Final International Business Plan Report II TUI & Thomas Cook

Saxion University of Applied Science
International Business Plan

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Floris Neuman (2426688) Ivander Atmojo (2430243) Pham Thuy Duong (155031) Yao Deng (133810)
December 15
2011
Project IBMS 6
Project IBMS6_ Business Plan
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Contents
Executive Summary Thomas Cook Business Overview in Comparison with TUI Thomas Cooks biggest competitor ...... 5 I. 1. 2. II. 1. III. 1. 2. 2.2. 2.3. 2.4. 3. 4. IV. V. Companies General Overview .................................................................................................... 5 TUI Travel plc......................................................................................................................... 5 ThomasCook Group plc .......................................................................................................... 6 DEPEST Analysis (European Market) ....................................................................................... 6 Demographic factors ............................................................................................................... 6 Companies Internal Analysis .................................................................................................. 8 Business strategy ..................................................................................................................... 8 Human Resource Management (HRM) .................................................................................. 9 Recruitment Diversity ........................................................................................................... 10 Diversity ................................................................................................................................ 11 Health and Safety .................................................................................................................. 11 Sustainability strategy and management ............................................................................... 12 Financial Analysis ..................................................................................................................... 14 SWOT (European Market) ........................................................................................................ 17 Recommendations ......................................................................................................................... 17
Thomas Cook Business Strategic Plan of Expanding to Chinese Tourism Market .............................. 19 I. 1. 2. II. 1. 2. 3. III. 1. 3. 4. IV. 1. 2. 3. 4. Chinese Tourism Market - Current status and Future Potential Developments ........................ 19 PEST Analysis ...................................................................................................................... 19 China Outbound Tourism...................................................................................................... 20 Strategy Formulation for Thomas Cook to entry China ............................................................ 21 Competitive Analysis - Thomas Cook operate in China Porters 5 forces ........................... 21 Key external Factors ............................................................................................................. 22 Key internal Factors .............................................................................................................. 24 Strategy Analysis and Choice ............................................................................................... 26 SWOT Matrix ....................................................................................................................... 26 Cost of Strategies ............................................................................................................... 27 The Quantitative Strategic Planning Matrix (QSPM) ........................................................... 29 Strategy Implementations ..................................................................................................... 30 Finding Partnerships in China ............................................................................................... 30 Human Resource Management ............................................................................................. 31 Product Development ............................................................................................................ 31 Operation............................................................................................................................... 32 2
Project IBMS6_ Business Plan 5. 6. 7. V.
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Marketing .............................................................................................................................. 32 Finance .................................................................................................................................. 33 Legal Issues ........................................................................................................................... 33 Expected Joint Venture Result .................................................................................................. 34
Appendices A. Appendixe1: References .............................................................................................................. 36 B. Appendix 2: Regulation on Travel Agencies in China ................................................................ 38 C. Appendixe3: Cost Analysis .......................................................................................................... 43 D. Appendixes4: Personal work statement ....................................................................................... 44
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Executive Summary
This report is a Business plan for Thomas Cook to enter the Chinese Tour Operator Industry to become an outbound tour operator, to bring Chinese travelers to Europe, through a joint venture with Chinese Southern Airline. This report consists of two parts, the first part consisting of the analysis of Thomas Cook in Tour operator industry in the European market in the comparison with TUI. The analysis follows several key concepts the DEPEST, Business strategy, Human resource Management, Sustainable business and Ethics and the financial aspect. The advantages come from strategy, Human Resource Management strategy and Recruiting and financial aspects. Their strategy advantage comes from a decentralized structure, where more is asked of the employees to make decisions with in their working team or by themselves, it has shown that the centralized and leader oriented way of TUI is less flexible especially when fast decisions should be made. Towards the strategic part we feel that Thomas Cook is better since it also works with owned hotels and other facilities that give an edge in costs since the profit is for Thomas Cook. The financial aspect shows that Thomas Cook, profitability, and Operating ratio were better over the last 3 years. Especially the gross profit is higher for Thomas Cook and although after that the operating profit margin and Net profit margin are just higher due to lower costs. Based on the conclusion of part one, we decided to continue with Thomas Cook to develop an International Business plan. The market we chose is China due to its rapid growth of economy and fast changing in quality of live. Moreover, due to the political and economic hurdles in the European fronts in the last year, and this may be only the beginning, China is a very lucrative market for Thomas Cook. We believe that the our strategy to joint venture with China Southern Airlines is expected bring Thomas Cook out of the sluggish financial situation in the European Union. This strategy is expected to double Thomas Cooks net profit margin, increase 40% current ratio, and established 6 Thomas Cook China outlets in 6 biggest cities in Mainland China by 2017. However, in order to realize this strategy Thomas Cook need to invest 3.000.000 in consecutive years to cover the expenses for the first 3 to 4 years. An aggressive marketing campaign is to be implemented in order to gain brand recognition and to gain substantial market share in Chinese tour operator industry.
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PART I
Thomas Cook Business Overview in Comparison with TUI Thomas Cooks biggest competitor
I. Companies General Overview
TUI and ThomasCook are 2 leading companies in the global tour operating business. With operating activities around the world, TUI and ThomasCook are not only preforming as tour operators, but also own a fair share hotels and airlines (under different brands). 1. TUI Travel plc Together with TUI hotels & Resorts and Cruises, TUI Travel plc is daughter firm of TUI AG Corporation. Operating in over 180 countries, serving more than 30 million customers in over 27 source markets, obtaining 13,525 million revenue (2010), TUI is known as number 1 player in the travel industry. Company Vision & Mission
Competitive Advantages TUI group treat sustainable development as much important as economic goals. Their annual report shows us the ecological and social activity is a significant part of TUI corporate culture. As the result, TUI group will be listed as an industry leader in the Dow Jones Sustainability world index and receives top marks for its climate strategy.1
Dow Jones Sustainability World . (2011, September 08). TUI Group. Retrieved from http://www.tuigroup.com/en/media/press_releases/archiv/2011/20110908_djsi
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Another competitive advantage of TUI group is TUI built a mature supply chain. For instance, TUIs services cover the holiday plans, tickets, or hotels; customer will get everything they need from TUI group. And TUI group will be the one and the only one take care of customers holiday. 2. ThomasCook Group plc ThomasCook Group plc is well known travel firm, which is known with the reputed history. After the successful merger with MyTravel Group plc in 2007, ThomasCook is also a leading player in the market, with sales of 8.9 billion and 22.5 million customers over 21 coutries. Company Vision & Mission
Competitive Advantages Thomas Cook has long history and got sufficient experience about tourism and travel business. Moreover, Thomas Cook has successful entrepreneurial idea which is making travel simple, easy and a pleasure with dynamic portfolio of marketing leading travel brand in 21 markets. In addition, the novel management theory and efficient operation mode is also another competitive advantage.
II.
DEPEST Analysis (European Market)
1. Demographic factors The global recession and uncertain economic environment have had an effect on consumer travel spending habits in 2009/10, however, for most consumers holidays continue to be of considerable importance and a planned annual expense. Consumers are more discerning in their choice of holidays, looking for a greater variety of products and destinations, flexibility of duration and value for money. The economic insecurity and uncertainty also make last minute booking and travel insurances more preferable. The result is a trend for last minute, online bargaining hunting by customers that further squeezes the slim margins of tradition holiday companies. Consumers increasingly turned online to research and book their holiday. Social media and customer travel review sites gained in popularity and prominence and are a key influencer on the consumers 6
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decision making process. Changing lifestyles, globalization and new technology have a habit of destroying consumer backs by historic brands. 2. Economic factors The economic uncertainty continued into 2011 from the 2008 crisis with concerns that there would be a double-dip recession and ongoing volatility in fuel prices and currency. Despite this, as 2010 progressed there has been recovery. GDP growth has taken place in most major operating markets with Germany at 2.2% and the UK at 1.6%2. However, the levels of growth have not been enough to offset the global recessionary environment of 2008 and 2009. Unemployment has continued to rise with German and UK rates at 7.6% and 7.8% respectively 2. The economic outlook for 2012 remains uncertain with different markets at different points of the beginning phase of the European crisis. The losing value of the Euro () may lead to the decrease in European customer consuming power. 3. Political factors Travel and tourism are heavily regulated industries. Tour operators, especially the multinational ones, should be aware of the impacts caused by political factors on their operating activities. Recently there following issues have assumed particular importance Air passenger rights - the European institutions having focused heavily on this issue during the year. Aviation Taxation. Financial protection of air passengers continues to be an issue, particularly in the UK. Extension of the scope of the European Package Travel Directive, EC Treaty. Political crisis in European Union, especially in Geek, Spain and Italia.
4. Ecological and Social factors Travel and tourism are responsible for around 5% of global carbon dioxide emissions3 and increasingly national and international carbon legislation is coming into force. Since environment is becoming high concern of the society, green travel now is popular trends of travellers. Sustainability is embraced as a business issue on which the future health of the tourism industry depends. This fact challenge tour operators to create travel experiences special by providing holidays that cause minimal environmental impact, respect the culture and people of destinations and offer real economic benefit to local communities. 5. Technological factors The age of travel brochures and pamphlets is quickly fading, giving way to electronic promotions. With high internet penetration rates, the technological advancements of Internet make e-commerce the new development trend of the travel industry.
2 (2010, June). Trading Economics. Retrieved September 2011, from http://www.tradingeconomics.com/ 3 United Nations World Tourism Organisation (UNWTO), United Nations Environment Programme (UNEP) and World Meteorological Organization (WMO) (October 2007) Climate Change and Tourism: Responding to Global Challenges. Madrid.
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III.
Companies Internal Analysis
1. Business strategy TUI Travel plc. Be consistent with the vision of the company Making travel experience special. TUI follows the differentiation business strategy, which has been set to generate first class image for the company. TUI is developing a portfolio of exclusive products that no competitor can easily match or replicate and which is tailored to include additional services and facilities that customers want on their holiday. The strategy is proven its effectively and profitability, which not only improves the competitive power of TUI by distinguishing from the market, also give higher profit margins. When delivering more added-value, unique experience with their content products, TUI gain customers higher satisfaction levels - drive repeat bookings and customer retention, build up highly trusted brands represent excellent value for money. The differentiation business strategy is fostered by the heavy assert model of the company. TUI has ownerships in every part of the travel industry value chain. The heavy asserts are financed with heavy investment thank to the generous financial capacity of the company. It not yet mentioned the fact the TUI travel plc is the division of the giant corporation TUI AG. In the other words, TUI has strong fundamental base to penetrate the market. In contrast, facing the down turn phase of the world economic, it is the heavy assert of TUI the things create extreme difficulties, and reduce their profitability. The required maintaining and operating costs of asserts now become serious pressure for TUI. Moreover, while keeping most of the supporting activities, such as marketing, finance, HRM, in-house can give the company better control in overall activities, it drive the fixed costs of TUI going remarkable high, decrease the profit margin of the firm. ThomasCook Group plc. ThomasCook develops low cost business strategy which emphasize not only on the quality of the products, also on the cost effectiveness. In order to achieve that, ThomasCook maximizes the value of the mainstream business through cost efficiencies, light assert business model and through increasing the proportion of higher value product such as all-inclusive board basis, four and five star properties, and medium haul destinations. The company is working constantly on improve product mix, whilst reducing costs, thus driving an improvement in margin. In the year 2010, ThomasCook made good progress in managing their accommodation and aviation costs despite the non- stop climbing of oil price. Accommodation and non-fuel aviation costs are 2.9bn and 2.5bn respectively4, so a relatively modest saving can have a big impact on Thomas Cooks performance. With the same objective of cutting the operating costs, ThomasCook chose to outsource all the business supporting activities. In 2007, ThomasCook signed a
ThomasCook PLC Annual Report & Accounts 2010. (2011). ThomasCook PLC. Retrieved May 2011, from http://www.thomascookgroup.com/investors
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192m outsourcing deal with provider Accenture5. The contract covers human resources services, finance, accounting, and technology infrastructure management. Thomas Cook is trying to develop dynamic travel packages which allow consumers to customaries their own travel plan with the support from the tour agents, or even via the website of Thomas Cook. Together with the out sourcing strategy, it sets for Thomas Cook a low cost flexibility business model, can satisfy exact they want and the need of consumers. Seeing the sharp grow of online booking trend, Thomas Cook, they invest to develop in our ecommerce capabilities to strengthen position as an online travel agent, make them one of the best online retailers of the world. Though the core business of Thomas Cook is tour operating, they also are putting efforts in developing new strategic business unit (SBU) financial service related to traveling. Financial services such as travel cheque, travel insurance, or credit card are proven as highly profitable, as well as, light invest required contents. Moreover, financial services can generate higher margin level for the company. However, our group also sees there are problems in Thomas Cook strategy. In general, there is not much change dramatically in company business strategies. Thomas Cook is still sticking for its traditional business model of buying hotel rooms and aircraft seats in advance, and selling them back as package via travel agents and booking website, which is out of date and cannot be proactive with the change of the market. 2. Human Resource Management (HRM) Tour operator industry success depends on many factors, but human resources are the most crucial aspect of operations. Thomas Cook and TUI Travel implement different strategies to manage their employees, different visions, and different mission on how to approach their goals.
Client Success_ThomasCook. (n.d.). Accenture. Retrieved October 2011, from http://www.accenture.com/usen/outsourcing/Pages/outsourcing.aspx?tab=4
Project IBMS6_ Business Plan 2.1. Company Culture / Strategy TUI Travel approach with their strategy of Human Resources,
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Thomas Cook
ThomasCook has PROUD as their company culture, vision, and mission.
The main difference between them is that Thomas Cook appeared to be more decentralized compared to TUI Travel PLC. This shows in their sites that Thomas Cook shows more towards employee demands and critics that Thomas Cook has a special program called VOICE which is a forum to address and improve work qualities. TUI Travel also implemented a program called BLUE VOICE but only on Nordic countries. TUI Travel appeared more centralized and leader oriented that they focused on management and more performance, which does not show very well in terms of financial performance. 2.2. Recruitment Diversity
Both consider human resource is the most valuable asset of the company, TUI and ThomasCook, however, have different way to approach their future colleges. As mentioned earlier in this report, TUI tends to keep all of the activities in house for better control, so they have themself an HRM to take care of administrating personnel. ThomasCook, conversely, outsources HRM to save costs. They corporate with Accenture - a global management consulting, technology services and outsourcing company, to create an outsourcing Centre, which helping ThomasCook to performance all activities involved HRM. This outsourcing relationship enhances their margin makes a significant contribution to the profitability and continues to create further competitive advantage. 10
Project IBMS6_ Business Plan 2.3. Diversity
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One of the most crucial elements of great human resource management is diversity. Both companies implements and emphasized that they are not tolerating any discrimination or harassment on the grounds of race, color, national origin, gender, sexual orientation, gender re-assignment status, being married or a civil partner, religion, belief disability or age.6 Although TUI does not describe as clear as Thomas Cook, the point is clear that both companies diversity are a part of their strength. 2.4. Health and Safety
Both companies engage health and safety very seriously. Thomas Cook has a group-wide Health and Safety policy7, and Human Resource team of each country make sure that legal requirement are met and training is provided as appropriate to local standard.

A risk management program for company car drivers, including license checking and training An ongoing health surveillance program for aircraft engineers Raising employee awareness of health and safety risks and precautions through e-learning packages and other media The continued development of retail health and safety management software enabling online access to our asbestos surveys for retail locations.4
TUI Travel conducts a continuous workplace risk assessment highlighting areas where additional control measures need to be implemented. Where significant risk exists, risk assessments are used as the means of understanding the various hazards involved and identifying and implementing appropriate control measures, whether this be additional training, personal protective equipment or a change in the work process8. Both company reports internal accidents based on the RIDDOR9 criteria where applicable. 1.1. Training and Career Development
There are significant differences between TUI Travel and Thomas Cook in this. TUI Travel seems more focused on management, leadership and expert training and workshops. Their Group-wide Leadership Programs and TUI Horizon Programs show their strategy in their slogan To attract talent and the leaders of tomorrow. However, they also offer a Group-wide International Management Trainee Program.10 Thomas Cook employees receive training when they join the Group, then their training and development needs are assessed at personal development reviews. The frequency of these varies
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Diversity. (n.d.). ThomasCook Group plc sustainability Report 2010. Retrieved October 2011, from http://sustainability2010.thomascookgroup.com/employees TUI Travel PLC Annual Report 2010. (n.d.). TUI Travel PLC. Retrieved 2011, from http://ara2010.tuitravelplc.com/tui-ar2010/dlibrary/documents/TUI_Annual_2010.pdf 7 Health&Safety. (n.d.). ThomasCook Group plc sustainability Report 2010. Retrieved October 2011, from http://sustainability2010.thomascookgroup.com/downloads/pdf/policy-health-safety-statement.pdf 8 Strategic-overview. (n.d.). TUI travel plc . Retrieved October 2011, from http://ara2010.tuitravelplc.com/tuiar2010/en/strategic-overview/ourpeople/hands 9 (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations) 10 Strategic-overview. (n.d.). TUI travel plc . Retrieved October 2011, from http://ara2010.tuitravelplc.com/tuiar2010/en/strategic-overview/ourpeople/ourcolleagues
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between Thomas Cook Group companies. Thomas Cook offers plenty of career development programs give the employee training that support their current roles as well as their longer term career aspirations.11
2. Sustainability strategy and management As tour operators, sustainable development is a really important part of company strategy for both TUI and Thomas Cook. Furthermore, from their annual report and company website, we can see that sustainable and responsible development are no longer only related with environment protection, but also concern in social commitment, employees, customers, even suppliers. 2.1. Corporate Social Responsibility (CSR)
TUI and Thomas Cook try to protect the flora, fauna and animals in their travel destinations. They also respect the local culture and keep a good relationship with local government. What they did is find the balance between economic goals and social and ecological needs. TUI and Thomas Cook want more people travel around the world and have more different travel experience without damage the local ecological environment. Moreover, both companies focus on climate change. Two main part of climate change are energy cost and emission. For instance, most important environmental impact is the aircraft emissions, because it uses the fossil fuels. TUI and Thomas Cook issued several strategies due to reduce the airline emissions. Such as technological innovation from both companies, fleet renewal programmers and reduction target from TUI group. In addition, the energy cost of operating the company buildings and hotels and resources cost is another part we have to pay attention. Thomas Cook approach is to minimize the total amount of
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Employees development. (n.d.). ThomasCook Group plc sustainability Report 2010. Retrieved October 2011, from http://sustainability2010.thomascookgroup.com/employees/development.html
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waste those kinds of resources. Furthermore, lots of TUI retail & tour shops are using green electricity. According to the research, nearly all locations of TUI Nordic are supplied by green electricity, and more than 230 First Choice shops in the UK are supplied by green electricity. They avoid the emissions of around 6000 tons of carbon dioxide12. 2.2. Corporate Social Responsibility (CSR) & Public Relation (PR)
Being a successful company, the responsibility of society is a significant factor which we cant ignored. TUI and Thomas Cook have some society activities foundations and projects. Thomas Cook pays most of their attention of Thomas Cook Childrens Charity which makes those sick and disadvantaged childrens dream come true. However, TUI operates different kinds of projects, foundations, sponsorship etc. drink water for Africa, Nests for life for Haiti, Charitable welfare project in Hanover etc. There are all part of TUI society activities. 2.3. Conclusion
Comparing the sustainability development of TUI and Thomas Cook, it is clear to see that both two companies treat it seriously. However, in my opinion, TUI is better than Thomas Cook in this part. Thomas Cook is a smaller company than TUI. As the result, they only focus on few projects.
TUI, however, is more comprehensive and diversification. They already focus on mostly factors of sustainability development. In addition, TUI invests a large number of capitals, human and material resources. Moreover, on 19 September 2011, TUI was listed as an industry leader in the Dow Jones Sustainability World Index and receives top marks for its climate strategy. The sustainable and responsible development is not only concern the long-term strategy, but also embody in TUIs day to day operations.
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Retail & Tour Operator. (2011). TUI Group. Retrieved from http://www.tuigroup.com/en/sustainability/env_management/climate/to_vertrieb
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3. Financial Analysis
Within this financial analysis we will compare Thomas Cook with TUI Travel PLC within Europe with several different ratios which will measure both companies performance for three years since 2008 to 2010. Profitability Ratio Gross Profit Margin
25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 2008 2009 2010 7.33% 8.35% 8.83% 23.07% 23.57% 21.21% Thomas cook TUI Travel
Formula: Gross profit/sales
Thomas Cook has since 2008 maintained and increased their gross profit from 2008 until 2010, 2008 was year of cost savings, capacity cuts, a completed merger near the end of the financial year and a troublesome year for tour operators. The flexibility Thomas Cook is striving for does pay off in 2009 and 2010. They invested in this already before 2008 to cut costs. Besides cutting costs Thomas Cook manages to increase revenue in its division (Although the inter-segment sales are increased due to the revision of the geographical divisions.) there is no division that is performing extraordinary the company has a consistent performance over the 3 years.13 Operating Profit margin
3.00% 2.00% 1.00% 0.00% -1.00% -2.00% 2008 2009 2010 -1.32% 1.66% 1.69% 0.27% 1.88% 0.60% Thomas cook TUI Travel
Formula: Operating income/Sales
Thomas Cook performed better than TUI and operating profit increased a little since 2008. Operating costs as seen in the graph have decreased again after 2009. Cost decreases have mainly been made in the accommodation sector through the new group destination management function, splitting the
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Thomas Cook (2010/2009/2008). Annual report & accounts, Segmental performance
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continental Europe division, synergy across airline segments, fuel efficiency improvements and joint tendering. 14 Net Profit margin
1.00% 0.50% 0.00% -0.50% -1.00% -1.50% -2.00% -2.50%
0.10% 0.54% -0.17% -1.91%
0.03% Thomas cook -0.78% TUI Travel
2008
2009
2010
Formula: Net income/Sales
Net profit has decreased over 3 years in 2009 decreased drastically, this is mostly because the increase in financial costs and decrease in financial income. Obviously Thomas cook is better than TUI Travel since TUI Travel is making a loss for the last 3 years. However, this trend is considered good as revenue is decreasing. In the end, the financial income decrease and increase have a great effect on the net profit of Thomas Cook and TUI Travel PLC.
16,000.00 14,000.00 12,000.00 10,000.00 8,000.00 6,000.00 4,000.00 2,000.00 2008 2009 2010 8,111.50 9,268.80 Thomas cook 8,890.00 TUI Travel 13,932.00 13,863.00 13,400.00
Revenue (in m) The main conclusion we can perceive from this is that Thomas Cook did better during the last 3 years of financial unrest and disasters. Despite TUI Travel PLC ratios is much lower, TUI Travel PLC revenue is still higher compared to Thomas Cook.
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Thomas Cook (2010).Thomas Cook Annual report & accounts, 10
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Project IBMS6_ Business Plan Liquidity Ratio
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The current assets have since 2008 decreased, mainly attributed to much lower cash and cash equivalents since 2008 and a decrease in financial instruments the other side is that the current liabilities of Thomas Cook have decreased over the years especially the borrowings and financial leases have decreased. Total liabilities have increased over the past 3 years mainly due to an increase of long term borrowings. The gross of them being need to be repaid after between 2 and 5 years or even later. This is the main reason why the long term liabilities have increased. In 2010 Thomas Cook started to increase its investments in synergy within the organization that it halted after 2008 also they invest in the future to increase cost savings. Operating Ratio Return on Asset
3.00% 2.00% 1.00% 0.00% -1.00% -2.00% -3.00% -4.00%
2.10% 0.57% -0.45% -3.06% 2008 2009
2%
0.20%
Thomas cook TUI Travel
2010
Formula: Net income before taxes/Total assets
What we can say is that the total assets have grown since 2008; Thomas Cook did not stop investing in their current assets across the board they invested in aircrafts and new property coupled with that the net profit has decreased leads to a lower return on assets in the last 2 years. It also means that the increase in assets is not helping improve their net profit at the moment.
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IV.
SWOT (European Market)
After analysis the two selected companies TUI and Thomas Cook- externally and internally, our group come up with an SWOT to present the Strengths, Weaknesses of the two companies, the opportunities for their business, as well as, the threats that they may face.
Strengths 1. 2. 3. 4. 5. 6. Portfolio of strong brands Top retailer in tour booking online Dynamic product contents Strong financial position Light asset Cost Efficiency 1. Market leader in European Travel Industry 2. First class brand image 3. Vertically integrated company 4. High level of diversity 5. Strong financial position 6. Strong multi distribution channels
Weaknesses 1. Too dependent on the European travel Market. 2. Undifferentiated package products Opportunities 1. Emerging market 2. European market shown signs of recovery 3. E-commerce development Greater booking online penetration 4. Rapid demand growth of East Asia Market 5. Business Expansion through further Acquisition and Mergers Threats 1. Euro crisis and unemployment 2. Online competition 3. Trend for last minute booking squeeze the margin of travel firms 1. European crisis and unemployment 2. Price Completion is intensive 3. Political Crisis in Europe. 1. Emerging Market 2. European market shown signs of recovery 3. E-commerce development Greater booking online penetration 4. Business Expansion through further Acquisition and Mergers 1. Heavy asset business model 2. High costs pressure
V.
Recommendations
As we have analyzed above, with different criteria, we have concluded that Thomas Cook is doing fine financially. They are more pricing competitive compared to TUI Travel PLC. However, Thomas Cook may face lot of problems in short future it they dont have any adjust with the business strategy. European market has stopped developing, high competitions is hitting on the companys margin. Company goodwill is no longer as important as before with low budgeted customers. Under the forecasted situation of decreasing demand, Thomas Cook even exposes with higher risks of contract or owns air craft need to fill in.
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In order to strengthen the competition power and reach for further development, there are not many options left for Thomas Cook, but shirking their business in Europe differentiating their products, and more important looking for the new fresh capital from other geographical areas. The European crisis, and the losing value of the Euro () though may cause difficulties in Europe Thomas Cook core market, also make Europe become more attractive with foreigner traveler. It is the best time for Thomas Cook to consider expanding their operation to other potential markets. The best candidate right now may be China, due to the rapid growth in both economy and consuming demands.
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Part II
Thomas Cook Business Strategic Plan of Expanding to Chinese Tourism Market
I. Chinese Tourism Market - Current status and Future Potential Developments
1. PEST Analysis 1.1. Economic Factors The overall recovery of Chinese economic development was encouraging and the disposable income of people is continued to increase. The total GDP of China is 6.5 trillion last year. And the report from China economic census showed the GDP of Beijing is 1377.79 billion in 2010, and the GDP grows is same as last year which is 10%. The GDP of Shanghai is 1687.2 billion and the GDP grows is 9.9%. Another city we are really caring about is Guangzhou. The GDP of it is 1060.4 billion and the GDP grows is 11.5%. 1.2. Political Factors Until Jan 2011, there is 1,108 travel agencies are allowed organized outbound tour by national tourism administration. According to promises China made for entry into the WTO, May 1, 2009 the new regulation stipulates that in addition to Chinese-foreign equity and contractual joint ventures, foreign investors can also set up foreign travel agencies. 1.3. Social Factors The growing sharply of the economy has higher significantly the living quality and education in China. Together with improvement in wealth of people (especially in the big metropolitans), smaller family size and less heavy pressure on saving also make people tend to enjoy life more. Customer behavior has changed significantly in the Chinese travel market over the past three decades. Todays customers demand more sophisticated holiday and leisure products. Their diverse needs range from luxury vacations to business travel to adventure tours. 1.4. Technological Factors Driven largely by the fast-growing consumer demand, travel related technologies have seen a tremendous growth in the past decade. The Internet has brought about fundamental changes to travel research, planning and purchasing by Chinese travelers. According to a 2009 report from Research in China, 67% of Chinas total Internet users choose the Internet as their main source of tourism information. More than 70% of customers made a hotel reservation or booked an air ticket online in 2008. The report also said that 20% of all Chinese citizens use online channels to complete their purchases.
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Project IBMS6_ Business Plan 2. China Outbound Tourism As part of Chinas impressive economic growth, it has developed from just being an exotic destination to also representing the biggest Asian outbound tourism source market. Chinese tourist groups can get visas now for almost all countries in the world, and the affluent, mostly urban, part of the society can easily obtain foreign currency. Growing Chinese overseas investment, more reachable destinations, increased diversification, and sophistication of the travel market and the continuing need to gain prestige through conspicuous consumption will support the further growth of business and leisure outbound tourism.
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Just within the last decade, the annual number of border crossings exploded from 10 million to 50 million, which means in increasing number of people are willing to travel abroad and this service is becoming more profitable in the future. When global tourism contracted due to the economic crisis in 2009, Chinas outbound tourism still managed to rise by 4%, both in number of travelers and in terms of spending. The China outbound market will capture 10% of the global international tourism market within the next decade15. Though the potential growth is promising, the demand seems to surplus the supplies. The market now is still running with medium and even small agencies. Europe continues to remain the most aspired-to destination for Chinese. Recent surveys suggest that the medium- to longer-term prospects for Chinese travel to Europe are also excellent. Chinese people in both Shanghai and Beijing have ranked Europe at the top of their lists of foreign destinations they realistically intend to visit someday.
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Chinese Outbound Tourism market. (n.d.). COTRI. Retrieved December 2011, from http://www.chinaoutbound.com/index.php?option=com_content&view=article&id=48
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Thomas Cook is, like many airlines and tour operators, suffering from weak consumer demand as Europe's financial crisis. Shares in Europe's second-largest tour operator sunk 75 percent of their already depressed value. It is more crucial than ever for them to finding new source of business and capital. And the finest answer for them now is indeed Chinese outbound travel market. Socio-economic forecasts for high annual GDP growth, rapidly growing disposable income for many sectors of the population, appreciating Yuan rising levels of education and the strengthening of vocational training, all suggest continued dynamic growth in demand for travel and tourism . We can see China Tour Operator Industry is very profitable potential market, which Thomas Cook should take swift action to gain the advantages of the early-entry players.
II.
Strategy Formulation for Thomas Cook to entry China
1. Competitive Analysis - Thomas Cook operate in China Porters 5 forces 1.1. Rivalry among competing businesses Rivalry among competing businesses is low. Even though China outbound tourism achieve fast growth rate, the concentration of the industry is not really intense, since there are still not many competitors that can be compared to Thomas Cook. There is only one clear leader, which is Crip -TUI China - joint venture between TUI and the Chinese Tour Operator CTS (Chinese Travel service Head office Co. Ltd), play a significant role in Chinese outbound tourism. 1.2. Potential Entry of New Competitors The more firms can enter the market the higher the competitiveness. Entry barriers enforced or of natural origin, can influence the level of market entrants.16 There are only few rules regarding market entry and basically any business can enter. Since China is proven to be attractive, plus the difficult forecast in Europe in next few years, many travel firms have already taken China in to serious consideration. Potential entry of new Competitors is quite high. 1.3. Potential Development of Substitute Products Deals with the level of competition between a firm in a certain industry and its competition which produces substitute products in another industry, competitive pressure increases when prices of substitute products drop.
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Strategic Management, Concepts and Cases, Twelfth Edition, Fred R. David p. 120
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Operating in tour operator industry, there always serious threat of alternative products. Many tour operators will try to entry the market with my services to attractive customers. 1.4. Bargaining power of customer Travelers will not purchase holidays in large quantities. In case of tours, the tour operator will group the travelers together into several bigger groups. The group tour that we are proposing is not standard, and will be very competitive in price, the product is much differentiated. Currently, there are not many competitors that offer such all in one tour with very specific and coordination. Price is as important as quality in this case, as we will offer very competitive price but deliver highest quality of services possible. Bargaining power of customer is medium. 2. Key external Factors Within this matrix we will give, based on the importance of each aspect, weights to all opportunities and threats. The rating will describe the ability of Thomas Cook to react to the opportunities and threats. The weight multiplied by the rating then gives us a weighted score whose total sum demonstrates if ThomasCook lies below or above the average of 2.5. Weighted Key external factors Weight Rating score Opportunities 1 Growing wealth and improving living quality of the Chinese population 15% 3 0.45 2 Fast growing in outbound travel demand to Europe 15% 3 0.45 3 Changes in Chinese regulations opens the door for foreign investors 14% 3 0.42 4 The losing value of the Euro 10% 2 0.2 5 High Internet Penetration in China 14% 3 0.42 Threats 1 European Union debt and political crisis 12% 1 0.12 2 The intensive competition in Chinese Market 5% 2 0.1 3 Jet fuel crisis (raising fuel prices) 5% 2 0.1 4 Cultural differences. 10% 3 0.3 (1) Poor, (2) Below Average, (3) Above Average, (4) Superior Total 100% 2.56
Opportunities
1. Growing wealth and improving living quality of the Chinese population China is the fastest growing economy with GDP growth rate 500% in 10 years, and has been growing steadily on 8% - 10% every year17. 2. Fast growing in outbound travel demand to Europe18
17
Chinability (2011, November 5). China Gross Domestic Product Growth. Retrieved December 8, 2011, from http://www.chinability.com/GDP.htm
22
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Europe remains number one travel destination of Chinese outbound travel for more than 20 years. In the last 10 years, the number has doubled from 1.000.000 to over 2.000.000 Chinese Travelers to Europe. 35% of Chinese travelers went to France, for shopping. 3. Changes in Chinese regulations open the door for foreign investors19 Recent changes in Chinese regulations have created big opportunities for business expansion for foreign investors, which also made China GDP grow rapidly. 4. The losing value of the Euro20 With the current debt crisis, which certainly just the beginning, this is somewhat a good news for Chinese travelers who travels to European countries. 5. High Internet Penetration in China With the rapid increase of Chinese Internet users exceed 500 Million, and expected to grow more, Thomas Cook great web interface will only need to be translated and customized to fit the Chinese travelers need.
Threats
1. European Union debt and political crisis The biggest threat for Thomas Cook is the recent EU debt crisis, which will not get better soon. This also can be a big threat to future Chinese travelers if the violence in Greece and Italy and other parts of Europe continues. 2. The intensive competition in Chinese Market Even with Thomas Cooks assets and great web interface, Chinese tour operator industry has already many established small to international tour operators 3. Jet fuel crisis (raising fuel prices) Recent fluctuations in oil prices have caused jet fuel prices to increase in China, which in turn will affect the ticket prices of flights in China. If oil prices continue to raise, this can pose a serious threat. 4. Cultural Differences As Thomas Cook has never enter Chinese Market before, Cultural differences in working, and communication can pose to be a threat. Understanding and working with a partner company will easily overcome this threat.
18
Insights.org.uk (2009, June). The Chinese Outbound Travel Market. part 2 and 3. Retrieved December 8, 2011, from
http://www.insights.org.uk/articleitem.aspx?title=The+Chinese+Outbound+Travel+Market%3A+Parts+2+and+3
19
COTRI Essential China Travel Trends. Retrieved from http://www.chinaoutbound.com/index.php?option=com_content&view=article&id=48 20 Exchangerates.co.uk (2011, June 10). Euro Continues to lose ground. Retrieved from http://www.exchangerates.org.uk/news/557/eurolosing-value.html
23
Project IBMS6_ Business Plan 3. Key internal Factors
Group E4
Within this matrix we will give, based on the importance of each aspect, weights to all strengths and weaknesses. The rating will describe the ability of Thomas Cook to react to the strengths and weaknesses. The weight multiplied by the rating then gives us a weighted score whose total sum demonstrates if Thomas Cook lies below or above the average of 2.5. The overall score is 2.8 which show that Thomas Cooks has done well internally. Weighted Key internal factors Weight Rating score Strength 1 Strong Brand recognition in Europe and North America 15% 4 0.6 2 Solid distribution and travel facilities. 15% 4 0.6 3 Deep knowledge and highly experienced in travel industry 15% 4 0.6 4 Highly trained and motivated employee 5% 4 0.2 5 Top retailer in online travel bookings 10% 3 0.3 Weakness 1 Limited knowledge for Chinese Tour Operator Industry 15% 1 0.15 2 Highly dependent on European Market 15% 1 0.15 3 Undifferentiated package products 10% 3 0.3 (1) Major Weakness, (2) Minor Weakness, (3) Minor Strength, (4) Major Strength Total Strengths21 1. Strong Brand recognition in Europe and North America With passengers over 7.5 Million in UK mainland and over 15 Million passengers from West, North, Central and East Europe in 2010 only, Thomas Cook is the second largest tour operator in Western Hemisphere. 2. Solid distribution and travel facilities. Thomas cook operates in all European countries with more than 1011 retail outlets in UK alone, 1321 retail outlets in Central Europe, 1105 Retail outlets in West and East Europe. As Thomas Cook operates in all European countries, Thomas Cook offers a very wide range of hotels for every travel destination in Europe. 3. Deep knowledge and highly experienced in travel industry Thomas Cook has operated in the Tour Operator industry since 1855, and legally established in 1924. Thomas cook has merged with several different tour operators throughout the years and the latest merger is with My Travel Group PLC in 2007. Thomas Cook also creates a very user friendly and highly customizable travel experience for more than 10 years. 100% 2.9
21
Thomas Coook (n.d.). Group overview. Annual Report 2010. Retrieved from http://ara2010.thomascookgroup.com/overview/group_overview/group_5.shtml
24
Project IBMS6_ Business Plan 4. Highly Trained and Motivated employee22
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As we have mentioned above in the human resource part, Thomas Cook trained their Employee with their PROUD strategy that also motivates and train employees to give better service. 5. Top retailer in online travel bookings23 Although such recent Euro Economic Crisis has created a drastic plummet of confidence, Thomas Cook website still rated number 4 along with other top UK online travel booking services.
Weakness 1. Limited knowledge for Chinese Tour Operator Industry Thomas Cook has not tried to enter Chinese Tourism industry yet, which we are proposing to do since China is a fast growing economy that makes it very lucrative in these hard economic times. 2. Highly dependent on European Market24 As mentioned above, Thomas Cook main revenue is coming from UK and Europe, with small SBUs on North America and India. This is currently a very big weakness when the European market has a very sluggish economy. 3. Undifferentiated package products ThomasCook does not have differentiated products and services compared with the competitors in the market. It reduces dramatically ThomasCooks competitive strength. When there is no significant difference among tour operators, customers have more choices, and result heavy price pressure on ThomasCook. In the long run, this will also impact the customer loyalty the profitability of the company.
22
Diversity. (n.d.). ThomasCook Group plc sustainability Report 2010. Retrieved October 2011, from http://sustainability2010.thomascookgroup.com/employees 23 Tnooz (2011, November 19). Thomas Cook traffic remains steady Top UK travel sites. Thomas Cook traffic remains steady. Retrieved December 8, 2011, from http://www.tnooz.com/2011/11/24/data/thomas-cook-traffic-remains-steady-top-uk-travel-sites-november-192011/ 24 Thomas Coook (n.d.). Group overview. Annual Report 2010. Retrieved from http://ara2010.thomascookgroup.com/overview/group_overview/group_5.shtml
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III. Strategy Analysis and Choice

1. SWOT Matrix Strength 1. Strong Brand awareness in Europe and North America 2. Solid distribution and travel facilities. 3. Deep knowledge and highly experienced in travel industry 4. Highly trained and motivated employee 5. Top retailer in online travel bookings SO Strategies 1. Enter China Market by joint venturing with strong Chinese travel firm. (S1,S2, S3,O1,O2,O3,O4,) 2. Enhance brand awareness of Thomas Cook from online marketing campaign (S1, S3, S5, O5) 3. Build an Travel Online Booking website in China. (S1,S3,S5, O5) Weakness 1. Limited knowledge for Chinese Tour Operator Industry 2. Highly dependent on European Market 3. Undifferentiated package products
Opportunities 1.Growing wealth and improving living quality of the population 2. Fast growing in outbound travel demand to Europe 3. Changes in Chinese regulations opens the door for foreign investors 4. The losing value of the Euro 5. High Internet Penetration in China Threats
WO Strategies 1. Expand to Chinese market (W2, O2, O4) 2. Cooperate with more suppliers (W3, O2) 3. Establish a market research through online sources and database to obtain essential knowledge (W1, O5)
ST Strategies 1. Create marketing media and online campaign to enhance Thomas Cooks brand recognition, experience of European market. (S2, S3, T2) 2. Develop new dynamic services packages with customizable options. (S2,S3,T2)
WT Strategies 1. Establish a partnership with a Chinese tour operator. (W1,T4) 2. Recruit and train local employees (sales and tour guides) to improve competitive advantages (W1,T2,T4)
1. European Union debt and political crisis 2. The intensive competition in Chinese Market 3. Jet fuel crisis (raising fuel prices) 4. Cultural differences.
From 10 strategies come up with above, our group has decided select 6 of them to follow which are: 1. Enter China Market by joint venturing with strong Chinese travel firms (S1, S2, O1, O2, O3, O4,). 2. Create media and online marketing campaign to enhance Thomas Cooks brand recognition, experience of European market. (S2, S3, T2) 3. Build a Travel Online Booking website in China. (S1,S3, S5, O5) 4. Develop new dynamic services packages with customizable options for customers (S2, S3, T2) 5. Recruit and train local employees (sales and tour guides) to improve competitive advantages (W1,T2,T4) 26
Project IBMS6_ Business Plan 2. Cost of Strategies 2.1. Enter China Market by joint venturing with strong Chinese travel firms
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Joining a venture is obligated if Thomas Cook want to operate outbound travel in China, since wholly foreign-owned agencies are still banned from arranging for outbound business in China. Going into joint venture with a strong Chinese Travel firm allow Thomas Cook to enjoy a higher degree of marketing control which would shorten the time taken to obtain local market information. It provides great flexibility to arrange business relationship in a way that benefits both parties. This applies to the management of the joint venture and its financing. Joining a venture also means cost and risk sharing. Thomas Cook would be able to save money on business operating costs. Comparing joint venture with wholly foreign-owned enterprise, joint venture investing reduces capital expenditure as well as manpower. With joint venture, it is easier to obtain the capital, the technology as well as local society, preferential tax, and government supports. However, beside the advantages, Thomas Cook also should be awarded with culture differences and profit sharing issues impacts on the decision making process, which should be considered carefully before enter joint venture. 2.2. Create media and online marketing campaign to enhance Thomas Cooks brand recognition, experience of European market Building media and online marketing campaign to enhance Thomas Cooks brand recognition and service quality would be the very first step they have to do. Invest on large scale national marketing promotion campaign can build up the image of the company in the population. This can be done though both the traditional communication ways such as newspapers, magazines, radio, TV etc, or through new powerful tool The Internet. 2.3. Build a Travel Online Booking website in China
25
The Internet has brought about fundamental changes to travel research, planning and purchasing by Chinese travelers. Encouraged by the huge success of online travel agency C-trip, which dominates the online travel booking market in the international capital market, investments into technological and business model innovations in online travel in China continues.
25
China Online Travel Update Q1 2011. (2011, April). China Internet Watch. Retrieved November 2011, from http://www.chinainternetwatch.com/1033/china-online-travel-q1-2011/
27
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The tour online booking market in China is still on the developing phase. Chinese travelers use the Internet heavily to make their purchase decisions, but still using travel agents for most final transactions, due to convenience. However, there is notable shift in travel buying behavior together with high Internet penetration rate. At the moment, these are several players in the flied, which the golden chance for Thomas Cook to take action. With their position as top retailer in online travel bookings in Europe, it would be advantages to set e-commerce in China. 2.4. Develop new dynamic services packages with customizable options for customers Chinas tourism market development is supported by one strong fundamental element: growth in the number of travelers. As this foundation expands, it creates a challenge in improving quality and efficiency. Especially with Internet, now product information now is transparent with both customers and competitors. Customers have chance to compare the offered packages from different providers. So differentiation of products and services is highly important with company competitive power. The solution requires producing a dynamic product, following these principles: 1. Learn about the customers demands beyond the superficial 2. Engage travelers with varied options and customized service.
2.5. Recruit and train local employees (sales and tour guides) to improve competitive advantages As a travel companies, personnel is the fundamental asset of the companies. Recruit and train local employees, can help Thomas Cook approach better with the China market. Local employees understand better cultural, behavior and purchasing customs of the Chinese Customers.
28
3. The Quantitative Strategic Planning Matrix (QSPM) THOMASCOOK 1. Enter China Market by joint venturing with strong Chinese travel firms 2. Create media and online marketing campaign to enhance Thomas Cooks brand recognition AS 3 TAS 0.15 0.45 TAS 0.45 0.30 0.75 1.2 3. Build a Travel Online Booking website in China 4. Develop new dynamic services packages with customizable options for customers 5. Recruit and train local employees (sales and tour guides) to improve competitive advantages AS 2 4 TAS 0.30 0.40 0.70 TAS 0.60 0.60 1.30
ALTERNATIVE STRATEGIES
Key External Factors Opportunities 1. Growing wealth and improving living quality of population 2. Fast growing in outbound travel demand to Europe 3. Changes in Chinese regulations with foreign investors 4. The losing value of the Euro 5. High Internet Penetration in China Threats 1. European Union debt and political crisis 2. The intensive competition in Chinese Market 3. Jet fuel crisis (raising fuel prices) 4. Cultural differences.
SUBTOTAL
Weight 0.15 0.15 0.14 0.10 0.14 0.12 0.05 0.05 0.10 Weight 0.15 0.15 0.15 0.05 0.10 0.15 0.15 0.10 AS 3 4 2 TAS 0.45 0.60 0.30 1.05 3.12 AS 3 2 AS 2 3 4 TAS 0.30 0.45 0.40 1.15 1.71 AS 4 3 4 TAS 0.60 0.45 0.40 1.45 1.65 AS 4 AS 3 4 3 3 TAS 0.45 0.60 0.42 0.30 1.77 AS 4 TAS 0.56 0.56 AS 3 TAS 0.15 0.15
Key Internal Factors Strength 1. Strong Brand awareness in Europe and North America 2. Solid distribution and travel facilities. 3. Deep knowledge and highly experienced in travel industry 4. Highly trained and motivated employee 5. Top retailer in online travel bookings Weaknesses 1. Limited knowledge for Chinese Tour Operator Industry 2. Highly dependent on European Market 3. Undifferentiated package products
SUBTOTAL
TOTAL
The QSPM matrix gives us an indication of how attractive the chosen strategies are. According to our results, the most attractive strategies score 3.12, which enter China Market by joint venturing with strong Chinese travel firms. With the score of 1.71, to build a Travel Online Booking website in China is the next most attractive strategy that Thomas Cook should pursue. The next strategy, namely develop new dynamic services packages with customizable options for customers score 1.65 is thus a strategy ranked on the third place. The fourth ranked strategy is to recruit and train local employees (sales and tour guides) to improve competitive advantages scored 1.30. Finally, to create media and online marketing campaign to enhance Thomas Cooks brand recognition, experience of European market scored 1.2 as the fifth rank. With this priority ranking, we can go in the following more into detail on how to pursue these strategies in the best way.
III.
Strategy Implementations
1. Finding Partnerships in China Based on your research, enter China Market by joint venturing with strong Chinese travel firms is proven to be profitable for Thomas Cook. Cooperate with a strong reputed travel firm will bring many advantages for Thomas Cook. The first question if Thomas Cook wants to bring Chinese travelers to Europe may be related to transportation. Though Thomas Cook has their owed airlines, they are just operating in short haul around Europe. Thomas Cook need a partner that not only share the tour operator market knowledge, but also can operate the long haul flight from China to Europe. Based on our research about the Chinese Market, Chinese Southern Airline would be the best candidate. Established on October 11, 2002, China Southern Airlines, as one of the three major air transport groups under direct management of State-owned Assets Supervision and Administration Commission of the State Council, China Southern Air Holding Company specializes in air transport service, and is engaged in air passenger and cargo agencies, import and export trade, financial planning and wealth management, construction and development, media advertising and other industries. China Southern Air Holding Company has more than 70,000 employees and total operating assets of over RMB 150billion. As China's largest airline, China Southern Airlines has 53 International offices located in major metropolitan markets around the world. China Southern Airlines also operates as tour operator with approved license from China National Tourism Administration (CNTA).
China Southern Airline Global Network
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Chine Southern Airline report a 33% year-on-year increase in net profit to RMB 2.76 billion (USD 431.6 million) in the first haft of the year 2011 supported one- off gains and robust growth of domestic and international market demand stimulated by a fast growing Chinese economy for an operating profit margin of 6.1%.
China Southern Airline Revenue Growth
Together with China Southern Airline, Thomas Cook would build a new joint venture company (Thomas Cook China) specialize in outbound travel to Europe. 2. Human Resource Management One of the most critical factors in the success of a company's international success is its hiring program. Recruit and train local staff would be an obligation for Thomas Cook. Having Mandarinspeaking staff and tour guides (or Cantonese-speaking staff in the Guangdong province) is essential since most of Chinese barely speak English. Not just employees, but first-level supervisors and possibly some of the middle managers will also be members of the local community. Since Thomas Cook at the moment has not yet familiar with China Labor Market, and to be more cost effective, the recruitment should be outsourced. Job agency would be an option to find the best matched candidates. The training programs are also important to ensure the quality of the new staffs meet with Thomas Cook famous standards. Though the cultural adaptation is crucial, the local staffs should understand the global vision and sprit of Thomas Cook. By that way, employees would feel more motivated and connect with the company, which absolutely positively effected on the working performance. 3. Product Development 3.1. Destinations offer and length of tour Thomas Cook should create the dynamic tour package with flexible choice of destinations and time spending, which fit with the demand of the new as well as and repeated visitors. The packages which offer fewer destinations visited but spend longer time in each place, will be more favorable for customers.
31
Project IBMS6_ Business Plan 3.2. Travel products offered
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The tours can be categorized in to 4 levels of accommodation used: Business, Luxury, Standard, and Budget. Generally, Chinese travelers often have not much requirements about accommodations, but spend more on shopping. That is why the tour packages which are exclusively tailored to customers specifications will be good option. Visitors have the right to choice what activities they what to spend time the most. Types of most common preferred activities may be: 1. Sightseeing 2. Shopping 3. Cultural exploration 4. Sport 3.3. Payment method Although Chinese internet penetration has rapidly increased, Chinese preferred method of payment is still cash. According to PhoCusWright FYIs October 2009 newsletter, 25% Chinese purchased their travel online, and the 25% through call center, and 50% through the Travel outlet. 4. Operation Chinese travelers still have not widely adopted online booking. Traditional channels such as physical sales outlets and call centers still handle more than 90% of the countrys US $60 billion in annual gross travel bookings. Even C-trip, the undisputed market leader which dominates the online travel market with over 50% of market share, still processes about 70% of its bookings through a call center. Follow the trend, in the first year, Thomas Cook China will open 3 outlets in 3 biggest cities of China (Beijing, Shanghai, and Guangzhou). Together with these stores will be a 24/7 call service. Chinese expect their requests for quotes to be responded to on a 24/7 basis. They also commonly ask for tips to be included in the package price; business or official travelers do not want to put their hands in their pockets to pay tips and leisure travelers prefer to know how much they will have for shopping and other extras. Besides opening outlets, build a tour booking website in Chinese is also primary. As we have mentioned earlier, although the sale though traditional channel is still dominated, online booking more become more and more trendy, and Thomas Cook should be able to catch up with. The new tour booking website designed in Chinese with a friendly interface with Chinese users. It will be contain many flexible options, which allows customers to easily customize their owe trips. 5. Marketing 5.1. Internet & Social Media Strategic use of social media to increase brand awareness is extremely powerful in China. For this reason, it is important to adapt Thomas Cook campaign to fit with the terms and conditions of whichever social networking system execute it on, and understand the behavior of Chinese customers so you can listen, monitor, moderate, and engage. The marketing campaign will be carried on the traditional media channel is essential, such as magazines, newspaper, TV, and radio. Beside, Internet is proven a powerful channel to communicate with Chine consumers. The power of the Internet in China has never been stronger with the domination of long-running, multiservice 32
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portals like Sina, QQ and Sohu. According to CIC Data, a Shanghaibased company that researches Chinese consumer behavior online, 48% 26of Chinese travelers use online travel discussion forums to fine-tune plans. However, Thomas Cook should consider the content and calculate carefully impact of the marketing plan, since the creating social media campaigns in China may be trickier due to government red tape and less freedom to express the brand message. 5.2. Other tools for promotion Travel fairs There are a number of annual travel trade fairs in China. Perhaps the most important is the China International Travel Market (CITM), which alternates between Shanghai and Kunming every year in November. However, at least 75% of the fair is given over to inbound and domestic tourism and the Kunming event has in the past not been as well attended as the Shanghai fair. A more dedicated outbound tourism event is the China Outbound Travel and Tourism Market (COTTM) in Beijing, last organized in July 2011 and will be hold again on 18-20 April 2012. Credit card companies and banks The Bank Association of China announced that in 2010 China had over 2.4 billion bankcards in circulation growing approximately 16% from the end of 2009. Various commercial institutions offer all kinds of preferential treatment to gold and silver cardholders, among which travel is an important item. Banks have issued dual-currency cards or debit cards that can be used abroad. Debit cards in Yuan (RMB) can currently be used in many Asia Pacific destinations. Airlines have also moved into the market, so that Chinese people can accumulate mileage by using their cards for shopping or obtaining cash. 6. Finance To realize this proposal, Thomas Cook has already borrowed a long term debt from European banks to cover the expenses due to the EU economic and Political Crisis. To realize the plan to expand to the Chinese Tour Operator Industry, and create a joint venture with China Southern Airlines to open Thomas Cook China, we will need 3.000.000 investment to cover the first 3 to 4 year expenses. More details regarding financing will be explained in Expected Results. 7. Legal Issues On May 1st 2009, Chinese government removed its restrictions and also lowered the thresholds for foreign-invested travel agencies. According to the new Regulations for Travel Agencies issued in 2009 by the State Council, foreign travel companies can establish travel agencies in China independently (wholly foreign-owned enterprise) or in cooperation with one or more Chinese partners (Sino-foreign equity joint venture or cooperative joint venture). The requirement for minimum registered capital is only RMB 300,000, compared to RMB 4 million stipulated in the former rules. On 29 August, 2010, the new policy about conditions for the foreign invested travel agencies to operated outbound business27:
26
Nielsen Outbound Travel Monitor
33
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1. The travel agencies must take the form of a Sino-foreign equity joint venture; 2. The travel agencies must have obtained the travel agency business license issued by China National Tourism Administration (CNTA) 3. The travel agencies do not any record subject to any administrative punishment more serious than fines due to the impairment of the legitimate rights and interests of tourists. In order to opera online business, an ICP (Internet Content Provider) license is also required.
IV.
Expected Joint Venture Result
With the current economic hurdles in European Union, Thomas Cook joint venture with China Southern Airlines is expected to turn the tide and more. We expect to double Thomas cooks net profit margin, raising Thomas Cooks Current ratio by 40%, and establish 6 outlets in Mainland China by 2017
Ratios
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Actual Results
Growth Rate Debt/Equity Ratio Net Profit Margin Current Ratio Quick Ratio -5.02 0.171 0.55 0.55 -3% 3.12 0.165 0.4 0.39 6% 2.980 0.175 0.43 0.42 -2% 2.92 0.178 0.44 0.43 4% 3.708 0.185 0.46 0.45 9% 4.265 0.202 0.50 0.49
Expected Results
12% 5.032 0.226 0.56 0.54 15% 4.05 0.260 0.64 0.63 18% 2.98 0.307 0.76 0.74 20% 2.5 0.368 0.91 0.89 Lower better Higher better Higher better Higher better
1.00 0.80 0.60 0.40 0.20 2009 2010 2011 2012 2013 2014 2015 2016 2017 (0.20) Growth rate Net Profit Margin Current Ratio
In order to realize this aggressive expansion, Thomas Cook needs to finance their expansion through long term debt, in the sum of 6.000.000 to finance the first 3 to 4 years of the expansion. Chinese
27
China allows foreign travel operators to set up outbound travel agencies. (2010, September 20). CMS . Retrieved November 2011, from http://www.cmslegal.cn/foreign_travel_operators
34
Project IBMS6_ Business Plan Regulation required new business to own at least 35.630 or RMB 300,000 in the time of registration.
6.00 5.00 4.00 3.00 2.00 1.00 (1.00) 2009 2010 2011 2012 2013 2014 2015 2016 2017 0.20 (0.03) 0.06 (0.02) 0.04 0.09 0.12 0.15 0.18 3.708 3.12 2.980 2.92 4.264 5.032 4.05 2.98 2.5 Growth Rate Debt/Equity Ratio
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We expect to start renovation for Thomas Cook China Outlet in Beijing, Shanghai and Guang Zhou in early 2012. As the graph shows, the funds will be used in terms, and we expect to pay back the long term debt by 2017.
Expected Yearly Costs Facility Beijing Shanghai Guang Zhou New outlet 2013 New outlet 2014 New outlet 2015 New outlet 2016 Website Marketing Campaign Total Cost / year 9,200.00 2,000,000.00 2,785,000.00 5,000.00 1,800,000.00 2,510,800 5,000.00 1,600,000.00 2,456,800.00 5,000.00 1,600,000.00 2,570,800.00 Employee Facility Employee Facility Employee 2012 190,000.00 84,000.00 190,000.00 84,000.00 164,800.00 63,000.00 2013 90,000.00 84,000.00 90,000.00 84,000.00 64,800.00 63,000.00 230,000.00 2014 90,000.00 84,000.00 90,000.00 84,000.00 64,800.00 63,000.00 130,000.00 230,000.00 2015 90,000.00 84,000.00 90,000.00 84,000.00 64,800.00 63,000.00 130,000.00 130,000.00 230,000.00 2016 90,000.00 84,000.00 90,000.00 84,000.00 64,800.00 63,000.00 130,000.00 130,000.00 130,000.00 230,000.00 5,000.00 1,500,000.00 2,600,800.00
30,000.00 25,000.00 20,000.00 15,000.00 10,000.00 5,000.00 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Revenue Net Income Cost
35
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Appendixes
A. Appendixe1: References
1. (2011). Theme book IBMS Project I6: Supply Chain Management. Enschede: Saxion University of Applied Sciences. 2. F. David (2010). Strategic Management. (13rd ed.). Pearson Education. 3. Mr H. Wevers- J.Keizer A basic guide to international business law. Wolters/Noordhoff. 4. Jay Heizer, Barry Render Operations Management. (9th ed.). Pearson Higher Education. 5. (2010). Personnel Practice (People & Organisations). (2nd ed.). Chartered Institute of Personnel & Development. 6. Robbins, S. P., & Coutler, M. (2009). Management. (tenth ed.). New Jersey: Pearson
Education,Inc.
7. McLaney and Atrill (2010). Accounting, An Introduction, (5th ed.). Pearson Education Limited. 8. Lawrence J. Gitman & Chad J. Zutter (2008). Principles of Managerial Finance. (12th ed.). Pearson Education.
9. Kotler, Armstrong, Wong and Saunders (2008). Principles of Marketing. (5th European edition .). Prientice Hall. 10. Saunders, Lewis and Thotnhill (2009). Research Methods for Business Students. (5 th ed.). Prientice
11. TUI Travel PLC Annual Report 2010. (n.d.). TUI Travel PLC. Retrieved 2011, from http://ara2010.tuitravelplc.com/tui-ar2010/dlibrary/documents/TUI_Annual_2010.pdf 12. ThomasCook PLC Annual Report & Accounts 2010. (2011). ThomasCook PLC. Retrieved May 2011, from http://www.thomascookgroup.com/investors 13. Market research for the travel and tourism industry. (2009). Euromonito. Retrieved May 2011, from http://www.euromonitor.com/travel-and-tourism 14. (2010, June). Trading Economics. Retrieved September 2011, from http://www.tradingeconomics.com/ 15. Client Success_ThomasCook. (n.d.). Accenture. Retrieved October 2011, from http://www.accenture.com/us-en/outsourcing/Pages/outsourcing.aspx?tab=4 16. Retail & Tour Operator. (2011). TUI Group. Retrieved from http://www.tuigroup.com/en/sustainability/env_management/climate/to_vertrieb 17. EU, America and Australia travel report 2011. (n.d.). out-bound tourism. Retrieved from http://www.outbound-tourism.cn/detail.asp?newsid=News_1402&class=215 18. outbound travel market research in the 1st period of 2010. (2010, May 15). out-bound tourism. Retrieved from http://www.outboundtourism.cn/detail.asp?newsid=News_1116&class=215 19. GDP data of 2010. (n.d.). China economic census. Retrieved from http://www.stats.gov.cn/zgjjpc/cgfb/ 20. top 100 Chinese travel agency 2010. (n.d.). 360 library . Retrieved from http://www.bwenw.cn/shenghuobangwen/lvyoubangwen/ 21. travey agency survey 2010. (n.d.). national tourism Administration of China. Retrieved from http://www.bwenw.cn/shenghuobangwen/lvyoubangwen/20110803/lybw5832.html. 22. Chinese Outbound Tourism market. (n.d.). COTRI. Retrieved December 2011, from http://www.china-outbound.com/index.php?option=com_content&view=article&id=48 23. Outbound Market Share Analysis China. (2010, April). Retrieved December 2011, from http://www.tourism.australia.com/en-au/documents/Corporate%20%20Markets/China_Market_Share.pdf 36
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24. Chinability (2011, November 5). China Gross Domestic Product Growth. Retrieved December 8, 2011, from http://www.chinability.com/GDP.htm 25. Insights.org.uk (2009, June). The Chinese Outbound Travel Market. part 2 and 3. Retrieved December 8, 2011, from http://www.insights.org.uk/articleitem.aspx?title=The+Chinese+Outbound+Travel+Market% 3A+Parts+2+and+3 26. COTRI Essential China Travel Trends. Retrieved from http://www.chinaoutbound.com/index.php?option=com_content&view=article&id=48 27. Exchangerates.co.uk (2011, June 10). Euro Continues to lose ground. Retrieved from http://www.exchangerates.org.uk/news/557/euro-losing-value.html 28. China Southern Airlines first half profit jumps 33%; fleet and international expansion ahead. (2011, August 30). CAPA. Retrieved November 2011, from http://www.centreforaviation.com/analysis/china-southern-airlines-first-half-profit-jumps-33fleet-and-international-expansion-ahead-57930 29. China Online Travel Update Q1 2011. (2011, April). China Internet Watch. Retrieved November 2011, from http://www.chinainternetwatch.com/1033/china-online-travel-q1-2011/ 30. International Management - duties, benefits http://www.referenceforbusiness.com/encyclopedia/Int-Jun/InternationalManagement.html#b#ixzz1gTmvDRDb 31. New Regulations on Travel Agencies. (2009, March). China Briefing. Retrieved November 2011, from http://www.china-briefing.com/news/2009/03/31/new-regulations-on-travelagencies-effective-may-1.html 32. China allows foreign travel operators to set up outbound travel agencies. (2010, September 20). CMS . Retrieved November 2011, from http://www.cmslegal.cn/foreign_travel_operators 33. Tiaona . Retrieved December 10, 2011, from http://www.tiaona.com/salary/-_- 34. Beijing Real Estate Retail For Lease - Wangfujing & Chongwenmen Area. Retrieved December 10, 2011, from http://www.chinarealestate.cn/retail_Lease_sub_detail.asp?CategoryID=352 35. Host Gator Host Gator Dedicated Servers. Retrieved December 11, 2011, from http://www.hostgator.com/dedicated.shtml 36. . (2002). State Administration of Foreign Exchange. Retrieved November 2011, from http://www.safe.gov.cn/model_safe/laws/law_detail.jsp?ID=80303000000000000,10&id=4 37. Regulation on Travel Agencies. (2009, February 20). MINISTRY OF COMMERCE PEOPLES REPUBLIC OF CHINA. Retrieved November 2011, from http://english.mofcom.gov.cn/aarticle/policyrelease/announcement/201003/20100306818799. html
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B. Appendix 2: Regulation on Travel Agencies in China

Chapter I General Provisions Article 1 The Regulation is formulated for the purpose of strengthening administration of travel agencies, ensuring the legitimate interests of tourists and travel agencies, maintaining the tourist market order and boosting the healthy development of tourism. Article2 The Regulation shall apply to the establishment and operation activities of the travel agencies in the Peoples Republic of China. Travel agencies herein refers to the business entities engaging in such activities as soliciting, organizing and receiving tourists, providing services related to tourism and conducting domestic travel business, inbound travel business or outbound travel business. Article3 The competent tourism administration under the State Council shall be responsible for the supervision and administration of the travel agencies across China. The travel administrations under the local peoples governments at or above the county level shall be responsible for the supervision and administration of travel agencies in the administration areas according to responsibility. Relevant departments including industry and commerce, pricing, business and foreign exchange under the peoples governments at or above the county level shall conduct supervision and administration of travel agencies according to responsibility by law. Article 4 Travel agencies shall adhere to the principles of free will, equality, fairness and good faith in the operation activities, improve the quality of service and safeguard the legitimate rights and interests of tourists. Article 5 Trade organizations of travel agencies shall in accordance with the articles of association provide service for travel agencies and exert the role of coordination and self-regulation to guide travel agencies to conduct legal, fairly competitive and bona fide operation.
Chapter II Establishment of Travel Agencies
Article 6 For applying for establishment to operate domestic travel and inbound travel business, a travel agency shall be qualified for the following requirements: (1) Fixed place of business; (2) Necessary business facilities; and (3) Registered capital no less than RMB300, 000. Article 7 For applying for establishment to operate domestic travel and inbound travel businesses, a travel agency shall file an application to the competent travel administration in the province, autonomous region or municipality directly under the Central Government where it is domiciled or the competent travel department in the city divided into districts which has been entrusted and submit related documents as prescribed in Article 6 herein. And the competent travel administration accepting the application shall make a decision whether or not to approve within 20 working days upon receiving the application. Where an approval is given, the administration shall grant the travel agency business license to the applicant, and the applicant may hold the license to handle registration of establishment in the industry and commerce administration; where no approval is given, the administration shall notify the applicant and explain reasons in written form. Article 8 In case a travel agency operates for two years after acquiring the license and is imposed a fine or more severe penalty by administrative organs for infringing on the legitimate rights and interests of tourists, it may apply for outbound travel business. Article9 For applying for outbound travel business, a travel agency shall file an application to the competent travel administration under the State Council or the competent travel administration in the province, autonomous region or municipality directly under the Central Government which is entrusted. And the administration shall make a decision whether or not to approve within 20 working days upon receiving the application. Where an approval is given, the administration shall renew the travel agency business license to the travel agency, and the travel agency shall hold the renewed license to handle registration of alteration in the industry and commerce administration; where no approval is given, the administration shall notify the applicant with reasons thereof in written form.
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Article 10 In case a travel agency sets up a branch, it shall hold the duplicate of the travel agency business license to handle the registration of establishment in the industry and commerce administration where the branch is domiciled and conduct a filing in the competent travel administration where it is domiciled within 3 working days upon its registration of establishment. The establishment of a branch is not restricted by area, and the business scale of a branch shall not exceed that of the travel agency that establishes it. Article 11 In case a travel agency sets up the service outlet specially soliciting tourists and providing travel consultation services (hereinafter referred to as travel agency outlet), it shall handle the procedures of establishment registration in the industry and commerce administration and conduct a filing in the travel administration where it is domiciled. Travel agency outlets shall be uniformly managed and shall not engage in other activities other then soliciting and consultation. Article 12 In the event the alteration of such registration items as name, place of business and legal representative of a travel agency or its business is terminated, it shall handle corresponding alteration registration or cancellation of registration in the industry and commerce administration and conduct a filing in the former travel administration within 10 working days upon the completion of registration to renew or hand back the travel agency business license. Article 13 One travel agencies shall open special accounts of quality deposit in the bank designated by the competent travel administration under the State Council deposit the quality deposit or submit to the travel administration giving approval the bank guarantee of guarantee quota acquired by law no less than corresponding quality deposit within 3 working days upon acquiring the travel agency business license. Where a travel agency engages in domestic travel business and inbound travel business, it shall deposit the quality deposit of RMB200,000; and a travel agency engaging in outbound travel business shall increase of the quality deposit of RMB1.2m. The interest of quality deposit belongs to the travel agency. Article 14 A travel agency that sets up a branch engaging in domestic travel business and inbound travel business every time shall increase the quality deposit of RMB50,000; for setting up a branch engaging in outbound travel business, it shall increase the quality deposit by RMB300,000. Article 15 The travel administration may utilize the quality deposit of travel agencies in any of the following circumstances: (1) In case a travel agency violates tourist contract and infringes the legitimate rights and interests of tourists, which has been verified by the travel administration; or (2) In case a travel agency inflicts the loss of tourist expenses paid in advance by tourists for dissolution, bankruptcy or other reasons. Article 16 In case a travel agency impairs the legitimate rights and interests of tourists in the judgment and ruling of the peoples court or other valid legal documents but rejects or has no finance for compensation, the peoples court may appropriate compensation from the quality deposit account of the travel agency. Article 17 In case a travel agency is not imposed a fine or more severe penalty for infringing on the legitimate rights and interests of tourists within three years upon paying or making up for the deficiency of the quality deposit, the travel administration shall lower 50% of quality deposit by the travel agency and issue an announcement to the public. And the travel agency may hold the voucher issued by the travel administration in the province, autonomous region or municipality directly under the Central Government to lessen its quality deposit. Article18 In case a travel agency whose quality deposit is utilized by the travel administration to compensate for the loss of tourists or lessened by law is imposed a fine or more severe penalty for infringing on the legitimate rights and interests of tourists, it shall make up for the deficiency of the quality deposit within 5 working days upon receiving the notice of makeup quality deposit by the travel administration. Article 19 In case a travel agency no longer engages in travel business, it may withdraw the quality deposit from the bank with a voucher issued by the travel administration. Article 20 The specific measures for the deposit and utilization of quality deposit shall be separately formulated by the competent travel administration and the finance department under the State Council together with relevant departments.
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Chapter III Foreign Investment in Travel Agencies
Article21 Foreign investment in travel agencies shall be subject to the provisions in this chapter; where no provisions are made in this chapter, it shall be subject to other relevant provisions of the Regulation. The aforesaid foreign investment in travel agencies includes Chinese-foreign equity joint venture travel agencies, Chinese foreign cooperative travel agencies and wholly foreign-owned travel agencies. Article 22 If establishing a foreign-invested travel agency, the investor shall file an application to the competent travel administration under the State Council and submit the qualified documents related to Article 6 herein. The administration shall finish examination and review within 30 working days upon accepting the application, and issue the examination and approval opinion for permitting foreign investment in travel agency if approval is given; if no approval is given, it shall notify the applicant and explain the reasons thereof in written form. The applicant holds the examination and approval opinion for permitting foreign investment in travel agency, the Articles of association, and contract signed by both parties of Chinese foreign joint venture and cooperative business operation to apply to the competent commerce administration under the State Council for establishment of a foreign-invested enterprise. The administration shall in accordance with relevant laws and regulations make the decision whether or not to approve. If approval is given, it shall grant the approval certificate to the foreign-invested enterprise and notify the applicant to acquire the travel agency operation license from the competent travel administration under the State Council, and the applicant may hold the license and the approval certificate for foreign-invested enterprises to handle registration of establishment in the industry and commerce administration; if no approval is given, it shall notify the applicant and explain the reasons thereof in written form. Article 23 Foreign-invested travel agencies shall not engage in Chinese mainland residential travel business abroad and Chinese mainland residential travel business in Hong Kong Special Administrative Region, Macao Special Administrative Region and Taiwan, but except otherwise the decisions by the State Council or free trade agreements and the Mainland and Hong Kong and Macao Closer Economic Partnership Arrangements signed by China.
Chapter IV Travel Agency Operation
Article 24 Tourist service information provided by travel agencies shall be authentic and reliable and no false advertising is allowed. Article 25 The travel agencies engaging outbound travel business shall not organize tourists to travel in the countries and regions out of the list of Chinese citizens outbound travel destinations publicized by the competent travel administration under the State Council. Article 26 The travel activities for tourists arranged and introduced by travel agencies shall not contain any content in violation of the relevant laws and regulations. Article 27 Travel agencies shall not solicit tourists at the price lower than the tourist cost or provide other paid services beyond the tourist contract without consent of tourists. Article 28 Travel agencies shall, while providing service for tourists, sign with tourists the tourist contract, stating the following items: (1) Name, business scope, address, contact number and business license number of travel agency; (2) Name and contact number of travel agency operator; (3) Place and date of signing; (4) Departing place, stops and destination in tour schedule; (5) Arrangement of Service and standards for transportation, accommodation and catering in tour schedule; (6) Specific content and time of tours uniformly arranged by travel agencies; (7) Time and times of free activities of tourists; (8) Payable tourist expenses and means of payment by tourists;
40

(9) Times of shopping, stay time and names of shopping places arranged by travel agencies; (10) Tours and prices separately paid by tourists; (11) Conditions of cancellation and alteration of contract and deadline of notice in advance; (12) Dispute settlement mechanism for violation of contract and corresponding responsibility; (13) Phone number of supervision and complaints on and about tourist service; and (14) Other content consulted by both parties.
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Article 29 Travel agencies shall make authentic, accurate and full explanations on the specific content of the tourist contract while signing the tourist contract with tourists. Where there is vagueness in the tourist contract or dispute over the understanding of the form clauses, the travel agencies shall conduct explanations according to usual understanding; where there are two or more explanations on the form clauses, travel agencies shall give explanations beneficial to tourists; and where form clauses and non-form clauses are inconsistent, travel agencies shall adopt the non-form clauses. Article 30 In case a travel agency organizes Chinese mainland residents to conduct outbound tourism, it shall arrange fullprocess guides for the tourist group throughout the tour. Article 31 Tour guides entrusted by the travel agency to receive tourists or the lead guides entrusted for organizing tourists in outbound tourism shall hold the tourist certificate and lead guide certificate as prescribed by China. Article 32 Travel agencies shall by law sign a labor contract and offer the pay no less than the local lowest salary standard while employing tour guides and lead guides. Article 33 Travel agencies and their entrusted tour guides and lead guides shall not conduct any of the following behaviors: (1) Decline to fulfill the obligation in the tourist contract; (2) Alter the tour schedule arranged in the tourist contract not for force majeure; or (3) Cheat or threaten tourists to do shopping or participate in tours that shall be separately paid. Article 34 Travel agencies shall not require tour guides and lead guides to receive the tour groups that fail to pay for receipt and services or offer the fees lower than the cost of reception and services or require tour guides and lead guides to undertake the expenses related to the received tour groups. Article 35 In case a travel agency violates tourist contract and impairs the legitimate rights and interests of tourists, it shall adopt necessary remedy measures and timely report it to the travel administration. Article 36 In case a travel agency is required to entrust travel business, it shall entrust it to the travel agency with corresponding quality, solicit the agreement of tourists and sign a commission contract with the entrusted travel agency on issues of receiving tourists to decide the arrangements of services and standards for receiving tourists and agree on the rights and obligations of both parties. Article 37 In case a travel agency which entrusts its travel business to other travel agency shall offer fees no less than the cost of reception and service to the entrusted travel agency; and the entrusted travel agency shall not receive the tour groups which fail to pay for or insufficiently pay for the reception and services. Where the entrusted travel agency violates contract and impairs the legitimate rights and interests of tourists, the travel agency that conducts entrustment shall undertake corresponding liability of compensation and thereafter may charge compensation from the entrusted travel agency. Article 38 Travel agencies shall insure the travel agency liability insurance. And the specific plan for travel agency liability insurance shall be separately formulated by the competent travel administration under the State Council together with insurance supervision and administration bodies under the State Council. Article 39 Travel agencies shall conduct authentic explanations and explicit warnings to tourists for the items likely endangering the security of tourists and property and adopt necessary measures to prevent hazards from occurring. In the event there are situations endangering tourists safety, the travel agency, and its entrusted tour guides and lead guides shall adopt necessary measures and timely report to the travel administration; in the event such situations happen abroad, they shall timely report it to the embassy of the Peoples Republic of China in the country, related Chinese institutes in the country and local police.
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Article 40 In the event tourist fails to return from abroad, the guide entrusted by the travel agency shall timely report it to the embassy of the Peoples Republic of China and related Chinese institutes in the country. And the travel agency shall timely report it to the travel administration and the public security organ of China upon receiving the guides report and coordinate to provide information of the illegal immigrant. In the event there occur the situation that tourist stays illegally in China while a travel agency receives inbound tourism, it shall timely report it to the travel administration, the public security organ and foreign affairs departments and coordinate to provide the information of the illegal immigrant.
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C. Appendixe3: Cost Analysis

Capital needed: more than RMB 4.000.000 = 400.000 1. Open 3 outlets in 3 biggest cities in China mainland Outlets from 450 -650 Sqm Basic salary for workers, 15 2028 Minimum: 1500 RMB/ month = 178 Average: 3000 5000 RMB / month = 356 - 593 Beijing & Shanghai Facility: 300 sqm x 25 = 7500 /Month x12 = 90,000 /Year29 Employee: 20 x 350 /month = 7000 x 12 = 84,000 /year Guang Zhou Facilty: 300 sqm X 18 = 5400 /Month x 12 = 64,800 /Year Employee: 15 x 350 /month = 5250 x 12 = 63,000 / Year 2. Set up online Website for booking30 a. R&D for Website and Online booking system 5000 /year b. Web Hosting and Chinese Dedicated Servers: 350 / month = 4200 /year c. Salary operators for call centers. 1200 -3000 rmb /month Chinese holidays period: May, July, August, October (national holiday mid autumn Festival) Expected results: 1. At least double the amount of Chinese travelers to Europe from China airlines a. Currently: i. Western Europe 9,044 Passenger /week x 52 =400,000 - 470,288 Passenger / year ii. East/Central Europe 6294 / week x 52 = 280,000 - 327,288 Passenger / year iii. Currently using 75% of capacity b. Target : we will bring
28
29
Tiaona . Retrieved December 10, 2011, from http://www.tiaona.com/salary/-_- Beijing Real Estate Retail For Lease - Wangfujing & Chongwenmen Area. Retrieved December 10, 2011, from http://www.chinarealestate.cn/retail_Lease_sub_detail.asp?CategoryID=352 30 Host Gator Host Gator Dedicated Servers. Retrieved December 11, 2011, from http://www.hostgator.com/dedicated.shtml
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D. Appendixes4: Personal work statement

Ondergetekende(n) / The undersigned: [Naam student/ namen studenten][Name student / Names students] [1]..[2] [3]..[4] verklaart /verklaren ondubbelzinnig dat: / Hereby unequivocal declares / declare that: 1. het volgende werkstuk eigen werk is en derhalve geen inbreuk maakt op het auteursrecht van een ander, / The following paper is a personal paper and is
therefore no infringement of anyones copyright;

2. alle gebruikte bronnen (waaronder internet-paginas) zijn voorzien van bronvermelding (APA systematiek), / All sources used (including websites) have
been referred to (according APA referencing system).

3. het verslag voor niet meer dan 5% aan overgenomen passages uit werk van anderenbevat. / The paper is not to include more than 5% of third parties excerpts. Plaats/ Place: Datum/Date:.20.. Handtekening(en) / Signature(s)
N.B. Schending van bovengenoemde Eigen werk verklaring wordt als fraude aangemerkt als bedoeld in Art. 14 OER
NOTE: Violation of the above mentioned Personal work statement shall be deemed fraudulent, the latter being stipulated in Art. 14 OER
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Final International Business Plan Report II TUI &amp; Thomas Cook

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Saxion University of Applied Science

International Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan 5. 6. 7. V.

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

DEPEST Analysis (European Market)

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Companies Internal Analysis

Project IBMS6_ Business Plan

Client Success_ThomasCook. (n.d.). Accenture. Retrieved October 2011, from http://www.accenture.com/usen/outsourcing/Pages/outsourcing.aspx?tab=4

ThomasCook has PROUD as their company culture, vision, and mission.

Project IBMS6_ Business Plan 2.3. Diversity

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Formula: Gross profit/sales

Formula: Operating income/Sales

Thomas Cook (2010/2009/2008). Annual report & accounts, Segmental performance

Project IBMS6_ Business Plan

1.00% 0.50% 0.00% -0.50% -1.00% -1.50% -2.00% -2.50%

0.10% 0.54% -0.17% -1.91%

0.03% Thomas cook -0.78% TUI Travel

Formula: Net income/Sales

Thomas Cook (2010).Thomas Cook Annual report & accounts, 10

Project IBMS6_ Business Plan Liquidity Ratio

2.10% 0.57% -0.45% -3.06% 2008 2009

Thomas cook TUI Travel

Formula: Net income before taxes/Total assets

Project IBMS6_ Business Plan

SWOT (European Market)

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Strategy Formulation for Thomas Cook to entry China

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan 3. Key internal Factors

Project IBMS6_ Business Plan 4. Highly Trained and Motivated employee22

Project IBMS6_ Business Plan

III. Strategy Analysis and Choice

Project IBMS6_ Business Plan

China Southern Airline Global Network

Project IBMS6_ Business Plan

China Southern Airline Revenue Growth

Project IBMS6_ Business Plan 3.2. Travel products offered

Project IBMS6_ Business Plan

Nielsen Outbound Travel Monitor

Project IBMS6_ Business Plan

Expected Joint Venture Result

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

B. Appendix 2: Regulation on Travel Agencies in China

Chapter II Establishment of Travel Agencies

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Chapter III Foreign Investment in Travel Agencies

Chapter IV Travel Agency Operation

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Project IBMS6_ Business Plan

Final International Business Plan Report II TUI & Thomas Cook

Final International Business Plan Report II TUI & Thomas Cook