By J Christopher Holloway; Dawsonera
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We can demonstrate this by taking the example of a typical mass market tour operator. 2 illustrates the range of influences on the operator. The operator needs to understand first the nature and scope of the competition which it faces from other tour operating companies. How easy is it for new companies to enter the market? Who are the company’s main competitors, what share of the market do they possess, and what are their marketing strategies? The dog-eat-dog nature of the tour operating business should not be underestimated.
This is not the case with a service. Although the package tour, and the concept of the ‘identikit’ destination, have gone a long way to help the standardisation of the travel product, with its combination of flight, transfer and hotel room, there are elements of the product over which the ‘manufacturer’, that is, the tour operator, can 18 n Laying the groundwork have no control. A holiday taken in a week of continuous rainfall is a very different product from one taken in glorious sunshine. Although operators might offer the consolation of an insurance against bad weather, they cannot guarantee good weather.
The product may be oversold, or services promised that are not fulfilled. However, the days when companies and their brochures deliberately set out to mislead are now largely gone, killed by a combination of statutory legislation and internal ‘policing’ in the industry. The Association of British Travel Agents (ABTA) has Codes of Conduct for travel agencies and tour operators and also guidelines for booking conditions, which have substantially reduced the possibility for misleading the public. The European Union Directive on Package Travel (1992), mentioned earlier, has further tightened regulations requiring that tour operators be more accurate in their brochure descriptions.