The competitive strategies of international tour operators have had a negative effect on the sustainability of some tourist destinations. British tour operator strategies are analysed as an example to show the effects of vertical integration amongst tour operators, travel retailers and airlines and how this influences pricing and contracting methods in resorts. Also considered are developments in market segmentation and tour operator branding which have accelerated the trend towards standardised holiday products. The consolidation of ownership amongst European tour operators in likely to increase the power of companies vis‐à‐vis destinations. The study concludes by outlining policies to counteract the negative effects of tour operator strategies and suggests ways of developing a more balanced partnership between mass market tour operators and tourist destinations.
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January 01 2000
Managing the balance of power: UK tour operators and destinations Available to Purchase
Mary Klemm;
Mary Klemm
The Management Centre University of Bradford Emm Lane Bradford, West Yorkshire, BD9 4JL UK (United Kingdom)
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Lynn Parkinson
Lynn Parkinson
The Management Centre University of Bradford Emm Lane Bradford, West Yorkshire, BD9 4JL UK (United Kingdom)
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Publisher: Emerald Publishing
© MCB UP Limited
2000
The Tourist Review (2000) 55 (1): 4–13.
Citation
Klemm M, Parkinson L (2000), "Managing the balance of power: UK tour operators and destinations". The Tourist Review, Vol. 55 No. 1 pp. 4–13, doi: https://doi.org/10.1108/eb058324
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