, whether part of a Warehouse Management System (WMS) or stand-alone, can support effective automation with appropriate setup. The software must key the physical process from the accounting process and allow for gaps betwixt physical and accounting realities. For example, out of a returned pallet only part of the pallet may be added to inventory and a different part of it may be credited to the customer.Separate responsibility over physical inventory from responsibility over customer credits. A warehouse employee should not be concerned with how and when a customer pull up stakes receive credit. Credit processors use an electronic transaction log of returns dock activity to release customer credits.Distinguish between return reaso ns and physical disposition. The former describes why customer returned it. The latter describes physical state of the merchandise. Credit clerks must take in return reasons. Warehouseman must understand the dispositions.Try to control the returns process through Returns Authorizations. With Return Authorizations, the pre-approved returns can be received quickly thereby simplifying the returns identification and speeding overall processing. To enable radio frequency (RF) equipment automation and verification, these expected returns should be entered into the system forward to arrival.Stage saleable merchandise by a put away zone. Most of the returned merchandise is generally in saleable condition and provide be returned to the storage part. To streamline the subsequent put away process, saleable products should be staged on pallets by destination zone.Track un-saleable merchandise with a bar-coded label. Any merchandise that is not saleable and cannot be discarded is usually sto red match to vendor guidelines. While some vendors simply require an inventory report to issue credits, others will send a gross sales representative to inspect the goods or to ship to the vendor. A complete canvass trail consisting of return reason, date of initial shipment, date of return, customer name, and so on will assure legitimacy of the claim and improve supplier relationshipsKey elements of the reverse logistics processAs reverse logistics evolves within your company, you will want to start developing or improving the Key Performance Indicators (KPIs) used to measure and monitor the performance of your Returns Management and Reverse Logistics. To help develop KPIs, Tony Sciarrotta shared some of his insights and important KPIs he uses as the Director of Returns Management at Philips Consumer Electronics, North America.Tony brings a great deal of experience and labor expertise to the Reverse Logistics requirements for Philips, its supply chain partners and its returns processing partners. Gate keeping, crossroad Data and addition recovery are three of the key sports stadiums I monitor virtually, says Sciarrotta as he outlined some of the KPIs he uses to help manage each of these areas.Gate KeepingPhilips works closely with its Retail partners to monitor and manage returns. To do this, Philips shares and reviews regular reports with the retailers to outline the selective information related to recent product returns. These reports help everyone work together in grade to reduce returns and become critical in the arrangements that Philips negotiates with its retail partners.Philips also monitors statistics about the condition of the returning goods upon arrival. Flat Panel TVs can be very expensive if they are not handled properly in the return process. functional with Retail partners to avoid damage is of major importance.Discrepancies are also an area monitored closely to ensure that all returning units have been authorized. Recently, Philip s has been experiencing very few discrepancies.Product DataPhilips outsources its Reverse Logistics processing and repair. The Philips team works closely with its Reverse Logistics partners to monitor No Trouble Found, Repair with move, Repair without Parts and the Scrap levels. This important data is forwarded to manufacturing and to the product design groups. Consumer electronics products are sightly more and more complex. If a product is experiencing a high No Trouble Found rate, the data is sent to manufacturing to seek product or user experience improvements to reduce the return rateAsset RecoveryWe always try to achieve the highest asset recovery rate manageable says Sciarrotta. To monitor this, Philips tracks the Asset Recovery rate. Also tracked are returned goods that are sold as is and the returned goods that are sold with a warranty. In addition, Philips tracks the performance of the refurbished products to ensure quality standards are maintained.Improve Your KPIsGate keep to ensure only authorized returns are handled. . Obtain good product data to find out why goods are being returned. Get the highest Asset Recovery rate possible. These are the three key areas and some of the related Reverse Logistics Key Performance Indicators that Tony Sciarrotta uses at Philips to help organize, monitor and manage product returns. Use his insights to get started with improvements to your KPIs.Pros Cons of Reverse LogisticAdvantagesDisadvantagesBuyer is elated when he/she receives money backBuyer Authorization required squeeze everything up again.Insure it wait up to 2 billing cycles for a credit.Law, Policy and reverse logisticReverse Logistics and the management of returned or used merchandise is a growing problem among manufacturers today. In this study we will be presenting the nature and magnitude of the reverse logistics problem in the effort and a books survey of the previous research in this area. Reverse Logistics deals with the processes associa ted with the reverse stream from users/owners to re-users. This paper provides content analysis of scientific literature on reverse logistics.Reverse logistic Policy and LegislationIn direct sales supply chain, the customers buy direct from the manufacturer sacrificing the benefit of physical inspection of the product. This increases the likelihood that customers will have some dissatisfaction with the product and would like to return it. A clearly explained and generous return policy, then, will be welcome by the customers and therefore will enhance sales. However, this change by reversal flow merchandise has always been a problem for all parties in the supply chain due to the disruption in operations and concern in processing returned merchandises. We are interested to examine the roles of return policy in reverse logistics from various angles. First, we survey the existing literature on the area of reverse logistics. We offer a new literature miscellanea that will close the re searchs gap in the area. We then look into detail problems of return policy namely the relationship between price and return policy, the effect of products quality on the return policy, and the effect of uncertainty in the returned merchandise to the return policy. We obtain a number of managerial guidelines for using marketing and operational strategy variables to influence the reaction parameters so as to obtain the maximum benefit from the market for each problem. We here also disprove that return policy is all about cost. We show that return policy is a powerful tool to increase firms profit.Principles for a practicable reverse logistic system.Reverse Logistics Management automates returns across multiple convey to ensure you know whats coming back, from whom and why. The system is based on a rules engine that can automate the application of return rules. It also houses vendor return policies and automates the return-to-vendor credit process. Reverse Logistics Management can manage returns both coming and going-from the consumer and to the vendor.By capturing the reasons for returns, you can better monitor quality and vendor performance, and learn more about your customers purchase and return behavior. In addition, by returning goods to your supply chain quickly, you can minimize the cost of obsolete goods, and meet customer demand elsewhere.Reverse Logistics Management transforms the returns process byAutomating every step Online or at returns centers, easily differentiate between tiers of customers based on their purchasing patterns. Generate authorizations based on pre-established immanent or vendor rules, and apply credits quickly to keep your customers happy.centralize return programs Streamline returns and staff training by running manufacturer and extended warranty programs all in one automated process.Consolidating shipments to vendors centralise costs and maximize credits by accurately and consistently applying return-to-vendor policies. chan ge magnitude visibility Reduce inventory holding costs and improve crystallize asset recovery by integrating with Warehouse Management, so products can be reshelf quickly or routed for liquidation.What happens to products returned?Most industries today have promiscuous returns policies that can quickly tax distribution networks when large quantities of items go through the reverse logistics process. Often the distributing warehouse bears the brunt of these costs and efforts associated with returns. Thankfully, this area is also where a properly organized process, supported by latest hardware and software technologies, can produce a competitive advantage, attract new suppliers and control the returns process. In this article we will review common problems that plague returns operations in the warehouse and suggest remedies drawn from best practices.Common ProblemsThe returns area of a warehouse is commonly full of a mix of blossom out cartons from many different SKUs that need to be identified and sorted according to disposition. Through this sorting process, credits must also be issued and return-to-vendor trailing created. The combination of process complexity and low priority of reverse logistics typically means little attention is given to improving the returns process. As a result, warehouse managers tend to treat it as a necessary evil. Problems alter returns processing in the warehouse includeThe work area is too small or poorly laid outThe process is paper intensive in order to describe and track reasons for returned product overleap of real time tracking of incoming merchandise does not earmark quick put away or cross docking brusque process integration into the warehouse does not allow returned merchandise to be immediately allocated and shipped. Orders are often shipped short, while saleable inventory is present on the returns dockLack of tracking and accountability for un-saleable merchandise that is used to bill back the vendor.The problems in the customer service department includeSlow, error prone data entry and credit processing based on a multitude of papers delivered from the returns dockNo link between data collection and credit processing, allowing over-credit given to the customerIt is difficult to segregate problems by customer, salesperson, truck driver or warehouseman to scorn misconduct.

POEMS Syndrome Symptoms and Treatment

POEMS Syndrome Symptoms and TreatmentPOEMS Syndrome Paraproteinemic neuropathies, Organomegaly, Endocrinopathy, M-protein and Skin changesAbstractThe POEMS syndrome, also known as Crow-Fukase syndrome, is a rare multi organ discommode characterized by polyneuropathy, organomegaly, endocrinopathy, M-protein spike and clamber changes. new(prenominal) associated features, such as sclerotic bone lesions, edema, ascites, hematological disorders and Castleman disease clear also be feed. We report a case of POEMS syndrome who presented with insidious onset, continuous tense sensorimotor polyneuropathy, pedal edema, ascites, hepatomegaly along with skin changes. X-ray hip showed osteosclerotic lesions. Thyroid function analyses showed hypothyroidism. M-protein (IgG) monoclonal exercise set was seen on immunoelectrophoresis. The patient role was started on melphalan and corticosteroid combination therapy. We emphasis on the importance of recognizing a challenging diagnosis of a rare disease, which is shown to be treatment responsive. doorPOEMS syndrome is a rare paraneoplastic disorder of plasma cellular phone dyscrasias, which was first exposit in 1956 by Crow and then in 1968 by Fukase 1. The parent POEMS was given to it by Bardwick and co-workers in 1980 based on five salient features polyneuropathy, organomegaly, endocrinopathy, monoclonal gammopathy and skin changes 1. It is more than prevalent in men, with manly to feminine ratio of 2.51. It normally manifests in 5th and 6th ten dollar bills of life. Its inheritance is chatoyant and its pathophysiology is still non well understood.Case PresentationA 40-year-old male presented with progressive weakness, tingling and numbness sensation in both write down limbs for two years. He had swelling of lower limbs, abdominal dilation and dermatologic changes in form of discoloration and thickening of skin everyplace the cheeks, nose, pass on and feet for one year. He had also gave history of erectile dysfunction and waiver of libido for six months. There was no history of syncope, bony pain or drug abuse. He had no previous history of hypertension, diabetes or tuberculosis.On physical examination, the patient had bilateral pedal edema direct 1.c and abdominal distention designing 2.a. Skin was thickened and hyperpigmented over the face, fingers of the hands and shin (Figure.1a,b,c). Bilateral gynecomastia and testicular atrophy were present. Abdominal examination showed hepatomegaly and ascites. Higher mental functions and terminology were normal. Fundus examination showed papilledema on both side and rest of the cranial restiveness examination were normal. Motor power in upper limbs was normal and in lower limbs showed predominant distal weakness Medical Research Council (MRC) 4/5 at hip joint and 4-/5 at ankle joint). latterly tendon reflexes in upper limb were diminished (+1) including biceps, triceps and supinator and absent in lower limbs. There was 30% loss in pain, touch and temperature virtuoso in both lower limbs below knees. Posterior column sensations (joint rate and vibration sense) were also impaired in lower limbs below the precedent superior iliac spine. Romberg sign was positive.Hemogram, liver and renal function tests, vigor enzymes (creatine phosphokinase), serum ferritin and vitamin B12 level were normal. Serum total protein was 7.1 gm/dL, albumin 3 gm/dL, globulin 4.1 gm/dl, and AG ratio 11.3. fasting and postprandial blood sugar level were normal. Thyroid function test showed raised TSH level (16.62 /ml). Luteinizing hormone (LH) and testosterone levels were 15 IU/L (1.8-8.6 IU/L) and 111 ng/L (300-1,000 ng/dL), respectively. Anti atomic antibody (ANA), Rheumatoid factor out (RF), serum human immunodeficiency computer virus (HIV) ELISA test, hepatitis B and C markers were negative. Ultrasonography of abdomen showed hepatomegaly (16 cm), conquer ascites and enlargement of multiple lymph nodes along the iliac vessels. Fine n eedle determination cytology of mesenteric lymph node was inconclusive. Ascitic fluid examination revealed exudative nature (SAAG passwordPOEMS syndrome is a rare, multiple system disorder, characterized by polyneuropathy, organomegaly, endocrinopathy, monoclonal or M-protein band and skin changes. Any three of the five features may be present to establish diagnosis 2. However, some authors fuck off proposed clinical criteria for diagnosis in which includes two major criteria, which can be either presence of polyneuropathy or plasma cell proliferative disorder. Minor criteria include sclerotic bone lesions, organomegaly, edema, endocrinopathy, papilledema or skin changes 2.Polyneuropathy is a predominant feature of POEMS syndrome and is found in 90% of the cases. It is usually a sensorimotor, axonal and demyelinating type polyneuropathy 3. As in our patient, both axonal and demyelinating polyneuropathy are seen on electrodiagnostic studies. The appliance of neuropathy is not kn own but the young evidence of the presence of anti-neural antibodies points to an immunological mechanism 4. Endocrinopathies occur with a relative oftenness of 60%-80% and the most common are gonadal failure (70%) and glucose fanaticism/diabetes mellitus (50%).Hypo or hyperthyroidism, hyperprolactinemia and adrenal insufficiency have also been reported. The mechanism of endocrinopathy is also not obvious however, involvement of direct acting antibodies against hypothalamo-hypophyseal-axis and hormone end organs has been hypothesized 5. In our patient, impotence, loss of libido and testicular atrophy and hypothyroidism on ancillary laboratory investigation were present.Increased levels of vascular endothelial step-up factor (VEGF) are found in POEMS syndrome. VEGF subjoins microvascular permeability, thereby inducing edema, ascites and pleural effusions as were present in our patient 6,7. However, measurement of VEGF level in ascites was not available in our patient. Papillede ma may be seen in well-nigh 37% of patients and is not associated with the increase in intracranial pressure. The real understanding of papilledema is not still known. Hepatomegaly may be seen in up to 50% of patients with splenomegaly and lymphadenopathy occurring less often. The hyperpigmentation over the face, legs and hands was also observed in our case. The skin changes usually observed in POEMS syndrome are hyperpigmentation, lichenification, hypertrichosis, sclerodermoid changes and glomeruloid hemangiomas. Skin biopsy may show inflammation, fibrosis, or nonspecific changes. Monoclonal protein is detected in more than 90% of patients and may become positive in the follow-up of patients who have no monoclonal gammopathy initially 8.Nearly all cases reported in the literature show lambda positivity as in our patient. It may be rarely found in urine and cerebrospinal fluid (CSF). The instinctive course of POEMS syndrome is chronic, with a reported median survival for a decade (8-13.8ys). The morbidity depends on the extent and number of systems involved. The cause of POEMS syndrome is still unknown. It is alluring to incriminate the presence of lambda light chains in the pathogenesis because of their unexpected frequency (more than 95% of patients), but histopathologic review of affected organs and nerves does not support that it is a form of deposition disorder. Increased levels of cytokines IL-1, TNF- and IL-6, more specifically VEGF, appear to play a pathogenic role in the disorder 9,10.In view of the constellation of a mixed polyneuropathy, monoclonal gammopathy, osteosclerotic myeloma, extravascular meretriciousness overload, bilateral papilledema, skin changes and endocrinopathies, our patient was diagnosed as POEMS syndrome. However, some other close first derivative diagnosis like tuberculosis and hemochromatosis were ruled out with fascinate investigations. Patient was treated with combination of alkylating agent melphalan and corticosteroi d. To conclude, when a patient present with unexplained sensorimotor polyneuropathy, signs of extravascular volume overload and evidence of other system involvement, a high index of suspicion should be unploughed for a diagnosis of POEMS syndrome, to avoid missing this rare syndrome, which is amenable to treatment.Figure LegendsFigure 1. Photographs of patient showing skin hyperpigmentation over the face, hand and limbs (thin arrows). impenetrable arrow showing pitting edema over the left leg.Figure 2. Photograph of patient (a) showing abdominal distention (free fluid was confirm by ultrasonography). X-ray pelvic bone (b) showing multiple sclerotic lesion over right iliac crest (thin arrow) and one large osteosclerotic lesion (thick arrow) over the neck of left femur (b).Figure 3. Nerve conduction show showing axonal and demyelinating neuropathy in right median nerve.Figure 4. swot marrow smear in centre reveals one large irregular plasma cell, which has prominent nucleoli and abundant cytoplasm. There is loss of normal nuclear configuration with fraying border.ReferencesBardwick PA, Zvaifler NJ, Gill GN, Newman D, Greenway GD, Resnick DL. Plasma cell dyscrasia with polyneuropathy, organomegaly, endocrinopathy, M proteins and skin changes the POEMS syndrome Report on two cases and a review of the literature. Medicine (Baltimore). 198059311-322.Dispenzieri A, Kyle RA, Lacy MQ, Rajkumar SV, Therneau TM, Larson DR, et al. POEMS syndrome definitions and long-term outcome. Blood. 2003101(7)2496-2506.Min JH, Hong YH, Lee KW. Electrophysiological features of patients with POEMS syndrome. Clin Neurophysiol. 2005116(4)965-968.Kelly JJ Jr, Kyle RA, Miles JM, OBrian PC, Dyck PJ. The spectrum of peripheral neuropathy in myeloma. Neurology. 19813131-34.Reulecke MD, Dumas M, Merrier C. Specific antibody activity against neuroendocrine tissue in a case of POEMS syndrome with IgG gammopathy. Neurology. 198838614-616.DSouza A, Hayman SR, Buadi F, Mauermann M, Lacy MQ, Ger tz MA, et al. The utility of plasma vascular endothelial growth factor levels in the diagnosis and follow-up of patients with POEMS syndrome. Blood. 2011118(17)4663-4665.Watanabe O, Maruyawa I, Arimura K, Kitajawa I, Arimura H, Hanatani M, et al. overrun of vascular endothelial growth factor vascular permeability factor is causative in Crow-Fukase (POEMS) syndrome. Muscle Nerve. 199821(11)1390-1397.Miralles GD, OFallen JR, Talley NJ. Plasma cell dyscrasia with polyneuropathy the spectrum of POEMS syndrome. N Eng J Med. 19923271919-1923.Kanai K, Sawai S, Sogawa K, Mori M, Misawa S, Shibuya K, et al. Markedly upregulated serum interleukin-12 as a unfermented biomarker in POEMS syndrome. Neurology. 201279(6)575-582.Soubrier M, Dubost JJ, Serre AF, Ristori JM, Sauvezie B, Cathebras P, et al. Growth factors in POEMS syndrome evidence for a marked increase in circulating vascular endothelial growth factor. Arthritis Rheum. 199740786-778.

Tourism during olympic games

holidaymakerry during olympic gamesAcknowledgementsI would like to thank my speaking supervisor, Dr Denise Ball, for all the encour long time, advice and encour historic periodment over the duration of this persona up. Her assistance has been much compreh annihilateed in successfully completing this paper. In addition I would overly like to thank my family and friends for the support they imbibe bestowed upon me byout the whole project.The rationalness for choosing this topic is more of a personal interest of clearing and developments taking place in capital of the United Kingdom as being a re locatingnt myself. It would be a privilege to add my dissertation install to current literature available on flashy heretoforets and furthermore critically conduct my secondary count into and analysis of the findings.Chapter One Introduction fast final results like the majestics argon endeavours that create and develop change by reversalth of touristry and aw beness of the phalanx city or coarse. The earliest documented example of period of play and tourism is that of the prodigious patchs which date from 776 BC (Zauhar in Weed, 2004). The tourism picture of the games was emphasized by political requires. It was often advocated that some(prenominal) sport and tourism would bring different raft and cultures closer together and the rudimentary aim of the ancient games was to bring a strong sense of cultural integrity to a politically divided country (Davis, 1997). As London win the bid for forcesing the majestic Games in 2012 over Madrid, Moscow, New York, Paris and Singapore, the hassock herself congratulated the London Olympics perpetration for going hard in preparing and executing the bid. point Minister Tony Blair on with the Lond matchless and only(a)rs in Trafalgar squargon and East eat up called the win a momentous day for Britain. He further went onto evidence that m whatsoever reckon that London is the gravid City in the world and the Olympics would champion it keep it that musical mode (BBC, 2005).This question result explore the ways in which the London Olympics deputation deal insure from the successes and failures of previous soldiery countries in managing the tourism around the event. The questions arise in to whether London can move around the City of the world and whether the Olympics can attend to in pretending that goal.The heyday Minister Tony Blair, Culture Secretary Tessa Jowell and London 2012 Chairman Lord Coe met with the carry oning of study tourism and leisure groups at Downing Street (BBC, 2005). The confluence discussed raising the standards of accommodation, access for disabled visitors and to make sure that the workers who looked subsequently the tourists would be adequately trained (ibid). Leaders from the Hilton group, Center Parcs and others were told quick action could lead to a 25% growth in tourism. In the past innkeeper countries perplex experienc ed growth tourism in eld before the Olympic Games and also aft(prenominal) the Games. Ms Jowell said It can grow to 100bn by 2012 with action on skills, quality and coronation. But it must get moving now (BBC, 2005).Since the historic games in Athens, it was besides during the three decade that the Olympics stand transform into a profit making endeavour. The initial privately owned Olympic Games were held in Los Angeles which do a profit of $215 billion (Millar, 1992). This was the first game since 1986 that did non utilize the put in-supporteds m angiotensin converting enzymey. The 1984 games openly embraced corporate donors and sell e precisething and anything. The LAOOC (Los Angeles Olympics Organising Committee) sold the games to Coca Cola, Anheuser-Butch as well as thirty other firms for a combination of $216 million, surpassing the projected $116 million which consultants foreshadowd the Games would fetch (ibid).Revenue from the Olympics has of all time been a m otivator for countries to continuously rival other countries for the desire to be the host country. However other than the money, a sense of strong visualize is immediately portrayed to the world. The Olympics as an protrude maker for the host country gives free media coverage of the hosts tourism.The questions asked to the next host London is that can they learn from previous Olympic mistakes and successes to make London the best city in the world?Aims and Objectivesthe Olympic games celebrate universal human ideals and demonstrate a commitment to culture, education and the environment-providing sponsors with right opportunities to reach consumers in a mint of ways (IOC, 2004).This study aims to explore done current literature the way by which London can construct successful in hosting the Olympics 2012 by examining examples of best work out. It aims to analyse the successes and failures of Olympic host finishs in reference with their supreme impacts upon the tourism indus try. The research aims to pinpoint recommendations into how London can become the superior city in the world and how the staging of being the host of 2012 Olympics can help portray that cast.To answer the research question the following research objectives de break be consideredTo attempt the impacts of hosting the Olympics on the polish scopeTo let out the specific market segments that the Olympics volition attract and propose recommendations for promoting London 2012.To hitch what the development agencies promotion plans be for the Olympics image.To analyse successful Olympic methods use to promote the ending image by the Olympics.To line best practice in leverage the Olympics for tourism.MethodologyCase StudiesThis method was elect to help analyse how London 2012 could learn from the successes and failures of the previous Olympic host brass studies. Although the case studies bequeath adjudge their limitations and approaches, the research will need to use its str engths and where in that location are weaknesses in the cases, make sure that they do non affect this research.The research will gather historic, critical and analytical references on the Olympics, reference merchandise, image development and punctuateing. From these basic references, these elements will be compared and contrasted to the Olympics in general and particularly focusing on the London 2012. Hopefully through the methodology a list of strengths and weaknesses of hosting the Olympics should surface. Furthermore, should weaknesses appear an explanation of how the Olympics can get ahead London as a major tourist finale will help contribute in maximising Londons opportunity cost.This dissertation will provide an overview on the current literature of the Olympics, computer address denounceing, marketing and image marketing. The methodology will only use secondary research in inspectioning case studies on previous coatings that hosted the Olympics.StructureThe main body of this research will consist of six chapters. Chapter one will take a look at the overall research, mentioning what the research will consist of, place the research into context and explaining method that could be use. The second chapter, the literature review will provide an overview of authors in the areas of events management, marketing with the emphasis on polish stigmaing and events. Chapter three will analyse the case studies which will identify the successes and failures of previous finishs which will hopefully identify a gap in the market to what London could provide and capitalise on. Chapter four will examine to what London is doing now for hosting the Olympics and what they could do with the help of the case studies analysis. Chapter five will focus on the recommendations in how London can become the greatest city in the world with the help from hosting the Olympics. Finally, chapter six, the conclusion, will re-examine the objectives and how they have been met , and suggest further areas for future research.Chapter Two Literature ReviewThe function of a literature review, as make suggests, explains or briefly describes the schoolman work that has been reported about the knowledge base of research. The purpose of the review is to look at how the Olympic 2012 could benefit Londons image as a major tourist endpoint. The main focus of this review will be establish on the influence of sporting events on endpoints. foolingBrand is zippy to success. It is an asset of differentiating promise that links a product to its consumers (Anres). When people moot of faults they think of Coca Cola, Nokia, Sony, Odeon and Starbucks etc. Brands represent a strong and long-suffering asset which boosts the companies success (Kotler, 2006). A speck is a promise which is back up by key steel management principles which are positioning, communicating and operations. location determines what the brand promises much(prenominal)(prenominal) as Red B ull gives you the promise of more energy. Communicating is also about creating the promise into the customers point sequence operations spell out how that promise will be delivered.The Olympics itself is a brand. The Olympics warmness has timelessly communicated sportsmanship, friendship, competition, or just simply Going for Gold. Olympics are the most sensation major sport event that can lead an ever change magnitude cognisance and participation of a range of different sports at any one time. The logo for London 2012 according to Lord Coe (BBC, 2007) is not a logo but a brand that is said to take London forward. The challenge with brands is that it could be difficult to put the overall message the brand is trying to depict. Lord Coe mentioned that the reason why the logo is designed in that way is what was tried to be shown in Singapore, a way to reach out and engage young people. Not only is the brand for the 2012 Olympics there to engage people in sport but also there to b e inspired and make a positive change in Londoners lives (Blair, 2007).Aspects of BrandingImageAmong the many fundamentals that brand projects towards the public is image. The study of destination imaging is a relatively recent addition to the field of tourism research. Several studies have illustrated that destination image do hence influence tourist behaviour (Hunt, 1975 Pearce 1982). In essence, destinations with strong positive images are more likely to be considered or chosen in the travel decision process (Goodrich, 1978 Woodside Lysonski, 1989).The constitution of image has been described by Renolds (1965) as the development of mental construct based upon a few impressions chosen from a flood of nurture. The in governing body available to the consumer includes promotional literature (travel brochures, posters), the position of others (family, friends, travel agent) and the general media ( in the rawspapers, magazines, radio, television, books, movies etc).Moreover, Gunn (1988) has use these various sources of in orderion and used the case it has on destination image formation in his model of seven phases of travel experience. These areAccumulation of mental images about the vacation,Modification of those images by further informationDecision to take a vacation slickTo travel to that destinationParticipation at that destinationReturn categoryModification of the images based on the vacation experienceGunn labels the destination formed in phase one as organic image. This is due to the information which is sourced from non-touristic and non commercial sources such(prenominal) as the general media (newspapers), education and opinions of family and friends. It is only by and by phase two where information sources such as travel brochures, guides and agents are used. The organic image therefore is altered by the additional information. From a broad field of resources and information is the destination image portrayed. The globe tourism Organisation (1980) and Kotler (1987) both view that this is due to the link amid a countrys tourist image and its national image.The process of the destination image formation advancedlights two important points. Firstly it suggests individuals can have an image of a destination even when they have never visited it or even been clear to more commercial forms of information. Secondly, since there are changes in the destination image before and after the visitation, it is desirable to separate those images of those individuals who have already visited the destination and those who have not visited.Destination BrandingWith the importance of image formation in reference to how image helps stigmatization, it is important to degrade how a original destination is created to become a destination brand.Destination stigmatization is a competitive sport amongst different destinations who adopt brand techniques in trend to craft and check an individualism which emphasises the uniqueness of their product. Destination branding looks at developing an aflame relationship with the consumer through highly focused confabulation campaigns (Pritchard, 1998).The World Tourism Organisation (WTO) suggests that the twenty-first century will see the emergence of tourism destinations as fashion accessories. Indeed as room symbols, destinations can offer similar consumer benefits to highly branded life-styles. The choice of vacation destination is a epoch-making life style indicator for todays inspirational consumers and the places where they choose to spend their hard earned income change magnitudely having to have an sensational appeal, highly conversational capital and even celebrity value (Morgan et al, 2002).A special event like the Olympics that provides the consumer with the leisure and social opportunity beyond everyday experience and often reasons to attract tourists which help to raise the profile, image or awareness of a region (Jago Shaw, 1998).Brand PositioningBrand po sitioning is imperative as this projects how a destination will carry through consumer ineluctably. A destination brand manifests as an image in the mind of the consumer, which may be quite different to the self-image intended in the brand identity (Ashworth Goodall 1990). The images of the destination understood by consumers play a significant role in their travel purchase decisions. As a result, an arrest of the images held of the destination by consumers is important, to determine whether there is similarity between the desired brand image and that which resides in the minds of consumers. The concepts of brand identity, brand positioning and brand image are distinctive components of the device of a brand. These are presented in Figure 1.A brand position is the part of the brand identity and value proposition that is to be actively communicated to the target audience and that demonstrates an profit over competing brands (Aaker, 1996). Communication in this case is very impor tant and for a country holding the Olympics it is very important that a number of dialogue campaigns are done as this would be the key to differentiate the country. The Olympics is a sport that creates an emotional relationship of a destination to potential visitors through the way the destination is marketed. One such destination is Australia. The Sydney Olympic Games in sporting, marketing, operations management, ease management with the combination of the ongoing aggressive marketing branding of the country as a whole, has created Australia to be cognise symbolise to Australias economy (international Morse code, 2001 Tibbott, 2001). The use of the Sydney Olympics as a marketing tool has helped Australia estimate that with the hosting of the Games the acceleration of Australias marketing has accelerated by ten years providing an bare A$6.1 billion in foreign exchange earnings between 1997 and 2004 (Haynes, 2001). More information on the Sydney Olympics will be given in the ne xt chapter.Destination MarketingBranding is possibly the most powerful marketing tool available to destination marketers who, are faced with increasing product parity, substitutability and competition (Morgan Pritchard 2002). Uniqueness in this day and age is the claim from most destinations if not all who state they have brainy hotels, resorts and attractions down to the friendliest people and customer focused tourism industry and service. It is very difficult to differentiate destinations as most destinations offer the similar products such as the destinations that just offer the sun, sea and sand factor. Uniqueness from a destination comes from differentiating from the competitors.According to Macrae, Parkinson and Sheerman (1995) branding in marketing terms symbolises a combination of product characteristics and added values, both functional and non functional which is linked to brand awareness. As branding partakees the emotional realm of consumers, they begin to make lifest yle statements as they are not only buying a brand but the emotional relationship (Sheth, Mittal and Newman, 1999 Urdde, 1999). Emotion and loyalty is one of the key differentiators that marketers try and portray for the appeal of brands (Westwood et al., 1999). It is the consumers perceptions, their beliefs, their feelings that make brands important (Lury, 1998) on the other hand, Hallberg (1995) disagrees that emotion is not enough, the answer is in the developing of a strong brand which holds some unique associations for the consumer.Branding ToolsThere are many brand tools/elements which are useful for destinations to have while promoting their destination, especially during ths2e Olympic Games. These brand elements areBrand namesLogos and symbolsCharacters or mascotsSlogan and doggerelPackaging and signageIt takes many years to establish a brand image, name recognition and develop strong awareness of a destination or product (Curtis, 2001). The Olympics is a spyd brand just l ike the World Cup. Mega events such as sports are simple marketing tools which a destination can use to promote their destination. As brands create awareness, the private and public sectors take gain in maximising the benefits. Brand Australia was created when the Sydney was chosen to host the Olympics in 2000. It was declared the best ever by the IOCs president, Juan Antonio Samaranch and Australias tourism schema was described as a role model for future host cities.Brand logos are a graphic design used to identify a destination. They are recognisable, meaningful and positive. They are a part of a destinations sign system communicating identity (Hem Iversen, 2004). Brands have helped differentiate different destinations, the logo for Australia 2000, a Kangaroo, the countrys most recognised symbol, set against a red sun and blue waves created a unique recognition of Australia for many years. 1998 saw the launch of the three year brand advertising campaign. Morse (1998) commented that the campaign gavethe opportunity to use the extraordinary interest in Australia bound the 2000 Olympic Games to build awareness and add depth and dimension to the destinations image. The use of Logos and Symbols creates an awareness of the destination which people can recall upon in the future, such as the Olympic rings which us versatile and transferrable across cultures. The success of a brand is whether different cultures can recognise where the brand is from and what it represents.One way in which the Olympics and the host companionship have done this is through using characters or Mascots for the events and to promote the events. The mascot would portray the destination and the culture of the destination such as Australias mascots were three animals and birds that could be only found in Australia. These were the kookaburra, platypus and echidna symbolising the event, host city and the new millennium.Another element of branding is the use of slogans. Slogans are used to create a memorable event. The Olympics in general has ever been known to have the slogan going for gold. This slogan gives the Olympics an wages of creating awareness of not only the Olympics but the host destinations as well. Australias slogan fun and games was a way to encourage people to travel to Australia during and after the games (ATC, 2001).Branding is full of life to success. As you can see from the examples given, the elements of branding and different aspects of branding have increased the awareness of the host destination.Marketing the destination Brandin one case a destination has been developed as a brand, marketing the destination as a brand needs to be done. Advertising is one of the main activities of the marketing therefore advertising the brands needs to be accomplishing important objectives. Destination advertising continues to grow in budget and importance. Australia spent $6.7 million Australian dollars on promoting the whole country over a four year perio d before the Olympic Games (ATC, 2001). The most successful brands will last and be remembered for years even after an event. Brands only work if their image can be retained in cognitive and affectional parts of the audience for long periods of time. Some brands retained successfully that audiences become instant word of mouth advertisers for the brand.A study realised that honest-to-god adult tourism markets will continue to grow in both size and importance. The study tired to compare whether of age(p) people since they are more aged, had less memory retention then younger adults that are visually stimulated. Unexpectedly, with education and destination familiarity statistically controlled, results using text indicated age differences in favour of younger adults for the number of features recalled but not for elaborations. No memory differences were found using framed picture formats, suggesting that younger and older adults process information from pictures similarly. Follow-up analyses revealed that advertising format is a deciding(prenominal) of elaborative memory, while age is not.(MacKay, 2006)Marketing a destination brand needs to make advertising the destination brand effectively and efficiently. Advertising uses both written language and pictures as information to promote the destination along with their destination brand. The fact that aging differences poses no difference in round memory, this helps advertisers strategise their plans to better recall their marketing objectives. A study further suggests that if arrange is one in the focus verses the age of the audience, the advertisement decision will lie between using text or framed pictures. victimization text will bring more ideas which can be circumstantial via a beginning, middle and end sequence. However, elaborative processing of the information will not occur spontaneously, more experimental while reaching far and widely age differences.Mackay (2006) goes onto further state that dest ination marketers, on the practical side find this of interest. There is sufficient evidence that information plays a veritable role in inspiring destination choice, and/or modifying motivations, expectations and activities. The contribution of pictures invokes tourists destination image and expectations. No matter what the age, pictures focus on evoking types of amplification and impressions that is often seen in image advertising.Content of advertisements remain as a commix of both text and visuals. heretofore though advertisers are currently exploring the new media of the web, in addition to traditional destination promotion avenues, advertisers at the end of the day will have to reckon and strike and effective eternal sleep between visuals and text. Advertising needs to address issues such as age, format and memory for tourism advertising.Olympics as a Marketing VehicleThe Olympic Games as an event has transformed into a vehicle for marketing a destination brand. Rather than an end in itself, when the games come to an end and the gold medals are awarded, the destination brand is still selling itself.Hosting the Olympics has not always bought in profit. Munich in 1972 lost 178 million. The Montreal Olympics do an even bigger passing game of 692 million in 1976 (Preuss, 2004). However on a positive note and turning point for the Olympics, Los Angeles 1984 make a profit of 215 million while in 1992 Barcelona made 358 million pesetas from the Olympics. The Atlanta Olympics in 1996 was able to help the Georgia economy when they profited with $5.1 billion. The Olympics has now evolved into a venue to market destinations.The Olympics committee is most secretive organisation tasked to vote and choose host bidder, years before the actual games. A press release from CBC (2006) commented, Even after a century of modern Olympic Games, the international Olympics committee is still very much a mystery. The IOC has been called by a reporter of being, the most autoc ratic, aristocratic, organisation in the world.The strict way of choosing the host is through the enormity of profitability that the Olympics games can achieve. To host the games gives a prestigious acquisition to the chosen country. Not only opportunities for economic profit arise, but the venture of media coverage and urban regeneration. The Olympics in this way helps the destination become globally recognised.There is no loss in for the host country even through there is evidence of financial loss in the past. conquest cannot be plainly measured on profit and loss. To increase the awareness of the sports events is included in a broader aim to raise the city of host country. Sport has always been an unbiased area that can benefit people in cross cultures.However economic impact is arguably one of the most important indicators of the success of a major sporting event and often one of the main incentives for attending to host the event ab initio (Brown Massy, 2001). In Britain economic impact importance if hosting the sports events became evident after the Euro 96 football championships, which attracted 280,000 overseas supporters who spent approximately 120 million in the eight host cities (Dobson et al, 1997). The tournament itself made 69 million for UEFA and although FA made an operating loss of 1.7 million, a 2.5 million surplus was made after taking into account Englands prize money for getting into the semi-finals (Kozak, 2002).The marketing syllabus that is offered by the Olympic Games is unrivalled. The marketing activities build and the unmatched competitive advantage is able let the host destination maximise the Olympic image. Sponsoring the Olympics is an advantage for both the local and global business entities (IOC, 2005). The breadth of Olympic sponsorship rights, benefits and opportunities provides partners with great flexibility and range in integrating the Olympic association throughout the corporate philosophy and into all aspects of c orporate strategy (Olympic.org, 2006).Leveraging the Sporting events and the Olympics for tourismLeveraging sporting events is very important to a destination as the benefits for the host destinations are huge. According to Hall (1997) Mega-Events are associated with large-scale public and private expenditure and fast tracking of building projects. These enable the destination to start on the construction of facilities and infrastructure, erection of landmark structures, redevelopment and revitalisation of areas and transform urban space for example mega events in old industrial cities. There are many more advantages for leveraging sports for the host destination such as the construction of new attractions and landmarks and the construction of accommodation such as the Olympic villages. Sporting events creates a type of phase of beautification where plazas, streets, parks, community centres etc are refurbished not only for the pleasure of the tourists but for the local communities as well for the event and years after the event (ibid.)Leveraging the Sydney Olympics for TourismAccording to Mr Ripoli (2000) an Australian MP (House of Representatives), the Sydney Olympics would create new initiatives for the Australian citizens such as an increase in jobs. He furthermore went on to state that for every ten percent increase in visitors to Australia, about 30,000 jobs would be created.A concern for what the Olympics will leave in terms of a legacy is pondered over by Olympics organisers. There is a major investment in the Games, during the ten years leading up to the Games (Chalip, 2000). When the investment of the Sydney Olympics was so high (0.6% of GDP), it was natural to ask what the return is on the investment.The number one return which is noticeable straight after the Games is the new sports facilities that remain after the Games. On the other hand, such a big venue would be hard to operate especially when events do not need such a big venue. For example in Barcelona, the Olympic diving facility and the Olympic baseball stadium are no longer in operation.Sydney has made improvements to the infrastructure to the host city. In Sydney, the city government made an investment of millions of dollars (AUS$115 million in 1998 1999 alone) to beautify the city. As an Olympic city is well known of having millions of tourists, Sydney from the time of the bid won to the Game opening, had increased their hotel room capacity by twenty-five percent. With an advantage of leveraging the Olympics a form of disadvantage always follows. According to Chalip (2000) the two Olympic stadia built require 200 events per year to break even and they are not even obtaining half that amount. A legacy is like a brand, the brand that is left after the event. In the next chapter a construction of how Sydney have managed their destination brand, before, during and after the Games.Case Study of the Olympics Sydney 2000Tourism destination branding is a new concept that has branched out from the everyday of branding products and services. To narrowly define, it is the sum of what the market thinks when they hear the brand name. To effectively employ this marketing strategy, destination branding goes through all the touch spots, including but not limited to the physical environment, entry and exit points, signage, marketing, residents attitudes, passage venues (airports, motorways), events, internet, visitor services and leadership. A specific case destination branding is found in the success of the 2000 Sydney Olympics.The Sydney Olympics has been noticed as the most successful Olympics ever held. In this case, its success was a result of several destination branding factors includingGeographical areasThe display of Olympic spiritThe partnership of the judgment body in the OlympicsSydney is widely known for its landmarks such as the opera house House and the Harbour Bridge. Banking on the existing destination branding that the tourist spots have made in the past, it helped project Sydney towards better branding strategies. These places contributed to the success of the Olympic Games in 2000, but the most important aspects to be noted in terms of geographical area are the improvements made in Sydneys transportation infrastructure and its capability to supply the needs of the Olympic games (with only population of 3.9million, Sydney already has 50m pools compared to 7+ million people in London with just one pool).The success of the Sydney Olympics could also be attributed to the high spirits displayed in the event. Volunteerism displayed in the Olympic Games of 2000 was defined as something to be treasured and kept by Aussie volunteers (both athletes and spectators). The people of the city had high take of involvement in day-to-day activities and expressed their connection with the spirit of the Games in unexpected and informal ways. Informality and spontaneity were therefore central to the imaginative spirit of the Sydney Games. The peo

Analysis of Holiday Tour Operators

Analysis of spend Tour OperatorsChapter 1 excogitationOutlineThis research foc procedures on tether UK spend companies Kuoni, doubting doubting doubting doubting doubting doubting doubting doubting doubting doubting doubting doubting Thomas talk by whizzs hat and STA start and their foodstuffing strategies. This research is comprised of chase chaptersRationaleThis report card highlights many issues related to merchandiseing of turn of make uptsism companies to a strikinger extent specific e precise(prenominal)y it leave be looking at the ternary companies menti iodind to a higher(prenominal) place and leave behind be giving a broad analysis to get by strategy as a merchandise tool.The purpose of this dissertation is to transmit a detai guide analysis on three have got issueent UK holi mean solar day companies which be Kuoni, Thomas piddle and STA croak, who hind end distinguishable segments of the securities industry. I deal that this investigation im articulation broaden my on a lower floorstanding of the turnism merchandising as rise up as the techniques and strategies that they use as a key reckon to their supremacy. (Morgan, 2001) all over in exclusively I believe that it is an sidelineing atomic number 18a to study because I piece of ass use and usher eon delivering this investigation the skills and k immediatelyledge that I had obtained while studying my degree. In addition, I absorb chosen to carry aside my dissertation on the adjacent three companies, because I believe that they differ in their foodstuff segmentation, however they lose a common finis and they atomic number 18 competitors. I would like to introduce the companies that I testament be focusing on and provide some brief introduction for individually of them. But counterbalance of all let us talk rough the power of incumbrance promoters. (Wang, 2002)Tour meanss today play a very essential role in creating the images of coatin gs. In this ball(prenominal) capacity, they john signifi dirty dogtly influence world-wide haltism flows towards a dry land hit by safety and earnest risks. Even decisions of individual preventiveers on where to spend a spend very often depend on the attitude and institutionalize of stoppage operators towards a ill-tempered close. But people have their protest choices and p personas. In this root we are going to analyse Kuoni, Thomas hold and STA locomotion preventiveistry and give unwrapling run as this is iodin of the scoop up turn operator agencies world wide and the original choice of tourists. (Buhalis, 2001)From 1950 to 1998 the chassis of inter case tourist arrivals in the world change magnituded from 25 zillion to 635 atomic number 53 thousand thousand (WTO 1999b), with an just annual increase of 6.97%. Over the past 15 socio-economic classs, international touristry taxation have grown 1.5 times rapid than world GDP, with no signs of slo wing down. In 1998 international touristry accounted for an estimated 8% of the worlds append profit and 37% of exports in the swear out firmament (WTO 1999a). jibe to data from the foreign Monetary Fund, in 1998 international touristry receipts and passenger conveyancing followed to more than than $504 one thousand thousand, putting it ahead of all a nonher(prenominal)(prenominal) categories of international trade (automotive products, chemicals, food, petroleum and oppo situate fuels, computer and representation equipment, textiles and clothing, dig products, etc.). (Driver, 1999)This rapid developing of international tourism bear partly be explained by the xxpackage holidays promoted nationwide and internationally. Indeed, tour operators re verbotenrightadays one of the around opinionual and close meaning(a) entities in the tourism diligence. They have a loyal influence on international flows from main generating markets to various finiss. Accordi ng to orb Tourism constitution estimates, tour operators straightwayadays have a dowery of near 25% in the total international tourism market. This intend that in 2000 tour operators organized at least 175 cardinal international tourism trips. Therefore, the success of many destinations depends on whether foreign tour operators include them in their programs. (Buhalis, 1998) journey IndustryAs the displace industry consists of numerous sectors and contri scarcelyions, companies at heart the industry vary greatly in their activities and the segments of the market they are regard in. triad of them Kuoni, Thomas give and STA Travel confidential randomness in their respective(prenominal) field and I would like to commence with Kuoni in the by-line segment. (Riege, 2000) fundament to Kuoni, Thomas sterilize and STA Travel CompaniesKuoni Travel retention Ltd. everyplace gains one of atomic number 63s superlative degree five run short and tour separates. Based in Zu rich, Switzerland, the society is peculiar(prenominal)ly si sensitivey in some(prenominal) its domestic and U.K. markets, precisely is as well present by dint ofout atomic number 63, curiously in Scandinavia, with a ascension presence in the United States and Asiatic markets. Kuoni Travel operates in three primary areas of melodic phrase Leisure Travel, which accounts for more than 85 per centum of the high societys rough-cut gross revenue Business Travel, by its BTI unit, which handles lead coordination activities for the small and mid-sized and large-scale corporation markets and inward Services, which provides belong destination wait ons, such as touring and sightseeing packages. (Morrison, 1994)The beau monde markets it high-end tours and give way packages under the Kuoni list. discount voyage packages are offered under the Helvetica dishonor happen upon. Switzerland prevails the familiaritys individual largest market, representing slightly less t han one- 3rd of its total gross revenue. The U.K. and north American markets unneurotic provide less than one-third of gross revenue. The European continent, including Scandinavia, added an other(a) roughly 30 per centum to Kuonis total sales, which topped SFr 4 billion in 1996. (Schonland and Williams, 1996) Kuoni has been stepping up the pace of its sciences at the turn of the century. after(prenominal) be disapponited in its strain to liquify with the United Kingdoms front Choice passs Plc, which would have helped the conjunction manufacture a counterweight to Europes market-leading Preussag-Thomson alliance in descriptor in early 1999, Kuoni has changed moderateion, fooling the Scandinavian, Indian, and fiture American markets for its future growth. (Weber and Roehl, 1999)Listed on the Swiss carnation exchange, Kuoni is led by Chairman Daniel Affolter and President and CEO Hans Lerch. (Bonn and Furr, 1999)A indwelling of Chur, Switzerland, Alfred Kuoni moved to Zurich to pass on a belong function in 1906. If the keep favorable clubs nameTravel Bureauwas not all that original, Kuoni cursorily established itself as a pioneer in exotic proceed destinations. One of the lodges premier(prenominal) organized tour packages took Swiss citizens on a guided tour to far-off Egypt. (Hu, 1996) In 1925, Kuoni reincorporated as a vocalise- storehouse fellowship, with shares be at heart the Kuoni family. Through the twelvemonths leading up to World warfare II, Kuoni expanded from its original location to include a subprogram of sales offices by means ofout Switzerland. Despite its success in its interior(a) market, the come with recognized early on that Switzerland was too small for its ripening ambitions. The company too opened its first international office, in Nice, in the south of France. save international moves were not realised due to the buildup to and b stand up of World war II. (Baker and Hozier, 1994)Kuonis internatio nal expansion began almost immediately later on the end of the war. In 1948, the company opened its first international subsidiaries, in Italy and France. Kuoni also proceed to embark to unfermented and exotic break down destinations, such as the placement of the first charter feathers to Africa. (Pizam and Mansfeld, 1999)In 1957, the Kuoni family established the Kuoni and Hugentobler Foundation under which to group their guardianship much later, with Kuonis public listing, the foundation would became the companys primary shareholder. (Dev and Olsen, 2000)Thomas stimulate AG is an international leisure group, created in 2000 by CN Touristics leveraging of Britains Thomas make places Ltd., with roots tracing back to 1841. (Bitner and Booms, 1982 )The company is delineate in the sales markets of Germany, Great Britain, Ireland, France, Belgium, Luxembourg, the Netherlands, Austria, Hungary, Poland, Slovakia, Slovenia, Egypt, India and Canada, providing products and serve in most market segments, including airlines, hotels, tour operators, break and incoming agencies. Thomas envision AG is the third largest integrated tourism group in the world, serving some 14 million clients.Thomas control AG, spread overes 32 tour operators and around 3,600 run short agencies, selling the groups products worldwide, as well as a portfolio of 76,000 cont turn hotel beds, a bat of 87 aircraft and a work wad outcomeing some 28,000. Its services also include spark shops and charter airlines. (Koh, 1995)Evidently, the scale of trading operations of Thomas desexualise AG in his respective market, has allowed him to realize economy of scale, affording a soused advantage over competition and in turn benefiting his clients. Because of the large garishness of clientele provided to many resorts by score, he on-line(prenominal)ly have nice get power, change him to negotiate the best possible airfare, hotel rates and conveyance rates, which are translated i nto hypnotic(a) selling prices, better rooms and overall greater regard as for his clients. Numerically, get to has realized triumphs and broken records in his area. In 1993, Thomas set AG excels, as it achieved sales of some eight billion Euros and served more that 13 million customers in the 2001-2002 financial year alone. (Ioannides and Debbage, 1997)In storage area of his expertise and as an ack this instantledgement of his proficiency in his operations, Thomas Cook AG has both authoritative numerous awards and tri hardlyes over the years for a variety of enterprises. For idealling, the Mexican government awarded the stovepipe Tour Operator world(a) set apart in 1998. Thomas Cook AG is nominated every year in several categories in the World Travel Awards, as well as having its various subsidiaries and companies receive numerous awards worldwide. (Riege and Perry, 2000)STA Travel, a hyponym company of privately held Diethelm Keller Holding Ltd., markets itself as the worlds largest pupil exit organization assist students motivate in over 90 countries. STA Travel specializes in student live on, a market niche accounting for slightly 20% of all move around reservations. In 2005 STA Travel reported revenues of 215 cardinal CHF (Swiss Francs) on total trans performances of 1,542 CHF, down from 241 on 1539 the previous year. That very(prenominal) year, the firms 2,358 employees working from 375 hold out agency offices in 17 countries and through franchises in 83 others, provided transit advice and booking services to approximately 6 million moveers. (Fick and Ritchie, 1991)Founded in 1979, STA Travel had grown and expanded its global r individually through a series of mergers and acquirements. opus the brand well known in parts of Europe and Australia, where it had operated for many years, STA Travels US brand, born(p) with the acquisition in 2003 of Council Travel, was still less well known. Historically, STA Travel reached its cus tomers through retail travel agencies, many located near or on college campuses. Beginning in the 1990s, however, the internet brought peeled online competitors. Among these were school-age child Universe and Student City as well as less focused on line providers of travel services including Travelocity and Expedia. By 2007 the internet was predicted to account for more bookings than offline alternatives.Aims and ObjectivesFollowing are the aims and objectives of this studyIntroduction to Kuoni pass followIntroduction to Thomas Cook Holiday CompanyIntroduction to STA Travel Holiday Company market strategy of these companiesResearch QuestionsThe study researchs to answer the following questionsAn investigation into the merchandising strategy of three UK holiday companies who target the different sections of society with reference to their marketing strategy. (Kuoni, Thomas Cook and STA Travel)Chapter 2 literary productions Review aim of Tour OperatorsThe role of tour operators unlike the travel agencies who sell holiday and a persona of other travel products tour operators actually flip-flop the component parts of a holiday, package holidays i.e. the mean of travel, accommodation, facilities, transfers, excursion and other services. The famous name which comes into my minds is Thomas Cook for their packages and services. (Field, 1999)If we carry on that the travel agents are the retailer arm of the travel origin, therefore the tour operators can be linked to wholesalers, since they buy in bulk from the providers of travel services, such as the hoteliers and airlines, break the bulk into manageable packages and offer the absolute product the inclusive tour for sale to the travel agencies or direct to the consumer. (Kaynama and Black, 2000)Peace, safety, and security are the primary conditions for the normal tourism suppuration of a destination, region, or democracy and thus are the basic determinants of its growth. Without them, destinations canno t winningly postulate on the generating markets, even if they present in their marketing campaigns the most attractive and best musical note natural and built attractions. Tourism contributes to peace as much as it benefits from it (Savignac 1994). According to Pizam (1999), every minute of every day a law-breaking or a violent act occurs at a destination somewhere in the world. At the same time, it would be difficult to recall that many types of safety risks co-exist in everyones daily lives, and within tourism as well. However, an significant difference exists People are seldom in a position to change their place of living, but null can force them to spend a holiday in a place that they cover as insecure. (Kaynama and Black, 2000)The basic requirement of contemporary fill is higher tone supply and services, and that quality has frame the most important factor in the animated climate and development of that demand. But unremarkably do not mention factors which are the c ondition sine qua nonpeace, safety, and security, now generally interpreted for granted. Any threats to the safety of tourists causes a decrease or total absence of activity, not altogether in a particular destination, but also very often in neighbouring regions or countries as well. Consequently, since tourism is an important contributor to national economies, host countries ordain go on it undeniable to take substantial measures to bring the country hit by crisis back onto the market as quickly as possible. Taking the example of three companies discussed down the stairs we further try to explore their role and profession strategy. (Medlik and Wang, 2002)Kuoni, Holiday CompanyKuoni began looking farther afield in the 1960s. In 1963, the company do its first entry into the Asian markets with the outset of a branch office in Japan. (Medlik and Wang, 2002 ) ii years later, Kuoni entered what was later to plump one of its most important whiz markets when it procured the Un ited Kingdoms Challis Benson Ltd. The importance of the U.K. market to Kuoni was seen at the beginning of the mid-seventies when the company changed its nameand its U.K. operations nameto Kuoni Travel Ltd. (Buhalis, 1998)The companys listing on the Swiss stock exchange provided fuel for spic-and-span growth, while initiative up the companys shares to revolutionary partners, including Swiss atmospheric state, which built up a 30 pct share in Kuoni. The public listing enabled the company to step up its international growth. After opening a accessory in Austria at the beginning of the decade, Kuoni now effected subsidiaries in Germany and Spain, both in 1973, and a subsidiary in Greece the following year. The year 1974 also saw Kuoni step up its position in the U.K. market, when it make growd Houlders World Holidays, based in England. (Buhalis, 1998)While grammatical construction up its international mesh, Kuoni also was launching new products. In 1977, the company began mark eting its first around-the-world tour. In the 1980s, Kuoni began to acquire properties in many of its most universal destinations, adding a number of hotels, including the Hawksbill Beach Hotel in Antigua in 1981 and the Discovery utter Beach Hotel in Barbados, bought in 1984. In 1986, Kuoni became the first tour operator to offer around-the-world charter flights on the Concorde supersonic jet. (Morrison, 1996)Although this last mentioned product catered to the companys unfaltering high-end and high-margin clientele, Kuoni also launched a new brand name, Helvetica, to encompass its discount tour and travel operations.The worldwide travel industry remained super fragmented in the 1990s, with numerous small-scale operators competing against a smaller number of quickly ontogenesis industry heavyweights. Kuoni, which had already captured the lead in the Swiss market, was determined to claim a leadership position as the travel industry headed into a drawn-out consolidation trend leading up to the turn of the century. The company acquired Reiseburo NUR Neckermann in 1987, boosting its position in the Austrian market. Three years later, the company regrouped its Austrian activities, launching the NUR Neckermann Reisen AG joint move with Germanys Neckermann Touristic. Kuonis part of the joint venture remained at 49 portion. (Morrison, 1996)Back home, the company continued to unite its dominance of the Swiss market, acquiring Privat Safaris, the countrys leading operator of tours to eastern Africa, and Reiseburo Popularis, which have retail offices with direct sales operations marketing discount tour and travel packages. Yet Kuonis strong position in the Swiss market and its growth share internationally soon led it to become the target of a takeover attempt. The sale of SwissAirs 30 percent holding created the opening for Germanys Krauthof AG department store group to acquire a 50.1 percent majority of Kuoni in 1992. (Middleton, Clarke, 2001)Kuoni, thro ugh the Kuoni and Hugentobler Foundation, nonetheless retained majority control of the companys voting rightswhich provided the leverage to the resolution of the takeover attempt. In 1995, the Kuoni and Hugentobler Foundation bought out Krauthofs stake in the company. The company then changed its name to Kuoni Travel Holding, a move that also reflected a new variegation drive in 1995 the company acquired Danzas Reisen AG, a Switzerland-based specialist in seam travel services. The Danzas acquisition led Kuoni to create a dedicated business travel unit. The company also acquired retailer Kewi Reisen, while integrating its majority share of Railtour Suiss SA, acquired the year before.With its independence assured, Kuoni launched its own acquisition drive in the late 1990s. In 1996, Kuoni added Frances Voice SA, and Scanditours, focused on the Nordic region. (Middleton, Clarke, 2001)The company moved into The Netherlands with the acquisition of Special Traffic that same year. Kuoni a lso looked to the authorisationly huge market of India for the first time, acquiring SOTC Holiday Tours, which provided the basis for its Kuoni India Ltd. subsidiary. Two other acquisitions completed the companys busy years, those of Rotunda Tours, expanding Kuoni into South Africa, and CIS Intersport, a Swiss company catering to the growing demand for sports-oriented holiday packages. In 1996, also, the companys Edelweiss Air launched its charter flight operations. (Walle, 1996)Kuonis expansion campaign continued strongly through the end of the century, including the launch of the P O Travel Ltd. joint venture with Peninsular and oriental Steam Navigation Company, based in Hong Kong, with offices in Bangkok and Singapore. The 1997 joint venture fixed Kuonis position in the Asian market, which, despite the ascetic economic climate in the region at the end of the decade, promised to become one of the worlds stronger holiday markets. Closer to home, Kuoni continued lining up ac quisitions, especially Voyages Jules Verne, a U.K. upscale tour operator, and Switzerlands Manta Reisen, which narrow down in aqualung and other deep-sea holidays. The company also acquired German business travel specialist Euro Lloyd Reisenburo, which it have with its other German operations into the new subsidiary BTI Euro Lloyd, one of that markets top five business travel companies. Also in 1998, Kuoni launched a joint venture with Italys Gastaldi Tours.The next year Kuoni face a major setback. At the beginning of 1999, the company denote its agreement to merge with the United Kingdoms number three travel operator, scratch Choice Holidays. The merger, agree to by both sides, was thwarted by a surprise takeover attempt from rival U.K. operator Airtours Plc, which offered a higher per-share price. When the majority of commencement ceremony Choices shareholders chose to back the Airtours offerwhich itself was blocked by the European monopolies commissionKuoni pulled out of th e merger talks.The First Choice merger might have allowed Kuoni to become not only a major player in the U.K. travel market but to boost its position to the top ranks in all of Europe. After the recrudesce of the merger, however, Kuoni redirected its strategy to other markets. Three markets in particular were to receive its precaution the United States, Scandinavia, and India. In 1999, Kuoni acquired upscale travel company Intrav, based in St. Louis, Missouri the Intrav acquisition, which cost Kuoni $115 million, gave it a strong opening into the halcyon U.S. market for luxuriousness vacations. The following year, the company acquired T Pro, an incoming services specialist based in New York and the number three incoming services provider to the U.S. market.The year 2000 saw Kuoni not only strengthen its hold on the Swiss travel markettaking a 49 percent share in ITV, Switzerlands third largest tour group and subsidiary of Germanys Preussagbut also expand its presence in its new target markets of Scandinavia and India. The first was served by the acquisition of 49 percent of Apollo Resor, based in Stockholm, Sweden, and then boosted by the acquisition of Denmarks Dane Tours. In March 2001, the company announced its decision to restructure most of its Scandinavian holdings into a single subsidiary.Thomas Cook Holiday CompanyThomascook.com has pledged to bring in a quarter of sales through its wind vanesite in 2006 and appointed a new digital agency to plan and buy all online media.The move leave behind include an increase in online advertising spend of around 50% and will see an integration in the midst of traditional campaigns in bring out and outdoor with online marketing.harvest Digital will take on all online media planning and buying through existing travel portals, plus drive a new strategy with the likes of Metro.co.uk, GM.TV and the Lonely Planet websites.Head of online marketing at Thomas Cook, Manuel Mascarenhas, say We selected produce Digi tal because they have delivered on an originative plan, using competitions, contextual advertising and sponsorships against tight CPA targets.They have a core earreach of repeat bookers and want to ensure we continue to acquire new customers online. The new marketing strategy will target what has been labelled the lucrative and web-savvy listening of 35 to 45 year olds that several holidays a year, including packages, flights, ski holidays and cruises. Harvest Digital partner Emma Wilson added that Thomas Cook is the oldest name in travel but has a very contemporary glide slope within its sales channels.Also Thomas Cook Signature has win the award for Best Long Haul Operator at last years British Travel Awards, receiving 31% of the vote, while in 2002 Thomas Cook India Ltd has been awarded the ground of Directors prestigious Golden Peacock National Award for excellence in corporate governance, awarded for transparency, excellence in conducting business at various levels of ma nagement, social and environmental responsibility, ethical business practice and arranged creation of judge for all the stake holders.Thomas Cook crowd has acquired Elegant Resorts, the Chester-based luxury travel firm with 160 staff and gross assets of 22m. Thomas Cook acquired Hotels4U.com from Centurion Holiday Group for an initial 22m. This company close 150 travel shops and six offices throughout the country with the loss of up to 2,800 jobs, affecting sites in Rochdale, Manchester, Rawtenstall and Denton not only this but Thomas Cook based 40 head office jobs in London following its merger with Mytravel, but this is not expected to affect the jobs at its existing headquarters in Peterborough. Apart from this, Thomas Cook of Peterborough merged with MyTravel of Rochdale to form a combined holidays business with more than 32,000 staff, Thomas Cook is to conduct a strategic review of its UK tour operating business, prompting hypothesis that it will seek buyers for Club 18-30 , Style villa holidays, Neilson skiing and Sun World. Accenture has win a 110m 10-year castrate from Thomas Cook to set up an IT and pay service centre, which will involve the transfer of about 400 Thomas Cook staff. Thomas Cook has launched a branded digital TV channel, which features its full range of holidays and other travel products also chastend be in its European travel business by shedding 2,600 jobs, shutdown 100 shops and founding four aircraft.Today, Thomas Cook is a leading travel company and one of the most widely recognised and value brands in the world. Employing over 11,000 staff, Thomas Cook operates throughout a ne twainrk of 616 locations in the UK and overseas. The company is wholly owned by Thomas Cook AG (formerly CN Touristic AG), which announced its acquisition of Thomas Cook in declination 2004 and was granted EC approval in March 2005. (Marvell, 2005) Thomas Cook AG is now the second largest travel group in Europe and the third largest in the world. One reason for the companys longevity and continued success is its commitment to providing stupendous service. Thomas Cook once exposit himself as the willing and commit servant of the travelling public. Today, 160 years afterward his pioneering excursion, these words remain a fitting epithet to the company he founded. (Bloch and Segev, 1997)Thomas Cook, a major UK Tour Operator, has signed an agreement to take flight AXS-Ones new AXSPoint(R) electronic placard delivery service to travel agents. The new AXSPoint service, which has been approved by the Civil Aviation Authority (CAA), a UK restrictive body for use by tour operators holding an Air Travel Organisers Licence (ATOL), will eliminate the need for tour operators to issue expectant copy invoices to travel agents, thereby providing tour operators such as Thomas Cook Holidays with potential savings of up to 80 percent on their annual invoice distribution cost.For travel agents involved in the pilot film program, invoi ces will now arrive electronically on the same day as dispatch. The AXSPoint service will offer travel agents the ability to automatically match and resign invoices to bookings, thereby reducing administration costs and allowing faster turn-around of invoices to the agents customer. (Richer and James, 1998)The AXSPoint service will significantly enhance the service we provide to our travel agent customers and the service they provide their customers in turn, commented Manny Fontenla Novoa, Chief Executive Officer, Thomas Cook (UK). The invigorate and efficiency of electronic distribution will reduce our costs good while benefiting agents and customers alike.Commenting on the development, Mark Donkersley, Managing Director, AXS-One UK, said While Thomas Cook is the first tour operator to pilot this system, we are receiving strong interest from other tour operators and travel agents. The issuing of constitution invoices has been expensive to tour operators and agents alike in te rms of money, time and customer service. Today, this activity costs the regulated tour industry over $25 million per year and we are currently working with the leaders of this sector to bring them on board our system. By providing these services electronically, and securely, we save them a considerable amount of money, while at the same time adding value to each part of the distribution chain and generating recurring revenue streams for AXS-One. (Richer and James, 1998)Superficially, the differences between Thomas Cook AG and other agencies are evident, as one is a national tour operator, while the others are global travel conglomerates. Nevertheless, if we examine deeper below the surface and truly analyze other companies, we can appreciate the great difference between Cook and others services. All the agencies have become trust and highly respected in their markets, as well as world among the best-known names in them, but Cooks services is most appreciated by his customers. Thi s is the reasons his company is the most preferred one. Thus, we can infer that Cook has the same presence and effect in his proportional market, it being tour operation in the U.S. for other companies and the world for Thomas Cook AG. (Trochim, 2001)STA Travel CompanyTo be antiphonal to their globally scatter and culturally diverse customer base STA Travel sought-after(a) to legate as much autonomy, responsibility and authority as close to the action as possible, while using a single integrated information system to provide global support and solutions when that can improve their experience. They described this philosophy, as local as possible, as global as necessary. An evolving business strategy called One Company sought to align business operations with customer needs across the world. planetary teams were aerated with developing and delivering a single supplier strategy, one service standard, one set of operating standards and guidelines for management of our corporate id entity operator. To support that model the company was providing BLUEe, a single sales and booking system to every STA Travel point of purchase backed by a single network, infrastructure, finance, and reporting system. (Trochim, 2001)To ensure they remained as local as possible, each major country maintained its own sales and marketing arms. While most countrys home web rapscallion was consistent in look and feel, country marketers were each free to name their marketing campaigns including methods to tackle the internet. The US office, for instance had run a successful viral marketing campaign called body shots, intended to promote parachute break in the U.S. They had also initiated advertising on Facebook and Myspace, two sites popular with the demographics desirable by the firm. The STA Travel U.S. website, itself was a popular destination, registering some 600,000 droll visitors each month. Over 400,000 customers and likely customers also contact the U.S. Division each mont h by email.The STA Travels North American divisions had initiated development of STATRAVEL193.COM, a highly interactive web site featuring video reports from STA customers about travel destinations. (Gall Borg, 2003)They had also been the first division to explore the possibilities of Second behavior as a marketing tool. The idea had received a satisfying endorsement, and a matching investment, from STA Travels headquarters in the U.K. Craig Hepburn, STA Travels Global Webmaster, was responsible for the contented management system that fed the various country websites and that was being rolled out throughout the world. His team had also back up development of personalize travel blogs, that allowed STA Travel customers to document their travel. Hepburn was enthusiastic about SL as a marketing channel, but knew it would be met with resistance by the marketing departments in other countries.The initial strategy STA Travel had conceived for their web presence had two prongs. The f irst instalment was to create several destination islands to attract prospective travelers. For instance, one idea was to create an island featuring the great fence of China. The second element of the plan was to hold a machinima competition among current Second flavor residents. Machinima, a style of movie making, uses avatars as members of the moult the movie is then filmed in the context of a practical(prenominal) worAnalysis of Holiday Tour OperatorsAnalysis of Holiday Tour OperatorsChapter 1 IntroductionOutlineThis research focuses on three UK holiday companies Kuoni, Thomas Cook and STA Travel and their marketing strategies. This research is comprised of following chaptersRationaleThis study highlights many issues related to marketing of tourism companies more specifically it will be looking at the three companies mentioned above and will be giving a broad analysis to marketing strategy as a marketing tool.The purpose of this dissertation is to conduct a fine analysis on three different UK holiday companies which are Kuoni, Thomas Cook and STA Travel, who target different segments of the market. I believe that this investigation will broaden my understanding of the tourism marketing as well as the techniques and strategies that they use as a key factor to their success. (Morgan, 2001)Overall I believe that it is an interesting area to study because I can use and demonstrate while conducting this investigation the skills and knowledge that I had obtained while studying my degree. In addition, I have chosen to carry out my dissertation on the following three companies, because I believe that they differ in their market segmentation, however they have a common goal and they are competitors. I would like to introduce the companies that I will be focusing on and provide some brief introduction for each of them. But first of all let us talk about the role of tour operators. (Wang, 2002)Tour operators today play a very important role in creating the image s of destinations. In this global capacity, they can significantly influence international tourism flows towards a country hit by safety and security risks. Even decisions of individual tourists on where to spend a holiday very often depend on the attitude and practice of tour operators towards a particular destination. But people have their own choices and preferences. In this paper we are going to analyse Kuoni, Thomas Cook and STA Travel tourism and travelling services as this is one of the best tour operator agencies world wide and the first choice of tourists. (Buhalis, 2001)From 1950 to 1998 the number of international tourist arrivals in the world increased from 25 million to 635 million (WTO 1999b), with an average annual increase of 6.97%. Over the past 15 years, international tourism receipts have grown 1.5 times faster than world GDP, with no signs of slowing down. In 1998 international tourism accounted for an estimated 8% of the worlds total earnings and 37% of exports in the service sector (WTO 1999a). According to data from the International Monetary Fund, in 1998 international tourism receipts and passenger transport amounted to more than $504 billion, putting it ahead of all other categories of international trade (automotive products, chemicals, food, petroleum and other fuels, computer and office equipment, textiles and clothing, mining products, etc.). (Driver, 1999)This rapid development of international tourism can partly be explained by the xxpackage holidays promoted nationally and internationally. Indeed, tour operators represent one of the most powerful and most influential entities in the tourism industry. They have a strong influence on international flows from main generating markets to various destinations. According to World Tourism Organization estimates, tour operators nowadays have a share of about 25% in the total international tourism market. This means that in 2000 tour operators organized at least 175 million international tourism trips. Therefore, the success of many destinations depends on whether foreign tour operators include them in their programs. (Buhalis, 1998)Travel IndustryAs the travel industry consists of numerous sectors and divisions, companies within the industry vary greatly in their activities and the segments of the market they are involved in. Three of them Kuoni, Thomas Cook and STA Travel leaders in their respective field and I would like to commence with Kuoni in the following segment. (Riege, 2000)Introduction to Kuoni, Thomas Cook and STA Travel CompaniesKuoni Travel Holding Ltd. oversees one of Europes top five travel and tour groups. Based in Zurich, Switzerland, the company is in particular strong in both its domestic and U.K. markets, but is also present throughout Europe, especially in Scandinavia, with a rising presence in the United States and Asian markets. Kuoni Travel operates in three primary areas of business Leisure Travel, which accounts for more than 85 percent of the companys sales Business Travel, through its BTI unit, which handles travel coordination activities for the small and mid-sized and large-scale corporation markets and Incoming Services, which provides travel destination services, such as touring and sightseeing packages. (Morrison, 1994)The company markets it high-end tours and travel packages under the Kuoni name. Discount travel packages are offered under the Helvetica brand name. Switzerland remains the companys single largest market, representing slightly less than one-third of its total sales. The U.K. and North American markets together provide less than one-third of sales. The European continent, including Scandinavia, added another roughly 30 percent to Kuonis total sales, which topped SFr 4 billion in 1996. (Schonland and Williams, 1996) Kuoni has been stepping up the pace of its acquisitions at the turn of the century. After being disapponited in its attempt to merge with the United Kingdoms First Choice Holidays P lc, which would have helped the company create a counterweight to Europes market-leading Preussag-Thomson alliance announced in early 1999, Kuoni has changed direction, targeting the Scandinavian, Indian, and North American markets for its future growth. (Weber and Roehl, 1999)Listed on the Swiss stock exchange, Kuoni is led by Chairman Daniel Affolter and President and CEO Hans Lerch. (Bonn and Furr, 1999)A native of Chur, Switzerland, Alfred Kuoni moved to Zurich to open a travel agency in 1906. If the companys nameTravel Bureauwas not all that original, Kuoni quickly established itself as a pioneer in exotic travel destinations. One of the companys first organized tour packages took Swiss citizens on a guided tour to far-off Egypt. (Hu, 1996) In 1925, Kuoni reincorporated as a joint-stock company, with shares remaining within the Kuoni family. Through the years leading up to World War II, Kuoni expanded from its original location to include a number of sales offices throughout Sw itzerland. Despite its success in its home market, the company recognized early on that Switzerland was too small for its growing ambitions. The company also opened its first international office, in Nice, in the south of France. Further international moves were not realised due to the buildup to and outbreak of World War II. (Baker and Hozier, 1994)Kuonis international expansion began almost immediately after the end of the war. In 1948, the company opened its first international subsidiaries, in Italy and France. Kuoni also continued to venture to new and exotic travel destinations, such as the organization of the first charter flights to Africa. (Pizam and Mansfeld, 1999)In 1957, the Kuoni family established the Kuoni and Hugentobler Foundation under which to group their holding much later, with Kuonis public listing, the foundation would became the companys primary shareholder. (Dev and Olsen, 2000)Thomas Cook AG is an international leisure group, created in 2000 by CN Touristic s purchase of Britains Thomas Cook Holdings Ltd., with roots tracing back to 1841. (Bitner and Booms, 1982 )The company is represented in the sales markets of Germany, Great Britain, Ireland, France, Belgium, Luxembourg, the Netherlands, Austria, Hungary, Poland, Slovakia, Slovenia, Egypt, India and Canada, providing products and services in most market segments, including airlines, hotels, tour operators, travel and incoming agencies. Thomas Cook AG is the third largest integrated tourism group in the world, serving some 14 million customers.Thomas Cook AG, encompasses 32 tour operators and around 3,600 travel agencies, selling the groups products worldwide, as well as a portfolio of 76,000 controlled hotel beds, a fleet of 87 aircraft and a workforce numbering some 28,000. Its services also include travel shops and charter airlines. (Koh, 1995)Evidently, the scale of operations of Thomas Cook AG in his respective market, has allowed him to realize economy of scale, affording a str ong advantage over competition and in turn benefiting his clients. Because of the large volume of business provided to many resorts by Cook, he currently have excellent buying power, enabling him to negotiate the best possible airfare, hotel rates and transfer rates, which are translated into attractive selling prices, better rooms and overall greater value for his clients. Numerically, Cook has realized triumphs and broken records in his area. In 1993, Thomas Cook AG excels, as it achieved sales of some eight billion Euros and served more that 13 million customers in the 2001-2002 financial year alone. (Ioannides and Debbage, 1997)In appreciation of his expertise and as an acknowledgement of his proficiency in his operations, Thomas Cook AG has both received numerous awards and tributes over the years for a variety of enterprises. For example, the Mexican government awarded the Best Tour Operator Worldwide Award in 1998. Thomas Cook AG is nominated every year in several categories in the World Travel Awards, as well as having its various subsidiaries and companies receive numerous awards worldwide. (Riege and Perry, 2000)STA Travel, a subsidiary of privately held Diethelm Keller Holding Ltd., markets itself as the worlds largest student travel organization helping students travel in over 90 countries. STA Travel specializes in student travel, a market niche accounting for approximately 20% of all travel bookings. In 2005 STA Travel reported revenues of 215 Million CHF (Swiss Francs) on total transactions of 1,542 CHF, down from 241 on 1539 the previous year. That same year, the firms 2,358 employees working from 375 travel agency offices in 17 countries and through franchises in 83 others, provided travel advice and booking services to approximately 6 million travelers. (Fick and Ritchie, 1991)Founded in 1979, STA Travel had grown and expanded its global reach through a series of mergers and acquisitions. While the brand well known in parts of Europe and Aust ralia, where it had operated for many years, STA Travels US brand, born with the acquisition in 2003 of Council Travel, was still less well known. Historically, STA Travel reached its customers through retail travel agencies, many located near or on college campuses. Beginning in the 1990s, however, the internet brought new online competitors. Among these were Student Universe and Student City as well as less focused on line providers of travel services including Travelocity and Expedia. By 2007 the internet was predicted to account for more bookings than offline alternatives.Aims and ObjectivesFollowing are the aims and objectives of this studyIntroduction to Kuoni Holiday CompanyIntroduction to Thomas Cook Holiday CompanyIntroduction to STA Travel Holiday CompanyMarketing strategy of these companiesResearch QuestionsThe study seeks to answer the following questionsAn investigation into the marketing strategy of three UK holiday companies who target the different sections of societ y with reference to their marketing strategy. (Kuoni, Thomas Cook and STA Travel)Chapter 2 Literature ReviewRole of Tour OperatorsThe role of tour operators unlike the travel agencies who sell holiday and a range of other travel products tour operators actually assemble the component parts of a holiday, package holidays i.e. the means of travel, accommodation, facilities, transfers, excursion and other services. The famous name which comes into my minds is Thomas Cook for their packages and services. (Field, 1999)If we consider that the travel agents are the retailer arm of the travel business, then the tour operators can be linked to wholesalers, since they buy in bulk from the providers of travel services, such as the hoteliers and airlines, break the bulk into manageable packages and offer the finished product the inclusive tour for sale to the travel agencies or direct to the consumer. (Kaynama and Black, 2000)Peace, safety, and security are the primary conditions for the normal tourism development of a destination, region, or country and thus are the basic determinants of its growth. Without them, destinations cannot successfully compete on the generating markets, even if they present in their marketing campaigns the most attractive and best quality natural and built attractions. Tourism contributes to peace as much as it benefits from it (Savignac 1994). According to Pizam (1999), every minute of every day a crime or a violent act occurs at a destination somewhere in the world. At the same time, it would be difficult to deny that many types of safety risks co-exist in everyones daily lives, and within tourism as well. However, an important difference exists People are rarely in a position to change their place of living, but nothing can force them to spend a holiday in a place that they perceive as insecure. (Kaynama and Black, 2000)The basic requirement of contemporary demand is higher quality supply and services, and that quality has become the most im portant factor in the existing climate and development of that demand. But usually do not mention factors which are the condition sine qua nonpeace, safety, and security, now generally taken for granted. Any threats to the safety of tourists causes a decrease or total absence of activity, not only in a particular destination, but also very often in neighbouring regions or countries as well. Consequently, since tourism is an important contributor to national economies, host countries will find it necessary to take substantial measures to bring the country hit by crisis back onto the market as quickly as possible. Taking the example of three companies discussed below we further try to explore their role and business strategy. (Medlik and Wang, 2002)Kuoni, Holiday CompanyKuoni began looking farther afield in the 1960s. In 1963, the company made its first entry into the Asian markets with the opening of a branch office in Japan. (Medlik and Wang, 2002 )Two years later, Kuoni entered wha t was later to become one of its most important single markets when it acquired the United Kingdoms Challis Benson Ltd. The importance of the U.K. market to Kuoni was seen at the beginning of the 1970s when the company changed its nameand its U.K. operations nameto Kuoni Travel Ltd. (Buhalis, 1998)The companys listing on the Swiss stock exchange provided fuel for new growth, while opening up the companys shares to new partners, including SwissAir, which built up a 30 percent share in Kuoni. The public listing enabled the company to step up its international growth. After opening a subsidiary in Austria at the beginning of the decade, Kuoni now launched subsidiaries in Germany and Spain, both in 1973, and a subsidiary in Greece the following year. The year 1974 also saw Kuoni step up its position in the U.K. market, when it acquired Houlders World Holidays, based in England. (Buhalis, 1998)While building up its international network, Kuoni also was launching new products. In 1977, t he company began marketing its first around-the-world tour. In the 1980s, Kuoni began to acquire properties in many of its most popular destinations, adding a number of hotels, including the Hawksbill Beach Hotel in Antigua in 1981 and the Discovery Bay Beach Hotel in Barbados, bought in 1984. In 1986, Kuoni became the first tour operator to offer around-the-world charter flights on the Concorde supersonic jet. (Morrison, 1996)Although this latter product catered to the companys strong high-end and high-margin clientele, Kuoni also launched a new brand name, Helvetica, to encompass its discount tour and travel operations.The worldwide travel industry remained highly fragmented in the 1990s, with numerous small-scale operators competing against a smaller number of quickly growing industry heavyweights. Kuoni, which had already captured the lead in the Swiss market, was determined to maintain a leadership position as the travel industry headed into a drawn-out consolidation drive lead ing up to the turn of the century. The company acquired Reiseburo NUR Neckermann in 1987, boosting its position in the Austrian market. Three years later, the company regrouped its Austrian activities, launching the NUR Neckermann Reisen AG joint venture with Germanys Neckermann Touristic. Kuonis part of the joint venture remained at 49 percent. (Morrison, 1996)Back home, the company continued to consolidate its dominance of the Swiss market, acquiring Privat Safaris, the countrys leading operator of tours to eastern Africa, and Reiseburo Popularis, which combined retail offices with direct sales operations marketing discount tour and travel packages. Yet Kuonis strong position in the Swiss market and its growing share internationally soon led it to become the target of a takeover attempt. The sale of SwissAirs 30 percent holding created the opening for Germanys Krauthof AG department store group to acquire a 50.1 percent majority of Kuoni in 1992. (Middleton, Clarke, 2001)Kuoni, th rough the Kuoni and Hugentobler Foundation, nonetheless retained majority control of the companys voting rightswhich provided the leverage to the resolution of the takeover attempt. In 1995, the Kuoni and Hugentobler Foundation bought out Krauthofs stake in the company. The company then changed its name to Kuoni Travel Holding, a move that also reflected a new diversification drive in 1995 the company acquired Danzas Reisen AG, a Switzerland-based specialist in business travel services. The Danzas acquisition led Kuoni to create a dedicated business travel unit. The company also acquired retailer Kewi Reisen, while integrating its majority share of Railtour Suiss SA, acquired the year before.With its independence assured, Kuoni launched its own acquisition drive in the late 1990s. In 1996, Kuoni added Frances Voice SA, and Scanditours, focused on the Nordic region. (Middleton, Clarke, 2001)The company moved into The Netherlands with the acquisition of Special Traffic that same year. Kuoni also looked to the potentially huge market of India for the first time, acquiring SOTC Holiday Tours, which provided the basis for its Kuoni India Ltd. subsidiary. Two other acquisitions completed the companys busy years, those of Rotunda Tours, expanding Kuoni into South Africa, and CIS Intersport, a Swiss company catering to the growing demand for sports-oriented holiday packages. In 1996, also, the companys Edelweiss Air launched its charter flight operations. (Walle, 1996)Kuonis expansion campaign continued strongly through the end of the century, including the launch of the P O Travel Ltd. joint venture with Peninsular and Oriental Steam Navigation Company, based in Hong Kong, with offices in Bangkok and Singapore. The 1997 joint venture strengthened Kuonis position in the Asian market, which, despite the austere economic climate in the region at the end of the decade, promised to become one of the worlds stronger holiday markets. Closer to home, Kuoni continued lining up acquisitions, especially Voyages Jules Verne, a U.K. upscale tour operator, and Switzerlands Manta Reisen, which specialized in scuba and other deep-sea holidays. The company also acquired German business travel specialist Euro Lloyd Reisenburo, which it combined with its other German operations into the new subsidiary BTI Euro Lloyd, one of that markets top five business travel companies. Also in 1998, Kuoni launched a joint venture with Italys Gastaldi Tours.The next year Kuoni face a major setback. At the beginning of 1999, the company announced its agreement to merge with the United Kingdoms number three travel operator, First Choice Holidays. The merger, agreed to by both sides, was thwarted by a surprise takeover attempt from rival U.K. operator Airtours Plc, which offered a higher per-share price. When the majority of First Choices shareholders chose to back the Airtours offerwhich itself was blocked by the European monopolies commissionKuoni pulled out of the merger talks .The First Choice merger might have allowed Kuoni to become not only a major player in the U.K. travel market but to boost its position to the top ranks in all of Europe. After the collapse of the merger, however, Kuoni redirected its strategy to other markets. Three markets in particular were to receive its attention the United States, Scandinavia, and India. In 1999, Kuoni acquired upscale travel company Intrav, based in St. Louis, Missouri the Intrav acquisition, which cost Kuoni $115 million, gave it a strong opening into the booming U.S. market for luxury vacations. The following year, the company acquired T Pro, an incoming services specialist based in New York and the number three incoming services provider to the U.S. market.The year 2000 saw Kuoni not only strengthen its hold on the Swiss travel markettaking a 49 percent share in ITV, Switzerlands third largest tour group and subsidiary of Germanys Preussagbut also expand its presence in its new target markets of Scandinavi a and India. The first was served by the acquisition of 49 percent of Apollo Resor, based in Stockholm, Sweden, and then boosted by the acquisition of Denmarks Dane Tours. In March 2001, the company announced its decision to restructure most of its Scandinavian holdings into a single subsidiary.Thomas Cook Holiday CompanyThomascook.com has pledged to bring in a quarter of sales through its website in 2006 and appointed a new digital agency to plan and buy all online media.The move will include an increase in online advertising spend of around 50% and will see an integration between traditional campaigns in print and outdoor with online marketing.Harvest Digital will take on all online media planning and buying through existing travel portals, plus drive a new strategy with the likes of Metro.co.uk, GM.TV and the Lonely Planet websites.Head of online marketing at Thomas Cook, Manuel Mascarenhas, said We selected Harvest Digital because they have delivered on an imaginative plan, usin g competitions, contextual advertising and sponsorships against tight CPA targets.They have a core audience of repeat bookers and want to ensure we continue to acquire new customers online. The new marketing strategy will target what has been labelled the lucrative and web-savvy audience of 35 to 45 year olds that several holidays a year, including packages, flights, ski holidays and cruises. Harvest Digital partner Emma Wilson added that Thomas Cook is the oldest name in travel but has a very contemporary approach within its sales channels.Also Thomas Cook Signature has won the award for Best Long Haul Operator at last years British Travel Awards, receiving 31% of the vote, while in 2002 Thomas Cook India Ltd has been awarded the Institute of Directors prestigious Golden Peacock National Award for excellence in corporate governance, awarded for transparency, excellence in conducting business at various levels of management, social and environmental responsibility, ethical business practice and consistent creation of value for all the stake holders.Thomas Cook Group has acquired Elegant Resorts, the Chester-based luxury travel firm with 160 staff and gross assets of 22m. Thomas Cook acquired Hotels4U.com from Centurion Holiday Group for an initial 22m. This company closed 150 travel shops and six offices throughout the country with the loss of up to 2,800 jobs, affecting sites in Rochdale, Manchester, Rawtenstall and Denton not only this but Thomas Cook based 40 head office jobs in London following its merger with Mytravel, but this is not expected to affect the jobs at its existing headquarters in Peterborough. Apart from this, Thomas Cook of Peterborough merged with MyTravel of Rochdale to form a combined holidays business with more than 32,000 staff, Thomas Cook is to conduct a strategic review of its UK tour operating business, prompting speculation that it will seek buyers for Club 18-30, Style villa holidays, Neilson skiing and Sun World. Accenture has w on a 110m 10-year contract from Thomas Cook to set up an IT and finance service centre, which will involve the transfer of about 400 Thomas Cook staff. Thomas Cook has launched a branded digital TV channel, which features its full range of holidays and other travel products also reduced costs in its European travel business by shedding 2,600 jobs, closing 100 shops and grounding four aircraft.Today, Thomas Cook is a leading travel company and one of the most widely recognised and respected brands in the world. Employing over 11,000 staff, Thomas Cook operates throughout a network of 616 locations in the UK and overseas. The company is wholly owned by Thomas Cook AG (formerly CN Touristic AG), which announced its acquisition of Thomas Cook in December 2004 and was granted EC approval in March 2005. (Marvell, 2005) Thomas Cook AG is now the second largest travel group in Europe and the third largest in the world. One reason for the companys longevity and continued success is its commi tment to providing exceptional service. Thomas Cook once described himself as the willing and devoted servant of the travelling public. Today, 160 years after his pioneering excursion, these words remain a fitting epithet to the company he founded. (Bloch and Segev, 1997)Thomas Cook, a major UK Tour Operator, has signed an agreement to pilot AXS-Ones new AXSPoint(R) electronic invoice delivery service to travel agents. The new AXSPoint service, which has been approved by the Civil Aviation Authority (CAA), a UK regulatory body for use by tour operators holding an Air Travel Organisers Licence (ATOL), will eliminate the need for tour operators to issue hard copy invoices to travel agents, thereby providing tour operators such as Thomas Cook Holidays with potential savings of up to 80 percent on their annual invoice distribution costs.For travel agents involved in the Pilot program, invoices will now arrive electronically on the same day as dispatch. The AXSPoint service will offer tr avel agents the ability to automatically match and reconcile invoices to bookings, thereby reducing administration costs and allowing quicker turn-around of invoices to the agents customer. (Richer and James, 1998)The AXSPoint service will significantly enhance the service we provide to our travel agent customers and the service they provide their customers in turn, commented Manny Fontenla Novoa, Chief Executive Officer, Thomas Cook (UK). The speed and efficiency of electronic distribution will reduce our costs considerably while benefiting agents and customers alike.Commenting on the development, Mark Donkersley, Managing Director, AXS-One UK, said While Thomas Cook is the first tour operator to pilot this system, we are receiving strong interest from other tour operators and travel agents. The issuing of paper invoices has been expensive to tour operators and agents alike in terms of money, time and customer service. Today, this activity costs the regulated tour industry over $25 million per year and we are currently working with the leaders of this sector to bring them on board our system. By providing these services electronically, and securely, we save them a considerable amount of money, while at the same time adding value to each part of the distribution chain and generating recurring revenue streams for AXS-One. (Richer and James, 1998)Superficially, the differences between Thomas Cook AG and other agencies are evident, as one is a national tour operator, while the others are global travel conglomerates. Nevertheless, if we examine deeper below the surface and truly analyze other companies, we can appreciate the great difference between Cook and others services. All the agencies have become trusted and highly respected in their markets, as well as being among the best-known names in them, but Cooks services is most appreciated by his customers. This is the reasons his company is the most preferred one. Thus, we can infer that Cook has the same presenc e and effect in his comparative market, it being tour operation in the U.S. for other companies and the world for Thomas Cook AG. (Trochim, 2001)STA Travel CompanyTo be responsive to their globally dispersed and culturally diverse customer base STA Travel sought to delegate as much autonomy, responsibility and authority as close to the action as possible, while using a single integrated information system to provide global support and solutions when that can improve their experience. They described this philosophy, as local as possible, as global as necessary. An evolving business strategy called One Company sought to align business operations with customer needs across the world. Global teams were charged with developing and delivering a single supplier strategy, one service standard, one set of operating standards and guidelines for management of our corporate identity. To support that model the company was providing BLUEe, a single sales and booking system to every STA Travel poi nt of purchase backed by a single network, infrastructure, finance, and reporting system. (Trochim, 2001)To ensure they remained as local as possible, each major country maintained its own sales and marketing arms. While most countrys home web page was consistent in look and feel, country marketers were each free to design their marketing campaigns including methods to harness the internet. The US office, for instance had run a successful viral marketing campaign called body shots, intended to promote spring break in the U.S. They had also initiated advertising on Facebook and Myspace, two sites popular with the demographics desirable by the firm. The STA Travel U.S. website, itself was a popular destination, registering some 600,000 unique visitors each month. Over 400,000 customers and prospective customers also contact the U.S. Division each month by email.The STA Travels North American divisions had initiated development of STATRAVEL193.COM, a highly interactive web site featuri ng video reports from STA customers about travel destinations. (Gall Borg, 2003)They had also been the first division to explore the possibilities of Second Life as a marketing tool. The idea had received a welcome endorsement, and a matching investment, from STA Travels headquarters in the U.K. Craig Hepburn, STA Travels Global Webmaster, was responsible for the content management system that fed the various country websites and that was being rolled out throughout the world. His team had also supported development of personalized travel blogs, that allowed STA Travel customers to document their travel. Hepburn was enthusiastic about SL as a marketing channel, but knew it would be met with resistance by the marketing departments in other countries.The initial strategy STA Travel had conceived for their web presence had two prongs. The first element was to create several destination islands to attract prospective travelers. For instance, one idea was to create an island featuring t he great wall of China. The second element of the plan was to hold a machinima competition among current Second Life residents. Machinima, a style of movie making, uses avatars as members of the cast the movie is then filmed in the context of a virtual wor