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Table of Contents (Jump to)

Introduction

Background

Region

PESTEL Analysis

Political

Economic

Social

Technological

Environmental

Legislative

Infrastructure and Transportation

Airports

Tegel Airport

Schonefeld Airport

Tempelhof Airport

Berlin-Brandenburg International Airport

Trains

Automobile/Bus/Taxi

Tourist Trends

Competition

High-End Competitors

The Ritz Carlton

Westin Grand

Middle to Low-End Competitors

Ambassador Berlin

Hotel Syler Hof Berlin

Arco Hotel

Competitive Analysis

References

Introduction

The hotel industry can be viewed as a varied and oftentimes maligned business sector, mandating innovation in pursuit of enhanced consumer participation. Ikea, a multinational home furnishing corporation has enjoyed over sixty-five years of enduring success through diversifying public offerings and strategically expanding into previously un-charted market sectors. A foray into the hotel industry demonstrates a radical departure from more traditional brick and mortar and online operations. Allowing guests to experience the Ikea product line firsthand thorough overnight stays in a rich cultural community represents yet another integration of the Ikea vision to “better the everyday life for the many people” (Ikea, 2008). The following sections investigate the unforeseen and predictable variables which currently influence Berlin hotel operations. Through deeper strategic analysis and competitive survey, future operations will be much more successful and the market transition, much more fluid. Given that long term operations within the hotel community offer a uniquely segmented potential for Ikea to intimately connect with patrons, the success of this endeavour will be directly accredited to comprehensive understanding of market conditions and variables.

Ikea, a household goods producer founded in the 1940’s in Smaland Norway, has grown from a mail order catalogue into a multinational furniture and home furnishings retailer. Known for a unique yet affordable design, commendable quality, and exemplary functionality, Ikea products have developed a singular consumer following across its global marketplaces. This foray into the hotel industry is both trial and opportunity, expanding revisionist concept of an interactive showroom to allow consumers to enjoy affordable accommodations while considering long term purchases of their room’s product line.

Germany’s competitive advantages within the European travel market continue to expand as it diversifies the variation of hospitality offerings throughout its unique city centres. Recognised by the World Economic Forum, specific categories that differentiate Germany from other nations include foreign ownership, property rights, environmental regulation, police and crime rate, health and hygiene, transport infrastructure, and cultural resources among others. Yet within this segmentation there is one sphere which is considered a substantial disadvantage, government involvement in tourism. Government support and expenditure on tourism in Germany is considered within the lowest categories in the EU, demonstrating an innate misconception that tourists will simply flock to historic sites without encouragement.

Blanke and Chiesa challenge that an expansive travel and tourism business directly contributes to employment rates, improved national income, and restoration of a balance of payments, thereby driving national growth and prosperity (2008). In that same report, Blanke and Chiesa recognise the top tourism competitors across the globe, with Germany claiming a proud third place. Evidence demonstrates that travellers throughout Europe are much more sensitive to the overall cost of travel at this temporal juncture, thereby reducing their proclivity to travel inter-regionally due to shorter distances when fares are higher (Pearce, 2008). Yet industry data shows that cultural merits and a safe and well apportioned infrastructure can directly encourage leisure and business travel regardless of cost or distance (Blanke and Chiesa, 2008). Considering that nations continue to evaluate the social, economic and environmental costs of multinational tourism, Germany remains a frontrunner at internalisation of Kyoto principles, as developments such as the emission zone in Berlin and reliance on alternative and public transportation continue to define the relationship between traveller and local environment (Nelson, 2008).

The following sections will highlight the unique business environment of the Berlin marketplace by extrapolating the segmented strategic concerns for major hotel corporations. Through the identification of key variables from which to launch tactical operations, the Ikea Hotel Berlin will find positioning intimately linked to the community it wishes to explore. Recognising that the geographical and ideological differences between multinational operations will determine fundamental success of this business model, it becomes essential to categorize structural dissonance in terms of political, economic, technological, environmental, and legislative categories.

PESTEL Aanalysis
(P)olitical

The political climate within the many city-states of Germany is considered peaceful and competitive with neighbouring EU participants. Berlin, the capital city of Germany, is recognised as an independent city state forming a coalition of 16 federal states (lander). Within the city, the 3,405,469 inhabitants are subdivided into 12 bezirke (boroughs), a culmination of 23 historical regions that took place in 2001 (“Politics,” 2008). According to census results, Berlin is the EU’s 2^nd largest capital city, falling behind London and just edging out Madrid (“Berlin in Figures—2008,” 2008). Given the current status of international relations, political challenges face Germany as a whole in the coming decade as trade relations and international conflict continue to be strained by multinational alliances. Providing Iran with its largest share of Western products and importing one third of its energy supply from Russia, Germany maintains trade relations with two of the most volatile forces in the international community (“The Berlin Stonewall,” 2008). Continuing positive trade relations with localised EU nations as well as the USA, Germany is seated solidly yet precariously given the implications of further turmoil within Middle Eastern or Asian countries.

(E)conomic

The economic outlook for Germany in the coming decade is bright with a positive import/export surplus generating potential for expanded international investment and material goods import. According to World Bank Statistics, Germany’s GDP in 2007 was $3,297.23 billion, an increase over 2006 of 12% and an increase over 2000 by 42% (World Bank, 2008). Within such as successful economy, however, Berlin currently retains a 15.5% unemployment rate where primary employment industries include financial, renting activities, and other services (65.7%); trade, hotels, and restaurants (16.1%); and industry (14.9%) (“Berlin in Figures—2008,” 2008). Yet critics recognise that Berlin’s unemployment rate is substantially higher than the other major cities throughout Germany’s many states, many of which boast a comparative 6-7 percent (Bidlake, 2008).

Considering the financial implications of integrating an Ikea hotel into the broad Berlin hotel economy, realised wages will play an important, yet comparable part in hiring a comprehensive staff. The 2006 average annual employee wage in the hotel sector was just under 25,000 euros, whereas industrial occupations garner substantially more at 51,000 euros (Amt Fur Statistik, 2007). Comparatively, median annual wage in the UK was recently calculated at ?24,908, thereby highlighting a minimal reduction in payout to German employees in a cross-market comparison (National Statistics, 2008). Supplementing the underlying wage protocol, financial issues have remained a challenge amidst efforts by a proactive national German government. A 2007 increase of 3% VAT in response to economic turmoil and increasing oil prices was considered the highest increase of EU nations, and while functioning as a hedge mechanism for balancing government funding, the effects of this policy were less than successful. The IMF noted a monetary trend through which consumer purchases were unnaturally elevated in 2006 to overcompensate for the increase in VAT that would later be implemented in 2007 (IMF, 2008). Recognising such economic factors is essential in appropriately pricing the hotel rooms, amenities, and luxuries, thereby encouraging additional local participation.

(S)ocial

During the time period between 1965 and 2006, over 33 million people immigrated to Germany; however, during that same period, over 24 million people emigrated, causing a deficit in available workers throughout German industries (Gundel and Peters, 2008). Social demographics demonstrate that over 83 % of Berlin’s population is over the age of 20 with only 5% under the age of 5 (See Figure 1). Considering the continued emigration of German nationals, an ageing population, and a reduced incidence of birth, the long-term outlook for Berlin employability continues to be reduced. Within the youth of Berlin, demographic study determines that there are approximately 426,712 nationals currently enrolled in pre-graduate education, while only 31% as many students are currently enrolled in graduate studies and beyond. Such data demonstrates a prevalent deficiency in skilled labour, thereby offering employment prospects which considering growth within the hospitality industry. However, management candidate availability will be reduced, and given regional localisation, it will be essential for Ikea to consider external candidates for these positions.

(T)echnological

Perhaps one of the greatest concerns within the current Berlin architectural community is a well-recognised excess of unused apartment and office buildings. A residual of a post-cold-war master-plan, the construction of the city centre known as Potsdamer Platz and surrounding establishments were designed to re-establish German heritage within its capital and offer a broader array of resources for a demanding European community (Copeland, 2004). Considering that the majority of industrial operations are located outside of Berlin in the expansive surrounding communities of Hapsburg and Munich and a rampant dissociation among inhabitants with areas outside of their unique boroughs, researchers posit that there has been little impetus to rekindle the expansive constructed area in central Berlin (Copeland, 2004).

Supplementing Germany’s commitment to sustainable resources, Berlin is working towards becoming a premier alternative energy educator. Opening in the coming months, the Energy University Berlin is scheduled to open to a host of 15 professors teaching upwards of 500 graduate level students (Invest in Germany, 2008). Committed to pursuing renewable resources and alternative energies, this establishment will further define Berlin’s legacy as an active participant in the Kyoto greenhouse reduction scheme. Considering the Ikea position on sustainable materials and environmentally friendly compositions, the Berlin efforts offer strategic collaboration with limited external investment.

(E)nvironmental

As the EU has adopted strict legislative guidelines in accordance with the Kyoto principles and an agreed upon carbon trading system, Germany remains a staunch support of such fundamental guidelines. Amidst Germany’s current commitment to the EU Emissions Trading Scheme, (ETS) substantial growth has been achieved within the field of sustainable technologies and alternative energy sources. Strand (2008) noted that renewables now make up over 6.4 percent of all German energy consumption, and enhanced incentive mechanisms continue to expand commitment to such alternative resources. Figure 2 demonstrates the actual percentage of renewable energy usage in comparison to other global renewable leaders. While considered competitive in terms of a tourist driven focus, Ringbeck and Gross (2008) recognise that German sustainables are heavily subsidized by the state and new builds including the restoration of existing structures are tightly controlled to prevent additional carbon expansion. While within the Ikea business model such sustainable operations are fundamental, the rigid German expectations offer tangible potential for expanded standard operating procedures. Acquiescing to current Berlin governance, the hotel structure could become a pinnacle of renewable and sustainable construction, highlighted by energy saving systems and carbon footprint reductions.

(L)egislative

Germany offers a free form business environment which is summarily protective of intellectual rights in accordance with patent specifications. Encouraging of foreign direct investment (FDI), German regulation remains limited in scope pursuant to the Foreign Trade and Payments Act (Aubenwirtschaftsgesetz) (Invest in Germany, 2008). Such considerations are extended to both import and export trade and given the broad definition of German approved participants, integrated throughout a comprehensive global community. Approximate costs for real estate procurement as outlined by standard German expenses run between EUR 13,800 and 17,500 (Invest in Germany, 2008). Given the low level of government legislation and broad range of incentives and opportunities for foreign entrepreneurs, Berlin function under the German political structure would offer Ikea an exemplary zone of investment.

Berlin, the most visited city in Germany, boasts a well developed transport infrastructure, which, through traditional mechanisms, enables rapid transit throughout the city. There are currently over 2,555,439 arrivals in Germany on an annual basis of which 75% of travellers originate within the EU (“Berlin in Figures—2008,” 2008). Presented as the city centre, the Potzdamer Platz offers a unique shopping experience, catering to both pedestrian and automobile travel. Junctions for trains, trams, or taxis allow visitors to travel seamlessly through this region and witness the history and legacy of post WWII Germany. The city infrastructure is a planned and regulated community through which the division of Berlin’s geographic regions into 12 boroughs has simplified travel throughout the city. Regional travel to nearby Germanic cities is also readily accessible through the network of high speed trains and bus system. The following sections highlight in more detail the specific transportation methods throughout the Berlin territory.

Infrastructure and Transportation
Airports

Currently 75 different airlines operate flights to Berlin through three different airports (one under construction) from 112 destinations in 44 countries (“Transport Links,” 2008).

Tegel Airport (TXL) 5 km NW of City West and 8 km NW of City East

Schonefeld Airport (SXF): 22 km South of City West and 18 km South of City East

Tempelhof Airport (THF): 6km to the South from city centre (Flights will be re-routed from this airport to Schonefeld beginning November ’08 due to the much disputed closing of this facility (Logistics Today, 2008).

Berlin-Brandenburg International Airport (BBI): Currently Under Construction

Trains

Rapid transit to the city from other regions of Germany or exterior EU nations can be accomplished through a broad network of train operations. The central stations, Hauptbahnhof and Ostbahnof are approximately 6 hours from Amsterdam, 10 hours from London, and 9 hours from Paris (“Transport Links,” 2008). Interior train transport is also a popular method of navigation considering the network of stations and comprehensive passes which allow for smooth transitions. The trains travel amidst key points in the city via elevated railway (S-Bahn) and underground railway (U-Bahn.)

Automobile/Bus/Taxi

A network of roads and byways connects Berlin’s infrastructure allowing for personal vehicle transport or use of the public transportation systems. Busses and trams operate frequently along main boulevards and there is a network of over 7,000 taxis which allow for rapid transition between key city centres (“Transport Links,” 2008). The central area of Berlin has undergone a unique evolution in 2008, requiring automobiles functioning within a predetermined green zone (Umweltzone) to be emissions qualified and boast appropriate stickers (See Figure 3). Stickers can be obtained prior to travel or upon arrival, thereby enabling visitors to easily transition into the automotive cycle.

Identifying the underlying trends throughout the scope of typical Berlin travellers is a difficult yet achievable task given unique facets of this community. Numerically, Berlin enjoyed over 17,285,837 overnight stays in 2007, accommodating a broad range of travellers with 89,836 beds throughout 584 different hotels or accommodation establishments (“Berlin in Figures—2008,” 2008). This is a remarkable number of overnights, considering that in 1998, there were 48% less overnights than in 2007. In 2006, 85% of all overnight stays were in a hotel primarily defined by business/leisure accommodations (Amt Fur Statistik, 2007). Considering that Berlin retains a cultural heritage and yet well seeded business clientele, Ikea’s ideal demographics will fall within a middle-class, combined purpose organisation, and through long term metering additional groupings can be courted.

Based on market research, Germany currently ranks 47^th in terms of a global comparison of airfare and travel costs; however the overall infrastructure ranks 3^rd on the same global scale (WEF, 2008). Representative of a growing European trend, as previously discussed, the cost basis of airfare will effectively regulate such travel mechanisms, thereby adhering significance to the rail travel systems and connectivity which are boasted throughout Germany yet highlighted in Berlin. In terms of cultural resources, a substantial driving factor for German visitors, the nation ranks 3^rd on the World Economic Forum 2008 report; however in terms of natural resources, Germany currently ranks 39^th. This disparity evidences the import of cultural connectivity and highlights the underlying factor on which German tourism must continue to focus. Considering that Berlin currently boasts one of the most overarching cultural connections due to a substantive historical legacy and the longstanding disarray that war had left the city in until recent decades, the cultural import to future travellers in this city is of the utmost import.

The following examples of centralised competition are gleamed from the Frommer’s Germany 2008 travel guide and are highlighted for competing elements that may influence the design, layout, and functionality of the Ikea Hotel Berlin. Recognising that there are varied clientele who frequent these establishments, it is important that niche based marketing become a strategic effort as support for Ikea furniture remains a consumer driven business that is specifically based upon value structure and features.

Competition
High-End Competitors

The following two hotels are examples of higher end competitors who, leveraging a notorious brand and sustained luxury image, continue to offer high-end amenities and accommodations at a higher price range.

The Ritz Carlton

A 1920’s hotel with modern upgrades, this well known brand offers glamour and prestige at the Potsdamer Platz in Berlin. Featuring exclusivity, luxury, and in-hotel dining, the Ritz-Carlton is host to discerning business travellers and upper-class vacationers.

Westin Grand

Conceptualized and constructed during the Berlin Wall era, this hotel features Belle Epoque design coupled with contemporary styling. Catering to upscale business travellers or vacationers, this hotel remains a testament to upper-class Berlin style.

Middle to Low-End Competitors

Recognising that Ikea products are designed with affordability in mind, the following three hotels represent a middle to low end segmentation of the Berlin hotel market. Such hotels are founded on consistency and low cost and cater to a broad range of guests.

Ambassador Berlin

Located near to the Ku’Damm, this hotel is affordable and offers spacious yet accommodating rooms for families or budget wary vacationers. Host to groups of visitors, this hotel is oftentimes the centre for convention overnights.

Hotel Syler Hof Berlin

Built in 1966, this hotel boasts a lavish feel at a moderate price. Antiques and chandelier accents supplement classical style rooms, catering to business travellers and budgeted couples seeking a comfortable getaway.

Arco Hotel

Composite with a 1900’s Berlin apartment building, this hotel is considered affordable and functional, remaining obscured by much larger nearby competitors. Rooms are recognised as small, white or pale in colour, and clean while limited in terms of amenities or luxury. Most frequented by business travellers or local inhabitants, this hotel offers low end pricing with consistent services.

Competitive Analysis

From this list of direct competitors, the fundamentals of each hotel can be gradually excerpted and integrated into the Ikea concept. Considering the value position that Ikea Hotel Berlin seeks to implement, head to head competition with luxury magnates such as the Westin or Ritz-Carlton would not offer foreseeable benefit. However, recognising the merits of the Ambassador and the Syler Hof, consistency, and a cultural heritage are important variables when considering guest attractions in Berlin. Therefore, an amalgam of these two ideas will directly cater to a middle-lower class clientele, offering long term secondary sales potential after their Ikea stay has terminated. The Arco, while locally popular is presents a base level comparison for future benchmarking, enabling a middle ground operation to differentiate Ikea thorough a value/style positioning. Attracting middle-class travellers and business professionals, this hotel will direct efforts towards providing a unique value position due to the interactivity of Ikea products within the fundamentals of the accommodations.

Given the vast competitive scope of the Berlin tourism infrastructure, an innovative and unique Ikea hotel will be a challenging but feasible endeavour. The most positive data to demonstrate this claim evolves from the increased tourist participants over the past eight years, and predictive mechanisms idealise an even more successful coming decade. Ikea must first implement a value driven mentality through which furnishings represent a hotel figurehead yet maintain an obscured relationship with the interactive guest. If patrons are to envision such accoutrements in their domiciles or offices, they must be provided with an autonomous yet subtly guided experience which culminates in brand loyalty and long term purchase commitments. The underlying sales pitch given the nature of Berlin demographics (leisure and business travellers) cannot be an overtly driven mentality, but a somewhat subversive and intuitive approach which options sales over a much broader time frame. Given the cultural heritage which arises so richly from the city centre Potzdamer Platz, localisation in this area would offer a well situated community link, on which may encourage German residents as well as visitors to explore the downtown area.

Competitively, the sheer numbers of hotels throughout the Berlin area directly undermine any immediate installation and loyalty programme. Therefore, leveraging the longstanding branding of the Ikea namesake, it will be essential that all current clientele are directed towards the unique Berlin establishment. Given the public success in recent Oslo, Norway ‘sleep-over’ promotions, Ikea’s legacy for off-mainstream marketing will offer the perfect medium for driving traffic to this new establishment (Fouche, 2007). Establishing a middle-class tourist and business clientele through unique messaging segments will allow Ikea to further develop their product line and produce substantial opportunities for growth within the furnishing and miscellaneous supplement industry. This study has demonstrated the feasibility and the strategic approach for such an endeavour, and in spite of the dramatic departure from such standard sales techniques, Ikea’s radical positioning within an industry that thrives on competition and customer service will allow for market derived long-term success.

References

Amt Fur Statistik. “Berlin in Figures—2008.” Amt Fur Statistik. Accessed on 11/27/08 From: http://www.statistik-berlin-brandenburg.de/produkte/Faltblatt_Brochure/berlin_in_Zahlen08_engl.pdf.

Amt Fur Statistik. “Die Kleine Berlin—Statistik 2007.” Amt Fur Statistik. Accessed on 11/27/08 From: http://www.statistik-berlin-brandenburg.de/produkte/kleinestatistik/kBEst_m-engl.pdf.

“Annual Statistics—Berlin.” Berlin Tourismus Marketing GmbH. Accessed on 11/27/08 From: http://www.visitberlin.de/partnerforum/images/stories/download/e_pf_statistik_dezember_2007.pdf.

“Better Air For Berlin.” Berlin’s Senate Department For Health. Accessed on 11/27/08 From: http://www.visitberlin.de/english/berlin-infos/e_bi_umweltzone_broschuere.pdf.

Blanke, J; Chiesa, T. (2008) “The Travel and Tourism Competiveness Index 2008: Measuring Key Elements Driving the Sector’s Development.” In: Travel and Tourism Competitiveness Report. World Economic Forum, pp. 3-24. Accessed on 11/27/08 From: http://www.weforum.org/pdf/TTCR08/Chapter%201.1_The%20T&T%20Competitiveness%20Index%202008.pdf.

Bidlake, S. (2008) “Berlin Myth—Special Report: Germany.” Campaign, pp. 24-27.

Copeland, D. (2004) “Poor, Sexy Berlin: The failure of Urban Planning.” Reason, December. Accessed on 11/27/08 From: http://www.reason.com/news/show/36411.html.

Fouche, G. (2007) “Now You Can Sleep Over at Ikea.” News Limited, 27^th July. Accessed on 11/27/08 From: http://www.news.com.au/travel/printstory/0,25585,22149235-27977,00.html.

Gundel, S; Peters, H. (2008) “What Determines the Duration of Stay of Immigrants in Germany? Evidence From a Longitudinal Duration Analysis.” International Journal of Social Economics, Vol. 35, No. 11, pp. 769-782.

IKEA. (2008) “The IKEA Way.” IKEA. Accessed on 11/27/08 From: http://www.ikea.com/ms/en_GB/about_ikea_new/about/index.html.

IMF. (2008) “Germany—Selected Issues.” International Monetary Fund. Accessed on 11/27/08 From: http://www.imf.org/external/pubs/ft/scr/2008/cr0881.pdf.

Invest in Germany. (2008) “Energy University to Open in Berlin.” Invest in Germany, 11^th August. Accessed on 11/27/08 From: http://www.invest-in-germany.com/uploads/media/PR_080811_RER_Invest_in_Germany.pdf.

“Latest Monthly Statistics—Berlin.” Berlin Tourismus Marketing GmbH.” Accessed on 11/27/08 From: http://www.visitberlin.de/partnerforum/images/stories/download/e_pf_statistik_september_2008.pdf.

Logistics Today. (2008) “Berlin’s Historic Airport to Close.” Logistics Today, January, p. 6.

National Statistics. (2008) “Earnings: Weekly Pay up 4.6% to ?479.” National Statistics. Accessed on 11/27/08 From: http://www.statistics.gov.uk/cci/nugget.asp?id=285.

Nelson, M.C. (2008) “Travel and Tourism and the Common Good: A Call for the Integrative Global citizenship.” In: Travel and Tourism Competitiveness Report. World Economic Forum, pp. 63-70.. Accessed on 11/27/08 From:

One of the most important activates that any country has through its different cities as all people know is tourism. It is one of the most interesting and exciting type of activities and services used to provide individuals or certain amount of people travelling experiences all around the world. These experiences revolve around travelling across countries miles and miles, overseas and oceans to enjoy different places, with different cultures other than home. (Michigan State University, 2007)

After what happened in Egypt recently, 25th revolution, there has been a turning point in all the industries, production processes, and even services. Unfortunately, when Egypt was about to become one of the most successful developing countries in industries, production, providing services, and even having special positions in the stock markets in comparison to another countries all around the world, suddenly, all this has turned upside down. Production has been stopped, services became poor in satisfaction, and Egypt became out of stock market ranking. The service that was highly affected by that revolution was the Tourism. Tourists who were in Egypt throughout the revolution, travelled back to their homelands as a result of fear of what was happening from serious political events in Egypt. This was also as a result of the bad Public Relations campaign that was made on Egypt at that time through the media and press. For that reason, a new Public Relations campaign must be developed and settled in order to give to Egypts Tourism life back as before.

Egypt has been constantly a country of tourism where Europeans use to spend their vacation there and observe its archeological finding and its antiques. The tourists there are visiting the most attractive places such as Sharm -el-Sheikh, Hurghada, Safaga and others. Besides that, Egypt is also well-known for its marvelous environmental tourism on top of other varieties such as Safari, consultations and sports. Egypt was acknowledged all over the history as a target or what the tourists are aiming for since it was visited throughout the primeval era, the tourists feel affection for visiting enormous and immeasurable places in Egypt, yet it sustained the reflection throughout the middle and modern history. On the other hand, the innovation of the Paranoiac ancient artifacts which had been extended long time ago has added a unique appeal to Egypt and also its inimitable religious and cultural testimonials or tombstones which are very precious to visit and grab the attention of the tourists to come back and visit those unique places. As for the educational and archaeological tourism, Egypt has many different types of broader fragments that the tourists can visit across the world with its geographical location and its moderate atmosphere all the year round, together with its horizontal measureless coastlines, and beaches with its exclusive reserves of coral reefs which truly present Egypt with rewards of a competitive edging.

Situation Analysis:

Egypts Tourism Crisis after 25th Revolution:

As Egypts national profit is based on its strong historical stories that revolved around its different cities. Tourism has been one of the most important factors of letting foreign currencies as well as people with different nationalities enter Egypt. As a result of the revolution, an international financial crisis had arisen between Egypt and different nations. Most of the European tourists who come and visit Egypt recently, their rate has decreased in a theatrical way. After the peak that was in presence all around Egypt, many of the reservations in terms of airplane seats, hotel bookings, and business meetings have been decreased in their amounts. (Mwathe, 2011)

In order to make a successful Tourism Media Public Relations campaign, this situational analysis must be put in consideration in order to know what type of message will be sent to the audiences across the main topic Tourism and its improvements.

-Women before and after the 25th revolution, before the revolution the Egyptian people usually believe that women are inferior to men, The Egyptian women were used to avoid contact with men who were not in their family connections, while after the 25th revolution, women have their rights; they learnt how to say their opinions and views, also the womens strong contribution in Egypts protests against the Mubarak supervisions or regimes has a positive coverage to the political equality that have took place in the Tahrer Square ,many women were marching to take their rights and civil liberties, yet this occurrence highlighted the fundamental consequences of defending the womens rights in Egypt and may hold back the enduring developments towards civilizing the womens political rights in the country.

-In addition after the revolution, all people were connected together hand in hand in order to protect and clean their country. Egyptian people were and still calling everyone to sanitary Egypt by those things first to buy local products, second to stop shouting and learn to listen to each other, third to keep the streets clean by painting them, and last but not least calling the tourists to come back and visit our precious country which have lots of marvelous places to visit. Moreover, Muslims and Christians were one soul at the time of the revolution fighting to take their rights and now they are much connected to each other and finding ways to protect their mosques and churches as Egypt has been well familiar with its religion, values and principles.

Key Messages:

There are different groups that messages need to be sent to; these include groups that have direct influence on tourism (publics)such as the media, the tourists and tourism companies, and others that have indirect influence (public) such as colleges and college students. Messages used should be appropriate, meaningful, memorable and understandable by different targeted groups (Yeomanz & Tench, 2006). The following is an example of the messages that can be used with different groups of the publics;

First, the media should be inspired to show the positive side of the revolution instead of the negative one. For example, showing the streets that have been cleaned after the revolution and how the Egyptians are getting more civilized and are caring more about their country. The media is normally looking for a good story that attracts people; however, sometimes the messages communicated give poor image of the country. Therefore, the media should be send messages about the economic and social effect of losing tourism for the whole Egyptian society and also for Egypts reputation and image all-over the world.

Second, the tourists probably play the major role; because they are the ones who decided whether to visit Egypt or not. The media may be helpful at this time; it can show foreigners a positive image for the Egyptian treatment to the tourists. Tourists need to see how the Egyptians are getting more respectful to them and how they are willing to welcome tourists in their country. Moreover, tourists should be shown the positive side which is the clean streets, the planted trees and so on.

Third, the legal bodies should be encouraged to reform new policies and regulations that make the tourists feel safe when visiting Egypt. For example, according to Mr.Maher Moussa, an Egyptian tour guide; he stated that after the revolution when there were almost no policemen; the sales people at the Egyptian bazars where treating the tourists very bad and they were pulling them from their shirts in order to purchase products. Tourists at that time did not find anyone to help them; apparently they did not feel safe at all. Therefore, the policymakers should be told these stories and should be encouraged to return the tourism safe as it was before the revolution.

Forth, the workers in the field of tourism need to be sent a message stressing on the fact that tourism is crucial for them and for maintaining or even improving their living standards. They need to be encouraged to develop and improve the way they treat tourists and also need to be encouraged to remain committed to their work and do not look for other options such as switching their careers or immigrating. Sales persons should be treated the ethical behavior of dealing with tourists.

The following table gives a brief summary for the messages to be communicated, to which groups and what are the success indicators;

Target Group Messages Communicated Success Indicators

The Media You can play a vital role in improving the current situation of tourism in Egypt; encourage, inspire and attract everyone working in the tourism sector to work harder and motivate tourists to come to our country

Increase in the rate of trips

Increase rate of security

Reduced terrorism

Increased level of awareness about the importance of tourism

The Tourists You can now watch the place where the whole Egyptians have met at once to ask for their rights

In Egypt you can see monuments that are never seen anywhere else in the world.

Your safety is our first priority; we will thrive to keep you safe.

Egypt is now welcoming you more than ever before

Legal Bodies Tourists represent a major part of Egypts future; we need to keep them secure

we need to implement strict laws and rules that make tourists feel more safe in Egypt than any other part of the world

Workers in the Field of Tourism We should prove to the whole world that all Egyptian never give up, never leave their work because of fear.

do what you love to do and make a difference Steve Jobs

Think of ways to develop your career and improve your work situation in the tourism industry.

Businessmen who Own Tourism Companies your role is vital in improving the current situation in Egypt

The future is bright for tourism in Egypt. But, we need to prove this to the whole world.

Schools and Universities you need to implement new teaching methods that teach students the ethics of dealing with tourists.

The Medias Goals and Objectives towards Tourism after 25th Revolution:

Any campaign that is in the building stages must set goals and objectives in order to know what problem they are trying to solve, what message they are trying to send to audiences and what communication and media tools they will be able to use.

According to Egypts tourism case, Medias goals and objectives should be settled in a way that will help to improve the tourism as an industry, and overcome the crisis after what happened in 25th of January. These goals and objectives will help marketers in choosing media tools and deciding what to put in them. On of the most important goal and objective that the media must focus on according to tourism is that to in increase the amount of tourists coming to Egypt again the goal through the objective which is increasing the flights amounts and hotel bookings.

Targeted Audiences:

The whole Public Relations campaign beside the media era is targeting mainly foreigners who are located outside Egypt. They are mainly Europeans, and Asians. As a result of that, this media campaign must build up the appropriate communications tools with the key message of the campaign, and build them up in the correct way to reach the targeted publics Europeans and Asians – and let them convey the message and understand it as it should be understood.

Media and Communication Tools:

Tourism Media Campaign Communication Tools:

Communication tools are elements and objects that are used to convey the message from the campaign to the targeted audiences. They usually are the main factors in the media campaign that will help in achieving the goals and the objectives of the campaign. The message could be conveyed through articles, radio, television, World Wide Web, event sponsorship, or even a whole collection of press releases.

According the tourism media campaign, the main media tools that will be used are television, World Wide Web, and event sponsoring.

Television:

Through Television media tool used for a tourism campaign, videos should be directed and produced as a recorded videos on tourism places in Egypt, for instance, Luxor and Aswan, the pyramids, Sharm el Sheikh resorts, and so forth, that will attract tourists to do not miss what history and civilization Egypt has made. In addition, to tourism areas all around Egypt in the videos, celebrity endorsement could be used.

Through using celebrities that are known locally and internationally, the message transmitted will be more trusted and tourists will be attracted to come and see Egypts history, visit every museum, every temple, and so forth. Also, marketers could stress on tourists emotional aspects in which their feelings gets connected which Egypt as a country, and bear to them in mind that these emotions will be satisfied when they visit Egypt.

The Television tool began with a small video that was made right after the 25th revolution, From Egypt with Love (Boyd, 2011)

It was encouraging Egyptian people to treat tourists in a friendly way and in the same time, the message is transmitted to tourists that the Egyptians are kind and welcoming to anyone who come and visit the country – (refer to the Videos Screenshot in Appendix 3). (Boyd, 2011)

World Wide Web:

The internet and World Wide Web now plays an important role in the media sector, as it is a spider web that connects the whole world and makes it as a one united island. Internet could be used in tourism media campaign through making groups on Face book, twitter and all social networks that anyone could join them. They could include information about how strongly the tourism is going to be after the 25th revolution and what good changes have been made to the tourism in Egypt. Also, websites could be designed for information about every tourism place that is recommended for visiting in Egypt including history, pictures, and even videos to let tourists get attracted and become emotionally attached with Egypt. Also, this will increase the needs to the foreigners to come and enjoy what they have seen in real-life. Taking Face book as an example to World Wide Web Media, there are one of the campaigns that already started straight after the revolution containing two groups about surviving and getting the life back to the tourism in Egypt. These two groups have made a huge impact on tourists and foreigners Facebook users all around the world hoping that it will improve Egypts tourism image internationally. (Refer to one of the groups Profile Picture in Appendix 3). (Ling, 2011)

Event Sponsoring:

Sponsorship generates a massive chance for any type of companies in which it helps to widen the good reputation through viewing companys picture, view, and everything that makes the company unique through reinforcements of certain events that will increase the attention of the targeted audience. (Khera Communications, Inc., 2011)

This event sponsorship could be an effective way to communicate with tourists all around the world, especially when Egyptian companies sponsor international events or vice versa. Through doing these kinds of sponsorships, foreigners will know and observe that despite all the series of events that happened in Egypt is still and trying to be in a high position in the economy of the world.

In my opinion, for getting back tourism to its normal cycle in Egypt, Egyptian companies must sponsor international events in order to stay connected with international audience and attract them to the country to be interested in the long-run to come and visit Egypt. Also, for international companies Egypt must make life easier to them in order to be easily located in Egypt and this will help them sponsor Egyptian events, for instance, sports events, charity events, that will build trust between Egypt and different Nations.

Through following these steps in building a media public relations campaign to the tourism in Egypt, it will help in an enormous way to improve Egypts image to the outside world, not just view the dark side of the image. Furthermore, the message delivered from the country Egypt to the targeted audiences foreigners will be sent and understood effectively Communication Process Appendix 3 and there will be no noise nor distraction in the messages process/ Egypt was always known with its loyalty, loving, kindness and so forth to its visitors and even its citizens, and this image must be the same till end of life time, And as the video said through one of the video campaigns, Egypt We Love You! (Tench & Yeomans, 2009)

Barriers to Communication of the Message:

The physical barrier is too much related to the distance between the parties. For example, face-to-face communication may be too much needed in some situations to make sure that the receiver understood the message sent.

Recommendation; always ask for feedback from the receiver in order to make sure that the message has been understood.

Language differences are always very critical for delivering the messages; people from different countries may find difficult to understand the language or a certain message or may even perceive the messages in different ways.

Recommendation; translate the messages to as many languages as possible.

Psychological barriers may also be to some extent significant; peoples emotions are very important to be considered when delivering messages. For example, when asking workers to keep working, they may feel that the media have no idea about how they are suffering financially from being unable to gain money and satisfy their needs.

Recommendation; the messages should show clear awareness of the different situations and giving emotional support to every target group.

Barriers that arise from conflict of interest between the crisis management campaign and the different targeted groups. For example, the campaign may be willing to encourage the businessmen who operate in the tourism sector to continue operation. While, at the same time the businessmen cannot continue because they are losing money and adding costs on themselves.

-Indentifying the Publics:

Egypt was known and will always remain as one of the amazing countries in the world due to its outstanding historical pyramids, Luxor and Aswan. Nothing will ever affect Egypts beauty in the eyes of the world, therefore I encourage and persuade all Italians, British, and Russians to come and visit Egypt after the breathtaking revolution which was accomplished by the Egyptians on January 25th in the liberation Square that has now become a touristic area which people from all over the world speak about and are so eager to visit it and to feel the pain and happiness which the Egyptian youth have created in Egypt.

Tourist Plans Campaign

The sense of To act “the sense of the Egyptians, unenthusiastic and construct a dwell taken at the first attainment of the knowledge of the nation of battle by the full of meaning, the kingdom of the war with a broad-start is in that reimbursement of periegesis underscore the target of the seven recognized before the spectators. Mingling with the crowd to councils, factories, session of the doctrine of print advertising and out of the material Broadcasting / advertising will be the Customer, or gain the overall effectively blow. To be infected with the war On both sides, it shall be done within the degrees of the first part I will strengthen the services of a war which is rotating with an although, according to an exact and in the manner to the effect of all the target Promotional Views. (Weber, 2010)

The perigees will be underpinned the wages of the knowledge of such activities six:

1. Known to ‘a better Tourist Lives

This was the foundation of the first phase to the knowledge of the identity of perigees war. Will continue using the same expedition, I extended the look and feel standardize and of all the relevant under the expedition might have recognized this belonging to the different labour. But just as changes to submit to an identity for its ability to upgrade the answer to the principle of the hearers of the draw.

2. With the cooperation of the allies

Fabios, the war of the will hinge on implementation of the foundation of the fellowship of the various stakeholders the efficient meals. And here, the object of responsibility of coordinating the land of Egypt, has hired manager w perigees with the rest of the allies this one of the sectors:

Private sector of my companions: depends on type of activity, Telecom sectors can be different so that, juridical, etc. It is of interest should be put in each of efficient contact is at hand. This elite cooperate with the associations to take part to fit the protector of a co-addition to the expense of the proofs have been early.

3. Communications software

To raise the Profile of the war and acquire the advice and the support of the various stakeholders, while the entire marketing communications program designed for, it will be implemented. Any one is, the needy, Target Audience marketing communications best a piece of the instruments of which is extended to the ears.

4. The communication of the Public Relations Program

Marker between different kinds of communications tools will be got ready, Public Relations are the most important of its ability to inject credibility in the war’s of operation. Further they can adnotacione Public Relations of the singular degree the State had different segments of the tenement of the city. For if the history of the place Published in Print Media, I will stretch lying in around about.

5. The knowledge of expeditions Plan

Designs of all wars is a quality know that to be done is to take care in and reap results fine. Things are established, the phases of Planning, for the following key steps:

The Project web perigees shall manage the public to conduct attitudinal research to take the perceptions of conscience and to the views of the Egyptians, and travellers will perigees. The research by the art of effectively expose the child is crucial gauge degrees of conscience to the sector of State.

Or Event elite, ecumenical, it is to eat of awareness have been done research results. This state of affairs so all the troops the will of stakeholders perigees page, perigees projects, a Government of Egypt, arts institutes, and of the media.

From the committee I will be the keeper of the knowledge of perigees to appoint a council and in Latin implementation of the knowledge of triumph in war.

6. Develop the communication of the plans of the campaign tools

Print material

the consciousness that the target the seven petitions of the ground will be supported by disseminating print customized Promotional material for a war, and the items. And it is its distribution of Posters, Flyers, brochures and through the schools of the offices of the Central After the Egyptian, Social Security Corporation, leaves and inserts. Further Promotional material for school as mugs with sackcloth, Bumper Stickers, etc. it shall be repaid. Matter and CDs to be stable as the value of the Promotional and a large (Alaya, 2004)

Strategy:

Tourism is considered to be a very crucial activity for the whole Egyptian population; it accounts for 11% of the total Egyptian GDP and employs more than 2 million Egyptians (Feuilherade, 2011). According to the previous Vice President, Omar Soliman; during the days of the 25th January revolution, Egypt has lost around 1 billion dollars in tourism.

For any campaign to be successful it needs to have clear guidelines and strategies to follow. The main strategy for overcoming the crisis of Tourism that occurred in Egypt after the revolution is probably encouraging integrated efforts between different population groups for the sake of improving the tourism conditions in Egypt. These conditions include, the treatment of tourists, the safety and security, services offered and so on. The integration of efforts is not only including the publics; who are directly affected by the tourism industry. But, it should also include the whole public society because apparently everyone in the Egyptian society is affected by tourism either directly or indirectly.

Appendix 1:

(Women before and after the 25th revolution)

(Indentifying the public)

1. (n.d.). In Tourism . Retrieved April 2, 2011, from http://www2.sis.gov.eg/En/Tourism/

2. (n.d.). In Tourism of Egypt. Retrieved April 2, 2011, from http://www.chinadaily.com.cn/hellochina/egyptambassador09/2009-08/24/content_8608649.htm

3. (n.d.). In Egypt 25th January revolution – tourism revival. Retrieved April 2, 2011, from http://www.2travel2.nl/English/egypt-25th-january-revolution-tourism-revival.html

4. (n.d.). In Egypt Update: Womens Rights After The Revolution. Retrieved April 2, 2011, from http://sparksf.wordpress.com/2011/03/17/egypt-update-womens-rights-after-the-revolution/

5. Tench, R., & Yeomans, L. (2009). Exploring Public Relations (Second ed., pp. 185-186). Edinbrugh, AL: Pearson.

Appendix 2:

1. How to plan Tourism Campaign

2. Strategy

1. Weber, L. (2010). Plan To Fund Tourism Campaign Draws Critics (IPR ed., pp. 1-3). Retrieved April 5, 2011, from http://ipr.interlochen.org/ipr-news-features/episode/10427

2. Feuilherade, P. (2011, February 12). Tourism Crisis as Foreign Visitors Desert Egypt. Retrieved April 3, 2011, from http://www.suite101.com/content/tourism-crisis-as-foreign-visitors-desert-egypt-a342840

3. Alaya, A. (2004). Tourism campaign aims to help ( ed.). , AL: Article The Star-Ledger. Retrieved April 5, 2011, from http://www.hackensackriverkeeper.org/Articles.php?ID=43

Appendix 3:

1. Key Messages

2. Communication Barriers

Al-Arabia. (2011, March 31). Tahrir Square presented as historic site worth visiting. Retrieved April 3, 2011, from Al-Arabia : http://www.alarabiya.net/articles/2011/03/31/143675.html

Article Base. (2009, February 3). 12 Barriers to Effective Communication-Beware of These Relationship Killers. Retrieved April 3, 2011, from www.articlebase.com

Yeomanz, L., & Tench, R. (2006). Exploring Public Relations. Pearson.

Chapter Five: Conclusion and Recommendations

Conclusion

The objective of this paper was to explore the different elements of a country’s identity that builds a country’s image.

Each country has unique elements which builds its image. It is seen that the elements that builds the identity of a country plays an important role in framing the general image of the destination. With regards to Kotler’s categories of country images, it was found that Mauritius fits in the category of positive image which is countries granted with natural resources, diverse culture and gastronomy, political stability that makes up its beauty. As such surrounded by the sea, Mauritius has been gifted with inheritance beauty with its wide range of breath-taking natural scenery that makes it in a position to offer a variety of inland and sea activities to cater for the needs of the market. Additionally it was found that the multi ethnic diversity that lives in peace and harmony and sharing their culture is something unique to the image of Mauritius. It also enjoys a sound political environment Image has an important role for so as to differentiate a destination in this highly competitive market (Yilmaz et al., 2009).

The figure below has been formulated by the current author. It shows the relation between country identity and country image. It depicts the unique elements that build the image of Mauritius under the country main factors section. Those main factors establish the promotion strategy of Mauritius.

Marketing Promotional Strategies

Figure 11: Mauritius Country’s Image

Formulated by the current author into the context of Mauritius

It is to be noted that the elements of country identity builds its image and if not managed properly it can hamper its image. Notably, challenges to the image of Mauritius is the proliferation of crime activities, prostitution, drug dealing. However, it is argued that irrespective of the prevailing image, tourists keep arriving in Mauritius. By far campaigns aiming to prove that Mauritius is still a safe place to be and that such case is an exception and any country can be victim of has been successful. Moreover, country representatives established in our key markets have been doing a great job in re building the image of Mauritius by focussing on its key strengths. Moreover, this study has also found that in light of the global crisis; priorities of people have changed making long haul travel less preferred leading to a decrease in arrival from our major markets. As such to offset the arrivals from Europe, new markets (Asian countries mainly) have been sought. However, even if it diversifies into new markets, Mauritius must continue to be visible in the European countries.

It has been found that the geographical factors of a destination is somewhat an imaginary influences that place marketers should deal in proposing travelers with other valuable offers that will compensate the detriments that cannot be altered. Actually, a destination cannot be re-located from its actual geographical location. Nevertheless, promoters need to offer exciting packages that will make travelers feel distance is not a big deal. For example, despite of the infinity distance and exorbitant fees, nowadays people are committed to travel to space to experience amazing features. Hence, promoters need to propose products or services that are not accessible at competitor’s destinations. In the context of Mauritius, it can be concluded that indeed it possesses unique characteristics that enable it to cater for diverse markets.

In this study it has The image of Mauritius is a significant factor on tourists’ decision-making. In the past, the image of Mauritius was entirely focuses around the honeymoons segment. The MTPA has since implemented strategies and campaigns to broaden this image to include many segments which are still unknown by most tourists: family, sports, shopping. This image, which varies from market to market, is stressed upon during fairs, workshops, events, and marketing campaigns to convince potential tourists that the destination meets the requirements they expect from a holiday destination. As Mauritius has a multi-faceted image, its tourism industry can be promoted in different effective ways even in a single market.

With regards to promotional activities, it can be stated that the MTPA along with major stakeholders that makes up our tourism sector possess good understanding on promotion practices. In cases where the image of Mauritius was at stake, they have used the right promotional tool (advertising, personal selling, sales promotion) to show that Mauritius is a safe place. Moreover our strategic offices in key markets have been constantly supplying the right information on Mauritius.

The main purpose of a brand is to communicate what the destination has to offer that is different and unique. The brand Mauritius is being developed using its unique USP and campaign has proved to be successful. MTPA has been developing and designing the brand of Mauritius with the right strategy so as to effectively communicate its brand promise and brand essence across the world.

The major findings of this study can be summarised as follows:

The image of Mauritius has been developed largely from its natural elements; history, culture, geographical factors, its people. Such elements can neither be manipulated nor altered easily. However things such regulations to enter the country, information sources (media) can be managed and should be used to improve the image of Mauritius. The research findings have concluded that policies and regulations to enter Mauritius are quite simple. Thus it does not discourage travellers to come to Mauritius.
Irrespective of the established assumptions, promotion strategies should inevitably reflect the real situation of the destination and not paint abstract pictures to meet false expectations of tourists.
The image of a destination significantly influences consumer’s evaluation. Therefore, the prevailing image decides the actual promotion strategy that will suit the target market.
For tourism promotion to be effective, it should be supplemented by trade and investments projects. Those projects shall contribute in paving way for a favourable environment mainly by enhancing the current infrastructures and also introducing recent amenities which are essential in today’s tourism.

.

In the attempt to create a positive image for Mauritius, the MTPA along with other bodies that builds the tourism sector has made considerable efforts that have succeeded in re building its image in light of major crisis and attracting as much travellers.

Recommendations:

From the study and analysis, several spots have been identified where improvements could be brought in order to enhance the image of Mauritius and hence maximize tourist’s arrivals.

The recommendations are dedicated to the future perspectives of the tourism industry.

Government needs to invest in building the event and conference sector

We have the basics to start events and conference business in Mauritius: few venues, event companies, and good logistics. However, Mauritius is note widely reputed to be a destination of events and conferences. Infrastructures to support events and conferences are inadequate. Instead of developing huge shopping complexes like bagatelle mall of Mauritius, Cascavelle, Mont Choisy, the government needs to encourage investors to use these plots of land to build venues like the SVICC. In other countries the conference centers are much bigger than the SVICC, they offer accommodation as well. As soon as the existing infrastructures (enlargement of road network, proper lighting and sewage facilities) are in place, the demand for events will automatically arise. Moreover, our unique blend of cultures should be promoted more massively. Incorporate cultural tourism in our core tourism product.

Regulate developments

As the tourism industry continues to prove successful, people recognize the advantage of investing in the sector. As a result hotel, tourist residences, guest house, restaurants are growing like mushrooms. Identify areas that are already saturated. For example ile aux cerf, there is already enough pleasure crafts operators there. Therefore, no more permits should be given to those saturated spots. A decrease in building permits is an action that needs to be considered by the government because nowadays less and less green spaces are available for tourists who prefer to travel to a destination far away from their stressful lives of buildings and pollution.

Rebuilding of the MTPA website

The main body aiming at promoting tourism is the MTPA. Since we have tourists from across the world who shows interest in Mauritius. It is worthwhile to consider in re building the MTPA website in different languages. This will ease access to information for everyone. Moreover an online system should be set up whereby any queries posted should be replied back in less than three hours. This will show our professionalism and dedication to be the best. Moreover the MTPA website should be a one stop shop providing information on all aspects of Mauritius (hotels and any other tourist accommodations, nightlife, climate, flight information, etc).

Celebrity Marketing

To increase tourist arrivals in order to reach its target of 2 million tourist’s celebrity marketing could be used. Certainly it will cost much to employ those celebrities but the returns on such an investment will be much higher. Those celebrities could be from Bollywood, Hollywood, and the world of sports. Those people will be regarded as trend setters for the higher segments and they position Mauritius as an aspirational / desirable holiday destination.

Launching of a travel newspaper

A travel newspaper/magazine providing the calendar of activities for the year should be published at least two times during a year. The magazine should be designed using our unique elements to show our uniqueness and it should be distributed to our strategic offices in our target markets. Those people working in our strategic offices should be encouraged to distribute those magazines to travel intermediaries across the world. In this way potential travelers will have a visual description of Mauritius and what they might be losing if they decide not to come to Mauritius.

Branding Mauritius

Branding plays an important role, as with all tourism destinations, as it is crucial to present a brand that will attract people. All campaigns, whether simply marketing campaigns or online/offline sales campaigns, need to include branding elements to attract potential tourists. The brand identity helps to establish a relationship between the destination and the customer, and can help to convince the latter to choose the destination. Without this element of branding, it would otherwise be hard to convince potential tourists to choose Mauritius over competing destinations.

To overcome these issues, Qantas must modify aircraft sizes and engines to become more fuel efficient and reduce CO2 emissions over coming years. During the next two years, Qantas should plan to reduce industrial conflict by reorganizing the communication system and its organizational structure, making it more flexible and adaptive, thus empowering employees with project management responsibilities. Grievance procedures must be improved with a formal process to resolve work conflicts. Qantas must maintain and increase its corporate customer market share in order to remain profitable and successful.

Qantas has undertaken significant changes over the last decade to cope with internal and external factors such as the terrorist attacks on September 11, 2001 which effectively reduced the demand for international travel. Qantas initially reduced its international travel flying capacity by 11%.

The factors that had caused Qantas to change were that Qantas had to become:

aˆ? A more competitive, efficient and profitable business with less competition in the domestic markets.

aˆ?Qantas had to pay taxes and levies paid by other business in Australia

aˆ? Qantas had to make an increased profit and pay a dividend to its shareholders which increased over the years of management.

The main factors, which caused Qantas to change was that, the business was under government ownership until 1995, with a classical/scientific management structure

Over the next 5 years Qantas aims to hedge fuel prices and use more efficient aircraft to limit further fuel costs improve employee/employer relationships by reducing the number of employment relations disputes and retain corporate market share by enhancing facilities and lounges to appeal to corporate travellers.

IDENTIFYING THE VISION STATEMENT

The Qantas story began in March 1919, when former Australian Flying Corps officers W Hudson Fysh and Paul McGinness heard of a ?10,000 ($20,000) prize offered by the Federal Government for the first Australians to fly from England to Australia within 30 days.

McGinness travelled to Yanko in western New South Wales to see Sir Samuel McCaughey to ask if he would fund their entry in the race. In Palestine the two young lieutenants had flown a Bristol fighter presented to No.1 Squadron by the millionaire industrialist. Sir Samuel agreed to finance their venture, but died before a suitable aircraft was found.

The Qantas story is inextricably linked with the development of civil aviation in Australia. It begins with fragile biplanes carrying one or two passengers in open cockpits and progresses to the new Airbus A380s flying some 450 people half way around the world in a day.

A few determined individuals overcame formidable obstacles to establish the Queensland and Northern Territory Aerial Services Ltd (QANTAS). Supported by committed staff and loyal customers, the airline persevered through war and peace to serve the nation and build an enterprise.

Today, Qantas is widely regarded as the world’s leading long distance airline and one of the strongest brands in Australia. Qantas continues to provide outstanding service to its customers and is at the forefront of the international civil aviation industry.

The future holds many challenges for Qantas – maintaining safe operations and world class product standards while building a viable and competitive position long term for the airline.As Qantas doesn’t have any formal mission statement it pays more importance only on its vision.

The Qantas Group’s long term vision is to operate the world’s best premium airline, Qantas, and the world’s best low fares carrier, Jetstar.

To achieve this vision, the Group is focused on five key elements:

Safety is first priority– A firm commitment to world’s best safety practices and reporting

Right aircraft, right routes –Fleet renewal delivering one of the world’s most effective fleets flying on an optimal route network

Customer service excellence– Consistent customer service excellence as the basis of the business

Operational efficiency– Achieving simplicity and further productivity across the business

Two strong complementary brands –Qantas and Jetstar as the best premium and low fares brands respectively

The Kangaroo Symbol

The original Kangaroo symbol appearing on Qantas aircraft was adapted from the Australian one penny coin. The winged kangaroo symbol was created by Sydney designer Gert Sellheim, and first appeared in January 1947The Flying Kangaroo was later placed in a circle in 1974.

In June 1984 Qantas unveiled an updated logo conceived by Tony Lunn of the Lunn Design Group, Sydney. The Flying Kangaroo lost its wings once again and was refined to a more slender, stylised presentation.

PEST ANALYSIS

The PEST analysis stands for “Political, Economic, Social and Technological” factors that are needed to be analyzed from the industry’s external environment. It is important to cover this to further understand the condition of the airline industry in Australia.

Political factors

The liberal policy environment has also favoured new entrants.

While the domestic airline industry is largely deregulated, Australia’s airline industry remains quite regulated at the commonwealth level.

Australia’s international aviation policy has been ‘multiple designation’

The industry deregulation in 1990s has given way to a more restrained form competition between Qantas and Virgin.

One of the political issues that concern the airline industry is the effects deregulation. Deregulation was based on the contestable market theory ( 1982) which suggested that governments should seek to promote contests for markets, even those where large firm size and limited competitors existed. Regulation was believed to encourage competition based on service quality rather than price, limit operational flexibility, and create no incentives for improving efficiency and productivity. However, it has been argued that deregulation has shifted competition from service to price (1998). On the other hand, among the airline companies around the world, one significant political issue taking place is the emergence of global alliances.

Economic factors

The past events like volcano eruption and SARS has affected flight security in the eyes of the customer.

Every environmental issue including the impact of increase of fuel , which either affects basic costs of flights or affects the likeability of customers to book a flight.

Some industry participants have argued that financially distressed carriers have cut prices in an effort to raise short-term cash, depressing market prices below efficient levels and threatening the financial security of healthy carriers. Another economic concern is the fact that the airline economy of the US is in a huge upset after the September 11 attack. Some of the companies declared bankruptcy while others are still struggling to survive (2003). . There is substantial evidence that entry, particularly by low-cost, low-fare airlines, has a substantial effect in constraining fare levels in markets served by the new carriers.

Social factors

The labour market is tight ,especially in skilled fields requiring more motivation and knowledge

The demand for personnel in distant countries will increase the need for foreign-language training.

Consumers are more demanding

Today, consumers are more demanding especially in terms of service quality. Fortunately, the airline industry can be considered as the pioneer of customer relationship management as they are the first sector to introduce the frequent-flyers program to increase the loyalty of customers (2002). Airline industry also needs very skilled people as their workforce.

Technological factors

The growth of the information industries is creating a knowledge-dependent global society and information will be the primary commodity of more and more such industries

New and larger airplane designs with remote access technology would enable airline companies to achieve better economies of scale.

Technological factors include head to head competition in the technological innovations in the industry. Larger planes or aircrafts with remote access technology could provide significant cost savings by allowing the engineers, who were responsible for maintaining the aircraft, to access essential information on the company’s systems from wherever they were in the world, using remote web access.

INDUSTRY STRUCTURE

The Airline is one of the major industries in the world today and is majorly affected by Michael Porter’s “Five Forces” model. The following write up conducts an analysis on how the model affects the airline industry today.

Threat of New Entrants.

One of the forces that Porter describes is Entry into the industry. In the world today, the airline industry is so saturated that there is hardly space for a newcomer even to squeeze its way in. The biggest for this is the cost of entry. The airline industry is one of the most expensive industries, due to the cost of buying and leasing aircrafts, safety and security measures, customer service and manpower. Another major barrier to entry is the brand name of existing airlines and it is really difficult to lure customers out of their existing brands. On the other hand, a newcomer could enter this saturated market easier with a completely new concept and technology.

Bargaining Power of Suppliers.

The airline supply business is mainly dominated by Boeing and Airbus. For this reason, there isn’t a lot of cutthroat competition among suppliers. Also, the likelihood of a supplier integrating vertically isn’t very likely. In other words, we probably won’t see suppliers starting to offer flight service on top of building airlines.

3 Bargaining Power of Buyers.

The bargaining power of buyers in the airline industry is quite low. Obviously, there are high costs involved with switching airplanes, but also take a look at the ability to compete on service. Is the seat in one airline more comfortable than another? Probably not unless we are analyzing a luxury liner like the Concord Jet.

4 Availability of Substitutes.

What is the likelihood that someone will drive or take a train to his or her destination? For regional airlines, the threat might be a little higher than international carriers. When determining this we consider time, money, personal preference and convenience in the air travel industry.

Competitive Rivalry.

Highly competitive industries generally earn low returns because the cost of competition is high. This can spell disaster when times get tough in the economy. In case of the Airline industry, this is the most important force today, especially since the market is completely saturated. There are more service providers than needed in both local as well as international markets. The various airlines are competing for the same customer, which also results in strengthening the buyer power, another of Porter’s forces. Moreover, a lot of airlines such as Qantas Airways and Emirates have a brand name which they have to defend so they compete in doing so. The airlines are continually competing against each other in terms of prices, technology, in-flight entertainment, customer services and many more areas.

SWOT ANALYSIS
QANTAS STRENGTH
How the Qantas Group responds
Improving Margins

As economic showing a significant progress, Qantas margins are also improving.

Diversified Business

Qantas range of subsidiary business operates in different sector but all of them supporting airlines industry’s activity, such as catering, baggage handling and engineer. This also helped them to control supplier and aircraft maintenance cost.

Oneworld Alliance

Oneworld Alliance is a management company founded by Qantas, American Airlines, British Airways, Canadian Airlines and Cathay Pacific. Purpose of this centralized management company is to helping each other with nonaˆ?core business activity such as marketing, engineering/maintenance, and online ticketing to reduce cost thus give the company allowance to cut ticket price. Members of the alliance are also possible to transfer passenger for connecting flight.

Efficient Use of Resources

Qantas have a home ground advantage as Australia national airlines. Its subsidiary company also provide great resources for Qantas core business.

QUANTAS WEAKNESS
How the Qantas Group responds
Reliability Concerns

Qantas has been involved to some incident with some of their aircrafts in 2008/09. Although nothing ended in major accident, its affected company’s safety image.

Problems with the staff

A staff problem action, often referred to as a wildcat strike, is a strike action taken by workers without the authorization of their trade union officials. It has been hit with worst strike in the company history in 2009, caused a major delay that also affected other flights.

QANTAS OPPORTUNITY
How the Qantas Group responds
Maintaining the highest
standards of safety

– Commitment to safety as first priority, underpinned by industry-leading policies, systems and training

Adapting business strategy to manage changing economic conditions

– Two flying brands strategy to adjust capacity, pricing and market segmentation as the market moves up or down

Remaining competitive in a challenging and volatile industry context

– Fleet renewal to reduce longterm costs and grow revenues

– Strong alliance relationships and strategic investments to spread risk and opportunity across markets and provide network depth

—Qantas: innovations to drive higher satisfaction and improved customer advocacy; focus on the end-to-end customer experience; improvements in product consistency across the fleet including aircraft reconfiguration; brand renewal; pursuit of efficiencies to lower the cost base; Customer Charter established

– Jetstar: effective capacity management; strong promotional campaigns; ground-breaking strategic alliance relationships (eg AirAsia);

Pursuing growth opportunities
in emerging markets

– Qantas alliance relationships with carriers in emerging markets

– Jetstar pan-Asian strategy including Jetstar Pacific (Vietnam) and Jetstar Asia(Singapore)

New technologies

– Breakthrough product and service innovations such as Next Generation Check-in

– Commitment to technologically advanced aircraft (eg Airbus A380, Boeing 787)

Operating in an environmentally
sustainable manner and managing
carbon risk

– Fuel efficiency program, investment in advanced technologies and fuel efficient aircraft, air traffic management leadership, sustainable aviation fuel development

-Carbon offset schemes, partnerships with environmental organisations and engagement with employees

QANTAS THREATS
How the Qantas Group responds
Responding to unexpected shocks and crises

– Purpose-built Crisis Management Centre with detailed crisis management plans

– Scenario planning supplemented by simulated crisis training exercises

Managing currency and fuel price fluctuations

– Award-winning Treasury function

– Hedging, including options, to enable participation when oil prices are low and protection when oil prices are high

Shrinking Aviation Industry

—Aviation industry got hit real hard as a result of global financial crisis. IATA’ traffic data showed a 4.6% drop in international passenger traffic and 13.5% drop in international cargo and stated that the worldwide aviation industry “shrinking by all measures”.

Intense Competition

The competition in this industry is super fierce.. Qantas are currently head to head with every major airlines in the world.

CORE COMPETENCIES AND COMPETITIVE ADVANTAGE
Strong brand:

Qantas is a globally recognized brand that enjoys excellent brand equity and outstanding customer loyalty (with over 4.6 million members of its frequent flyer program); Qantas connects Australia to most major destinations in the world in every continent. Moreover, Qantas has a well regarded management team which has helped the company to gain the brand value.

World class in flight entertainment:

Qantas is one of the oldest airlines in the world that has an excellent and well updated in flight entertainment system . As a result, Qantas is universally known for its comfort and timeless travelling experience. Qantas Airlines offers a wide range of in flight features and amenities for each of the different traveling classes. Qantas prides itself on offering each passenger a pleasant and comfortable flight, with top notch costumer service.

Comprehensive experience and expertise:

Qantas has long experience and abundant expertise in

1) both domestic and international flights;

2) both a full service airline(Qantas) and low cost carrier(Jetstar);

3) all levels of passengers (premium segment, economic segment, and budget segment)

Differentiating Factor

Jetstar’s quick rise to be one of the world’s most successful low-cost carriers places the Qantas Group well in terms of product offering and differentiation. Its strong fleet order book of A380s and B787 Dream liners gives it a significant competitive advantage over other airlines.

Qantas ability to re deploy Jetstar planes on lower yielding routes will be a good competitive advantage while demand is weak.

FINANCIAL RATIOS ANALYSIS
Current Ratio

The Current Ratio is one of the measures of financial strength.It reflects whether that company has enough assets to pay its liabilities.

In 2008 the Current Ratio was 0.73

In 2009 the Current Ratio was 0.88

It shows that Qanats Current Assets has increased, which is a positive result and mark of success.
Return on asset ratio

The Return on Asset Ratio measures how efficiently profits are being generated from the assets employed in the business when compared with the ratios of firms in a similar business.

In 2008 it was 0.071

In 2009 it was 0.009

It shows that return on the assets has decreased by almost 80%. The reason behind this is again recession.
Gross margin ratio

In 2008 it was 0.3

In 2009 it was 0.2

It shows that Gross profit has decreased a bit in 2009 due to economic downturn, but it is still better as compared to other airlines
STRATEGY RECOMMENDATIONS
Introduce all business class flights

The major source of profit for Qantas is from the business class. Keeping this in mind Qantas should introduce few new aircrafts which includes only business class passengers. Economy class seats shouldn’t be there in such flights. This will help the company to generate more revenue and will also give a different and high class experience to business class passengers.

Allow to use luxury lounge for economy class

Qantas should allow its economy class passengers to use the luxury lounge at the airports on payment basis. Customer should be allowed to use luxury lounge if they are willing to do so, for which they only need to pay little extra. This will help the company to generate money without making any investment. And not only this, it will also benefit the passengers of economy class they comfort is the 1st priority of every human in this modern world. so nobody would mind to pay a little amount for this comfort and relaxing experience.

Introduce segways at big airports

Qantas can introduce segways at the huge airports like Frankfurt International, London (Heathrow). This will help the passengers to commute easily at the airport with more comfort and less tiredness.

Provide organic food and herbal food

Qantas can provide organic and herbal food to its passengers. Everybody is too concerned about their health, keeping this in mind organic food would be a good option for them.

POTENTIAL FALLOUTS

It is because of the bilateral agreements in the aviation industry, the competition has been reached to its final stage and now it is become very tough for Qantas Airline to maintain high standards and survive in the competition. The airline is facing challenges not only in international, but in the domestic market where it was a market leader earleier. Companies like, Virgin Blue and Tiger Airways are picking up fast and taking the market share of Qantas.

REFERENCES

Bea, F.X. & Haas, J. (2001). Strategisches Management. Tuebingen: Vahlen.

Hamel, G. & Prahalad, C.K. (1996). Competing for the Future. Boston: Harvard Business School Press.

Kotler, P. & Keller, K. (2006). Marketing Management. New Jersey: Pearson Prentice Hall.

http://www.qantas.com.au/travel/airlines/company/global/en

http://www.investopedia.com/features/industryhandbook/airline.asp

http://ivythesis.typepad.com/term_paper_topics/2009/01/qantas-airline-known-and-considered-to-be-the-leading-long-distance-airline-in-the-world.html

Work-family conflict has been described as an inter role conflict which arises due to incompatible roles in work and family domain Aslam, Shumaila, Sadaqat, 2011; Carmeli, 2000. It is an inter-role conflict where demands of, time dedicated to, and tension created by an employee’s job interfere with performing family related duties or responsibilities and the tension created by family responsibility interfere with performing work duties (Choi & Kim, 2012; Karatepe & Magaji, 2008; Chinchilla et al, 2006). This creates an imbalance between work life and family life that affects employees of an organisation or a firm.

Human resource in the hotel industry, as in all other service industries, is the most important element in the delivery of service and as such a very crucial component to the success of every hospitality firm or business such as the hotels (Mensah, 2009). Employees of hotels work for long and irregular hours to make a guest satisfied in their facility because hotels these days open for 24 hours. The work time arrangement in the hotel has also been described as countercyclical (Sim & Bujang, 2012; Munck, 2001) in the sense that the most demanding time it the period when workers of other industries are off their work schedules. These periods are on weekends and during holidays.

The hotel industry has seen rapid growth and changes over the years to become the one of the pillars of economic growth in world. Characterized by labour intensive and variability, the hospitality industry in a whole grew at the rate of 5.7 percent from 2004 to 2005 (World Travel and Tourism Council (WTTC), 2007 cited by Mensah, 2009; Reigel, 1998). The industry is also known to be one of the largest employers in the world. It has been noted that tourism and hospitality employment in both the developed and the developing countries account for over 230 million jobs worldwide. This shows about 8.7 percent of jobs all over the world (World Travel and Tourism Council (WTTC), 2006). Of this value, the hotel sector contributes most.

Hotels provide hospitality services to strangers, visitors or guests, regardless of their purpose for travelling, as they have basic needs to be taken care of. These guests or strangers will need good food, clean water, safe, clean and comfortable places to sleep at night, and good entertainment areas for socialization. Hotels provide them with all it takes to satisfy those needs. For that reason, it is eminent that accommodation facilities (Hotels) become a melting pot of differing motives due to the fact that different people with different characteristics and motives come to hotels in search of hospitality services.

Accommodation services such as hotels and guest houses (Mensah, 2009; Akyeampong, 2006; Brotherton, 1999; King, 1995), among others, meet the physiological needs as well as the psychological needs of guests or tourists, who are away from their usual place of work and residence in return for a fee. The industry has, as a result, been described as a social exchange phenomenon that involves relationships between people, offering shelter, warmth or kindness to strangers or guests (Litteljohn, 2003; Slattery, 2002; Lashely & Morrison, 2000).

The changing clientele of hotel services, over the years, has come with changes in job demands, job stress, and job support, among others, for employees in hotels. These characteristics of the hospitality work together with others such as long unpredicted working hours, simultaneous production and consumption, perishability of hospitality products and intangibility of the services provided make employees in the industry particularly susceptible to work-family conflict (WFC) and make the hotel a breeding place for work-family conflict (Magnini, 2009). These conditions put hotel employees in an unfriendly environment that facilitate work-family conflict (WFC) coupled with limited benefits that support the family system including family friendly system and family supportive managers and supervisors (Karatepe & Magaji, 2008).

In recent years, there has been a greater complexity of work and its related issues with the family. Research works have shown that work and family represent two of the most important aspects of the life of an adult and as such work and family contributes to the explanation and understanding of adult human behaviour and have been realised to have clashes (Magnini, 2012). Bedu-Addo (2010) points out that the interference of work in family roles is becoming one of the major hazards to occupational health, family satisfaction, the well-being of employees and job satisfaction in the 21st century with specially emphasis on women professionals. Researchers have, for a long time, speculated that these two variables (work and family) are related, and this relationship has emerged in the form of conflict where the role of one is interfering in the role of the other domain.

It has been noted that over the past three decades, the structure of the family has undergone changes from large to small family systems (Han, Lee, & Chin, 2009; Choi & Kim, 2012). From a historic standpoint, men have always been the financial providers for the family while women have been home keepers and care-givers. Due to globalization however, changes have taken place and women are also entering the work field. The changing nature of work throughout the world is due to economic conditions and the changing social demands. In the past decade and a half, the number of Ghanaian women who have been involved in formal employment in Ghana has more than doubled (Bedu-Addo, 2010). This according to him is as a result of the modest economic upturn in the past two decades. This economic upturn emanated from the introduction of two economic growth interventions namely Economic Recovery Program (ERP) and the Structural Adjustment Program (SAP) in the late 1980s and early 1990s.

Problem statement

With the advent of globalisation in recent years, many people round the world have embraced the view of dual-earner family system over the single earner system which used to be in the past and Ghana is no exception. Organisations have also evolved over time such that they continue to change as individuals’ life also changes (Aslam, et al., 2011). The incorporation of women in the paid employment workforce within the second half of the twentieth century became the most important socio-demographic phenomenon influence the dual income earning family systems (Tugores, 2008), and this worth mentioning in recent times when discussing work-family interferences. Work-Family conflict has been noted to extensively influence the health conditions of an individual in various forms including bibulosity and depression. It is also known to influence an individual’s work as in work satisfaction and vocation ambition, as well as the family happiness (Eby, et al., 2005).

The issue of work and its interference with family life has been widely studied by many researchers in different fields of study such as psychology, business, sociology and also organisational behaviour (Aslam, Shumaila, Azhar, & Sadaqat, 2011; Xiao & O’Neill, 2010). Also, there have been a number of research works on the WFC addressing the issue of gender differences and have demonstrated that females experience more WFC than males such that females may take on much more work responsibility than their male counterparts (Zhang, 2011; Perkins & DeMeis, 1996).

Despite the advances made in the literature of work-family conflict, evidence suggests that the examinations of work and family have been conducted independently of each other. However, some researchers have agreed that work and family are related, and have found that this relationship has emerged in the form of conflict, exhibited in different forms. There is therefore the need to have insight into the conflicting nature of work and family roles in the Ghanaian perspective.

Another gap identified in the work-family conflict literature is the little attention devoted to addressing the forms of conflict, the effects or problems caused by WFC and also, the main strategies that are used to control WFC (Magnini, 2012; Cleveland, O’Neill, Hlmelright, Harrison, Crouter, & Drago, 2007; Mulvaney, O’Neill, Cleveland, & Crouter, 2006). Even though there has been a number of studies in the field of human resource management in hospitality industry in Ghana including the study of human resource issues in the development of tourism by Appaw-Agbola, Afenyo-Dehlor, & Agbola (2011); human resource management practices in selected hotels in Accra metropolis by Harding (2012), issues of WFC in the Ghanaian hospitality industry, assessing the nature, factors, and effects have been left out of the picture. The paucity of research into this area makes it necessary for a research to be conducted in order to illuminate work-family issues facing employees in the Ghanaian hospitality industry and more specifically, in the Sekondi-Takoradi Metropolis.

Further, the literature on work-family conflict have been dominated by studies in the context of the developed world (Xiao and O’Neill, 2010; O’Neill and Davis, 2009; Cleverland et al., 2007). It has been noted that research findings that are on the conflict and facilitation dimensions of the work-family interface has been neglected in developing economies and particularly in the Sub-Saharan African countries such as Ghana (Karatepe & Magaji, 2008; Aryee, 2005).

Generally, the development of hospitality throughout the world is a function of complex factors that coalesce to generate dynamic processes that one must understand in a local context in order to help deal with work-family conflict situations. There is therefore the need for research to be conducted into the phenomenon within the Ghanaian context as hospitality industry keeps on expanding at a rapid rate. This will help to give an insight into the WFC issues confronting employees of hotels in the Ghanaian hospitality industry.

Research questions

Upon the backdrop of issues raised in the research problem stated above, certain pertinent questions may be raised in the minds of readers

what forms of WFC are faced by hotel employees in the Sekondi-Takoradi Metropolis?

what factors contribute to work-family conflicts in the Sekondi-Takoradi Metropolis?

what are the effects of WFC on hotel employees in Sekondi-Takoradi Metropolis?

how do hotel employees in Sekondi-Takoradi cope with the effects of WFC?

Research objectives

The general objective of the study is to examine work-family conflict among hotel employees in the Sekondi-Takoradi Metropolis. The specific objectives are to:

identify the forms of WFC among hotel employees in the Sekondi-Takodadi Metropolis;

examine factors that contribute to work-family conflicts;

determine the effects of WFC on employees;

determine the coping strategies used by employees to reduce WFC.

Research hypotheses

H0: There is no significant difference between the WFC factors of sex of hotel employees in Sekondi-Takoradi.

H0: There no significant relationship between socio-demographics (age, sex, etc.) and WFC.

Significance of the study

Managing human resource in the hospitality industry is one of the most important elements to consider due to the labour intensive nature, simultaneous production and consumption characteristics of the hospitality industry among others. This study therefore provides constructive and insightful information on work and family issues faced by employees in the hotel industry in the Ghanaian perspective, specifically on hotels in the Sekondi-Takoradi metropolis, to hospitality educators, managers of accommodation businesses, students offering hospitality and tourism studies, and other stakeholders in order to fill the knowledge gap.

It also provides valuable information that will shape the design and methods regarding ways to help balance of work and family conflict of employees in the hospitality industry that arise as a result of the interference of one domain (work roles or family roles) affects the performance of the other (either work roles or family roles), to help the managers of accommodation businesses or facilities to make informed decisions, in effort of rendering quality service and preventing work dissatisfaction and frequent turnover as a result of conflicting roles from both work and family.

This study also serves as a background for further studies and empirical research into the work and family role conflict, consequences and spill over within the hospitality industry. It will serve as a baseline for further studies on the work-family relationships that exist in Ghanaian perspective and as such, will set the grounds for more empirical studies into the phenomenon.

Delimitations of the study

This study is encircled to explore the extent to which work and family issues or conflict affect hotel employees in the Sekondi-Takoradi metropolis, how it affect the individual, and the various ways in which the hotel employees tend to use to control or balance the role demands from each domain. The study covers the factors that contribute to the growth of WFC, effects of WFC on the employees, and ways or strategies used to reduce WFC in the study area, concerning hotel employees in the industry within the Sekondi-Takoradi Metropolis.

Thesis structure

This study is divided into five distinct chapters. Chapter one is the introductory chapter which gives the background information to the study, the problem statement, research questions, objectives, hypothesis, significance of the study, and the delimitations of the study. Chapter two consists of review of relevant literature on the subject of hospitality management, work-family conflict, family-work forms, effects and other related issues to the study. Chapter three, deals with the methodological issues of the study. This includes the information on the profile of the study area, study design, sources of data, sampling procedures, fieldwork issues and the related challenges, as well as data analysis, and presentations. Chapter four presents a detailed discussion of the results of the analysed data. Chapter five summarises the key findings of the study, conclusion and recommendation.

Introduction

Nowadays the range of luxury hotels all over the world is very big. There are different types of luxury hotels and all of them have their own policy, procedures and missions. Competition among these kinds of hotels is huge nowadays. The competition is based not on prices or percentage of discounts but it is based on values, exclusivity, atmosphere and quality of service. One of these competitors is world known, luxury brand Four Seasons Hotels and Resorts. However Four Seasons Hotels and Resorts managed to differentiate them from all other competitors in the Hotel Industry. In Four Seasons, management has a huge value of their employees, because they know that the power of service is in human resources. Human Recourse Management in Four Seasons Hotels and Resorts definitely plays very important role for providing success of the company and delivering premises to their employees and customers. The following research provides readers with full picture of Human Resource Management Policy of Four Seasons hotels and Resorts. Also additional recommendations and comments are given in order to clarify the policy and mission of Human Resource Management. The research includes five important questions about HRM. Answers for these questions can be used as tools to improve the human resource policy of Four Seasons Hotels and Resorts. As for readers the research will help them to understand the value and mission of Human Resource Management in Hospitality Industry.

Introduce the Company and its positions in the Hospitality Industry. Is it an employer of choice?

“Four Seasons Hotels and Resorts” Company was founded in 1960 by Isadore Sharp and positioned as luxury hotel chain. The first hotel was opened in 1961 in the downtown area of Toronto, Canada. Isadore Sharp started a new kind of luxury hotels by making it personalized, taking care of each customer and offering an excellent service for their guests. For funds Sharp involved his brother-in-law, Eddie Creed and his friend, Maurry Koffler. Each of them contributed to the project. From 1970 till 1976 there were opened several Four season Hotels and resorts in London, Ontario and Bahamas. In 1976 Four Seasons hotels and Resorts grew and decided to expand in North America. So in 1976 they entered the US market in San-Francisco. So in 1977, Isadore Sharp along with Creed and Korrler decided to convert Four Seasons Hotels and Resorts into private company. Four Seasons has created a new niche in luxurious segment of Hospitality Industry, thus provided themselves with a great opportunity to grow. In 1986 the company went public, by being presented on stock market, but in 2007 it became private company again. By 1991 the company had around 36 hotels all over the world and around 13 sales and corporate offices. However Four Seasons faced with some financial issues and was rescued by investor from Saudi Arabia, the Saudi Prince Al-Waleed. In 1994 he purchased 25 percent of Four Seasons’ stocks and invested around C$100 million. After investing by Saudi Prince, the Four Seasons continued their expiation and opened new properties in Singapore, Mexico City, Berlin and Prague. In mid-nineties, whole hotel industry faced a downturn. As a result Four Seasons Hotels and Resorts turned to managing style rather owning hotels because it was much more profitable in the long run. (Four Seasons Hotels Inc’s HR Practice., 2009). Nowadays Four Seasons Hotels and Resorts has 84 properties all over the world with exclusive service and very clear company’s culture. Nowadays Four Seasons Hotels and Resorts has several competitors in Hospitality Industry. They are Fairmont Hotels, Ritz-Carlton, St. Regis and Mandarin Oriental Hotel Group.

Positions of Four Seasons Hotels and Resorts are very strong now. Despite on financial problems they faced in 1994, Four Seasons managed to stabilize and continue growing in hospitality industry. Four Seasons continues to have more of its hotels designated as AAA Five Diamond properties than any other hotel company and it has the most Mobil Five Star awards in the industry. The company is also consistently highly ranked in readers’ surveys in publications such as Conde Nast Traveler, Travel + Leisure, Institutional Investor, Andrew Harper’s Hideaway Report and the Zagat Survey. (Hospitalitynet, 2010).

First of all, the writer would like to give the definition of term “Employer of choice”. “Any employer of any size in the public, private, or not-for-profit sector that attracts, optimize and holds top talent for long tenure, because the employees choose to be there”. (Herman and Gioia, 2002, p. xi). Personalized service is a unique feature of Four Seasons Hotels and Resorts. But in order to make the service unique for their guests, the company pays attention to their employees. Four seasons Management teams do value their staff and treat them as guests, also with uniqueness. As one of employees said: “You’re never threated like just and employee. You are a guest.” (Four Seasons Hotels Inc’s HR Practice., 2009). This is the one and the most important reason why Four Seasons Hotels and Resorts became an Employer of choice. The company is recognized by many popular magazines as an Employer of Choice. For example, since 1998 Four Seasons Hotels and Resorts are among 100 “The best Companies to Work for”, by Fortune Magazine. In 2009 Four Seasons Hotels and Resorts Company was awarded “The best Workplace” by Great Place to Work Institute Canada. Later in 2009 the Company was awarded “Lifetime Commitment Award” by National Society of Minorities in Hospitality (NSMH). In addition they were awarded “Inductee to Canada’s 10 Most Admired Corporate Cultures” Hall of Fame 2010. Also Four Seasons Hotels and Resorts pay a lot of attention to trainings and development programs, thus in 2010 the company was listed in “Training top 125” by Training Magazine. (FourSeason, 2010). As Four Seasons Hotels and Resorts in an international company and has many hotels all over the world, some of Four Seasons’ properties were also recognized by leading tourism and hospitality magazines. For example Four Seasons Hotels in the United Kingdom were “The Best place to Work in Hospitality” in 2008; Four Seasons Hotel Dublin received Business Award Status, based on the Hotel’s best practices in “Recruitment and Selection” and “Learning, Development and Progression”; in 2008 Four Seasons Hotel Prague was awarded as “Company of the Year 2008”. This award is given to the companies who supporting the employment of hearing-challenged individuals. (FourSeason, 2010). All these awards and recognitions are the main indicator of Four Seasons Hotels and Resorts culture and a result of well-organized corporate environment.

Explain its culture, its unique to the Company, how does this vary from its major competitors.

Four Seasons Hotels and resorts has their own and unique service culture. The culture is mainly based on “Golden Rule” by Four Seasons Hotels and Resorts. The philosophy of “Golden Rule” is very simple and clear. As the CEO of Four Seasons Hotels and Resorts, Isadore Shard defined it: “The Golden Rule – do unto others, as you would have them to do unto you” (Four Seasons Hotels Inc’s HR Practice., 2009). According to Mr. Sharp definition it is very important to treat everyone: guests, colleagues and partners as you would want them to treat you. Within Four Seasons Hotels and Resorts the “Golden Rule” applied to every person in the company and it does not matter whether you are manager or front line employee. What Four Seasons calls its unique service culture is based on a series of insights and beliefs about the person who provides the act of service, and the one who receives it. In writer’s opinion, the “Golden Rule” makes the uniqueness and creating a very positive atmosphere within all company and all properties around the world. The scheme below represents the forming of the culture. (Scheme 1)

Scheme 1

As readers can see from the Scheme 1 there are several steps leading to the organizational culture. The first step is “Philosophy of company’s founder.” As it was mentioned above Mr. sharp has his own philosophy of service and company’s culture which is based on making the service exclusive and personalized. By implementing his own view of the service into Four Seasons Hotels and Resorts Company’s structure, Isadore Sharp has created absolutely new type of culture not only for his personal need but also for whole the company. The next step is “Selection Criteria”, which is based on recruiting and selection of candidates. As we know from the case-study of Four Seasons Hotels Inc., each potential candidate for any position in four seasons Hotels and Resorts had to pass through five interviews and the final one was with the General Manager of the Hotel. In the example above readers can see that selection process in Four Seasons Hotels and Resorts is very difficult. It means that the company needs the best employees from the best. The selection process is very important for the company, because managers look for really professionalized persons or persons who have potential to learn and to be trained. The thing is that Four Seasons Hotels and Resorts based on personal service, that’s why they have such complicated selection process. The next steps of analyzing Four Seasons’ culture are “Top Management” and “Socialization”. Top Management plays very important role in forming company’s culture. As readers can see, in Four Seasons Hotels and Resorts Company, senior executives help to establish behavioral standards that can be adopted by the company. Socialization is a process which helps new employees to adopt into company’s culture and implement skills and advantages in practice, by making service in Four Seasons Hotels and Resorts personalized. In addition the Socialization step can be separated into several stages like Pre-arrival stage, Encounter stage and Metamorphosis stage. All these stages directly helps in the process of forming the culture of Four Seasons Hotels and Resorts.

In writer’s opinion, Four Seasons’ company culture is much differentiated form its main competitors. As an example, the company’s culture of Ritz-Carlton Hotels and Resorts is based on “Gold Standards” of the company. “Gold Standards” consist of six parts which includes the credo, the motto of the company, the three steps of service, service values, the 6th diamonds and the employee promises. (Gold Standards of Ritz-Carlton, 2010). As if follows, Four Seasons and Ritz-Carlton cultures are focused on making the service they provide more personalized, but in addition Four Seasons hotels and Resorts are focused on their employees. As a result, readers can make a conclusion that in Four Seasons Hotels and Resorts, the culture is as guests oriented as employees oriented. To prove this statement, the writer would like to present a phrase maintained in the case-study: “Loyalty to guests is important, but employees come first.” (Four Seasons Hotels Inc’s HR Practice., 2009). One of the most important Four Seasons Hotels and Resorts’ differences from major competitors is that the company is more employees oriented rather other companies in Hospitality industry. As a result it attracts more and more employees to join Four Seasons Hotels and Resorts.

How does HRM fit into the company’s vision, mission & values? Do these reflect a strategic purpose? How does HRM fit into the overall identity of the company, its managers and employees, make recommendations for any improvement and justify these.

Four Seasons Hotels and Resorts haves their own vision, mission and values which are behead on “Golden Rule”. From HRM point of view, it directly into company’s values, vision and mission. From the strategic nature of HRM in Four Seasons Hotels and Resorts, they deal with day-to-day issues, but it is also proactive in nature and integrated with other management functions. In addition HRM makes more clarified strategic view of human resource in Four Seasons Hotels and Resorts. From the recruitment point of view, human resource management makes sophisticated recruitment for all employees. In addition it has strong internal labour market for core employees. (Henderson, 2008). One of the most important values of Four Seasons hotels and Resorts is empowerment. HRM is responsible for delivering this feature to employees’ vision. Empowerment is management responsibility of sharing information, rewards, and power with employees so that they can take personal initiative and make decisions to solve problems and issues of the guests and improve service quality and performance of the company. It is based concept of giving employees the skills, resources, authority, opportunity, motivation, as well giving them responsibilities of their actions. (BusinessDictionary, 2010). In Four Seasons Hotels and Resorts management pay lots of attention to empowerment because it helps to increase the level of service and in addition it makes employees feeling more responsible and important for the company. That’s why in all Four Seasons’ properties employees can act and take decisions independently. It means that for human recourse management, employees’ satisfaction is very important as guests’ satisfaction. Based on this writer can definitely say that Human Resource Management make big contribution into company’s vision, value and mission. In Human Resource Management, trainings play also an important role in employees’ development and success. As for Four Seasons Hotels and Resorts, trainings are transformed into learning and development philosophy transcending job-related training programs. The advantage of trainings in Four Seasons is that all trainings are designed foal all levels of employees including non-management. In addition trainings are designed to develop leadership and personal skills. For example Four Seasons Hotels and Resorts has a special program designed for graduates of hotel schools. Applying to Manager In Training Programs (MIT) is meant that candidates has the attitude to be trained, accept “Golden Rule” and successfully implement it in their job. (Manager In Training Programms, 2010).

In order to improve HRM policy of Four Seasons Hotels and Resort the writer would suggest several steps to make it more balanced between guest oriented policy and employees oriented policy. Four Seasons are trying to balance these two subjects, but it seems that they are a bit confused about it. The solution of this issue is to provide more benefits for their employees. First of all it would increase the flow of qualified persons who have ability to be learnt. From the other hand it would motivate employees to increase their level of education, to apply for mote training programs in order to get career development in the future. The third advantage of increasing employees’ benefits is that this would change and directly review the policy of the Four Seasons Hotels and Resorts thus make it more employees oriented. But for the other hand the company should not forget about their main goals – personalized service for each customer. That is why Four Seasons Hotels and Resorts make their employees empowered. The HRM policy of the company is also based on forwarding employees to the right way, the way of “Golden Rule”. They don’t do anything special, but their work is not easy, because Human Resource Department is the first who faced with employees’ challenges and in addition they have to bring the ideas and values of “Golden Rules” into employees’ minds, in order to reach company’s goals which are based on exclusive and personalized service in all Four seasons Hotels and Resorts.

Does it have effective policies and procedures in HRM? Critically evaluate the ones you have identified.

As readers can see from examples above, Four Seasons Hotels and Resorts have very specific HRM policy. The thing is that in Four Seasons Hotels and Resorts Human Resource Management is based on standards, but they don’t have lots of rules. As they prefer personalized customer service they do empower their employees, so they can act in any situations. This allows employees to take actions and to feel free to respond all customers’ needs. As in all situations, there is a risk of making wrong decision. The employee will be responsible for this, but in all cases the company can lose their customer which will affect the company as a whole. As Human Resource policy in Four Seasons Hotels and resorts is more company’s philosophy orientated the employee turnover is just a half compared with the whole industry. Four Seasons created their own niche in the hospitality industry. Nowadays Four Seasons Hotels and resort has several main competitors. From HRM point of view, employees’ benefits are one of the most attractive parts for people who are interested in joining company. The term “employees’ benefits” is common for all industries. Employee benefits are all benefits and services, other from wages for time worked, that are provided to employees in whole or in part by their employers. (Definition of Employee benefits, 2010). Below, the researcher presented the table of benefits, which presents the whole picture of benefits policy of Four Seasons Hotels and Resorts and its main competitor Ritz-Carlton. The table will help readers to analyze and examine employee benefits of two main competitors in luxury mid-size hotel niche. In addition both competitors use management contracts model of managing properties. This is very good decision. The thing is that there are several recent examples that show that franchising method of managing properties doesn’t work in a proper way nowadays.

Development of employees’ commitment or loyalty directly depends on job conditions provided by employer. That is why providing basic benefits in necessary for big companied like Four Seasons Hotels and Resorts. But in order to attract more employees whey included more benefits in basic conditions. Definitely this action would influence the flow of employees and would increase motivation, which will positive effect the company.

Table 1

Benefits

Hotel Brands

Four Seasons Hotels and Resorts
Ritz-Carlton Hotels and Resorts

Career growth opportunities

Career growth/promotions opportunities

Unique deep culture

Discounts on spa treatments

Best-in Industry training

Childcare discounts

Luxury environment in magnificent locations world wide

Tuition reimbursement

Profit sharing / incentive bonus / competitive salaries

Income replacement programs (both short and long-term disability)

Complimentary stays at Four Seasons properties with discounted meals

Discounted accommodation in all Ritz-Carlton Hotels and Resorts

Paid holidays / vacation

Paid vacation, sick and holiday leave

Educational assistance

Health and wellness insurance programs

Dental and medical / disability / life insurance

Life/health/dental/vision insurance

Retirement benefits / pension

Retirement savings and profit sharing plans

Employee service awards

Healthcare and dependent care spending accounts

Annual employee party / social and sporting events

Service anniversary awards

Complimentary meals in dedicated employee restaurants

Complimentary or low cost meals in your Employee Dining Room

(Four Seasons Benefits, 2010), (Ritz-Carlton: Understand Benefits, 2010)

After careful comparison of both employees’ benefits, readers can define several differences, which directly influence the loyalty of employees. In order to make HRM policy more reliable, writer would suggest to enlarge number of benefits. In addition increasing different incentives for line-staff employees would also positive effect Human Resource policy of Four Seasons Hotels and Resorts.

If you were the VP of HRM how would you move the company forward in the next five years?

Four Seasons Hotels and Resorts is very developed luxury hotel chain.

Introduction

· Human resource management (HRM) is the tactical and logical approach to the management of an organization’s most esteemed property – the people working there who independently and together contribute to the achievement of the objectives of the business. …

· All methods and functions concerning the recruitment and development of personnel as human resources, with the aim of efficiency and greater output in a company, government administration, or other organization

· Human resource management (HRM) is the perceptive and application of the policy and procedures that directly involve the people working within the task team and working group. These policies include recruitment, maintenance, repayment, personal development, training and career development.

· is the effective use of human resources in order to improve managerial performance.

· The management of the workforce of a business to ensure satisfactory staff levels with the right skills, properly satisfied and motivated.

· Staffing function of the business. It includes the activities of human resources planning, recruitment, orientation, selection, , training, performance, payment, appraisal and safety.

What is HRM?

Human Resource Management (“HRM”) is a way of management that links people-related behavior to the tactic of a business or organization. HRM is often referred to as “strategic HRM”. It has numerous goals:

– To meet the needs of the business and management (rather than serve the interests of employees);

– To bond human resource strategies / policies to the company goals and objectives;

– To find ways for human resources to “add value” to an industry;

– To help a business gain the obligation of employees to its values, goals and objectives

Human Resource Management for the Hospitality and Tourism Industries

This takes an incorporated look at HRM policies and practices in the tourism and hospitality industries. Utilizing existing human resource management (HRM) theory and carry out, it contextualizes it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry.

It initially sets the picture with a open review of the facts of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more plainly on a variety of HR policies and practices such as:

Recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising
Legislation and identical opportunities: illegal intolerance and managing assortment
Staff health and welfare: aggression in the workplace, working time orders, smoking and alcohol and drug misuse
wage strategies in the industry

Human Resource Management for the Hospitality and Tourism Industries will be illustrated throughout with both examples of best practice for dictatorial training and discussion, and international case studies to put into effect problem solving techniques and contextualize learning. It incorporates a user friendly design and includes educational features such as: chapter outlines and objectives, HRM in practice –

The nature of HRM in hospitality and tourism; executive culture and the search for service quality; Labor markets; staffing and selection; equivalent Opportunities; Training and improvement; Staff health and welfare; Employee relations, involvement and participation; Performance management; compensation strategies in hospitality and tourism; Disciplinary and complaint procedures.

Development in HRM in hospitality and tourism

It is common knowledge that the performance of human resource management ( HRM ) is established in most organizations ranging from small- to medium- to large-scale corporations. The current-day human resource ( HR ) manager has direct control on the strategic direction and judgment of both private and public sector organizations. Tourism is the broad umbrella that drives related indicators within local and national economies. Hospitality organizations are motivated by public and private sector tourism policies and practices. The increase of telecommunication technologies along with the development of multinational hospitality organizations has generated an understanding of tourism policies on a global level. Sustainable tourism is a long-term mutual systems approach to establishing and maintaining pleasant-sounding relationships among hospitality/travel-related organizations and the social, cultural and environmental aspects associated with tourist destinations.

While the process of sustainable tourism involves the establishment and maintenance of harmonious relationships, the goal is the creation of continued possibility and development of tourism-related entities. Proponents of sustainable tourism slot in in a process of creating a mutually favorable balance between the microenvironment (social, cultural and environmental aspects) and the microenvironment (internal workings of a specific organization).

The objective of this process is the institutionalization of the tourism industry as a contributor to the sociocultural welfare and development of each and every destination. In essence, this aim seeks what might be called a ‘ triple win ‘ outcome. Successful sustainable tourism initiatives result in positive outcomes for consumers (guests, travelers and customers), organizations (commercial enterprises) as well as the society (indigenous people and cultures). But how does the practice of hospitality human resource management fit into this picture?

CAREER PATHS

As part of the commitment to the social environment of the community, human resource practitioners in sustainable tourism-based organizations must agree on the career goals and desires of host country citizens. While certain individuals will exist who do not possess progressive career aspirations, there will be others who will view the organization as a means to pursue professional development activities. For this reason, job design processes should provide a clear snapshot of knowledge, skills, abilities and attitudes for every position within the organization through job descriptions and job specifications.

The job descriptions and job specifications provide foundational information to track logical paths of career progression among the many disciplines found within the operations and administrative areas of a medium-to-large hospitality enterprise. Once these paths are discovered, human resource practitioners may engage in career counseling activities aimed at communicating activities to attain the necessary job requirements for internal promotions. Human resource practitioners may choose to take this one step further through formal succession planning programs

coupled with training development activities. Many cases of global expansion within hospitality organizations include the placement of expatriate managers from home nations into positions at host country locations. STO strategies might be aimed at the temporary placement of such individuals until citizens of the host nation are adequately prepared to assume senior management positions. An advantage to this strategy would be the assimilation into the mainstream culture of the host nation by establishing a representation of senior management positions that are held by qualified host nationals.

PROPORTION OF LOCAL STAFF MEMBERS

It makes good business sense for human resource practitioners to scan the external environment of the host nation to determine the statistical representation of various groups of individuals by ethnicity, age, sex, race, national origin and in some cases religion. Once the demographics for the locale are discovered, the human resource manager would enact strategies aimed at a statistical representation within the organization that is somewhat similar to those evident within the region. Some reactive hospitality organizations might claim to have sufficient numbers of represented groups within their companies. Upon further inspection, however, it could be determined that the representation exists exclusively for lower-level position holders.

OPTIONS AVAILABLE TO HR MANAGERS TO IMPROVE THEIR RELATIONSHIP WITH THEIR STAFF
Career options: Human Resource Management

human Resource Management professionals are employed in medium & large enterprises across all sectors of the workplace. The Australian Human Resources Institute defines the diverse roles of human resource practitioners as follows:

They provide a support service and serve as technical advisers to line managers on issues such as recruitment, training and safety.
They play an important role in defining the personnel policies that guarantee fair treatment of all employees, recognition of staff needs and democratic organization.
They serve an audit role ensuring that managerial decisions agree with the personnel policies and are consistent across the organization.
They explore ways of improving employee productivity and satisfaction, and keep managers informed about changes in employment legislation.
They manage changing business processes brought about by a dynamic business environment, for example business restructures.
They provide an ethical and legal understanding of the frameworks required for managing people in various types of business.
Senior HR managers provide strategic input into the decision-making processes within their organizations.
They build the ‘corporate wisdom’ of their organizations through staff development and managing human resource information systems.
They assist the organization to be ‘customer focused’ by aligning the needs and requirements of the employees with those of the customers.

In addition to knowledge and skills directly related to your program of study, you have also developed a range of other skills (e.g. teamwork, analytical, communication) through academic study, employment, voluntary work, sporting activities and life experience. These are often referred to as transferable skills because they can be utilized in different environments. Recognizing the value employers place on these skills is an important factor in your graduate job search.

Positions and employers

Many graduate employers recruit from a wide range of disciplines. The major directory of graduate recruitment in Australia, Graduate Opportunities, lists employers by the disciplines from which they are recruiting. You might be surprised by the range of employers recruiting from your degree and the sectors of the workplace where you might establish a career.

Synopsis

Human Resource Management is very important in business management.

Management is an organizational function, like sales, marketing or finance. It doesn’t necessarily mean managing people. We can manage ourselves or the material assigned to us at work. If you managed a project very well on your own, it would mean that you did the job in a well-organized, efficient manner, making good use of all resources at your disposal.

Human resource management is fundamentally about ensuring that the right person with the right personality, knowledge base and skill set is best matched for a particular role within the company. Human resources professionals may also be responsible for organizing training needs, advertising vacancies, interviewing, selection, aptitude testing and disciplinary procedures in the event that an employee is not meeting expectations.

When the company expands, production and cost management is very important to the existence of organization when considering about more profit, the executive level has to manage variety of resources of the organization.

To have a efficient use of the physical resources of the organization, there should be a proper control of staff management. That’s what we call Human Resources Management.

It has been a busy start for Tanith Dodge, who only took up her new position running the HR department at Marks and Spencer HQ a year ago. Thelast 12 months or so havewitnessed the announcement of 1,200 job losses, 27 store closures and a hefty slump in profits. But despite the recent turbulence, Dodge has lived up to her name, and been swift to deal with the issues affecting the organisation, quickly cementing herself into the M & S family.

But then, this is not surprising for a woman of Dodge’s pedigree. Her list of credentials includes a graduate traineeship at British Aerospace, an employee relations consultant at Prudential and a five year stint as HRD at WH Smith. And while HR is herbackground, it is in leadership development that Dodgeis carvinga name for herself. Indeed, her passion for transforming people in the organisation has been effectively channelled into her latest venture: Lead to Succeed which is being heralded as the company’s flagship development programme and is considered to be a key component in its future people strategy.

“We are doing quite a bit of work on how senior leaders take reorgani sation through a period of change, and making understanding how to lead change and make change happen a part of their toolkit is absolutely key.”

Launched last year, the programme targets the development of the 300 most senior M&S employees, and is designed to identify and train the next generation of leaders. “Lead to Succeed is designed around our business strategy going forwards; what we need to deliver over the next couple of years,” says Dodge. “We have taken a lot of the research that was done around the core attributes of leader – head, hearts and guts – and that underpins the programme. But then we’ve looked at what is it that M&S really needs in terms of its leadership attributes going forwards, so our core values around trust, value service, quality and innovation.”

Dodge has ensured that the programme is both robust and practical by looking at potential leaders as individuals rather than simply names on a list. This is then underpinned by coaching and business simulation which is designed around some of the challenges M&S experiences as an organisation: “We ask things like: are you leveraging your own strengths as a leader, how do you then galvanise your team, how do you take the leadership and create that coalition across the organisation and as leaders how do you influence shareholder value? So it is very practical,” she adds.

And for Dodge, a focus on practice rather than theory is particularly pertinent at the moment, mainly as many of the senior staff have never before experienced any kind of economic turbulence. “It is unprecedented,” she says. “The ways of doing things in the past are not necessarily the ways that will make you successful going forward. We are doing quite a bit of work on how senior leaders take reorganisation through a period of change, and making understanding how to lead change and make change happen a part of their toolkit is absolutely key.”

Reflecting this, Marks & Spencer devotes significant time and resources to developing its leaders and nurturing its talent. “Continuing to invest in your talent for now is absolutely key,” Dodge emphasises. “Organisations that stop that investment risk cutting the Achilles heel. You have to keep these people and do it in ways that aren’t ridiculously expensive.” To this end, Dodge has developed a thorough, robust succession process which has done away with annual reviews and instead focuses ongoing conversations which enables her and her team to look at individuals’ capabilities against specific indicators which demarcate them as ‘high potential’.

“Continuing to invest in your talent for now is absolutely key. Organisations that stop that investment risk cutting the Achilles heel.”

“We do it at all levels from our senior people through to store managers, who have got the potential to develop into another role going forward. We also look at what roles are critical for us going forward and whether we have got enough pipeline of talent coming through for those critical jobs.” In addition, she runs the annual staff survey – ‘Your Say’ which gives employees the opportunity to voice their views on a range of issues including training and development.

Early reports suggest that the programme is a huge success, with the company witnessing significant change in the way that people behave as a result of the training, and the way that they challenge problems within the organisation. Dodge believes that the success of such schemes are very much dependent on those that facilitate them: not only does it show employees how their leaders behave but it sets a precedent so when they themselves reach the higher echelons of the organisation, they too can lead by example.

“It is very much about you as an individual leader, your impact on your style with your team and then your impact on your style with your organisation,” she concludes. “So it builds on the whole ‘Your M&S’message – yourself, your team, your organisation.”

Today ethical leadership is more important than ever. The world is more transparent and connected than it has ever been. The actions and philosophies of organisations are scrutinised by the media and the general public as never before. This coincides with massively increased awareness and interest among people everywhere in corporate responsibility and the many related concepts, such as Fair Trade, sustainability, social and community responsibility (see the ethical leadership and ethical organisations page). The modern leader needs to understand and aspire to leading people and achieving greatness in all these areas.

Here is (was..) an Excellent 30 minute BBC Radio 4 Discussion about Modern Leadership – (first broadcast 2 Sept 2006, part of the ‘Sound Advice’ series). Its mere existence is evidence of changed attitudes to leadership. Such a programme would not have warranted BBC airtime a generation ago due to lack of audience interest. Today there is huge awareness of, and interest in, more modern leadership methods. The radio discussion highlighted the need for effective modern leaders to have emotional strength and sensitivity, far beyond traditional ideas of more limited autocratic leadership styles. I’m sorry (if still) this linked item is unavailable from the BBC website, especially if the recording is lost forever in the BBC’s archives. If you know a suitably influential executive at the Beeb who can liberate it please contact me.

Incidentally as a quick case-study, the BBC illustrates an important aspect of leadership, namely philosophy.

Philosophy (you could call it ‘fundamental purpose’) is the foundation on which to build strategy, management, operational activities, and pretty well everything else that happens in an organization.

Whatever the size of the organization, operational activities need to be reconcilable with a single congruent (fitting, harmonious) philosophy.

Executives, managers, staff, customers, suppliers, stakeholders, etc., need solid philosophical principles (another term would be a ‘frame of reference’) on which to base their expectations, decisions and actions. In a vast complex organization like the BBC, leadership will be very challenging at the best of times due to reasons of size, diversity, political and public interest, etc. Having a conflicting philosophy dramatically increases these difficulties for everyone, not least the leader, because the frame of reference is confusing.

For leadership to work well, people (employees and interested outsiders) must be able to connect their expectations, aims and activities to a basic purpose or philosophy of the organization. This foundational philosophy should provide vital reference points for employees’ decisions and actions – an increasingly significant factor in modern ’empowered’ organizations. Seeing a clear philosophy and purpose is also essential for staff, customers and outsiders in assessing crucial organizational characteristics such as integrity, ethics, fairness, quality and performance. A clear philosophy is vital to the ‘psychological contract’ – whether stated or unstated (almost always unstated) – on which people (employees, customers or observers) tend to judge their relationships and transactions.

The BBC is an example (it’s not the only one) of an organization which has a confusing organizational philosophy. At times it is inherently conflicting. For example: Who are its owners? Who are its customers? What are its priorities and obligations? Are its commercial operations a means to an end, or an end in themselves? Is its main aim to provide commercial mainstream entertainment, or non-commercial education and information? Is it a public service, or is it a commercial provider? Will it one day be privatised in part or whole? If so will this threaten me or benefit me? As an employee am I sharing in something, or being exploited? As a customer (if the description is apt) am I also an owner? Or am I funding somebody else’s gravy train? What are the organization’s obligations to the state and to government?

Given such uncertainties, not only is there a very unclear basic philosophy and purpose, but also, it’s very difficult to achieve consistency for leadership messages to staff and customers. Also, how can staff and customers align their efforts and expectations with such confusing aims and principles?

The BBC is just an example. There are many organizations, large and small, with conflicting and confusing fundamental aims. The lesson is that philosophy – or underpinning purpose – is the foundation on which leadership (for strategy, management, motivation, everything) is built. If the foundation is not solid and viable, and is not totally congruent with what follows, then everything built onto it is prone to wobble, and at times can fall over completely.

Get the philosophy right – solid and in harmony with the activities – and the foundation is strong.

This of course gives rise to the question of what to do if you find yourself leading a team or organization which lacks clarity of fundamental philosophy and purpose, and here lies an inescapable difference between managing and leading:

As a leader your responsibility extends beyond leading the people. True leadership also includes – as far as your situation allows – the responsibility to protect or refine fundamental purpose and philosophy.

See also the notes and processes for incorporating fundamental philosophy within strategic business development and marketing.

allegiance and leadership

Different leaders have different ideas about leadership. For example, see below Jack Welch’s perspective, which even though quite modern compared to many leaders, is nevertheless based on quite traditional leadership principles.

First here is a deeper more philosophical view of effective modern leadership which addresses the foundations of effective leadership, rather than the styles and methods built on top, which are explained later.

A British government initiative surfaced in March 2008, which suggested that young people should swear an oath of allegiance to ‘Queen and Country’, seemingly as a means of improving national loyalty, identity, and allegiance.

While packaged as a suggestion to address ‘disaffection’ among young people, the idea was essentially concerned with leadership – or more precisely a failing leadership.

The idea was rightly and unanimously dismissed by all sensible commentators as foolhardy nonsense, but it does provide a wonderful perspective by which to examine and illustrate the actual important principles of leadership:

Always, when leaders say that the people are not following, it’s the leaders who are lost, not the people.
Leaders get lost because of isolation, delusion, arrogance, plain stupidity, etc., but above all because they become obsessed with imposing their authority, instead of truly leading.
Incidentally, leading is helping people achieve a shared vision, not telling people what to do.
It is not possible for a leader to understand and lead people when the leader’s head is high in the clouds or stuck firmly up his backside.
That is to say – loyalty to leadership relies on the leader having a connection with and understanding of people’s needs and wishes and possibilities. Solutions to leadership challenges do not lie in the leader’s needs and wishes. Leadership solutions lie in the needs and wishes of the followers.
The suggestion that loyalty and a following can be built by simply asking or forcing people to be loyal is not any basis for effective leadership.
Prior to expecting anyone to follow, a leader first needs to demonstrate a vision and values worthy of a following.
A given type of leadership inevitably attracts the same type of followers. Put another way, a leadership cannot behave in any way that it asks its people not to.
In other words, for people to embrace and follow modern compassionate, honest, ethical, peaceful, and fair principles, they must see these qualities demonstrated by their leadership.
People are a lot cleverer than most leaders think.
People have a much keener sense of truth than most leaders think.
People quickly lose faith in a leader who behaves as if points 10 and 11 do not exist.
People generally have the answers which elude the leaders – they just have better things to do than help the leader to lead – like getting on with their own lives.
A leadership which screws up in a big way should come clean and admit their errors. People will generally forgive mistakes but they do not tolerate being treated like idiots by leaders.
And on the question of mistakes, a mistake is an opportunity to be better, and to show remorse and a lesson learned. This is how civilisation progresses.
A leader should be brave enough to talk when lesser people want to fight. Anyone can resort to threats and aggression. Being aggressive is not leading. It might have been a couple of thousand years ago, but it’s not now. The nature of humankind and civilisation is to become more civilised. Leaders should enable not obstruct this process.
traditional leadership tips – jack welch style..

Jack Welch, respected business leader and writer is quoted as proposing these fundamental leadership principles (notably these principles are expanded in his 2001 book ‘Jack: Straight From The Gut’):

There is only one way – the straight way. It sets the tone of the organisation.
Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organisation.
Get the right people in the right jobs – it is more important than developing a strategy.
An informal atmosphere is a competitive advantage.
Make sure everybody counts and everybody knows they count.
Legitimate self-confidence is a winner – the true test of self-confidence is the courage to be open.
Business has to be fun – celebrations energise and organisation.
Never underestimate the other guy.
Understand where real value is added and put your best people there.
Know when to meddle and when to let go – this is pure instinct.

As a leader, your main priority is to get the job done, whatever the job is. Leaders make things happen by:

knowing your objectives and having a plan how to achieve them
building a team committed to achieving the objectives
helping each team member to give their best efforts

As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you.

However – always remember the philosophical platform – this ethical platform is not a technique or a process – it’s the foundation on which all the techniques and methodologies are based.

Plan carefully, with your people where appropriate, how you will achieve your aims. You may have to redefine or develop your own new aims and priorities. Leadership can be daunting for many people simply because no-one else is issuing the aims – leadership often means you have to create your own from a blank sheet of paper. Set and agree clear standards. Keep the right balance between ‘doing’ yourself and managing others ‘to do’.

Build teams. Ensure you look after people and that communications and relationships are good. Select good people and help them to develop. Develop people via training and experience, particularly by agreeing objectives and responsibilities that will interest and stretch them, and always support people while they strive to improve and take on extra tasks. Follow the rules about delegation closely – this process is crucial. Ensure that your managers are applying the same principles. Good leadership principles must cascade down through the whole organisation. This means that if you are leading a large organisation you must check that the processes for managing, communicating and developing people are in place and working properly.

Communication is critical. Listen, consult, involve, explain why as well as what needs to be done.

Some leaders lead by example and are very ‘hands on’; others are more distanced and let their people do it. Whatever – your example is paramount – the way you work and conduct yourself will be the most you can possibly expect from your people. If you set low standards you are to blame for low standards in your people.

“… Praise loudly, blame softly.” (Catherine the Great). Follow this maxim.

If you seek one singlemost important behaviour that will rapidly earn you respect and trust among your people, this is it: Always give your people the credit for your achievements and successes. Never take the credit yourself – even if it’s all down to you, which would be unlikely anyway. You must however take the blame and accept responsibility for any failings or mistakes that your people make. Never never never publicly blame another person for a failing. Their failing is your responsibility – true leadership offers is no hiding place for a true leader.

Take time to listen to and really understand people. Walk the job. Ask and learn about what people do and think, and how they think improvements can be made.

Accentuate the positive. Express things in terms of what should be done, not what should not be done. If you accentuate the negative, people are more likely to veer towards it. Like the mother who left her five-year-old for a minute unsupervised in the kitchen, saying as she left the room, “…don’t you go putting those beans up your nose…”

Have faith in people to do great things – given space and air and time, everyone can achieve more than they hope for. Provide people with relevant interesting opportunities, with proper measures and rewards and they will more than repay your faith.

Take difficult decisions bravely, and be truthful and sensitive when you implement them.

Constantly seek to learn from the people around you – they will teach you more about yourself than anything else. They will also tell you 90% of what you need to know to achieve your business goals.

Embrace change, but not for change’s sake. Begin to plan your own succession as soon as you take up your new post, and in this regard, ensure that the only promises you ever make are those that you can guarantee to deliver.

Here are some processes and tips for training and developing leadership.

leadership behaviours and development of leadership style and skills

Leadership skills are based on leadership behaviour. Skills alone do not make leaders – style and behaviour do. If you are interested in leadership training and development – start with leadership behaviour.

The growing awareness and demand for idealist principles in leadership are increasing the emphasis (in terms of leadership characteristics) on business ethics, corporate responsibility, emotional maturity, personal integrity, and what is popularly now known as the ‘triple bottom line’ (abbreviated to TBL or 3BL, representing ‘profit, people, planet’).

For many people (staff, customers, suppliers, investors, commentators, visionaries, etc) these are becoming the most significant areas of attitude/behaviour/appreciation required in modern business and organisational leaders.

3BL (triple bottom line – profit, people, planet) also provides an excellent multi-dimensional framework for explaining, developing and assessing leadership potential and capability, and also links strongly with psychology aspects if for instance psychometrics (personality testing) features in leadership selection and development methods: each of us is more naturally inclined to one or the other (profit, people, planet) by virtue of our personality, which can be referenced to Jung, Myers Briggs, etc.

Much debate persists as to the validity of ‘triple bottom line accounting’, since standards and measures are some way from being clearly defined and agreed, but this does not reduce the relevance of the concept, nor the growing public awareness of it, which effectively and continuously re-shapes markets and therefore corporate behaviour. Accordingly leaders need to understand and respond to such huge attitudinal trends, whether they can be reliably accounted for or not at the moment.

Adaptability and vision – as might be demonstrated via project development scenarios or tasks – especially involving modern communications and knowledge technologies – are also critical for certain leadership roles, and provide unlimited scope for leadership development processes, methods and activities.

Cultural diversity is another topical and very relevant area requiring leadership involvement, if not mastery. Large organisations particularly must recognise that the market-place, in terms of staff, customers and suppliers, is truly global now, and leaders must be able to function and appreciate and adapt to all aspects of cultural diversification. A leaders who fails to relate culturally well and widely and openly inevitably condemns the entire organisation to adopt the same narrow focus and bias exhibited by the leader.

Bear in mind that different leadership jobs (and chairman) require different types of leaders – Churchill was fine for war but not good for peacetime re-building. There’s a big difference between short-term return on investment versus long-term change. Each warrants a different type of leadership style, and actually very few leaders are able to adapt from one to the other. (Again see the personality styles section: short-term results and profit require strong Jungian ‘thinking’ orientation, or frontal left brain dominance; whereas long-term vision and change require ‘intuition’ orientation, or frontal right brain dominance).

If it’s not clear already, leadership is without doubt mostly about behaviour, especially towards others. People who strive for these things generally come to be regarded and respected as a leader by their people:

Integrity – the most important requirement; without it everything else is for nothing.
Having an effective appreciation and approach towards corporate responsibility, (Triple Bottom Line, Fair Trade, etc), so that the need to make profit is balanced with wider social and environmental responsibilities.
Being very grown-up – never getting emotionally negative with people – no shouting or ranting, even if you feel very upset or angry.
Leading by example – always be seen to be working harder and more determinedly than anyone else.
Helping alongside your people when they need it.
Fairness – treating everyone equally and on merit.
Being firm and clear in dealing with bad or unethical behaviour.
Listening to and really understanding people, and show them that you understand (this doesn’t mean you have to agree with everyone – understanding is different to agreeing).
Always taking the responsibility and blame for your people’s mistakes.
Always giving your people the credit for your successes.
Never self-promoting.
Backing-up and supporting your people.
Being decisive – even if the decision is to delegate or do nothing if appropriate – but be seen to be making fair and balanced decisions.
Asking for people’s views, but remain neutral and objective.
Being honest but sensitive in the way that you give bad news or criticism.
Always doing what you say you will do – keeping your promises.
Working hard to become expert at what you do technically, and at understanding your people’s technical abilities and challenges.
Encouraging your people to grow, to learn and to take on as much as they want to, at a pace they can handle.
Always accentuating the positive (say ‘do it like this’, not ‘don’t do it like that’).
Smiling and encouraging others to be happy and enjoy themselves.
Relaxing – breaking down the barriers and the leadership awe – and giving your people and yourself time to get to know and respect each other.
Taking notes and keeping good records.
Planning and prioritising.
Managing your time well and helping others to do so too.
Involving your people in your thinking and especially in managing change.
Reading good books, and taking advice from good people, to help develop your own understanding of yourself, and particularly of other people’s weaknesses (some of the best books for leadership are not about business at all – they are about people who triumph over adversity).
Achieve the company tasks and objectives, while maintaining your integrity, the trust of your people, are a balancing the corporate aims with the needs of the world beyond.
great leadership quotes and inspirational quotes

Some of these quotes are available as free motivational posters.

“People ask the difference between a leader and a boss…. The leader works in the open, and the boss in covert. The leader leads and the boss drives.” (Theodore Roosevelt)

“The marksman hitteth the target partly by pulling, partly by letting go. The boatsman reacheth the landing partly by pulling, partly by letting go.” (Egyptian proverb)

“No man is fit to command another that cannot command himself.” (William Penn)

“It is amazing what you can accomplish if you do not care who gets the credit.” (President Harry S Truman)

“I not only use all the brains I have, but all I can borrow.” (Woodrow Wilson)

“What should it profit a man if he would gain the whole world yet lose his soul.” (The Holy Bible, Mark 8:36)

“A dream is just a dream. A goal is a dream with a plan and a deadline.” (Harvey Mackay)

“Ideas are like rabbits. You get a couple, learn how to look after them, and pretty soon you have a dozen.” (John Steinbeck)

“I keep six honest serving-men, They taught me all I knew; Their names are What and Why and When, And How and Where and Who.” (Rudyard Kipling, from ‘Just So Stories’, 1902.)

“A dwarf standing on the shoulders of a giant may see farther than the giant himself.” (Didacus Stella, circa AD60 – and, as a matter of interest, abridged on the edge of an English ?2 coin)

“Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful.” (Samuel Johnson 1709-84)

“The most important thing in life is not to capitalise on your successes – any fool can do that. The really important thing is to profit from your mistakes.” (William Bolitho, from ‘Twelve against the Gods’)

“Out of the night that covers me, Black as the pit from pole to pole, I thank whatever gods may be, For my unconquerable soul. In the fell clutch of circumstance, I have not winced nor cried aloud: Under the bludgeonings of chance my head is bloody but unbowed . . . . . It matters not how strait the gait, how charged with punishments the scroll, I am the master of my fate: I am the captain of my soul.” (WE Henley, 1849-1903, from ‘Invictus’)

“Everybody can get angry – that’s easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason and in the right way – that’s hard.” (Aristotle)

“Management means helping people to get the best out of themselves, not organising things.” (Lauren Appley)

“It’s not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat.” (Theodore Roosevelt.)

“Behind an able man there are always other able men.” (Chinese Proverb.)

“I praise loudly. I blame softly.” (Catherine the Great, 1729-1796.)

“Experto Credite.” (“Trust one who has proved it.” Virgil, 2,000 years ago.)

more great leadership and inspirational quotes
see also the free motivational posters for leadership quotes
leadership development exercises and games

The are various games and exercises on the f

Pakistan is a federation of four provinces, a capital territory and a group of federally administered tribal areas. The government of Pakistan exercises de facto jurisdiction over the Pakistan stern parts of the disputed Kashmir region,[6] organized as two separate political entities (Azad Kashmir and Gilgit-Baltistan). Prior to 2001, the sub-provincial tier of government was composed of 26 divisions with two further tiers (districts and tehsils) administered directly from the provincial level.

Pakistan is a multilingual country with more than sixty languages being spoken. English is the official language of Pakistan and used in official business, government, and legal contracts, [29] while Urdu is the national language.

Pakistan is a great place for tourism as it has the most appealing and breathtaking views of mountains, plateaus and deserts. It has the high potential to attract a large number of foreign tourists, along with that, Pakistan Tourism Development Corporation (PTDC) had set up 27 motels and 3 restaurants for the convienience of these foreign tourists, PTDC need to intensify their marketing ability in order to attract tourists from countries like, China, Middle East Korea, Japan, and many other countries. Moreover Pakistan government need to take certain actions, in order to promote and acknowledge Tourism in Pakistan, as doing so will not only benefit us financially but will also bring unity, compatibility and harmony among nations. Moreover government also need to encourage private sector to develop tourism-friendly environment which will result in financial stability.

Research methodology:

Most of the data obtained for this research will come secondary sources including book, internet, magazine etc but to increase the accuracy of information I will conduct primary research to validate my results from secondary data .

Tourism in Pakistan

Due to its diverse culture, people and landscape, Tourism is growing industry in Pakistan, even after considered as one of the most dangerous country in the world, According to British Magzine “The Economist”. In Pakistan there are number of varieties of attraction that ranges from the ruins of ancient civilization such as Mohenjo-Daro, Harappa and Taxila, to the Himalayan hill-stations, that attract those interested in field and winter sports. Moreover, Pakistan has several mountain peaks of height over 8,000 metres (26,250 ft), that attract adventurers and mountaineers from around the world, especially to K2. Many domestic and International tourist visit these areas most often in the month starting from Aprail to September. Tourism has become the source of income for local people.

In 2009, Pakistan was ranked 113 out of 130 countries to visit, According to the World Economic Forum’s Travel and Tourism Competitiveness Report (TTCR). Although due to Political instability, sucide attacks, religious conflict, kidnapping of foreigner and uncertainty in the country had badly affected the Tourism throughout the country, especially NWFP, which is currently renamed as Pakhtoonkhwa.

For decades, Ecotourism has become the significant part of the tourism business in Pakistan, As it has offered many tremendous experience along with the stunning mountains of NWFP, attracting number of tourists all over the world for hiking, skating, forest camping, climbing, and exploring the region’s natural parks and forests. Pakistan ecotourism destination is unforgettable for those who have ever visited it.

Especially, Swat, Hunza, Ayubia, Abbottabad, Murrree, Naran and Kaghan have yet been known as the ideal tourists spot for both summer and winter season. The snow-peaked mountains, the natural parks and the wildlife in the forests offered an thrilling experience especially for the one who are in search of adventure.

The natural beauty of these mountainous scenery have attracted number of tourists generating vital jobs for local people in the hospitality-related businesses. Moreover the Swat valley alone – known as the “Switzerland of the East” – has become the centre for 800 hotels. Over 40,000 local people Pakistan employed directly in hospitality.

Impact of war on tourism in Pakistan:

Over the past decade, and especially since 2007, the rapid spread of terriorism have not only created uncertainty in the country but also crushed the major sector of economy that causes unemployment, Sucide bombing has become common in everywhere likewise, in shops, markets, public places, business centres and institutes. War and conflict is not limited to a particular city. Its effect is everywhere, anybody can be victim of it.

Due to fight between military and religious forces, the NWFP- which is considered 70% of the country’s tourists site, and where millions of people involved in the tourism industry are badly beaten. Continuous war and terror has weaken both the economy and defence of the area.

Due to worst security situation and many of the popular location are converted into war zones, hardly few travellers now visit Pakistan. Although after 9/11 attack in USA, there was a slow decline of tourists in Pakistan but the recent military operations and suicide attacks have been the last nail in the smashing of tourism industry.

Since the initiation of the major religious and military offensive, The earning that come from tourism has been declining dramatically. From Rs 16 billion in 2007, revenues halved in 2008, with a further major fall in 2009. The industry is now facing a $50 million annual loss as a result of the military operations.

The hospitality business had experienced a major fall of 40% in room occupancy countrywide. Moreover in NWFP, the insurgency has caused the shutdown of tourist industry. From the last three years the hotels have been closed while the industry has lost of Rs 600 billion. Moreover the transport industry is also going through tough times. Due to huge job losses in tourism and other related industry, majority of the people have migrated to other cities in the search of employment

Moreover the revenue that was generated from tourism has been declined by 11.8% in 2008, while 12% in 2009. The average family involved in tourism business used to earn around 40,000 per mouth and soon after war their earning has droped to 5000/ month.

With more than 25,000 people killed and more than a million displaced in the past year, planned hotel projects have been put on hold. The number of mountain climbers and foreign trekkers has reached zero. Barbarism and bloodshed now run rampant in places which once offered peace and tranquillity. No-one would dream of visiting these places for pleasure now.

Moreover adding to the crises faced by these shattered tourism industry, the federal budget has also been cut by 36 percent for 2010-2011 comparatively with the previous year. The only project this year will be to reconstruction and renovation of existing buildings. There isn’t any scheme introduced in order to help overcome terriorism.

With the Pakistani political leadership appears to unaware of the real potential of industry, that show little or no prospect in the coming years of tourism attaining momentum that it lost. With the whole industry standing on the boundary of collapse the future looks blank for Pakistan most spectacularly beautiful locations.

Pakistan strategy to control extremism:

In the eighth year of the global war on terror, the international community has realized that it is a war of ideas that cannot be won through force. Eventually Pakistan see that countries today have adopted unique approaches towards deradicalization according to the requirements of their cultural, political situation, and social specification. The aim of these practicing deradicalization programmes in Middle East and South East Asia, at a collective level, is to change the worldview of the affected persons. Private sectors or at some places government and private sectors together adopted the approach of ‘rehabilitation and re-education of the detainees’.

The failing war on terror on both sides of the Pak-Afghan border has also some structural causes such as exclusion of Taliban from Afghan government, public perception of Pakistan’s policies as a key US ally, use of force as a priority option, continued US drone attacks, denial of any relief and transitional justice to the victims of military operation, issue of Afghan refugees, and lack of trust between US, Pakistan and Afghanistan.

There exists a clear linkage between the lack of human security and the phenomenon of extremism. Rise in extremism can lead to human insecurity and vice versa. The governments of South Asian states have not been able to provide their people with the basic, minimum human security since these states became independent. Governments and ruling classes, instead of focusing on dealing with the issues of human survival and development, embarked upon perpetuating their poPakistanr and influence. Subsequently, no South Asian country has been able to free itself from discriminatory and exploitative policies, which increased insecurity and led to the rising number of communal and terrorist outfits. Despite the problems these outfits have created, no serious efforts Pakistanre made by the governments or the civil society to curtail the rise in extremist trends at the initial stages. All of the regional states are facing the menace of extremism and terrorism in one or other form.

The South Asian region currently faces grave security threats due to the increasing extremism and terrorism. There are various factors that have led towards this situation.

The politics of violence and extremism in South Asia is mainly the result of faulty national policies and interference of external powers. The region’s vast potential is hostage to unresolved inter-state and intra-state conflicts. In most of the states, the governments (either democratic or military) have failed in providing good governance and solving social problems such as unemployment, social injustice, and poverty. The political culture in these states was unable to meet the imperatives of globalization. In addition, instead of promoting unity and integration (both at national and regional levels) it led to ethnic solidarities and identification with religion and culture.

Source : http://www.cssforum.com.pk/general/news-articles/articles/26177-causes-extremism-south-asia-pakistan.html

How tourism situation could improve in Pakistan

The tourism sector is being overlooked by the successive governments and quite tiny amount is allocated in Public Sector Development Programme that hardly cater for it demands. At global level, Pakistan is wrongly projected in the media and tourists are advised not to visit this south Asian country, which offer four-season tourism opportunities.

It’s not just the security issue that haunt tourism as there as so many other factors that add to woes of this multi billion dollar trade the world over.

Lack of infrastructure, facilities to the tourists, transport, discouraging response from officials circles etc are some of the prime areas that need to be improved on war-footing.

?Until and unless take this (tourism) industry on priority basis, Pakistan are not going to see it flourishing. Pakistan also need to put in maximum resource in our tourism sector,

Pakistan is the most blessed country on the map of the world and stands unique in the comity of nations owing to its diverse cultures, rich archaeological heritage, remains of ancient civilizations including Gadara and Indus, five out of 14 mountain peaks above 8000 metre, serene valleys, gushing rivers, vast deserts of Tharparkar and Cholistan.

What has been explored so far in terms of tourism in Pakistan is a tip of an ice-berg with a lot more still awaiting to be discovered.

Pakistan will plan to explore more sites in Murree, Punjab, Balochistan where, Pakistan hope, a tremendous potential exists,He opined that promotion of tourism could help Pakistan and its people forge friendly relation with the people and governments of neighbouring countries.? Tourism could also be put to new dimensions if Pakistan improve relations with other countries.

Pakistan is a rich country in its diversity, culture, and adventure tourism, as we have four main provinces and seven destinations – the Gilgit-Blatistan, NWFP, Punjab, Sindh, Balochistan, Azad, and Kashmir and Islamabad – each has its own attractions and different cultures. When visiting these regions, you feel that you are in another country. Also we have, at the same time, different weather, and you can enjoy the four seasons travelling in one trip. For example, you can [go from] the extreme cold [to the] extreme hot – we have summer in the north, and winter in the south.

Pakistan is a unique destination [and] offers unique products for tourists. People visiting us enjoyed their stay [because of] our hospitality and what we offer them, and trust me, that no other destination in the region has the diversity that [is] available in Pakistan. The features from region to region [are] different; the language, the culture is also different; the appearance of the people is also different; so here you can enjoy and return home with strong experiences and [an] unforgettable trip.

Pakistan have the K2, which is the second-highest mountain in the world. The unique thing [is] that when you drive [by] bus, you can see from your window the K2, which is over 8,000 meters [in] height. This view is not available [at] any other place. Here also we have very beautiful enhancing valleys, rivers, and small villages; also deserts, forts, and hustling, bustling cities. On the seaside, resorts and hotels are offering wonderful accommodation and sea views with sea sports facilities. However, our main attraction is the adventure tourism in the K2.

Security situation for tourist in Pakistan:

We can count on my fingers, the places that tourist don’t advice, but we cannot count the places that is safe and wonderful. The foreign media is so against Pakistan; they publish so negative and fake news and exaggerate about Pakistan, which is not true, and they affect our tourism industry, so it’s the media which presents the wrong pictures of Pakistan. Before this campaign in the foreign media, tourists were coming in good numbers, Yes, Pakistan have areas where some problems are happening and some issues in a very few parts of the country where tourists should not go; yes, Pakistan have problems in such places like [the] Suat Area, but [the] media do not say in detail which places are not safe – they say Pakistan in general, which is not true. Southern parts are totally secure, Penjab and the K2 area are secure, and there was no report in history about unsecured things happening. [The] mountain area [is] so beautiful, so clean. Most of the country [is] safe, and you can ask the people who came here and visited Pakistan – they will report to you how much they enjoyed [it], and they can give their remarks and ideas. if you ask those who came here, they will give you the correct story and not from the media.

Pakistan is receiving thousands of tourists from China and India coming here to Pakistan, simply because they don’t trust and they don’t listen to the media that shows Pakistan as a burning or dangerous country. They are coming and enjoying their stay and return with [a] very positive experience. Also, adventure tourists are coming because they know that Pakistan is a safe place, and because they are trusting when people told them [they] are welcome, they come from all parts of the world.

Adventure tourism in Pakistan is like Makah for religious tourism. Although in the region we have Nepal and other parts, but here we have huge mountains like the Eastern Himalaya and others. Over 8,000 meters [in] height, [the] longest chain of mountains, we have created incentives; they took the charges and reduced the fees to visit the mountains – 50 percent, this is one incentive – not a single bad event happened. Here you can do tracking, exploration, rafting, whatever, hiking. Just you are here in the most wonderful area, and you are free to enjoy it at your most.

Source: http://www.eturbonews.com/15162/diversity-adventure-story-and-false-media-news-pakistan

Pakistan is unique ! Situated in the heart of the South Asian sub-continent, it is a country with its own history and cultural heritage, fascinating in its own right. Pakistan was the site for one of the world’s earliest human settlements, the great prehistoric Indus Valley Civilization, the crucible of ancient empires, religions and cultures.

The land of Pakistan ranges from lofty mountains in the north, the Karakoram and the Himalayas, through dissected plateaus to the rich alluvial plains of the Punjab. Then follows desolate barrenness of Baluchistan and the hot, dry deserts of Sindh blending into miles and miles of golden beaches of Makran coast. Come and Explore the Treasures of Pakistan with us. A visitor to Pakistan is more than a tourist – to us he is an honored guest.

Competitive advantage of Pakistan over other countries:

o compete, a country has to possess a competitive advantage in terms of what it can offer better than the other countries. The other part of the competitive advantage equation is that the advantage the country possesses needs to get translated and communicated in marketing terms to the rest of the world. The advantage normally comes from the resources it has, and, more than that, the quality and quantity of these resources. The three major resources are financial, physical and human ones. These in economic terms are also known as factors of production i.e. land, labour, capital and entrepreneurship.

the tourism potential in the Northern Areas is no secret. The beautiful landscape and the unique cultural heritage give the Northern Areas a competitive advantage in attracting tourists. So our question is not how to identify the tourism potential, but rather to consider how tourism can help conserve this unique natural and cultural heritage while also contributing to desired improvements in the quality of life in the Northern Areas. These are the general goals, as I see them, of ecotourism. In order to understand how ecotourism might help to achieve this potential, we need to understand just what ecotourism is. This convention is about sustainable tourism, so we must also understand what we mean by sustainable tourism, and what are the similarities and differences between sustainable tourism and ecotourism.

Gilgit Baltistan is, perhaps, the most spectacular region of Pakistan in terms of its geography and scenic beauty. Here world’s three mightiest mountain ranges: the Karakoram, the Handukuch and the Himalayas – meet. The whole of Gilgit Baltistan is like a paradise for mountaineers, trekkers and anglers. The region has a rich cultural heritage and variety of rare fauna and flora. Historically, the area ha remained a flash point of political and military rivalries amongst the Russian, British and Chinese empires. Immediately after the end of British rule in the sub-continent in 1947, the people of this region decided to join Pakistan through a popular local revolt against the government of Maharaja of Kashmir.

Five out of the fourteen mountain peaks with height of over 8000 meters including the K-2 (world’s second heights peak) and some of the largest glaciers outside polar regions are located in Gilgit Baltistan. Acknowledging the vast potential of tourism and its effects on downstream industries, the Government of Pakistan as well as the Gilgit Baltistan Administration are focusing on tourism for creation of employment opportunities, achieving higher economic growth and to introduce to the outside world, “the hidden treasures” of Gilgit Baltistan.

Beautiful landscape, unique cultural heritage and rich biological diversity given the Gilgit Baltistan a competitive advantage in attracting tourists from all over the world.

The number of tourists visiting Gilgit Baltistan has steadily increased over the years, not-withstanding the dip-in figures immediately following 9/11. However, the challenge ahead is not merely to increase the number of tourists visiting Gilgit Baltistan but also to consider how tourism can be better promoted without affecting the natural and cultural heritage of the area, while also improving the quality of life of people to the desired levels.

Mohenjo-Daro was a city located in the south of Modern Pakistan in the Sind Province, on the right bank of the Indus River. It was built between four and five thousand years ago, and lasted until 3,700 BP. It was part of the Harrapan Civilization, and the city had at least 35,000 residents. Mohenjo-Daro means “mound of the dead”. The city was approximately one square mile in size. In 1922-1927 large scale excavations at Mohenjo-daro Pakistanre carried out by R. D. Banarjee and continued by M. S. Vats and K. N. Dikshit under the direction of Sir John Marshall. E. J. H. MacKay carried out further excavations from 1927 to1931. Sir Mortimer Wheeler made small excavations in1950.

As a result of this extensive work almost one-third of the area of the old city was exposed, revealing for the first time the remains of one of the most ancient civilizations in the Indus Valley. Typical of most large and planned cities, Mohenjo-daro had planned city streets and buildings. The settlement was thought to house roughly 5,000 people, and had houses, a granary, baths, assembly halls and toPakistanrs. The city was divided into two parts, the Citadel included an elaborate tank or bath created with fine quality brickwork and drains; this was surrounded by a verandah. Also located here was a giant granary, a large residential structure, and at least two aisled assembly halls. To the east of the citadel was the loPakistanr city, laid out in a grid pattern. The streets Pakistanre straight, and Pakistanre drained to keep the area sanitary. The people of the city used very little stone in their construction. They used two types of bricks- mud bricks, and wood bricks, which Pakistanre created by burning wood. They used timber to create the flat roofs of their buildings; there are brick stairways leading to the roofs of many houses. Some houses Pakistanre small, and others Pakistanre larger with interior courtyards. Most had small bathrooms. Potter’s kilns, dyer’s vats, as Pakistanll as metalworking, bead making, and shell-working shops have all been discovered. The people Pakistanre good at irrigation and flood control. HoPakistanver, when the Indus River changed its course around 3700 years ago, the civilization died.

In Balochistan there are many caves for cavers and tourists to visit especially the Juniper Shaft Cave, the Murghagull Gharra cave, Mughall saa cave, and Pakistan’s naturally decorated cave, the Mangocher Cave. Pakistan is a member country of the Union International de Speleologie (UIS).

The northern parts of Pakistan are home to several historical fortresses, toPakistanrs and other architecture including the Hunza and Chitral valleys, the latter being home to the Kalash, a small pre-Islamic Animist community.[Punjab is also the site of Alexander’s battle on the Jhelum River. The historic city of Lahore is considered Pakistan’s cultural centre and has many examples of Mughal architecture such as the Badshahi Masjid, Shalimar Gardens, Tomb of Jahangir and the Lahore Fort. The Pakistan Tourism Development Corporation (PTDC) also helps promote tourism in the country. HoPakistanver, tourism is still limited because of the lack of proper infrastructure and the worsening security situation in the country. The recent militancy in Pakistan’s scenic sites, including Swat in Khybar Pakhtoon Kawa province, have dealt a massive blow to the tourism industry. Many of the troubles in these tourist destinations are also blamed on the frail travel network, tourism regulatory framework, low prioritization of the tourism industry by the government, low effectiveness of marketing and a constricted tourism perception. After these areas Pakistanre being cleared off the militant groups in late 2009, the government, with financial support from the USAID, started a campaign to reintroduce tourism in Swat valley. Pakistan receives 500,000 tourists annually, with almost half of them heading to northern Pakistan

Strategies to improve tourism in Pakistan:

2. Safety

3. Emergency evacuations

4. Easy bookings of hotels and resorts, train and air services, cabs etc.

Tourism is, in the current period, one of the areas that can provide regional and country, a profitable and economic development. Natural and anthropogenic potential which Romania has is necessary to be properly exploited, providing promotion and development of investment programs, able to attract a large number of tourists. The project is presenting a series of specific mountain tourism development through investment programs focused on strategic quality tourism services and protect the natural environment.

Airports are the gateway to the country. Facilities and handling provided at the

international airports from a lasting impression on the foreign tourist. Our airports suffer from a number of drawbacks despite the vast improvements undertaken in recent years.

Sufficient attention has not been paid to the periodic training and education of personnel involved in handling immigration, security and health checks. Personnel at the airports would be encouraged to learn at least one foreign language. Suitable financial incentive will be provided for this purpose. Facilitation counters located in the immigration area will be manned by the personal of PTDC. Accredited representatives of recognized travel agencies would be given identity cards valid up to airline and immigration counters.

Baggage handling and clearance system should be improved.

The tour operators will arrange insurance cover for the tourist groups handled by them.

The existing requirement of police registration and restriction of movement of foreigners would be removed except where specifically required under security considerations.

Most tourists visiting Pakistan require visas, which are issued by Pakistani Embassies or High Commissions in other countries. While implementation is satisfactory, visas are an irritant to tourism and add to the cost of a holiday. Visas for nationals from some

neighbouring states include considerable restrictions, which puts significant limitations on the development of regional tourism. However, as a part of its policy to facilitate tourism, the government has recently eased restrictions on visas.

The Pakistan Tourism Development Corporation maintains 21 Tourist Information

Centers at various sites across the country; in addition, there are information offices

operated by provincial tourism authorities. However, the standard of service offered isvariable and a rationalization of all centers is required, with staff training in foreign languages and customer relations. High-tech Tourist Information Centers of the kind available at Karachi International Airport, with e-mail, fax, and website facilities need to be established at the other major airports and city centers.

A website of 1500 pages showing Pakistanis scenic tourist sites and cultural heritage has recently been launched which will greatly enhance awareness both nationally and internationally.

There are approximately 41 tour operators in Pakistan that provide destination

management services for domestic and foreign tourists. As their services are critical to the development of international tourism, they need to be treated as a primary sub-sector and supported accordingly.

Several areas of regulation impact negatively on tourism, such as the forbidden

photography of bridges and airports, and restricted zones where trekkers require special permission to enter. These restricted areas could be limited and perhaps renamed permit zones. Tribal leaders may be involved in the development of ?? tourism activities in their areas.

Although Pakistan possesses world-class tourist attractions, the international tourist

potential of areas such as the Swat Valley has been considerably reduced because of the lack of planning regulations, over-development and environmental degradation. Due to lack of co-ordination between the tourism industry and authorities in charge of natural, historical or religious sites, the tourism potential of such sites is not fully realized.

Conclusion:

It’s the only industry, which needed more and more exploration’ (Zamir Sheikh)

Pakistan is a major tourist attraction because it is blessed with natural beauty and

Historical places that can yield huge foreign exchange if properly and methodically

Exploited. Tourism could become foreign exchange earning industry for the country.

Though Pakistan, has lately taken initiative but still there is dire need of tireless efforts to exploit this sector and to add more dimensions to attract the tourists.

No proper attention was paid to harness the God gifted opportunity to earn more and

More foreign tourists and foreign exchange which would open up new vistas of

Employment in the tourism sector. Moreover the tourists may find and explore the market of their interest in Pakistan.

Involvement of private sector was important to give boost to tourism. Private sector

Should be given not only tax exemption but they also should be provided with vast

Opportunities to invest and they must be facilitated also in terms of money; a network of five stars hotels and motels should be constructed at all tourists’ spots and tourist

Operators may be provided necessary facilities, which on the one hand helped reduce unemployment while on the other harness foreign exchange.

Private sector should take initiative to develop and exploit all tourist attraction and

Historical location in the province, which unfortunately, has suffered due to negative

Concept about its law and order.

Good hotel industry acceptable to the international standards would give boost to the

Tourist industry, which has suffered because of a number of reasons and one of them, was lack of proper accommodation for local as well as foreign tourists. At present there are about 4000 to 4500 rooms available in five star hotels throughout Pakistan, which were insufficient to the demand.

It is fair to say that internet has revolutionized the way we buy airline tickets or choose our holidays. The internet is responsible for a major shift in airline and travel industry. This was not the same some years before as when the internet was in its infancy, the main problem of booking airline ticket online was to find out what you are looking for and also having the confidence to buy it online due to the money involved in it. Booking tickets online is not something that is uncommon these days. But nowadays it has become like a second nature for large number of people to open up the search engines and purchase all kind of things from electronic items, foods to air tickets. “David J http://EzineArticles.com/?expert=David_J_Cook”

The success of internet giants like Amazon and eBay with its secured payment systems like PayPal has given confidence to the buyers to purchase things online and today almost everyone knows the advantages and benefits of buying flight tickets online for the domestic as well as international travel. Although it’s not very easy task but the airline and travel agent websites has made internet travel booking so simple that even a person with little computer knowledge can purchase cheap tickets online and enjoy benefits. Quick booking facilities and best profitable bargains can be enjoyed at the ease of sitting at home rather than standing in queues for hours on airline ticket counters. The online buyer can easily compare the airfares of different airlines and can choose the best bargain and online booking is the best solution to get cheap flights tickets and also the best travel solution for those travelers who cannot afford to spend too much on traveling. “David J http://EzineArticles.com/?expert=David_J_Cook”

And cheap tickets are not hard to find now, it’s easily available online through the convenience of doing it at home rather than visiting a travel agent or airline office to book it and within few clicks tickets can be booked using your credit or debit card and within few days the e-ticket is delivered in your mailbox and at your correspondence address. Today there are lots of other websites other than airline official websites where the travelers can book their tickets and these websites are designed in such a way that a traveler has to just specify the date of travel and destination and the search engine within that websites pick up the best deals and the discounted offers from any airline. In recent times there are lot many deals offered by airline companies and travel agents exclusively for online booking, which is one of the another reason to book tickets online. “http://www.articlesbase.com/flights-articles/advantages-and-disadvantages-of-buying-airline-tickets-online-447497.html#ixzz14spqtU1q”

The advantages of online booking or the services which the airline websites offers for online booking are discussed below

Convenience

Booking tickets online removes a lot of direct or personal contact with the travel agents or airlines as booking the ticket on the window counter of airlines sometimes requires a long time waiting in queue and airline reservation over the telephone often requires dialing the customer care number of particular airline or travel agent and then selecting the complicated options and then waiting in queue to talk to the customer service representative of that company.

Booking online eliminates all this layers of difficultly and provides ease to customers to book ticket their anytime whether day or night and online reservation also provides the convenience of electronically check in for the flight sitting at home and can choose their seats in accordance to their comfort.

Security

Booking online provides security as compared to traditional method of booking through call centre and when purchasing tickets through telephone, a customer has to provide the bank card or credit card details and other sensitive information to the person we don’t know but online booking is far more secure than it as when booking the ticket online, only information essential for the transaction is collected over a secure connection.

Cost

When the ticket is purchased online or a reservation is done online, the booking process is handled by automation services due to which travel companies can pass the savings to customers in the form of special discounted rates, coupons as there is no need to pay salary to employees. And many discount airlines provides special online fares which are available to customers who book their tickets online.

Control

One of the most compelling advantages of online booking is Control. A passenger can not only see the flight arrangements, but can also select his seat and choose his meal. As online booking doesn’t require any interactions with travel agent so the customer can search for more possible options and search different airlines fares at once for the specific destination. A traveler can also book his hotel online by seeing all the available rooms and can also check the rooms with its competitor for the best available option.

“The Advantages of Online Booking | eHow.com http://www.ehow.com/way_6167630_advantages-online-booking.html#ixzz14grTodas”

Airlines offer a range of services to passengers who book their tickets online like:

Airline credit cards: Many airlines offer airline credit cards like platinum and gold cards to their customers. These credit cards give additional services to the cardholders like excess baggage allowances, enrollment benefits and other privileges to cardholders.

Mobile phone information services: Many airlines use mobile phone to keep their customers updated. They send instant flight status, flight alert and schedule on mobile phones. Thus this helps the customers to know instantly about the delays and cancellations of flights.

Manage booking service: This online service enables the customers to provide their contact details and other information about their while booking their tickets online which can be later modified at any time, the modifications can be made as late as 24 hours before the departure date.

Mobile Ticketing services: Now tickets can also be booked using mobile phone internet anytime and anywhere. Payments can be made, manage bookings, cancellation of bookings and refunds of payments. All this are possible using mobile internet services.

Multi Journey: Some airlines also provide the option of breaking journey online. That means if a traveler is planning to tour another destination before reaching or returning to its destination, all the tickets can be booked at once.

Hotel bookings: Some airlines also provides the facility of booking hotels on their websites which can help the traveler save time in searching for hotel booking and traveler can also rely on the hotel booking on the website of airline as that hotels are the airline trusted hotels.

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The process of online booking is quite simple but there few circumstances where the customers can gets frustrated while searching for the best deal. This can happen due to the lack of knowledge of right place where to search for cheap tickets and book tickets. Sometimes it can be a bit tricky as some people just end up with jumping from one website to other which consumes a lot of time and this make it hard to search the best deal available. One other problem which customer might face is as the transactions is carried online, the customer is not dealing with the real person so the customer might not get much help or assistance needed but if the customer is dealing with the travel agents, they might give suggestion regarding upcoming deals or cheaper deals in near future.

To sum it up, the internet has completely changed the way the customers book their flights, buying tickets online has make life easier as the customer don’t have to go physically to the travel agent or airline office. Everything can be done at the comfort of the home and customers can also take advantage of the additional services offered by the airline companies exclusively for web. However searching for the ticket on the right website is of utmost important so that customer won’t end up in spending more time and still not getting the best deal available.

Referencing

“David J http://EzineArticles.com/?expert=David_J_Cook”

“http://www.articlesbase.com/flights-articles/advantages-and-disadvantages-of-buying-airline-tickets-online-447497.html#ixzz14spqtU1q”

“The Advantages of Online Booking | eHow.com http://www.ehow.com/way_6167630_advantages-online-booking.html#ixzz14grTodas”

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