Virgin
a) Virgin is the third most recognised brand in Britain and is now becoming the first global brand name of the 21st century. Virgin are involved in planes, trains, finance, soft drinks, music, mobile phones, holidays, cars, wines, publishing, bridal wear - the lot! Virgin has created over 200 companies worldwide, employing over 25,000 people. Virgins total revenues around the world in 1999 exceeded £3 billion (us$5 billion).
The Virgin mission statement
b) We look for opportunities where we can offer something better, fresher and more valuable, and we seize them. We often move into areas where the customer has traditionally received a poor deal, and where the competition is complacent. And with our growing e-commerce activities, we also look to deliver 'old' products and services in new ways. We are pro-active and quick to act, often leaving bigger and more cumbersome organisations in our wake.
c) When Virgin start a new venture, they base it on hard research and analysis. Typically, they review the industry and put themselves in the customer's shoes to see what could make it better. They ask fundamental questions: is this an opportunity for restructuring a market and creating competitive advantage? What are the competitors doing? Is the customer confused or badly served? Is this an opportunity for building the Virgin brand? Can we add value? Will it interact with our other businesses? Is there an appropriate trade-off between risk and reward?
Task 3
In this task I have to research 4 non-commercial organisations (2 public sector and 2 voluntary sector) and show
- how they are funded
- what their objectives are
- how they meet their objectives and responsibilities
Public Sector
The British tourist Authority
- The British Tourist Authority (BTA) is funded by grant-in-aid from the Department for Culture, Media and Sport. Funding for 2000/1 was £37 million. Partnership support from airlines, hotels, car rentals companies, local authorities and others increases marketing resources by some £15 million each year.
Extensive research chows that BTA’s activities generate £27 of overseas visitors’ expenditure in Britain for every £1 of public money it spends.
- The BTA’s mission is to build the value of inbound tourism to Britain, generating additional tourism revenue throughout Britain, throughout the year.
BTA’s aim is to the return above on investment to 30:1 by 2001.
- Working in partnership with the national tourist board the BTA provides impartial tourism information and gathers essential market intelligence for the UK tourism industry.
The BTA’ s expertise and overseas office network help the British tourism industry, comprising some 120,000 small businesses, to reach overseas customers cost efficiently.
BTA’s overseas offices work closely with British diplomatic and cultural staff, the local travel trade and media to stimulate interest in Britain.
Yorkshire tourist board
a) Their main revenue comes from government grants, but not all of it, they have to raise part of the money themselves. This is done from commercial activities such as subscription from their members.
b) YTB’s vision for the future is that it will increasingly operate in a competitive and commercial environment while maintaining its regional tourism agency role. The need to be customer focused and deliver the right message to the customer is vital. In support of the regional brand, sub-regional brand partnerships must be developed, co-ordinated and supported to increase market share. This will be a main focus for YTB over the next few years although it is not without financial risk.
c) The YTB intend to spend most of the money that they have on redeveloping the Yorkshire countryside and maintaining the state of Yorkshire. They will increase the number of activities available to the public so that they can attract more tourists
Voluntary Sector
Bridlington Millau Twinning Group.
- Membership fees of £5 per person per year fund the twinning group. The group also does fundraising activities.
b) Mission
Since the beginning, we have firmly believed that a strong twinning relies on its members and that everyone in Bridlington should have access to the opportunity to travel to Millau. With this aim in mind, we have been successful over the past ten years to encourage over 1000 Bridlington people of all ages and backgrounds to join us on our visits and also attracting many more by the wide range of annual activities.
c)
Twinning has also brought together many people from each town who previously didn't know each other. Both Committees are constantly busy organising social events for their members throughout the year. This year the Bridlington Millau Twinning Association are organising many events to bring together our members. A Crepes (pancakes) and Bowling evening; Quiz Night; Bastille Barn Dance and BBQ, Beaujolais Nouveau Night to celebrate the arrival of the new vintage, garden party and even a visit to the dogs.
The national trust
a) The national trust relies heavily on members for their funding because they are registered as a charity.
b) Its aim is to Look after forests, woods, fens, farmland, downs, moorland, islands, archaeological remains, nature reserves, villages - for ever, for everyone
c) The national trust Has the unique statutory power to declare land inalienable - such land cannot be voluntarily sold, mortgaged or compulsorily purchased against the Trust's wishes without special parliamentary procedure. This special power means that protection by the Trust is forever.
The national trust Spends all its income on the care and maintenance of the land and buildings in its protection, but cannot meet the cost of all its obligations - four in every five of its historic houses run at a loss - and is always in need of financial support.
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Task 4
In this task I have to point out the differences between commercial and non-commercial organisations.
The main differences between commercial and non-commercial organisations are:
The aim of a commercial organisation is to make money, whereas the aim of a non-commercial organisation is to benefit the public.
Commercial organisations tend to have more than one outlet in the UK, whereas the non-commercial organisations have one central place of organisation.
Non-commercial organisations tend to get money from the government in the form of grants whereas the commercial organisations have to earn all of their money.
Non-commercial organisations have an aim/goal or something in which they hope to achieve whereas the commercial organisations aim is to make lots of money.
Task 5
In this task I have to show how the industry is reacting to the new technologies.
Nearly every company whether it is commercial or non-commercial will have a web site. They use this to get people interested in their organisation. People can book a holiday over the Internet or buy a car, people can buy nearly anything on the Internet. This is good for travel agents because people do not have to go to the travel shop.
Travel agent can arrange people’s holidays on the computer because the travel companies keep a database of number of tourists, how many spaces are left in the hotel. The travel agents can book you nearly anything for your holiday on the computer, this is a great help it does not take long for the customer and the travel agent will get a good reputation for being co-operative.
The new technology means that people can get to their destinations faster, and be more comfortable on their trip.
Companies will use the media to advertise their organisation. They will tell people about what they offer and what they do. They can advertise new releases in their products.
Task 6
Travel and Tourism organisations do not work in isolation. A number of external factors influence the products and service that they offer.
Political factors
The political actions of government can have major effects on business and markets including creating or reducing demands for product and services.
For example, the government got rid of duty free in 1999 which had a great effect on the products offered by transport operators.
Economic Factors.
The economic factors relate to the political factors, for example, if VAT goes up the demand for products goes down.
They have to look at the income of people and set a price at which they can afford the product.
Social Factors.
They have a direct influence on the demand for particular items or types of products.
You have look at the current trend of what people are buying, if people are buying a lot of (for example) yo-yo’s your company could be forced to join the current trend.
Because people are living longer, you have to offer something for people of all ages. For example Saga offer holidays for old people.
Technological factors.
The development of technology has given rise to new products and markets. The development of I.T. has allowed people to shop more freely from home.
More exciting products are being made.
More competition for other manufacturers because it is easier to develop things.
Bibliography
. org.uk
Collins Travel and tourism book
