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Extra info for Corporate Rivalry and Market Power: Competition Issues in the Tourism Industry (Tourism, Retailing and Consumption)
The concept of Tourist Area Life Cycle (TALC) 23 Corporate rivalry and market power developed by Butler (1980) further shows that tourist facilities in a destination are subject to the influence of the stage where the destination lies on the cycle. This is particularly true in the hotel industry. Once a hotel is established, location of operations becomes fixed for the lifetime of the asset. Location, thus, is a major determinant of the profitability of an operation (Middleton, 2001). For example, seaside resort hotels in Britain have been in persistent difficulty since the 1970s as those destinations went to decline.
2 shows the HHIs of Taiwanese international tourist accommodation market in the three metropolitan areas (Pan 2005). These values indicate that the accommodation market in Taipei is highly competitive while the markets in the other two areas are less so. With regard to the variation of competition over time, the accommodation market in Taipei is rather stable, while the other two have become increasingly more competitive.
This trend is likely to be fortified by corporate rivalry and the existence of a very competitive conduct which results in price wars: for example, tour operators may compete fiercely in core destinations once a critical threshold of tourists is secured (shown by the dotted line) allowing the reaping of scale and scope economies. Eventually, however, the tour operators may move to other destinations either because of service quality problems in the existing ones or in the context of their product differentiation and spatial portfolio strategy.