PGDM 2022-2024

Marketing management-1

A project reports
on
6TH September,2022 Company Analysis

Section B: Group CARAVAN

Ankit Agarwal (22620)

Anshita Jain (22621)
Aparna R Warrier(22622)
Arghya Bose (22623)
Garima Pareek (22632)
Vineet Kanta (22676)

Submitted to
Dr. S. Saibaba
Assistant Professor
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 ACKNOWLEDGEMENT

Presentation, Inspiration and motivation have always been important for every undertaking
success.
We thank our professor DR. S Saibaba and our institute Sri Dharamsthala Manjunatheshwara
Institute for Management Development for giving us the opportunity to report on the subject
“Indian Travel and Tourism Industry”, which helped us to understand and incorporate
theoretical knowledge with the practical use of this project. Without him we would not have
been able to complete the first phase of the report.
The support of our peers is also an important source of inspiration which helped us to
complete this first phase of report.
We would also like to thank God for giving the health and presence of mind to complete it on
time.
Thanks,
Group Caravan
Sec-B

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 Club Mahindra Holidays

1.Company Overview

The Mahindra Group's Leisure and Hospitality division includes Mahindra Holidays &
Resorts India Ltd. (MHRIL), which provides excellent family vacations primarily through
memberships in vacation ownership clubs. MHRIL also brings to the industry values of
dependability, trust, and customer satisfaction. Club Mahindra, the company's main brand,
was founded in 1996 and currently has more than 250,000 members who already have access
to more than 100 resorts both in India and internationally.

Mahindra Holidays & Resorts India Limited is part of the Mahindra Group. Mahindra Group
companies enable people to move upwards through innovative mobility solutions, driving
rural prosperity, improving urban life, fostering new businesses and empowering
communities. The company is a leader in commercial vehicles, information technology,
financial services and vacation ownership in India and is the world's largest tractor company
by volume. It also has a strong presence in renewable energy, agribusiness, logistics and real
estate development. Mahindra is headquartered in India and in 100 countries he employs over
256,000 people.

1.1. History of Club Mahindra Holidays

Mahindra Holidays & Resorts India Private Limited, the company's official name, was
established in Chennai in September 1996. A special resolution of the members was approved
at a shareholders meeting held on January 29, 1998, changing the status of our firm from a

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private limited company to a public limited company. On April 17, 1998, the RoC issued our
Company a new certificate of incorporation as a result of a name change.

An agreement dated August 27, 2006, between our company and Ashtamudi Resorts Private
Limited stated that our company would buy Ashtamudi Resorts Private Limited's full share
capital. The merger of Ashtamudi Resorts Private Limited, our wholly-owned subsidiary,
with our Company was authorized by our board of directors. By decisions dated February 19,
2008 and February 7, 2008, respectively, the High Courts of Madras and Kerala authorized
the merger of Ashtamudi Resorts Pvt . ltd. with our Company, effective as of July 1, 2007.

1.2. Key events & milestones

● Registered as Mahindra Holidays & Resorts India Limited in September 1996.

● Acquired land at Varca Village, Goa in February 1997.
● In accordance with a Madras High Court ruling dated April 23, 1999 February, 1997,
MMJ Resorts and Holidays Private Limited was merged with our company with effect
from April 1, 1998. "Club Mahindra Holidays Unlimited," our first standalone
offering, was launched.
● First opened resort at Munnar in april 1988.
● Second resort opened at Goa in december 1999.
● Acquired land in binsar in 2000
● Opened resort in manali and corbett resort in 2001
● Mahindra Sega Entertainment Corporation Ltd. merged into the company on April 1,
Choice -29 Hotel chain Club Mahindra Travelers' Choice Awards on Tripadvisor for
Club Mahindra Kanatal in 2020. Club Mahindra Varca, Goa in 2020. Tripadvisor
Club Mahindra Mashobra, Shimla; Travelers' Choice Awards 2020; Club Mahindra
Emerald Palms, Goa; and TripAdvisor Travelers' Choice Awards 2020 - 2020
TripAdvisor Travelers' Choice Awards.
● In 2021, Bonus Shares were distributed by the Company in a 1:2 ratio.

Mission:
“Good Living. Happy Families”.

Vision:
“We will be among the Top 5 VO companies of the world in terms of member
base”.

1.3. Usp of the company:

● MHRIL became the industry leader in family vacations during the past ten years.

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 ● The firm has adopted a two-pronged approach, aggressively expanding its portfolio of
resorts to offer greater diversity in vacation alternatives and boosting its service
standards to its members to deliver satisfaction at every point of engagement.
● In every aspect of their business, from housekeeping to food and beverage to vacation
activities, all MHRIL resorts are completely designed to meet a variety of holiday
demands and experiences.
● It is one of our major competencies to design and oversee the holiday experience.

2. Business Model of Club Mahindra Holidays

Leveraging vacation ownership memberships as its main revenue stream, the company
operates in the leisure hospitality sector in India. It provides top-notch family vacations along
with a variety of services made to suit a family's various interests and travel demands. The
firm uses a floating week or floating resort operating model, giving members the freedom to
select a different destination and vacation week each year. Additionally, the business offers
its customers vacation packages with set prices, which it views as being more customer-
friendly. Prospective members of MHRIL can also easily finance the cost of membership.
When a customer signs up to become a member, the firm bills them a membership fee, which
is when the company gets its money. The member's payment plan they choose will determine
how much is charged in fees. Additionally, the business charges an annual subscription fee
that must be paid each year of the membership period in order to cover the cost of resort care
and upkeep. Additionally, the member is responsible for paying for the usage of the resort's
numerous amenities and services, such as food and drink, spa treatments, and specific holiday
activities.

Club Mahindra Membership Fees – Smart financial option:-

(Infographic depicting 50%* savings on annual family holidays with a 25 year Club
Mahindra Blue Season Studio Membership. )

Club Mahindra membership comes in four different colors: purple, red, white, and
blue.

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Purple season:-It is the top tier. If you like traveling any time of year but specifically
prefer to travel during festivals, national holidays and events like New Year’s Eve, then this
is what you want.

Red Season:-It is for people who like going on vacation at "peak" seasons, such as school
or college breaks, the weeks around holidays, or the choice to take vacations virtually all
year long.

White season:-Between the peak and the off-season, it is. Since most frequent visitors have
returned to their jobs, most places are quite quiet at this time of year.

Blue season:-If you're vacationing with the goal of finding some solitude. Traveling during
the monsoon season, when nature is at its most beautiful, is another option. The Blue is for
you if you often book your trips when you know there won't be many holidays. In
conclusion,

The pandemic altered our way of life and had an impact on every industry, especially travel
and tourism. While it was a problem for the industry as a whole, Mahindra Holidays saw it as
a chance to be creative and innovative. While the industry has been slowly returning to
normal, Mahindra Holidays' robust business strategy has allowed them to maintain better
occupancy rates and membership growth. Here's how they succeeded.

source:-https://images.cnbctv18.com/wp-content/uploads/2020/08/mahindra-
holidays-2.jpg

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 Better business model compared to other hotel
https://contrarianvalueedge.files.wordpress.com/2014/01/club-mahindra-vs-hotels.png

● The 5C framework: -The 5C structure — Compassion, Creative Restlessness,

Customer Connect, Conserve, and Capability — was the answer that Kavinder Singh,
MD & CEO of Mahindra Holidays, had to the Covid-19 outbreak, which helped them
through challenging times. Resilience was also made possible by the distinctive
business strategy used by Mahindra Holidays and the company's status as a debt-free
entity.

● Club Mahindra ‘Safe Stay’ and ‘Travel with Confidence’ initiative:-In September
2020, the resorts were reopened, and by the end of the third quarter, occupancy had
increased to 85%. It was admirable that this happened before vaccines had even
started. Why did Mahindra Holidays act differently, then? It launched the "Travel
with Confidence" effort to reassure tourists through a number of steps, including
Covid insurance, travel insurance, Covid testing, and automobile sanitation services.
These innovations made it possible for members to have a stress-free vacation to
unwind and recharge.The "Safe Stay" programme was also introduced by Club
Mahindra to guarantee that visitors and members may make unforgettable experiences
in absolute safety, especially in trying circumstances. By securing the highest level
certification in safety and hygiene requirements from "Bureau Veritas," the industry
pioneer in testing and inspection, they became the forerunners of risk-free vacations.

● The brand of choice for family vacations:-There were travel restrictions as a result
of the epidemic and consequent shutdown. However, the pent-up need to leave the
house and travel is reflected in people's want to explore, try new things, connect with
family and friends, and join a group of like-minded people who like traveling and
finding new places and experiences. With more than 2,000 distinctive experiences,
Club Mahindra has always been the top choice for family vacations. The resorts'
ability to provide outdoor experiences has been improved as a result of the company's
strategic investment in Rocksport. The specifically crafted Rocksport programmes are
available to Club Mahindra members and their families.

● Pristine locations:-The corporation introduced 10 new resorts to provide guests with

more recent locations and relatively uncharted experiences. These resorts, which can
be found in Jaipur (Rajasthan), Arookutty (Kerala), Assonora (Goa), Port Blair,
Havelock, and Neil Islands (Andaman and Nicobar Islands), Netrang (Gujarat),
Alibaug (Maharashtra), and Ranthambore and Mount Abu (Rajasthan), among other

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 locations, offer special experiences like lush greenery, a miniature water-themed park
with a lazy river.

● No one covers India like Club Mahindra:-Club Mahindra is present across India
with over 70 resorts, proving without a doubt that no one covers India like them.
Their properties span mountains, islands, heritage cities, beaches, woods, and
backwaters.

● No slowing down at Mahindra Holidays:-Mahindra Holidays' development and

expansion strategy hasn't been held down by the epidemic; it expects to build up to
1,500 rooms over the next few years through a combination of managed and leased
properties. The emphasis is on the western and eastern parts of India as well as on
overseas markets; there are ten resorts, among others, in Dubai, Bangkok, Phuket,
Singapore, and Kuala Lumpur.

2.1 Marketing strategies of Club Mahindra Holidays

● Club Mahindra rolls out a campaign to boost domestic travel-It has launched a
360 degree campaign titled “we cover India and you discovered India “The campaign
is designed to encourage India to explore hidden treasures of India from mountains,
wildlife to beaches and how one does not need to visit foreign for the same. The
commercial includes a collage of images of tourists, landscapes, and the different club
of Mahindra properties.

● Club Mahindra decides to add freshness to its brand with a new marketing
campaign: -After a gap of four year is back with an ad campaign hoping to motivate
the busy parents to go on a holiday with kids. The new campaign seeks to inspire
customers to make family holidays a priority.

● The new strategy of Mahindra Holidays, which focuses on the wealthy, is

working: -By focusing on members with larger budgets, Mahindra Holidays and
Resorts India Ltd.'s new approach generated more than Rs 200 crore in cash flow in
only one year. The travel and lifestyle firm intends to target customers with
significant purchasing power by increasing its focus on digital and referral channels.
Chief Executive Officer and Managing Director of Mahindra Holidays, Kavinder
Singh, said.

● Social Media Strategy: -Initially, the business set up separate Facebook profiles for
the Club Mahindra and Jiyo Life communities using the login addresses
http://www.facebook.com/clubmahindra and www.facebook.com/jiyolife. Jiyo Life
Community was the given name. At the time of writing, this community on Facebook
has more than 372.832 thousand registered members. In order to better serve its
community, the firm developed a variety of tailored connections, including reviews,
conversations, nanhi kali, happy family tales, live contests, top fans, and jiyolife.com,

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 to mention a few. These links' contents were all updated often. To boost the constancy
of interactions between users of fan pages, the organization also often produced
excellent admin posts on Facebook.

3. SWOT ANALYSIS OF CLUB MAHINDRA HOLIDAYS:-

Strengths:-
● The variety of resort choices. The array of vacation possibilities offered by Club
Mahindra is astonishing. The member-friendly vacation alternatives are divided into
categories such as beach, city, desert, hill station, waterfront, jungle, and even
Himalayan in order to make the decision easier.
● Superior service quality is a feature that unites all of Club Mahindra's properties. With
their constant friendliness, the personnel further improve the vacation experience.
People in today's fast-paced world are becoming pickier about the experience and are
prepared to spend extra for a stress-free vacation. The personnel at Club Mahindra are
kind and always willing to provide a helpful hand.
● Enhanced brand recall Comfortable decor and surroundings increase the company's
friendliness as a lodging provider.

Weakness: -
● Customers do not always agree with company practices surrounding hotel
reservations (need to book 6 months prior). Many customers find this annoying since
abrupt changes in the trip itinerary or last-minute alterations cannot be adequately
addressed.
● The brand's infrastructure and service quality differ from place to place.
● Constant political unrest throughout the nation.

Opportunities:-
● Foreigner-oriented programmers. Numerous international visitors now come to our
nation because of the fantastic India programme and other initiatives. Travel is
booming and growing quickly. Due to its effective marketing efforts, Club Mahindra
has a high level of brand recall.
● Domestic travel is becoming more popular. Many Indians have realized that their
country is home to many beautiful places. The concept of traveling on a tight budget
has completely changed. Club Mahindra has four different membership tiers: Purple,
Red, White, and Blue. Blue is the most affordable tier, while Purple offers all
amenities. Travel during monsoon season and travel when the resorts are not
completely booked make up the first two elements of the Blue membership tier.

Threats:-

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 ● International hospitality industry powerhouses are expanding into all areas and
serving all market segments. The economic crisis may have an impact on the
company's equity capital.
● Changing Environment The membership pie held by Club Mahindra is not
significantly threatened by rivals like Sterling Resorts and Club Yellowz. In actuality,
according to recent reports, Club Mahindra's revenue was only about 5% of Sterling
Resorts' revenue. About 0.3% of Club Mahindra's revenue is generated by another
rival, Clubyellowz.

4.Porter’s Five Forces Model of Club Mahindra Holidays

4.1.BARGAINING POWER OF SUPPLIERS :-

● The word "suppliers" refers to all sources of the inputs required to deliver goods or
services.
● Several hotel brands, including TAJEIH, ITC, and THE, operate the high-end hotels.
● LEELA PALACE, enabling them to exert influence over the sector.
● Spas and five-star hotels have no equivalents.
● Due to the dispersed nature of their clientele, hotels must lower their leverage in order
to draw in new business.
● Because each hotel has its own brand identity, The Taj, ITC, and Oberoi have
different prices and levies.
● The many services offered by hotel chains include spas, bestels, resorts, city centers,
heritage hotels, etc. 2.

4.2.BARGAINING POWER OF CUSTOMERS:-

● Similar to this, client bargaining power influences how much pressure they can put on
margins and volume.
● One of the sectors that invests the most on its fixed assets is the hotel sector. They are
thus working to swiftly retrieve their money.

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 ● For the purpose of attracting customers, the suppliers are offering better information
about themselves.
● The purchasers in this case are well-informed.
● Customers have small profit margins and are negatively impacted by mild hotel
pricing adjustments.
● Sensitive to pricing
● Hotels may use incentives and discounts to weaken customers' negotiating position. 3.

4.3.THREAT OF NEW ENTRANTS:-

● The more difficult it is for other businesses to enter a certain industry, the greater the
competition inside. In such a scenario, new entrants might at any time alter the key
variables of the market environment (such as market share pricing and customer
loyalty). For established firms in this market, there is always a latent urge for reaction
and adjustment.
● Indian hotels and overseas hotel chains are partnered to lower the initial cost and use
the latter's brand name.
● Customer devotion to brands like TAJ, ITC, and LEELA PALACE has an impact on
new entrants.
● Existing systems manage access to raw materials and distribution networks.
● such as LEELA PALACE, ITC, and TAJ.
● Land costs are significant in India, accounting for 50% of the whole project cost
compared to 15% elsewhere.

4.4.THREAT OF SUBSTITUTES:-
● If there are other items with cheaper pricing and higher performance criteria available
for the same purpose, a danger from replacements emerges. They may be able to draw
a sizable portion of the market's volume, which would lower the potential sales
volume for the market's current players. The associated items fall under this category
as well.
● Customer brand loyalty is outpacing the use of replacements (TAJ, ITC, LEELA
PALACE, etc.).
● Reasons for moving to alternatives include the hotel's relationship with customers and
prices.
● One of the factors leading people to pick a substitute is the price difference of the
same class of hotel services from different companies.
● One of the reasons to pick an alternative is the current imbalance between the supply
and demand for hotel rooms.
● The business is impacted by increased switching and fixed costs 5.

4.5.COMPETITIVE RIVALRY BETWEEN EXISTING PLAYERS:-

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 ● The level of competition between the already-existing players (companies) in an
industry is described by this force. High levels of competition put pressure on prices,
margins, and profitability for every company in the industry.
● The leading rivals in the hotel sector provide similar services including five-star
hotels, spas, boutique hotels, and palaces.
● The expansion of the sector is aided by the robust rivalry among all companies.
● Intense in major city, creeping up gradually in smaller cities

5.Impact Of Covid On Club Mahindra Holidays:-

Mahindra Holidays has failed to begin the project owing to the epidemic, despite having
declared plans to launch a separate asset-light property management company two years
prior.Mahindra Holidays and Resorts' chairman stated in August 2019 that the business
intended to buy management contracts for new hotels. He had stated that this will be done
through a different Club Mahindra organization and was intended to boost income. In
contrast, Singh stated on a recent analyst call following the fourth-quarter results that the
property management company has yet to be launched due to a number of factors, including
Covid, etc.In order to capitalize on its reputation for hospitality, Club Mahindra will likely
take external inventory of leisure places and concentrate on building a brand there. "We will
be able to target the consumers and it will be an asset-light methodology for procuring goods
for us. The company's current goal is to "expand from 4,197 room units to 5,500+ room units
in roughly 4 years." Mahindra Holidays recorded a loss of Rs 10.1 crore for the fourth quarter
of FY21 as opposed to Rs 165 crore for the fourth quarter of FY20.

6.How Mahindra Holidays & Resorts rode the Covid storm:-

https://www.forbesindia.com/media/images/2021/Jan/img_152395_mahindraholidays_3.jpg

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What made Mahindra Holidays & Resorts stand out was its original business strategy. They
don't play by the rules of conventional hospitality. Singh emphasizes that "our business
model is highly distinct and robust, and the income stream is predictable. He elucidates.
Three major numerous revenue streams are produced by a sizable member base of over 2.6
lakh as of the end of last September. Vacation ownership revenue, which is a membership
fee, comes first. Following that comes the yearly subscription charge. The third one is resort
income, which comes from visitors who stay at resorts while on vacation.Start with the free
membership. If someone joins and must pay a charge of Rs 100, the firm can only count Rs 4
as income. 24 years are added to the remaining amount, or Rs 96. "In my records, I have Rs.
5,300 crore in delayed revenue that is sitting over there with normally allowed income on the
revenue from vacation ownership," he claims. The deferred revenue pool, which has
expanded and is still growing, is where the money from vacation ownership comes from.

https://www.forbesindia.com/media/images/2021/Jan/
img_152425_survivals.jpg

https://www.forbesindia.com/media/images/2021/Jan/
img_152393_mahindraholidays_4.jpg
The travel and tourism industry will continue to recover and look forward to a bright future.
Singh presents three arguments. The first is that the need to saunter, meander, and see new
places will never fade. This cannot be fulfilled virtually, he asserts. Second, the urge to
connect with friends and family will continue to be present. Last but not least, the desire to be
a part of a club or community will endure. He asserts, "These three things will keep us strong

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even after the epidemic."Singh may anticipate a V-shaped recovery for the time being,
though, while the nationwide immunization programme is in full swing. He concludes by
saying that the key lies in going out to clubs and staying in them.

6.Future Prospects:-
● Mahindra Holidays will build 1,500 rooms over the course of three years, riding on
vengeance travel-As it looks to capitalize on the revenge travel trend and a robust
rebound in leisure destinations, Mahindra Holidays and Resorts India Ltd (MHRIL)
has mapped out an ambitious growth strategy.
● Mahindra Holidays anticipates more domestic leisure travel and is investing Rs 1,200
crore in infrastructure.

7.Competitor’s Study Of Club Mahindra Holidays:-

7.1.Sterling Holidays:-

In 1986, the holiday lifestyle business Sterling Holiday Resorts Limited (often known as
Sterling) was established. After Thomas Cook Insurance Services purchased Sterling Holiday
Resorts India Limited's equity shares in an off-market deal, the old company's subsidiary
Thomas Cook India Limited (TCIL) became a 100% independently managed subsidiary in
2015. (TCISIL).Resorts Condominium International (RCI), which has 4600 associated resorts
globally including 110 resorts in India, is linked with Sterling. In addition, AIRDA has
accredited it (All India Resorts Development Association).Market cap : ₹2,255.64 Cr.

7.2.Hyatt:-

The Hyatt Hotels Corporation, sometimes referred to as Hyatt Hotels & Resorts, is a
worldwide American hospitality corporation with its headquarters in the Riverside Plaza
neighborhood of Chicago. It maintains and franchises upscale and business-oriented hotels,
resorts, and vacation homes.Hyatt-branded properties have traditionally catered to upscale or
business customers; its properties were either full-service or boutique hotels. Grand Hyatt and
Park Hyatt were added to Hyatt's lineup in 1980. Hyatt entered the vacation ownership
market in 1995. In order to provide a constrained service offering for business travelers,

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Hyatt launched the Hyatt Place brand in 2006. The first select-service property offered by
Hyatt, Hyatt House, primarily catered to guests staying for extended periods of time at a
lower cost. Since then, Hyatt has acquired a vast array of additional brands, particularly in the
lifestyle and resort industries.Hyatt Hotels is a brand that has value, and Brand Finance, a
worldwide valuation and strategy consultant, estimates that value to be $4 billion.

7.3.Taj Hotels:-

Taj Hotels is a network of upscale hotels and a division of the Indian Hotels Company
Limited, with headquarters in Mumbai's Express Towers neighborhood of Nariman Point.
The firm was founded in 1903 by Jamsetji Tata and is a member of the Tata Group, one of
India's biggest economic empires. In 2010, the business had around 20,000 employees.

By 2020, the firm will run over 100 hotels and hotel-resorts, including 16 outside of India in
places including Bhutan, Malaysia, the Maldives, Nepal, South Africa, Sri Lanka, the United
Arab Emirates, the United Kingdom, the United States, and Zambia. 84 of these hotels are
located in India.Taj got an overall Brand Strength Index score of 88.9 out of 100, with a
corresponding AAA grade for consumer familiarity, staff happiness, corporate reputation,
and its top-notch customer service.

7.4.Marriott:-

In Bethesda, Maryland, Marriott International's brand of full-service hotels and resorts is

known as Marriott Hotels & Resorts. 582 hotels and resorts with 205,053 rooms operated
under the name as of June 30, 2020, while 160 hotels with 47,765 rooms were slated for
construction.According to J.W. Marriott Jr., chairman and CEO of Marriott International,
"Marriott's broad portfolio of brands holds a 7&frac12 percent market share of hotel rooms in
the United States and just over 3 percent of the $300 billion global market. The company
currently has 120 hotels across India under 16 brands, including its newest addition, The
Ritz-Carlton, Pune.

7.5.Airbnb:-

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The American business Airbnb, Inc. runs an online marketplace for housing, principally
homestays for holiday rentals, and tourism-related activities. The platform may be used
online and through a mobile app; it is based in San Francisco, California.When hotels in the
vicinity were full, the two lent out rooms in their flat to visiting designers from the
International Design Conference in order to pay their rent. In allusion to the air mattresses the
visitors were using, the two decided to title their new business "Air Bed and Breakfast."The
income of the lodging marketplace Airbnb India was 687 million Indian rupees in the fiscal
year 2020. Comparing this to the preceding two years, there was a noticeable increase. The
coronavirus pandemic (COVID-19) has already had an influence on the 2020 fiscal
year.Since its introduction, Airbnb has experienced tremendous development in India.
Globally, Airbnb has been used by more than a million Indian travelers. Over 30,000 Airbnb
listings are available throughout India, up 115% from the previous year.

7.6Wyndham Vacation Ownership:-

The Orlando, Florida-based American timeshare corporation Travel + Leisure Co. In addition to
developing, marketing, and managing timeshare resorts for a number of vacation ownership clubs, such as
Club Wyndham and WorldMark by Wyndham, it also offers timeshare exchange services, mostly through
RCI.The holiday possibilities with Wyndham Destinations are endless thanks to the company's more than
220 vacation club resorts, 4,300 associated resorts in 110 countries, and 10,000 expertly managed vacation
rental homes across North America.Wyndham Destinations, the biggest vacation ownership and exchange
firm in the world, gives regular people the chance to own, trade, or rent their holiday experience while
taking advantage of the quality, versatility, and value that Wyndham offers.

7.7.RIU:-

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The Riu family established the Spanish hotel business RIU Hotels & Resorts in 1953 as a
modest travel agency. The third generation of the Joe Hannan Family is in charge of it; it was
established in Mallorca, Spain, and is presently 49% owned by TUI.

RIU expanded its product offering with the debut of its first city hotel in 2010 and the
introduction of its own brand of city hotels known as Riu Plaza. In their publicity materials
for 2020, RIU claimed to have 98 sites across 19 countries, 31,270 staff, and 4.9 million
clients (with the exception of the proposed RIU Plaza in London).

Holidays on the beaches of Mexico, the Caribbean, and Central America are offered by RIU.
Utilize a RIU beach travel package to soak in the rays from Aruba to Jamaica, Los Cabos to
Cancun. Get your toes on the beach, explore gardens, and dive into crystal-clear pools. With
a beautiful beachside location and excellent service, RIU Hotels & Resorts are well-known.
Pick a place, grab your bikini, and leave.

RIU Hotels & Resorts offers packages that are always all-inclusive.

A RIU holiday package from the Bahamas to Puerto Vallarta offers 24-hour service. Our
visitors may take advantage of our special, round-the-clock All-Inclusive service starting at
dawn. sports, entertainment, kid's games, and adult recreation. The benefits of reserving your
RIU All-Inclusive package include having access to a drink at any time of the day, having
breakfast with fresh fruit, pastries, and hot meals served right away, picking lunch and supper
from our buffet or from our themed restaurants, and more. Enjoy the finest cuisine and drinks
included in your All-Inclusive package at RIU Palace Hotels, as well as the exclusive service.

7.8 Luxury Escapes: -

Luxury Escapes is an online travel agency for lodging and airfare reservations. They offer
limited-time travel packages at discounted rates. With more than 3.2 million members in

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Australia, New Zealand, Singapore, India, Hong Kong, the US, and the UK.Learn about the
top hotels in the most amazing locations in the nation, from the golden sand beaches of Goa
to the gilded palaces of Rajasthan and Kerala's shimmering backwaters. Because of Luxury
Escapes' association with Qantas, Australian members may link their accounts to those of
Singapore Airlines' KrisFlyer, Qantas Frequent Flier, and Club Vistara to earn frequent flier
points on qualified Luxury Escapes vacation spending. Users of Luxury Escapes may view
their reservations and buy offers via the company's iOS and Android mobile applications.
Members have the option of purchasing their vacation packages during that time frame and
selecting their dates later when they're ready to arrange their trip because deals on Luxury
Escapes are only available for a short time period and are thus only accessible for purchase
during that time. Make every minute matter when you travel with Luxury Escapes. Join the
4.2 million+ members across the world. Unlock exclusive deals that you can't get anywhere
else.

8.Consumer Analysis of Club Mahindra Holidays

8.1. Market segmentation

Targets special midscale to upscale market and specially family and vacationers.16 branch
offices of Club Mahindra are backed by 34 sales offices and 208 franchisees.

Club Mahindra now has 2410 rooms available throughout India and provided an

For the 2013–14 fiscal year, the average occupancy was 83%.

In Finland-based "Holiday Club Resorts Oy," Club Mahindra has purchased an 18.8% share
with the option to grow ownership over the next two years. Leading European holiday
ownership firm Holiday Club Resorts Oy has 32 resorts around the continent and 50.000
family members. Once full ownership is attained, the merged business might become the
biggest vacation ownership company outside of the United States.
The company most impacted by this is Club Mahindra, the market leader. The same items
and tactics that were successful three years ago don't appear to be performing as well now.
Does the market have a fundamental change if Club Mahindra isn't losing market share to a
rival? In general, and with regard to Club Mahindra's own offering in particular, it is certainly
reasonable to believe that the value proposition of vacation ownership packages has maybe
deteriorated over time.

8.2. Positioning

A pleasant brand that families that appreciate taking vacations to various locations and
spending quality time with their loved ones may enjoy. Every customer receives quality
customer service. Customers receive enough online and physical support, which guarantees

18
complete financial stability, quality family time, and access to premium resorts. It is finally
an all-in-one.

8.3. Value proposition

Mahindra Holidays & Resorts has set an ambitious goal to quadruple its clientele to a million,
and is developing new goods to appeal to other groups, including millennials and older
citizens, as well as a "club concept" modeled after five-star hotel chains. The business is also
looking to buy distressed hotel assets that are compliant with bankruptcy legislation. It will
be able to access highly restricted regions where the development of new properties is
frequently prohibited thanks to these buyouts. "We are in the business of providing value to
our clients and creating memorable experiences for them," Nanda added.in order to hit its
membership goal, a variety of additional goods and services. This year saw the debut of "Go
Zest," a three-year programme aimed at millennials, while this year saw the launch of "Bliss,"
a ten-year membership plan for elderly citizens. Aiming to increase outbound tourism, the
firm is developing a "club idea," and MHRIL will acquire foreign hotels to establish a club of
hotels from which members may obtain services.

8.4. Geographic distribution

source:-blob:https://web.whatsapp.com/76ab61e0-f328-4119-ab29-9d48608af151
There are more than 100 resorts in Finland, Sweden, Finland, Sri Lanka, Dubai, Singapore,
Malaysia, Thailand, and Spain. In India, Bhutan, Nepal, Bali, Vietnam, Austria, Switzerland,
Italy, France, the United States, and the Netherlands, there are 170+ Partner Hotels and
Resorts. Around the world, there are 4300+ RCI Resorts. There are always options available.

19
COMPANY ANALYSIS – EXPEDIA GROUP
Expedia Group, Inc. is a public organization settled in Washington with an expected 14,800 workers.
In the US, the organization has a remarkable piece of the pie in something like three ventures: Online
Hotel Booking, Travel Agencies and Online Car Rental. Their largest piece of the pie is in the Online
Hotel Booking industry, where they represent an expected 30.1% of complete industry income and are
viewed as a Laggard since they show lower piece of the pie close by more slow benefit and income
development than their friends

EXPEDIA GROUP - HISTORY

On June 29, 1981, the company was
incorporated. Under the Companies Act of
1956, the company was registered under the
name and designation International Travel
House Limited, and its registered office was
located at 21-D, Community Centre, Basant
Lok, Vasant Vihar, New Delhi. The Company
participates in Travel and Tourism works out.
The company expanded its exercises and
improved the way the activities were organised
in 1992. Vins Overseas India Pvt. Ltd. is a
company incorporated in India, funded by
NRIs, holding a franchise synchronisation with
Europcar Inter Rent, France, and participating
in the rent-a-car business. The company has indicated a Memorandum of Understanding for getting
100 percent worth of Vins Overseas India Pvt. Ltd. The Company will add Vins Overseas India Pvt.
Ltd. as a partner. The company received 1000 equity shares for Rs. 100 each from International
Travel House Explorations Limited in 1994 for a total consideration of Rs. 1,000,000. Additionally, at
a cost of Rs. 1,000,000, the Company purchased 1000 Equity Shares worth Rs. 1000 each from
Classic Travels Limited. As a result of this guarantee, starting on July 30, 1993, both affiliations are
now fully owned by Travel House Limited. At a cost of Rs. 52.50 Lacs, the Company also acquired
525000 Equity Shares of Rs. 10 each from Land Base India Limited, representing 70% of Land Base
India Limited's Equity Share Capital. As a result of this acquisition, this Company became a partner
of Travel House Limited as of the first of March 1994. The affiliation has comparatively changed into
a member of the prestigious International Congress and Show Association (ICCA), whose legitimacy
is quickly obvious as a component of a larger association of experts in the social gathering sector.
Galileo, one of the most technologically advanced PC reservation systems, is another important travel
partner that the Company has joined for online assent to their general reservation framework for the
Company's development branches. The company issued 40,00,000 equity shares at a more
advantageous price than usual of Rs. 25 per share to its equity shareholders in a rights issue at a ratio
of 1:1. On September 23, 1994, the Company distributed 39,79,700 equity shares, with 20,300 offers
continuing to stand as a result of requests for ability-related events. A further 5,500 equity shares were
distributed on March 21, 1995. As and when the requests are satisfied, the extra 14,800 equity shares
will be circled. In order to benefit from the entrances being fanned out in the cargo sector as a result
of the development measures being implemented in India, the Company has also restricted with Union
Transport, an expected by and large cargo partnership. ITH provides associations for travellers such
as plane marking, dare to all employers' aspects, new trade dealings such as cash changing, issuing of
received checks, and cargo the piled up. ITH has alliances with United Transport of the USA for
pioneers' freight, Rosenbluth International of the USA for board advancement and assistance, and
Citibank of the USA for wayfarers' checks. In general, Travel House Limited and ABN Amro Lease
Holding N.V. shook hands on July 8 in order to progress toward a joint venture collaboration with a
focus on financial renting of automobiles. The affiliation, which was renamed Lease Plan India Ltd in
1999, ceases to be a part of ITH over time. ITH has Vins Overseas as a full partner.

20
Covid 19 Impact on Expedia’s Business
The COVID-19 pandemic and the connected drop in worldwide travel antagonistically affect
Expedia's business and monetary outcomes since mid-2020. The organization said that it encountered
one more critical disturbance from the pandemic during Q4 FY 2021. In any case, it was noticed that
the effect was less extreme than during past waves. Expedia expects the movement business and
travel interest to keep recuperating all through 2022. Online travel service Expedia Group Inc posted a
surprisingly great quarterly misfortune on Thursday as appointments drooped following a worldwide
resurgence in COVID-19 diseases and restored lockdowns. U.S. travel and accommodation ventures,
among the most terrible hit by the wellbeing emergency, are likewise undermined by recently arising
and quicker spreading variations of the novel Covid. Expedia said final quarter gross appointments
drooped 67% to $7.57 billion. "The final quarter acquired indication of trust the type of immunization
endorsements yet rising cases across the globe and moving closures of different travel markets had an
effect," said Chief Executive Peter Kern. The overall deficit owing to the organization was $412
million, or $2.89 per share, in the quarter finished Dec. 31, contrasted and a benefit of $76 million, or
52 pennies for each offer, a year sooner. Barring things, the organization lost $2.64 per share,
contrasted and investigators' normal gauge of a $1.99 misfortune for each offer, as indicated by
Refinitiv information. Income fell 66.5% to $920 million, missing evaluations of $1.12 billion.

Expedia's Recent Developments After Covid-19

Rob Torres, a long time Google employee, was named senior vice president of Media Solutions by
Expedia on April 4, 2022. Torres worked with Google for more than 15 years, most recently serving
as the department's managing director of advertising and marketing. Between 1999 and 2006, he
served as vice president of strategic accounts at Expedia before joining Google. Its renewed
commitment to travellers follows what has undoubtedly been one of the most challenging years for
the tourism sector due to the COVID-19 pandemic. Following quite a while of guiding profound
client examination to comprehend and address basic explorer trouble spots, the new finding marks a
major second for the brand as it hopes to remodel business to even more likely take care of voyager’s
esteem growing their time and need to capitalize on their general travel insight. From a refreshed look
and feel to unrivalled item contributions, Expedia is hoping to twofold down on endeavours to give on
voyagers' developing needs and needs in a post-pandemic world.

Strategic Business Unit

How Expedia Makes Money
Most of the arrangements are made and advantageous by Expedia's electronic travel administration
business. Expedia Group Inc. (EXPE) is a global online travel agency that enables business and
leisure travellers to organise, reserve, and advance their travel experiences. The organisation opens up
a number of organisations provided by hotels, airlines, car rental agencies, and excursion lines.
Expedia employs a comprehensive strategy of brands to meet travellers' needs, including Brand
Expedia, Hotels.com, and Vrbo. From there, anything is feasible. It competes with groups that provide
both entertainment and business expeditions with organisations. These rivals include travel agencies,
tour operators, wholesalers and distributors of construction materials and businesses, travel
metasearch portals, adaptable travel programmes, and online gaming websites.

CONCLUSION

 Expedia offers virtual devices to assist explorers plan and book tour.
 Expedia’s Q4 FY 2021 outcomes mirrored the organization's continuous recuperation from
the unfavourable effects connected with the pandemic.
 The Retail fragment, zeroed in on change and marketing administrations, produces most of
the organization's income and changed EBITDA.
 Expedia as of late recruited long-lasting Google veteran Rob Torres to act as the senior VP of
its Media Solutions business.

21
Expedia's Financials
Expedia released financial data in February for the final quarter of its fiscal year (FY) 2021, which
ended on December 31, 2021. The association found a general increase of $276 million that may be
inferred from its generally anticipated financial backers, a significant improvement from the $412
million total deficit itemised in the year-ago quarter. Pay increased by 147.8% (YOY) to $2.3 billion.
For the quarter, Expedia's adjusted earnings before interest, taxes, depreciation, and amortisation
(EBITDA), which it uses as a performance indicator for its sole business units, were $479 million.
Before interest, charges, disintegration, and amortisation of $160 million in the prior quarter, it was a
personal circle back from the altered calamity. Expedia made pay from four unequivocal kinds of
organization during the last quarter. It got around 75% of its finished pay from Lodging, which
consolidates pay made through the help of motel and elective offices. Air, which consolidates
transporter ticket bargains, involved just 3% of complete pay. Publicizing and media, which primarily
integrates advancement pay made by trivago, contained 7%.7 Expedia got 15% of its pay from vehicle
rental, security, objective, and various organizations.

Expedia Segment Breakdown

Based on Expedia's Q4 FY 2021 ended Dec. 31, 2021

Revenue EBITDA
(adjusted earning before interests, taxes, depre-
4% ciation and amortization)

21%
80%

75% 4%

16%
Retail
B2B Retail B2B
Third Party Revenue Third Party Revenue

Expedia's Business Segments

Retail, B2B, and trivago are the three reportable divisions of Expedia. For these three divisions, the
company requires a summary of income and altered EBITDA. The loss includes all intersegment
revenue, mostly in the form of media and advertising services offered by Expedia's trivago division to
its Retail division. It is necessary to subtract $31 million from the total income across all segments in
order to account for Expedia's absolute income throughout these three segments with its all-out
solidified income. In order to get at Expedia's total combined changed EBITDA, it is necessary to
exclude $119 million in unallocated above costs from entirely changed EBITDA across all segments.

Retail
The Retail division consists of several working units and is dedicated on assembling the range of
change and marketing services to clients all over the world by using a few distinctive brands.
Expedia.com and Hotels.com in the United States, as well as a few more niche websites globally, are
examples of these brands. Various brands including Orbitz, Travelocity, Cheap Tickets,

22
CarRentals.com, Expedia Cruises, and that's only the beginning is included in the category of retail. In
Q4 FY 2021, the segment's revenue improved 146.4% year over year to $1.7 billion, accounting for
around 75% of Expedia's total revenue across all three sectors. Changed EBITDA increased 37-fold to
$481 million, accounting for more than 80% of the total across all segments.

B2B
Expedia Business Services Association is the organization's B2B division. It includes Expedia Partner
Solutions, which delivers tourism services to vacation travellers via unauthorised organization-marked
websites, and Egencia, a movement the board company that provides travel services to businesses and
their corporate clients. In any case, Expedia sold Egencia in November 2021 and will no longer have
an impact on ongoing financial results. Income for the B2B section extended 158.6% YOY in Q4 FY
2021 to $481 million, containing around 21% of Expedia's all-out income across all portions. The
portion posted changed EBITDA of $97 million, a critical improvement from the changed misfortune
before interest, expenses, devaluation, and amortization of $52 million in the year-prior quarter. It
exemplified over 16% of absolute changed EBITDA across all portions.

Third Party Revenue

Trivago, a division of Expedia, is best known for its hotel metasearch (also known as search
aggregator) destinations. The component essentially sends recommendations from those regions to
online travel associations and travel expert centres to generate advancement pay. In Q4 FY 2021, the
part's compensation increased by 160.5% YOY to $99 million, representing around 4% of Expedia's
total compensation for the three components. The piece posted changed EBITDA of $20 million, a
basic circle back from the changed hardship before interest, costs, weakening, and amortization of $4
million point by point in the year-earlier quarter. The trivago segment addressed over 3% of complete
changed EBITDA across all parts.

MISSION OF EXPEDIA GROUP

Expedia's statement of intention is "To get the world inside reach. “The statement of purpose
summarizes every one of the exercises of the organization that separates it from the rest in the game.
The accuracy took on in this proclamation is proof that the need of the organization is what the
advantages clients draw from every one of its tasks - partaking in a world inside their range. From this
statement of purpose, a few components that impact the business' administration can be removed.
They include:

 Improvement of life - The top mission of Expedia is to make a framework that facilitates
the portability and openness of the whole globe to its client base. The assurance the
organization has displayed towards this plan is reflected in its constant quest for creative
travel thoughts. For example, it invites moderate, and advancement arranged thoughts, and
these have seen the organization take outstanding steps towards this objective.

 Surpassing assumptions - Expedia is an organization that has demonstrated it doesn't

make do with typical. Its various acknowledgments framed in the "Grants and Accolades"
offers a bit of the lengths the organization has gone to offer the best administrations in the
movement area. Giving clients more than they can hope for is a showcasing system that
supports the engaging quality and acknowledgment of an organization, and Expedia has
effectively figured out how to use it.

 Helping comfort - Obviously by making the world accessible to its clients, they further
develops their movement accommodation. For example, Expedia suggests that comfort for its
clients is vital in different ways including a coordinated web framework that makes
recognizable proof of movement objections shockingly simple. Truth be told, this concurs

23
 with the contemporary interest for accommodation by clients while making their movement
arrangements across the globe.

 Alluring and reasonableness - Cost is clearly first spot on the list of boundaries that make
it hard for the vast majority to travel. Expedia perceives this, and as a component of its idea of
accomplishing its central goal, factors in the requirement at reasonable costs. It offers a stage
that advances decency as depicted in its strategies and practices segment.

VISION OF EXPEDIA GROUP AFTER COVID-19

At the core of the rebrand is an invigorating of Expedia's foundation experience across its honour-
winning portable application and in excess of 70 sites. The new home screens mirror an unmistakable
and basic format, with item includes that will enable voyagers to flawlessly construct total excursion
that suits their requirements and interests, uniting numerous outing components. Alongside the
capacity to buy flights, dwellings, vehicles, exercises, and favouring a solitary stage, Expedia presents
a progression of updates adjusted to its image vision of being a definitive partner in crime:

1. Everything in one spot:

Another schedule experience presently permits voyagers to see every one of the subtleties of their
excursion in one spot, be it on the portable application or web, saving time and making future travel
arranging helpful for the people who perceive the worth in booking all their movement components
on a solitary stage. Accessible now on the Expedia portable application, voyagers can take up where
they left out with a 'continue to design' highlight that plays back late hunts as well as ongoing
appointments to assist explorers with building a total excursion. Expedia will before long be sending
off another bundle offering that will give 'pre-packaged items' (flights + convenience + exercises)
with forthright complete estimating, diminishing the pressure of filtering through many choices while
yet considering simple customization, for example, adding or eliminating travel parts.

2. Support beginning to end:

Today denotes the start of another excursion for the development of the protection presented at
Expedia, which will develop throughout the next few months with a dream to open an industry-
driving client experience. Throughout the span of the year, Expedia will work on the insurance
experience including making an interpretation of the contract phrasing into simple to-process content,
working on the method involved with submitting claims through clear strides on reports expected as
well as the status and subsequent stages once a case is submitted. It likewise implies improving
inclusion, adding more extensive usefulness, and conveying esteem progressively by observing the
occasions of a client's outing process for guaranteed qualification. Expedia will likewise keep on
putting resources into its virtual specialist stage. Through the single tick drop' capability, explorers
can drop their whole outing or ask the virtual specialist inquiries about their schedule, including
seeing the wellbeing and cleanliness data for a specific inn for quick goal and no stand-by times. To
help voyagers find and experience a greater amount of the objective, explorers can now see the
famous exercises close to their convenience on the convenience subtleties page. The exercises will be
accessible post-booking and in-outing to assist travelers with effectively recognizing ways of keeping
on amplifying their excursion.

3. Capitalizing on each excursion:

Today Expedia reports that its Expedia Rewards program will be improved on by converging with the
current record arrangement process, permitting 25 million explorers who were not currently signed up
for Expedia's unwaveringness program to begin procuring focuses on movement encounters the
following time they sign in. Expedia will acquaint extra advantages with the Expedia Rewards
reliability program throughout the span of the year making it simpler for voyagers to comprehend how
they can procure and utilize focuses while giving a more extravagant program offering. With an end
goal to assist explorers with finding the right flight and charge type to convey the best travel

24
experience that suits their necessities, Expedia as of late left on another flight shopping experience to
furnish voyagers with an unmistakable perspective on their flight choices so they can pursue informed
decisions. Whether it's knowing whether a lightweight suitcase is permitted, or seat choice is
accessible, these little subtleties mean a lot to explorers and an unmistakable chance for Expedia to
assist clients with finding the best flight insight. Expedia as of late sent off the capacity to shop by
housing conveniences a first for the movement business. Beforehand, a significant number of the
highlights remembered for each room rate were packaged, for example, stopping or free breakfast,
making it challenging for voyagers to look at and completely comprehend what they were getting in
their booking. Explorers can now shop with certainty as Expedia expressly calls out the distinction in
valuing conveniences to remove the mystery from what's remembered for a showed rate.

Rethinking TRAVEL (ADDITIVE VISION)

Close by stage improvements, Expedia will uncover its new worldwide imagination across numerous
touchpoints upheld by the brand's biggest showcasing spend in over five years. Utilizing a solitary
imaginative stage and a new slogan "It is important who you travel with" voyagers will see the
possibility of Expedia as a definitive partner in crime and follow through in special ways across
different channels, making a strong message that will resound as individuals begin voyaging in the
future. Another methodology for 2021, the U.S. movie imaginative will highlight American
entertainer, author, chief, and maker, Rashida Jones, and the U.K. furthermore, European spots will
highlight English entertainer Naomie Harris. Both will act as ideal portrayals of Expedia's new image
credits - natural, travel-shrewd, and positive. Utilizing engaging and enabling people like Jones and
Harris, the worldwide innovative puts friendship at the centre of its story. Through the imaginative
splendid prearranging and melody composing, Jones and Harris will draw in with explorers to convey
motivation and backing in a playful and elevating way. The outcome is a song of praise spot that
features the significance of being an enabling partner in crime for all. "Our new image situating
goes about as a guarantee to the voyager who needs to be locked in by potential outcomes, yet
presently like never before necessities to feel upheld all through their excursion. We realize that
individuals need to return to travel, we believe they should feel sure about the movement
experience they can have with Expedia." finishes Singh.

SWOT ANALYSIS

STRENGTHS -

 Circulation and Reach - Expedia maintains numerous offices across practically every
state, and a robust distributed network ensures that many clients may swiftly and easily access
its products.

 Cost Structure - Due to Expedia's low pricing structure, its products are economical for its
clients because it can make them for less money and sell them for little money.

 Vendor Group - Expedia has solid points with its vendors because they provide them with
resources and attention for developing the company's goods and planning.

 Monetary Position - Expedia has strengths in situations when benefits follow one another
in the next five years as well as benefit savings that can be used to pay for potential capital
expenditures.

 Gain on Investment Disbursement - Expedia has essentially been prepared to make

money from the capital expenditures it has made on various endeavours in the past.

25
  The computerization of various manufacturing stages has reduced costs and
permitted for more economical use of resources. It also considers the constancy
of the nature of its products and delivers the capability to expand and lessen
production in agreement with demand.

 Talented Labour force - Expedia has invested a lot in employee training, which has
allowed it to employ many talented and advanced representatives.

 Move in new business sectors - Expedia's creative groups have allowed it to formulate
new items and enter new business sectors. In the earlier period, it has been effective; most of
the efforts have brought in new business sectors.

WEAKNESS -

 New work - Even while Expedia is paying more than the typical amount on this type
of work, it is far less than a few competitors who have reaped significant benefits
from their innovative products.

 High Day Sales Inventory - The time it takes to buy and sell items is lengthier than
is typical for the industry, indicating that Expedia builds up on stock and incurs
unnecessary costs for the company.

 Rent out Property - Expedia asserts that a significant portion of the property is leased
rather than purchased. Its costs are increased by the numerous lease payments it must make
on these.

 Modest existing fraction - The organization's ongoing proportion, which demonstrates its
ability to satisfy its short-term financial responsibilities, is below market average. This might
signal that the company will now face cash problems.

 Revenue concerns - At Expedia, there is a lack of proper financial preparation with regard
to incomes, which causes certain situations when there isn't enough cash as anticipated,
leading to unnecessary impulsive getting.

 Settlement - Expedia's ongoing development and culture are to blame for the failure of
several consolidations that were aimed at vertical incorporation.

 Enlargement of the workforce - Most of the employees at Expedia are local specialists,
with only a small percentage of workers from different racial backgrounds. The lack of
expansion makes it difficult for employees of different racial foundations to adapt at work,
which results in a loss of ability.

 Numerical scanning - Expedia hasn't conducted statistical surveys of its target market in
more than two years. Therefore, it is making decisions based on information that is two years
old, even if customer needs may have changed over time.

OPPORTUNITIES -

 Network - Everywhere, there has been an increase in the number of web users. This suggests
that Expedia has a possibility to increase its online presence by interacting with customers
online.

26
  Grid-centred business - Deals have evolved and grown in popularity recently among
internet businesses. This means that a lot of individuals are purchasing online right now.
Expedia can make money by starting online businesses and conducting business through
them.

 Virtual Entertainment: There has been an growth in the number of online entertainment
clients around the world.

 Innovative turns of events - Innovation has a variety of benefits across many industries.
Robotization of tasks can reduce costs. Invention enables better client information to be
acquired and improves advertising efforts. Following the slump, there has been an increase in
both consumer expenditure and normal family pay. Expedia's target market will expand as a
result, and new customers will be attracted to the company.

 Populace - The population has been growing and is anticipated to grow faster in the next
years. Expedia will benefit from a rise in the number of prospective customers it can reach as
a result of this.

 Expansion - The expansion rate has been modest and is anticipated to remain modest over
the next two years. Expedia has a chance because its cost for information sources will remain
low for the next two years.

 Credit cost - Expedia now could proceed with extension projects that are funded with
credits at a more affordable loan cost thanks to lower financing costs than in previous years.

 Green government drive - This opens the door for Expedia to offer its products for hire to
administrative and state government employees.

 Shipping Industry - The auto industry has been booming for a few years and shows
potential for future growth. Since the cost of transportation has decreased, Expedia will save
money overall as a result of this.

THREATS -

 Innovative improvements by contenders - New technological developments made by a

few rivals in the industry pose a risk to Expedia since customers drawn to this innovation may
switch to rivals, reducing Expedia's overall share of the market.

 Providers - With fewer providers available, the providers' negotiating power has increased
over time. This suggests that Expedia may see an increase in the cost of information sources.

 New contestants - Different firms have entered the market and are buying up current
companies' shares of the pie to take a piece of the entire industry. This puts Expedia in danger
of losing customers to these new rivals.

 Expanding contest - The level of competition within the industry has increased as costs
have decreased. Expedia might experience reduced income if it adjusts to the value changes,
or it might lose out on a piece of the pie if it doesn't.

 Swapping scale - The conversion standard is still evolving, which has an impact on a
company like Expedia that offers discounts globally while its suppliers are close by.

27
  Political weaknesses of the country become a barrier in business, preventing implementation
on occasion and forcing the business to incur unnecessary costs.

 Expedia's information costs have increased due to the rise in fuel prices. Additionally, these
expenditures have increased as other companies that donate to this charity have seen rising
fuel prices, which has led to higher prices.

 Expedia is at risk from competitors' increased advancements. Clients are

bombarded with various messages on most media, which is messier than it has ever
been. As a result, Expedia's personalised messages are less effective.

 The labour force needs to be ready for consistent mechanical advancements in the
same way, since failing to keep up with them could cost Expedia customers.

SEGMENTATION
Customers in the personal services sector fluctuate in terms of their wants, requirements, and demands
as well as in terms of their resources, locations, access to innovation, social differences, purchasing
philosophies, and final use of the goods and services. The procedure by which Expedia elects to split
the whole market into more specialised groups and parts that have appropriate credit, purchasing
behaviour, financial foundation, and so forth. This was completed to engage the group of customers in
a more genuine and beneficial manner.

Illustration of Different Types of Segmentation

The absolute most well-known methods of shopper and market division are -

Geographic Segmentation
The general market is geographically divided into states, postal districts, countries, continents,
switching blocks, metropolitan areas, and neighbourhoods. Because the target market has various
cultural norms, tastes, and legal systems, geographic segmentation is particularly beneficial to
Expedia in the international business sectors. Additionally, geographic separation makes sense if the
cost of transportation is an essential expense in the incentive conveyance since the expenses involved
with serving customers in various locations would be completely varied.

Segment Segmentation - Example of Demographic Segmentation

The segmentation of the mass market creates more manageable segments and groups according to
factors such as orientation, wage, occupation, age, life cycle stage, identity, religion, and age.
Expedia's findings offer an unequalled benefit recommendation, so it should separate its clientele
based on the life cycle stage and impending client's pay. One of the segmentation structures that is
most frequently employed by different advertisers in the United States is PRIZM. To assist advertisers
in differentiating, comprehending, and locating their target audiences and possibilities, the geo-
segment division framework known as PRIZM® integrates geographic data with a variety of segment,
buyer behaviour, and other information. PRIZM, which collects data by postal district, divides each
U.S. family into 66 different demographic and behavioural components.

Psychographic Segmentation - Example of Psychographic Segmentation

In the showcase scene, psychographic traits are categorised into interests, activities, and assessments
that reflect a particular lifestyle. By taking into account things like personality qualities, buying
habits, usage evaluation, friendly issue evaluation, relaxing techniques, leisure activities, and a wide
range of other factors, Expedia can employ psychographic segmentation to divide the potential clients
into different groups. Psychographic divides are effective because individuals within comparable

28
demographic categories may differ in their psychographic traits depending on their individual
experiences and upbringing.

Conduct Segmentation/Use base division - Example of Behavioural Segmentation/Use

base division
According to their mentalities, knowledge of the item, uses of the item, and various responses to the
item, customers are divided into groups by the conduct division. Conduct elements are a good place to
start when creating customer segments, according to several marketing professionals. For instance, the
Freemium model is unquestionably a more effective means of segmentation than the geographic,
segment, or psychographic approaches. The behaviour division can help the team focus on important
details and give the customers extras they are sure to use. Constant commitment leads higher
consumer loyalty rates and high net advertiser score.

TARGETING
After identifying evidence of various client demographics within the commercial district, Expedia
must concentrate on a certain market. Ten fundamental aspects affect the target market's choice.

 Monetary assets to focus on a particular portion - Does the union has showcasing
capacities, operational abilities, and monetary assets to focus on a particular section of
purchasers?

 Administrative and other section obstructions - Are there any administrative and
mechanical boundaries that Expedia will oppose assuming it chooses to enter the market?

 Item Life Cycle stage - It is extraordinarily applicable in the worldwide situation where the
item life cycle is at various stages in view of social, financial, administrative, and political
reasons.

 Contest in the objective section - What is the degree of discord in the objective fragment?
On the off chance that the opposition is wild, there is less possibility of workable edges in the
long haul.

 Association's main goal, vision, and customer section fit - Is the focusing on reliable
with the vision, mission, ethos, values, and key attack of Expedia?

 Section underlying allure - Presence of a centre foundation to advertise successfully to the

objective market.

 The monetary return capability of the objective market - Expedia needs to infer
whether the portion it is wanting to target can be monetarily worthwhile.

 Presence of fitting associates to showcase effectively to the objective market - Is

there an acceptable framework accessible to focus on a specific client portion? For instance,
everybody realizes that there is a climate cognizant fragment in the car industry that can
follow through on premium costs for electric vehicles, yet none of the substantial auto players
are effectively ready to focus on that portion since there was no partner's biological system.
Tesla became effective by building that environment.

POSITIONING
Brand situating and presenting to situate are basic to commercial centre consequences in the present
ruthless commercial centre. Expedia requirements to situate its item so that it makes a - unmistakable
picture and gives a particular character/reference point of the item and administration in the client's

29
brain. Brand situating and item partition have become increasingly basic due to the driving down of
creation costs in the Personal Services industry and the urgent access to customers utilizing web-
based business and other internet retailing procedures

Factors deciding the Positioning decisions of Expedia are -

Customer environment - If the situating of the item isn't predictable with the shopper's biological
system, then buyers will not acknowledge the item or administration.

Corporate picture of Expedia - Positioning of new items ought to be predictable with the brand
picture and centre ability of Expedia. As Expedia is the - best incentive for cash - players in the
Personal Services industry, it ought to situate its item somewhat higher than the market costs.

Vital attack of Expedia - As Expedia as of now has various items and administrations, the new
items and administrations need to compress into the important attack of the all-around prevalent worth
chain conveyance model.

Capacity to shield separation and situating - Can Expedia safeguards the separation it tries to
project? On the off chance that Expedia can't protect the new item/administration situating then
battling off aggressive dangers from new entrants will be left.

Contest capacity to mirror and reproduce - If the contenders can recreate/impersonate the
items and administrations effectively then Expedia will have areas of strength for confront to guard
it's promoting situating.

Pertinence of situating to the clients - Is the situating applicable to the clients? For instance,
Blackberry attempted to situate itself as a supplier of very good quality corporate security. Most
customers didn't become involved with that situation because most were not involving their
telephones for corporate purposes.

Current item portfolio - Expedia needs to evaluate whether the new item is filling an empty hole
in the item blend or making another product offering.

Promoting assets with the firm - Does the firm have sufficient advertising abilities and monetary
assets to situate the item in the ideal fragment?

Edges in the Persona Services industry - If the situating methodology is focused on a fragment
that can't convey wanted monetary returns in a lengthy run, then Expedia ought to try not to situate
the items for highlights.

Advertising Resources with contenders - If Expedia contenders have tremendous monetary

assets to send for promotion, then Expedia will confront fierce opposition.

Consumer Demographics
Consumer arrangement can reveal a site's current market share across several audiences. Expedia’s
audience is 49.83% male and 50.17% female. The largest age group of visitors are 25 - 34-year-olds.

30
 AGE DISTRIBUTION

15.97% 25.08% 20.35% 16.46% 12.84% 9.30%

18-24 25-34 35-44 45-54 55-64 65+

Consumer Interests
Consumer interests show key details on the browsing interests of Expedia’s sightseers. Its audience is
interested in Travel and Tourism > Other Travel and Tourism & travel.

TOP TOP
CATEGORI TOPICS
ES
Accommodatio
n
Other Travel
And tourism
TRAVEL NEWS

UNIVERSITI
ES AND
COLLEGES
Banking
Credit and ONLIN
Lending SHOPPING E

NEWS AND
MEDIA
HEALT
PUBLISHERS
H

31
MARKET RESEARCH & AND CAPTURING APPROACH –

The pandemic has provided travel marketers with an opportunity to reconsider how they may interact
with travellers to aid in the process of recovery because most of the world has put their vacation plans
on hold. Data is frequently the best predictor of when and how to engage with travellers, especially
given the continually changing nature of the global travel business. Expedia Group Media Solutions
and NorthStar Research Partners recently performed research with 11,000 travellers in 11 countries to
get a global perspective on how the pandemic has affected travel perceptions, purchasing patterns, and
effects. The results give firms in the travel industry insight into what they can do to reassure and
engage customers as they start looking, planning, and booking again.

OFFER REASSURING MESSAGING

Around the world, voyagers are in several stages of mobility status; they are ready to travel, plan an
excursion, or investigate and sate their appetite for new experiences until everything looks promising.
According to a study by Media Solutions, 50% of travellers feel optimistic about taking a trip in the
coming year, ranging from acceptable to energising. The other half appears to need consolation more
since they are more unsure and worried.

CONVEY SPECIFICS ABOUT HEALTH, HYGIENE, AND FLEXIBILITY

Voyagers are staying away from specific methods of transportation and certain facilities
fundamentally considering vulnerability around wellbeing and cleanliness measures, and
apprehension about the unexplored world. Informing about wellbeing and cleanliness conventions
appears to be genuinely direct, yet how might travel promoters alleviate dread of the unexplored
world? As per the exploration, a compelling and broadly accessible immunization would assist 57%
of relaxation voyagers with feeling more open to going in the following year. Until that is a reality,
consoling voyagers is staggeringly significant, as eight out of 10 intend to go with convenience
choices in view of pandemic estimates set up - like diminished limit, cleanliness conventions, the
utilization of covers, and contactless registration and room administration.

Utilize ENGAGING IMAGERY AND TARGETED MESSAGING

Compared to before the epidemic, more travellers are using OTAs to obtain information. Explorers
are actively looking for this information at all stages of the movement endeavour, from planning and
inspiration to booking and on-trip, as they need assurances that convenience and transportation
providers, as well as objections, are adhering to and maintaining pandemic conventions. With a shift
in needs and preferences following the impact of Covid-19, Media Solutions' investigation revealed
that travellers used a variety of web-based resources to plan and book their excursions. They also
noticed that travellers are turning significantly more to online resources that offer data and decisions,
such as objective websites and online travel services.

Keep in mind: TRAVELERS WANT TO REJUVENATE AND REFRESH

The examination likewise showed that of the people who went on an outing in 2020, eight out of 10
went for revival - for an adjustment of landscape or climate, to see loved ones, or to praise an
occasion. Looking forward to the following a year and then some, the longing to revive and invigorate
is probably going to proceed. "Objections and head out providers can speak to explorers with pictures
and informing that feature rest and unwinding, for example, open air yoga classes, close by climbing

32
trails or nature jam, and outside eateries. In addition, as regions of the planet change to colder climate,
warm climate objections are strategically set up to draw in voyagers or motivate future travel."

Keep up with OPTIMISM

During the pandemic and extraordinary industry challenges, travel hasn't halted - yet it has changed,
and Nair anticipates that a significant number of these progressions should long-endure. Media
Solutions' examination showed that one of every two explorers have a hopeful outlook on going on an
outing in the following a year. "As an industry, we should zero in on keeping up with that voyager
positive thinking and adapt to the situation of consoling the other half," Nair said. "We have twenty
years of involvement associating accomplices with voyagers through marked media, and over the
course of the past ten years we have helped urban communities, states, districts, and nations revive the
travel industry following seasons of difficulty.

COMPETITOR ANALYSIS

REVENUE
MARKET INCOME
S
COMPANY CAP (in
(in EMPLOYEES
NAME (in millions millions
millions
of $) of $)
of $)
Expedia Group
EXPE 16,059.31 10,671.00 465.00 19,100
Inc.

Booking
Holdings Inc.
BKNG 74,739 14,646.00 1,544.00 25,400

Liberty
TripAdvisor LTRPA 89 1,223.00 120.00 2,691
Holdings Inc.

Sabre
Corporation SABR 2,319 2,184.17 -559.54 9,000

Trivago N v TRVG 525 404.84 11.99 0

TripAdvisor Inc. TRIP 3,393 1,223.00 -31.00 3,228

SUBTOTAL 97,123.30 30,352.01 1,550.45 59,419

Competitive Analysis
Expedia competes with all established and developing companies in the online complete excursion
industry. The company's main opponent is the Priceline institution. Like Expedia, Priceline advertises
travel services via specialised suppliers and partners. When it comes to renting a car, booking flights,
hotels, and other services, Expedia.com and Priceline.com are in direct competition. KAYAK and

33
Trivago compete to find the greatest hotel discounts. When it comes to renting a car, booking flights,
hotels, and other services, Expedia.com and Priceline.com are in direct competition. Even though the
two businesses provide similar services, Expedia has an edge over Priceline because of HomeAway
and Expedia Neighbourhood Expert, which let users look for sporting events and other activities in
different places all over the world. Expedia also faces up against companies like Google and Airbnb.

Area Outlook
Year-to-date, the buyer discretionary region is outwitting the S&P 500, understanding a 6.0% climb in
cost versus 4.4% for the S&P 500. Lately, the client discretionary space has experienced critical
aggravation. The purchasing affinities for twenty-to thirty-year-olds has moved advancement inside
the area away from mall traffic and retail locations to convenient and web shopping. This aggravation
is also exacerbated by the rising number of tech new organizations that can sabotage the esteeming of
challenge while every now and again working without benefit. In this way, monetary benefactors
really ought to look through out client discretionary associations with strong brands that are
ceaselessly searching for progression. Without strong brands and improvement, purchaser
discretionary associations will end up keeping above water in an environment tortured by growing
expense straightforwardness and easier substitution that has come about considering the change to the
web business environment. Fortunately, Expedia's prominent game plan of brands upholds its ability
to overpower in its market.

A Note Regarding the trivago Spinoff

It is crucial for observe that the trivago IPO is one of a kind corresponding to the as of late completed
TripAdvisor spin-off. Expedia didn't surrender any of its segments of trivago during the IPO cycle.
Regardless, this was not using all means the main avocation behind the side undertaking.
Right when Expedia obtained trivago in 2012, the two associations assented to add put and call
decision honours to the arrangement. This inferred that trivago saved the honour to offer their extra
proposals to Expedia at a reasonable expense and Expedia held the choice to purchase the extra
parcels of trivago at a reasonable expense assuming the decision was pursued before the decision slip
by date. The chief pass date for the arrangements came in December 2015, be that as it may, since the
two associations agreed to consider the credibility of an IPO the deadline was widened essentially. At
long last, similar to the TripAdvisor side venture, Expedia's CEO made enunciations about the trade's
capacity to open secret motivation for the two associations.

34
TRIPADVISOR BUSINESS MODEL

EXPEDIA BUSINESS MODEL

BOOKING.COM BUSINESS MODEL

35
MakeMyTrip
INTRODUCTION
MakeMyTrip launched the online travel industry in India. The company originally entered
the US market in 2000 to meet the need of the Indian community living abroad for travel
from the US to India. It started operating in India in September 2005, giving residents of that
country access to online flight reservations. The number of air tickets purchased online
increased from 1.50 million in 2012 to 1.70 million in 2013, while the number of train tickets
purchased online increased by 17% year over year. It was started by IIM-Ahmedabad
alumnus Deep Kalra. The corporate office is located in Gurugram, Haryana. The slogan of

36
MMT, "Dil Toh Roaming Hai," emphasises on the innermost desires of the heart, a small
voice that inspires a person to begin pursuing their travel goals and living life to the fullest.
MMT promises to give a leisure travel experience unlike any other with a wide range of
options.
The two biggest travel booking websites in India, MakeMyTrip and Ibibo Group, merged in
2016. Since then, the company has evolved into a one-stop shop for all travellers in India and
is comprised of a number of well-known travel brands. The majority of the Indian internet
travel market has been captured by MMT. MMT dominates the e-travel market with a 42%
share. This demonstrates how MMT is widely used in the online travel sector. Yatra,
ClearTrip, Travel Triangle, and Bookings.com are the primary rivals of MMT.

HISTORY

The founder had the concept when considering the Internet's seemingly unlimited potential
during the period between 1995 and 2000, which witnessed significant advancements in
technology. The idea first came to him as he was planning a vacation to Thailand, and it
eventually led to the creation of MakeMyTrip. They had received their initial funding in the
amount of $10 million in the year 2005, followed by funding in the amounts of $13 million in
the next year (2006) and $15 million in the year after that. In 2016, MakeMyTrip announced
a 180 million dollar initial public offering, yet since 2017 the company has not raised any
money.

MISSION & VISION

At GO-MMT, our vision is to make travel simple and fun for all, and our core values guide us
in making this possible. These core values can be seen in the projects that we undertake, and
the way in which we solve problems for our customers. They are a representation of OUR
BEING & OUR DOING. Each member of the GO-MMT family is guided by them, each and
every day.

VALUES

 Being Curious
 Being Creative
 Being Caring
 Customer Focus
 Commitment to Results
 Continuous Improvement

BUSINESS MODEL

In a broader sense, a business model is a planning followed by every firm to decide how to
earn money for their firm. This involves determining the products & services to be offered,
the target market, and forecasting costs or expenditure. In general, a business model explains

37
how a company generates revenue. It explains how a firm can make money by providing its
customers the most advantage at a certain price.

The following are the key components of any business model:

MakeMyTrip has a Business to consumer business model, enabling customers to quickly

purchase tickets on-line and benefit from the firm’s wide range of products & services with a
simple mouse click. To help its customers save a tonne of time while planning their holidays,
they also offer a selection of vacation packages. To broaden its corporate travel options,
MakeMyTrip created the “MyBiz” business model in the B2C model. Businesses can control
their employees' travel and lodging choices by utilising “MyBiz” features including a single
dashboard systems, centralised payment processing through “MyBiz” wallet, and quick
refund capability to “MyBiz” wallet on booking cancellations, among others.
.

 VALUE PROPOSITIONS

38
MakeMyTrip's core values propositions is the finest offers which it provides consumers at
their convenience. It offers its consumers effective, dependable services while utilising the
most current and cutting-edge techniques in its operations. In addition to providing cheap
airfare, it believes in providing excellent customer experiences. Utilizing the company's
MakeMyTrip.com website, that has advantage of listing various services or options at once,
allows customers to save time. MakeMyTrip gives its consumers fairly broad options,
including the ability to modify and cancel reservations. Money can be returned to consumers
who are using e-transaction services by automatic transfer into same account. MakeMyTrip
offers a wide number of value-added services on top to the aforementioned, including
enticing discounts & specials on different bookings. MakeMyTrip sets itself apart from other
travel websites by providing support to its customers. Additionally, upscale hotels were
offered special discounted prices. In order to manage travellers in destinations in a
professional manner, the brand also provides partnerships with particular tour operators.

 CUSTOMER SEGMENTS
MakeMyTrip's consumer group includes customers of all ages, but web users and youngsters
stand out. SMEs (Small & Medium Enterprises) in particular are corporate clients who are
part of their corporate travel industry.

 KEY PARTNERS
Significant partners of MakeMyTrip include a range of investors who have on occasion
supported the business. Ctrip, Helion Venture Capital firm, SAIF Partners, Tiger Fund, and
Sierra Ventures are a few of these businesses. These businesses periodically invest in the
industry.

 KEY RESOURCES
MakeMyTrip's human resources and other organisational resources are the main factors of
company expansion and success.
 HUMAN RESOURCES
Human resources, or the people who make up the brand, are its sustainable competitive
advantage. The company's personnel is self-sufficient and independent. The team consists of
young techies with similar beliefs who are skilled in management and technology. The
company's patented technology, which has the functionality of a strong search engine, is
another important resource. It offers deals based on the best comparison because it is a user-
friendly platform technology. The major factor in MakeMyTrip's success is the utilisation of
mobile technologies for sales and support.
 KEY ACTIVITIES
MakeMyTrip's major services include booking of airline, bus, and rail tickets as well as
hotels, vacation packages, car rentals, and more. The company also provides access to other
travel-related services provided by freelancers, such as visa processing and travel insurance.
Users of MakeMyTrip can reserve hotel rooms, rental cars, vacation packages, bus tickets,

39
and airline tickets. Users can also access additional travel-related services offered by
independent vendors through MakeMyTrip, such as visa processing and travel insurance.
 CHANNELS
Websites are among MakeMyTrip's various channels via which customers can browse,
reserve, organise, and purchase a wide range of travel-related goods and
services.MakeMyTrip.com, easytobook.com, hoteltravel.com, and others are among these
websites. Other channels include technologically focused distribution channels like travel
agencies, contact centres, retail travel outlets, and mobile service platforms.
 CUSTOMER RELATIONSHIP
MakeMyTrip majorly focuses on building consumer relationships because their services are
more consumer-centric. It responds to complaints from consumers directly rather than
referring them to other agents. The organisation consistently improves its customer support
services by utilising the most current and cutting-edge technologies. For better service to
customers and their convenience, the company has created three consumer service channels,
along with a call centres, chatbot, and a builtin self help facilities. Customers can easily get in
touch with the business using these methods if they have any questions. The virtual assistants
used by MakeMyTrip, “Myra and Gia”, are intelligent creations that speak natural language.
These have the capacity to learn by themselves to accommodate the special requirements of
commercial clients. More than 80% of customer enquiries are handled by these chatbots, with
the remaining 20% getting addressed by offline human employees. The firm's call centre
customer service is created using an exclusive CRM platform called “MyDesk”. It allows
seamless integration of dashboard and analytics tools with voice and chat channels. This
offers agents additional authority by taking them with the tools and informations they require
to adequately address client problems.

 REVENUE GENERATION
MakeMyTrip's Air ticketing section generates revenue by selling consumers domestic and
international airline tickets online By providing travel packages and hotel bookings via an
online platform, the resort and vacation package industry increases revenue. Additional
revenue-generating categories include the sale of bus and rail tickets, commissions from
online advertisements, and access to a travel insurance company's website. Hotel and
vacation packages are within the non-flight category, which has higher profit margins than
the sale of airline tickets and represents the majority of revenue for the brand at 54% of total
revenue. With a share of the market of 24% in the domestic aircraft ticketing market,
MakeMyTrip has positioned itself as the industry leader. The firm estimates that the aviation
sector generates 35% of total revenue and the bus transportation sector 10%. The consumer
has also introduced an intra-city cab service in a few cities. Because of its collaboration with
IRCTC, it generates revenue through providing rail tickets. To increase the variety of
activities that generate money, company brand has also included weekend getaways and other
activities. 60% of the money spent on plane tickets is for domestic travel. Similar to how
domestic travel generates 85% to 90% of the revenue for the lodging sector.

40
SWOT ANALYSIS

In order to strengthen its position in the market, MakeMyTrip could conduct a SWOT
analysis to concentrate on improving its advantages and opportunities while resolving its
disadvantages and threats.

STRENGTHS

• Market segmentation and implementation techniques that are strategic.

• Diversified market segments: a guarantee of independence from any one

market.

• A mix of directorship abilities. The directors, who have vast experience in

both business and product knowledge, seek to collaboratively establish
business strategy and long-term strategies.

• Establishing and maintaining a solid financial base.

• A marketing campaign that’s aggressive and targeted and has specific goals
and plans.

WEAKNESS

• Poor reputation as compared to our rivals.

• The adoption of new operational processes and people who

have never worked together before present a challenge for
the company.

• A small financial base in comparison to the big industry

players.

• The absence of obvious channels of distribution.

• Internet establishment will present technological difficulties.

OPPORTUNITIES

• Particular niche: We will create unique, personalised package for our clients.

• The younger generations of people and families values attractive packaging far more
(image conscious).

• Internet marketing and sales, which are still relatively new.

THREATS

41
Through rivalry, the market's current rise could lead to market saturation.
There are numerous potential sources for this competition, including:

• Long-standing mass-market businesses.

• Brand-new marketing techniques used by well-known goods and businesses.

• Prevalent opposition.
Other new businesses created by robust national economic growth

STP ANALYSIS

SEGMENTATING
The corporate and working classes, who value high-quality travel services, will be the target
audience for Travel Solutions. The middle class will include both administrative staff who
value high-quality service and the miners who make up a sizable component of the market.
The corporate or management section will consist of managers who, despite being conscious
of their reputation and image, wish to ditch their ties and jackets at work or on the weekends
to go on adventures and enjoy life. Rural residents are the most important segment of our
potential customer base because they frequently congregate after work to socialise and keep
each other informed of local events.
These are target clients who desire affordable religious tours as well as fun activities.

TARGETING
Tourists who carry out their business online. Their initial target market was the travel market
between India and the US. To reach the heights of prominence in that profession, it took five
years. In terms of online travel sales, Make My Trip was able to capture around 50% of the
market. Most of Make My Trip's business is conducted online, but in 2008 the company
made the decision to establish offline retail locations in India. About 20 Make My Trip
offline locations are actively operating.

POSITIONING
Positioned as a reliable travel advisor and internet booking platform. It provides information
on flights. It also includes making hotel reservations, purchasing vacation packages, renting a
car, etc. The company also provides access to other travel-related services provided by
independent contractors, such as visa processing and insurance. MakeMyTrip customers can
also take use of additional travel-related services offered by independent vendors, ex: visa
applications and insurance.

CONSUMER ANALYSIS
MakeMyTrip claims that their live-to-date customer base increased by 25% to 44 million, and
it credits its loyalty programmes for the expansion. Currently, there are 124,000 MakeMyTrip
Double Black members, 1.1 million MMT Black members, and 2.2 million Gold Rewards
members.

CONSUMER DEMOGRAPHICS

42
Consumer compositions can reveal a site's current market share across various audiences.
MakeMyTrip audience is 62.95% male and 37.05% female. The maximum age group of
visitors are 25 - 34 year olds.

COMPETITOR ANALYSIS
Through its own value system for clients and competitive advantage, MakeMyTrip has set
itself apart from its rivals.
Major competitors are:-
 Yatra
 ClearTrip

43
As we can see from the above figure that the market share of MakeMyTrip is maximum that
is 48% in Indian market. The major competitor of MakeMyTrip is Yatra that has 24% of
market share. They both provide similar services but the competitive advantage that
MakeMyTrip have because of that it has captured the market. Lets see what the competitive
advantage that MakeMyTrip has:-

COMPETITIVE ADVANTAGES OF MAKE MY TRIP

 The business has a distinct advantage over its rivals in that it extends above and
beyond consumer expectations with its customer services and gives them a lasting
experience. A fantastic tool for giving the team of customer care executives honest
feedback is the company's customer testimonial. While other travel agencies place
more emphasis on offering straightforward booking services, MakeMyTrip places
more emphasis on giving its clients other worthwhile experiences that gives the
company a competitive edge.
 Other competitive advantage that is utilised in their goods and services is the brand's
technology. It makes ongoing system and process improvements to improve client
experience. MakeMyTrip can get an advantages over rivals in the internet travel
business thanks to technical developments.
 The brand's emphasis on providing an experience for both its consumers and suppliers
is another competitive edge. It prefers to give suppliers the most competitive
atmosphere possible so they may showcase their goods.

CONCLUSION

Travel solutions will attempt to seize the market by providing the best service possible and
aggressive marketing. MakeMyTrip treats its consumers like friends by offering the best and
most affordable packages. MakeMyTrip will expand in other regions of Maharashtra and
eventually throughout the nation. MakeMyTrip will try to improve a model for tourism so
that they can attract the schools clubs and other social groups etc.

44
 COMPANY ANALYSIS- YATRA

Yatra is India's top online travel company, which strives to be "India's Travel Planner" by
offering "best in class" client service. Leisure and corporate travellers may explore, study,
compare rates, and book a variety of services according to their travel needs through the
website www.yatra.com, its mobile applications, and other affiliated platforms.

HISTORY OF YATRA:-

On 1st August 2006, Yatra company was founded by three members, Dhruv Shringi, Sabina
Chopra and Manish Amin. A 16-year old travel company extends an invitation to all
travellers to learn more about its offerings and to utilise the user-friendly features, extensive
travel options, and information provided by the business at that time. The company grew
quickly in India right away and was now setting roots in other countries thanks to certain
strategic acquisitions and investors. Yatra online received a nomination for the esteemed 14th
Annual World Travel Awards in June 2007. India's first online ticket cancellation service was
introduced by Yatra.com in 2010 as the industry's pioneer in online travel. The business
received the "Best Domestic Tour Operator" award from the Ministry of Tourism on May 17,
2010. Blue-chip investors, including Valiant Capital Management, Norwest Venture Partners,
and Intel Capital, contributed $2 billion to the company's fundraising in April 2011. The
company received the CNBC Awaaz Travel Awards for Best Online Travel Agency in
November 2011. With over 40,000 hotels booked by August 2015, the firm led the internet
travel industry. Homestays were added to Yatra.com’s mobile and online apps in 2016.
According to the statistics, Yatra.com was used by 67% of all Indian travellers to buy
vacation packages in November 2016. Yatra and Terrapin 3 Acquisition Crop merged in the
same year, increasing the company's value to $218 million.

BUSINESS AND REVENUE MODEL:-

Hotel reservations and vacation packages are Yatra's two main sources of income. Its B2B
business strategy is strengthened by its acquisitions of other top travel businesses. The

45
business contributes to the employment of a bigger portion of the people through its B2E
model. The company's B2C business strategy is realised through the booking of tickets and
other travel-related services.

RED BUS

History

Red Bus, based in Bangalore, is the country’s largest online bus ticketing network. Red Bus,
founded by Phanindra Sama, Charan Padmaraju, and Sudhakar Pasupunuri in 2006, is a
subsidiary of MakeMyTrip Limited, India’s largest online travel company.

It all started when one of the founders, Mr. Phanindra Sama, wanted the holiday of Diwali in
his birthplace that year. Taking the bus was his only option because he didn’t know his
schedule until the last minute. He searched for a bus ticket, unfortunately they were all out of
stock. by the time he got to the travel agents.

The thought of offering customers the convenience of reserving a bus ticket through the
internet came to him at that point. The goal was to ensure they didn’t have to leave their
comfort zone to book a ticket and to assist them in getting a ticket when they needed it the
most.

46
The concept seemed intriguing. After all, why not? People voted the internet as a media they
couldn’t live without. With new ideas like Shakti and e-Chou pal, PC and internet penetration
were expanding in metropolitan regions and rural India. People also became accustomed to
booking travel tickets through IRCTC and private airline websites. Why not buses, then?

The bus services were dispersed around the country and were mostly backed by traditional
travel agencies. In order for clients to use a centralized system to obtain information about the
number of bus routes available, pricing, availability, seat selections, cancellations, refunds,
and feedback possibilities, there was an urgent need for transparency in the business.

The initial step for Sama and his team was to determine the market prospects for their
enterprise. They chose Karnataka as their first stop. There hasn’t been any research done to
assess this industry. They didn’t have the funds at the time to appoint someone to accomplish
it. As a result, they decided to do it themselves.

It wasn’t easy to persuade bus operators accustomed to working with standard land-based
transportation brokers to change their ways. The premise proved difficult to sell. It took time
and money for everything to come together.

The only requirement red bus had, was to have a small number of people using the website.
Once it happened, the user interface was destined to trigger spoken word. That is precisely
what took place . Those who tried it enjoyed it, so they told their friends, and the dominoes
began to fall into place.

Growth Journey of Red Bus

There have been three major phases of red Bus’s business model.

Red Bus 1.0 was an online bus ticketing start-up that began with a couple of bus operators in
Bengaluru. This phase was all about finding the right product-market fit and attracting
investors, which was accomplished when Goibibo bought the company. 

The 2.0 phase focused on expanding the business to other parts of India and increasing
transaction volume. In the past five years, red Bus expanded its business model to include
markets like India. 

In 2018, Through its Indian affiliate, Goibibo Group, South African media juggernaut
Naspers purchased the business for $135 million (around Rs 790 crore now). Since then, it
has quickly grown to consolidate a near-monopoly in the Indian bus ticketing business. Red
Bus has served over 18 million customers by providing the greatest selection, top-notch
support, most affordable rates, and unmatched advantages.

47
Vision And Mission:

 Vision:

to maintain its market leading position while becoming a recognized brand in the sector. The
future of Red Bus is all about scaling up and making travel easy and enjoyable for everyone.

Mission:

Their mission is focus and making an attempt to meet each customer's needs, establish
a base of devoted customers, then capitalize on that trust by publishing a new volume
of goods.

SWOT Analysis:

Strengths For Red Bus:

Strengths are the unique skills and advantages a company has over other companies in the
market.
 Online Presence: Red Bus began as an internet application. Red Bus currently has a
significant advantage over everyone else because everyone must transition from an
offline to an online presence.
 Employee Benefits During a Pandemic: The red Bus staff members are used to
working in an indoor and online atmosphere because the company has always been an
online platform.

(Red Bus Careers, Source: LinkedIn)

Useful Tip: As you can see that the businesses that adapted digital marketing strategies from
the beginning are now generating profits in 10 digits. Just like red Bus, many offline
businesses are switching online. These businesses are also offering work from home facilities

48
just as red Bus for the ones who are equipped with the knowledge of various digital
marketing skills.
If you want to grab some work from home opportunities then first you must learn from
several digital marketing skills, subject area experts and digital enthusiasts because their
knowledge and expertise will help you to mold into skilled professionals of today &
tomorrow. The knowledge will also help you to book the seat of opportunity you were
wishing to have.     
 Innovative Marketing: red Bus uses very innovative and attractive marketing
strategies, and this has been a trait since the birth of the company. Attractive
marketing attracts a lot of customers which helps the company to grow profoundly. 
 User Friendly: red Bus started with an online app, and brought booking bus tickets to
our fingertips, today there is nobody in the world who doesn’t use a mobile phone.
This gives red Bus a huge advantage as they have had the most experience in dealing
with things online.
 • No Intermediary:  Red Bus operates online; it cuts the usage of middlemen.
Through the app, a consumer orders tickets and receives them immediately.

Weaknesses OF Red Bus:

Weaknesses as we all know are things that pull back the company and hold it down from
achieving its true potential.
 The problem of communication: Online has its advantages, but it also has certain
drawbacks, the main of which is that there is no face-to-face interaction. This can
cause a lot of problems in case there is a mix up in tickets or seating arrangements etc.
 The Abundance of Competition: Competition is good but too much competition can
be dangerous for a business too. In the case of red Bus, the same services are provided
by numerous other businesses. It's critical to occasionally come up with something
new in these circumstances which brings us to red Bus next weakness.
 • Insufficient Innovation: There isn't much more one can do in the ticket sales
industry online. Cooking up with novel ideas is challenging in such a context, making
it a company weakness.

Opportunities for Red Bus:

Opportunities are certain situations in which if things are done at the right time and right way,
entire scenarios of companies can change leading to the companies benefit and boon.
 Pandemic: The pandemic even though a terrible thing can be used to one’s benefit if
used properly. Red Bus has been online since its inception, giving it an advantage

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 over rival businesses since they are less familiar with the internet interface due to the
pandemic's need that all businesses move away from offline-based activities.
 Social Media service: People across the world are utilizing social media at an
increasing rate. Red Bus can address the first issue, which also includes collecting
client feedback, by using the possibilities provided by social media platforms to
promote its business.
 Tour to Places: red Bus can start offering tours to places in India which will bring
massive bookings from the customers who are newly married or a small family who is
planning to go for a short yet fantastic tour. 
 Logo on Buses: red Bus can make agreements with its travelling partner and bus
operators to paste the red Bus logo on their buses since red Bus is giving a big bag of
business to these operators. This initiative will promote the business of red Bus at a
greater level.
 Rising in Fuel Prices: Given the recent sharp increases in fuel prices, red Bus will
benefit since more and more people will be using public transportation, which will
result in an increase in red Bus passengers.

Threats to Red Bus:

Threats are the exact opposite of opportunities. While opportunities cause a boon in the
business, threats cause a bane.
 New Event: There are numerous new businesses that have launched in the same
industry as red Bus, which increases competition, increases the risk of client loss, and
produces financial losses.

Types of Customers:

 Travelers
 Bus operators
 Ticket Agent

Service:

 Bus Tracking

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  Smart Dropping
 One Touch Booking
 Zero Cancellation Fees

The Uniqueness of red Bus Business Model

Red Bus stands apart from competing services by giving clients the option to choose the most
convenient route to their destination. In addition to this, Red Bus offers its clients a huge
variety of discounts in an effort to increase consumer engagement.
They always come up with fantastic ideas for their consumers thanks to the excellent design
of their social media campaigns. It uses social media in a very distinct way from other people.

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 Target Audience of Red Bus:

Red Bus focuses in particular on the country's literate middle-class population, who rely on
internet services and enjoy frequent travel.
However, at first, Red Bus’s main objective is to recruit as many bus drivers as it can. But
because the bus drivers were using conventional methods, which were more comfortable for
them, they rejected their idea. The owners then turned to their customer base to attract more
tourists to their website. This is a fantastic accomplishment, and the organization saw a
significant growth curve.
Only the venture's originality is what propels it to such great success. Red Bus's distinctive
business model distinguished them as one of the leading competitors.

REFERENCES:

https://startuptalky.com/redbus-business-model/
https://www.slideshare.net/IshitaDewan2/redbus-239866866
https://iide.co/case-studies/business-model-of-redbus/

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MISSION AND VISION OF YATRA:-
Yatra wants to be the leading "Travel Planner of India" by giving its clients the best possible
experience. The company strives to be the most reputable travel brand on a global scale.

SWOT ANALYSIS OF YATRA:-

Yatra may enhance its market position by focusing on enhancing its strengths and
opportunities while addressing its weaknesses and threats with the use of a SWOT analysis.

The SWOT Analysis of Yatra is as follows:-

STRENGTHS:-
Yatra's competitive edge in the market is reflected in its strengths, which focus on the
essential elements of its company. A brand's financial standing, experienced personnel,
distinctiveness of the product, and intangible assets like brand value are some significant
aspects of its strengths. The strengths of Yatra in SWOT analysis are as follows:-
 Partnerships with reputable and well-known companies.
 Presence in the global business environment.
 Payment facilitation via a reliable and secure route.
 Offers the widest selection of low-cost hotels, especially focusing on the middle class.
 Offers a reservation service for more than 3,800 hotels spread throughout 300 Indian
cities and more than 90,000 hotels worldwide.

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WEAKNESSES:-
The business's weaknesses are specific areas where a brand might make improvements to
strengthen its position. A company's vulnerabilities might be categorised as qualities it lacks
or in which its rivals dominate. The weaknesses of Yatra in SWOT analysis are as follows:-
 Unable to draw attention of the non-internet aware customers.
 Unwillingness of customers to make reservations using online payments.

OPPORTUNITIES:-
Any brand has the potential to develop in certain areas in order to grow its customer base.
Opportunities for a brand might include global growth, product enhancements, improved
communication, etc. The opportunities of Yatra in SWOT analysis are as follows:-
 Customers who already make reservations using traditional methods.
 Better travel packages should be offered in line with customer expectations.
 Markets for international tourism that are untapped.

THREATS:-
Threats to any company might include factors that could have a detrimental effect on it.
Threatening aspects include things like increased competitor activity, shifting governmental
regulations, alternative goods or services, etc. The threats of Yatra in SWOT analysis are as
follows:-
 Possibly failing to coordinate with tourism organisations.
 Considerable market share held by current competitors.
 Increasingly popular online travel agencies with better selections.

SEGMENTATION, TARGETING AND POSITIONING:-

SEGMENTATION:-
Identification of segmentation bases is essential for the development of Yatra Online Inc's
marketing strategy in order to comprehend the unique purchasing patterns of its customers.
Customers have a variety of needs, expectations, and purchasing habits that are influenced by
a variety of factors, like-
 Age

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  Gender
 Income
 Lifestyle
 Values, etc.

Yatra Online Inc. may concentrate the broad, diverse target population into focused, precisely
defined groups by employing the segmentation approach. Market segmentation surveys are a
popular way to collect customer-specific data that might be used to establish groups with
similar traits.
They are able to segment the market into tiny, homogenous groups after it has a thorough
grasp of each customer's distinct purchasing behaviour and has obtained the necessary data
through surveys. It is possible to do so by looking at the geographical, demographic,
behavioural, and psychographic traits of clients.
In order to choose the appropriate market segments and create a successful marketing
strategy, the organisation can employ one or more of these segmentation techniques.
 The geographic segmentation splits the market into submarkets based on places like
cities, countries, and regions.
 Yatra Online Inc. must segment the market based on factors such as gender, age,
income, and ethnicity in order to implement demographic segmentation.
 Customers would be divided based on their purchase patterns, such as usage
frequency, perks sought, usage situations, and brand loyalty, if Yatra Online Inc. opts
for behavioural segmentation.
 Customers will be grouped based on their lifestyles, interests, perspectives, values,
and qualities when psychographic segmentation is used.

TARGETING:-
Yatra Online Inc. should strategically select the target segments whose requirements and
expectations fit the company's resources and skills after segmenting the huge, diverse client
market into smaller groups with uniform features.
Targeting may be conducted by assessing the commercial attraction and expansion potential
of specified sectors. Depending on the features of the segments, the company's resources,
competencies, and growth aspirations, Yatra Online Inc. may select one or more segments.
The following parameters can be used to assess each segment's commercial appeal and
growth potential:

55
  The size of the identified segments is appropriate.
 There should be concrete differences.
 The estimated profits must be greater than the higher marketing expenses.
 There can be easy access to the segments.

POSITIONING:-
Yatra Online Inc. must now establish a clear positioning statement that might create a
favourable perception of the given product in the minds of the customers after segmenting the
customer market and selecting the appropriate target market. The steps listed below may be
used by Yatra Online Inc to create a powerful positioning strategy:
 Yatra Online Inc.'s positioning statement will be created by responding to the
following inquiries:
 What is the brand stands for?
 What are the needs and wants of their target market?
 How does the brand serve those needs?
 How different is their offering from competitors?
 The answers to these queries will provide sufficient data to create a positioning
statement.
 The possible areas that might be addressed with a focused positioning message will be
highlighted by comparing their communication and messaging strategy with those of
competitors.
 Finding the gaps that the given product can cover by evaluating the company's
strengths and limitations in comparison to its competitors.
 Assessing one's own position in the market and the positioning of the competition.
 Creating a positioning statement utilising the analytical data gathered from various
market, customer, and competitor studies. Periodically, the efficiency of the
positioning statement is assessed by gathering qualitative and quantitative data (like
focus groups, polls, interviews etc.).
 The test data will be used to alter the brand positioning as needed.

COMPETITIVE ANALYSIS:-

The development of Yatra Online Inc.'s marketing strategy depends heavily on the thorough
competitive analysis. Understanding the relative positioning and market share of the

56
company's direct and indirect competitors is the goal of the competitive analysis. Yatra
Online Inc. should first identify its competitors, assess their business plans, and contrast the
advantages and disadvantages of their respective product lines. To comprehend the strategic
positioning of its key competitors, Yatra Online Inc. might take the following five steps:
 Defining the target market.
 Identifying the director competitors and then the list of it will be created.
 The product lines, market shares, and main strengths and weaknesses of the
competitors must be examined.
 The market and product strategies of the competitors will be organized into a concise
overview.
 Compared to its goods and/or services, a comparison analysis is performed.
 The competition analysis is updated often so that strategic decisions based on accurate
information can be made.

VS
The company can employ a variety of strategies to learn more about its competitors,
including conducting Google searches, attending trade exhibitions, perusing public records,
questioning customers, using the secret shopper approach, and contacting vendors. A detailed
competitor analysis can be categorised into the following parts:
 The financial and market share goals must be determined. Investing in R&D for long-
term growth or maximising short-term profitability are a few of examples.
 Accessing data on the recruiting processes, white papers, press releases, promotional
efforts, acquisitions, and mergers to evaluate the tactics of the competing companies.
The competitors' movements will be made clear based on this information.
 The above information must be used for analysing competitors’ strengths, weaknesses
and core capabilities.

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CONSUMER DEMOGRAPHICS IN YATRA:-

Consumer demographics may show the current market share of a website among different
consumer groups throughout the world. 62.33% of Yatra.com's users are men, while 37.67%
are women. Visitors who are 25 to 34 years old make up the greatest age group.

Determining the region where the majority of a website's visitors have come from in the most
recent month. India is the country that contributes the most attention to Yatra.com.

TARGET AUDIENCE:-

The Target Audience of Yatra.com is a group of or most of the travellers who use internet for
online transactions while booking a trip for a vacation. It also establishes as a bridge between
the customer and the accommodation in that specific travel destination. It also provides
maximum options in budget hotels and they are also targeting for middle class families. They

58
can also offer better travel packages in line with customer expectation, resulting in getting
attention from a lots of consumers and travellers.

IRCTC (Indian Railway Catering and Tourism Corporation)

COMPANY ANALYSIS

About
The Ministry of Railways established the Indian Railway Catering and Tourist Corporation
Ltd. with the primary goal of handing over all of the railways' catering and tourism
operations to the new corporation in order to enhance and professionalise these services with
public and private involvement. In India, rail-based tourism will be the key tool for achieving
rapid expansion in cooperation with government organisations, tour companies, travel
agencies, and the hotel sector. With 13 million passengers per day served by Indian Railways,
the hospitality and catering industries in India are among the largest in the world. India's
tourism industry has experienced phenomenal expansion. Since the beginning, IRCTC has
implemented a dynamic marketing strategy with leading tour operators and State Tourism as
our partners to offer specialised travel packages.

History
The IRCTC was established on September 27th, 1999 as an extension of the Indian Railway,
with the goal of promoting domestic and foreign tourism through the construction of low-cost
accommodations, the provision of unique tour itineraries, and the establishment of a global
reservation system. The culinary and hospitality services at stations, trains, and other venues
are intended to be improved, managed, and handled professionally.
It is a publicly held business that the government owns entirely. The only organisation that is
fully authorised to offer services like online ticketing, catering, and the sale of drinking water
on trains and at railway stations is IRCTC. IRCTC was instrumental in the growth of Indian
Railways when it began operations. IRCTC began offering a complete range of services on
August 3, 2002. It had a modest initial investment of Rs. 20.

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Further Growth
In late 2019, the IRCTC made the decision to launch an IPO on the National Stock Exchange
and Bombay Stock Exchange. After that, the share price rose dramatically, reaching 625 and
646 in the NSE and BSE, respectively, and the nation thereafter experienced a sharp upsurge.
Tejas Express is the first "private" train that Indian Railway subsidiary IRCTC started
operating in 2019. Yogi Adityanath, the chief minister of Uttar Pradesh, officially opened it,
and it runs between Lucknow and New Delhi.

Mission
"Enhance customer services and facilitation in railway catering, hospitality, travel and
tourism with best industry practices".
The mission of IRCTC is to continuously provide customer services in the form of catering
the passengers in the train as well as in the railway station as well as to make sure that the
passengers are getting the best tourism services in the industry.

Vision
" To be the leading provider of high-quality travel and tourism services in the country".
The organisation is trying to expand in the coming years foreseeing the increased demand for
tourism and making sure that the services provided will be of high quality.

IRCTC Operating Areas

PACKAGED DRINKING WATER PLANTS

In 14 locations throughout India, IRCTC runs packaged drinking water plants. Nangloi,
Danapur, Palur, Ambernath, Amethi, Parasala, Bilaspur, Hapur, Sanand, Mandideep,
Jagiroad, Nagpur, Sankrail, and Maneri are a few among them. These locations are known to
provide travellers with inexpensive packaged drinking water.
CATERING KITCHEN
They also have 11 base kitchens ready for catering services in New Delhi, Patna, Mumbai,
Central Mumbai, Ballarshah, Nagpur, Howrah, Balasore, Chennai, Kolkata, Kharagpur,
Sealdah, and Secunderabad are the places where they may be found.
THE IRCTC OFFICES
IRCTC has 5 zonal offices spread out over New Delhi, Mumbai, Chennai, Secunderabad, and
Kolkata.
Lucknow, Chandigarh, Bhopal, Patna, Ernakulam, Bangalore, Bhubaneswar, Ahmadabad,
Guwahati, and Jaipur are the locations of the IRCTC's ten regional offices.

INTERNATIONAL TOURISM
IRCTC also caters international tourism to places like Sri Lanka, Hong Kong, USA, Nepal,
Russia, Australia, Europe, Dubai, Singapore, Thailand, Malaysia and much more.
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Active Partners of IRCTC
1. Make my trip
2. WhatsApp

SWOT Analysis

Strength:
 It is a subsidiary of the Indian Railways and because of that it has a complete backup
from the Indian Government.
 It is having a great goodwill among the customers.
 It has a monopoly in e-ticketing and packaged drinking water.
 Largest e-commerce website

Weakness:
 Poor or no promotional activities being conducted.
 Lack of motivation in employees
 Delayed decision making
 Limitations in decision making process.

Opportunities:
 Booming resort and hotel industry.
 Price fluctuations in air and bus packages
 Increase in individual disposable income
 Strategic tie-ups for better performance.

Threats:
 Low package for bus and air fare.
 Leading competition from websites like make my trip, Yathra.com etc.
 Private small tour operators
 Terrorist and Naxalites attack.


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 CONSUMER ANALYSIS

Target Market
Train passengers make up the majority of IRCTC's clients or target demographic. They want
to attract more people to travel by rail by offering the amenities and services that they get
from the other forms of transportation they have opted for.
The second group that falls under this includes passengers who dine on the train. The IRCTC
staff is attempting to create appealing menus to increase the number of passengers who
choose to eat on trains.

Business Modal of IRCTC

IRCTC was initially just intended to serve the needs of train passengers, but it has now
expanded into a variety of industries, including domestic and international travel, bus and air
ticketing, and vacation packages.

Some of the main services offered are:

E-ticketing

The only organisation that can sell railway tickets online is IRCTC. In 2002, this service first
became available. The TCS-managed website uses this feature to book close to 8 lakh

tickets.

Catering

The biggest catering business currently operating in India is IRCTC. They make up a sizable
portion of the revenue. Static catering, mobile catering businesses, e-catering, and many other
services are all offered as part of the catering industry.

Tourism
IRCTC offers budget and packaged tours to both domestic and foreign tourists. The company
is promoting adventure tourism packages like water sports, wild life treks etc. Along with this
they offer air tickets, corporate packages and mass tourism.

Packaged drinking water

Just like the e-ticketing service, the package drinking water is a service solely owned for
IRCTC in the trains and railway stations. It is known as Rail Neer and is selling around 34
million water bottles per month.

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State Theertha
It is a program sponsored by the state governments in collaboration with IRCTC to provide
pilgrimage trains. This program got initiated just before the pandemic, and because of that it
didn’t saw success.

Revenue Modal

COMPETATIVE ANALYSIS
The competition for IRCTC can be looked upon from four area:
1. E-ticketing
2. Packaged drinking water
3. Catering
4. Travel and tourism
The E-ticketing and packaged drinking water are 2 services which is enjoying complete
monopoly by IRCTC. No other institution is allowed to sell the train tickets online or sell
bottled water in the trains or railway stations. Hence, they are not having any competition.
CATERING is the other service provided by IRCTC. Here, the competitors arising are the
lunch box providers, the restaurants who partnered with food delivery applications like
Swiggy and Zomato and own applications like dominos who have speedy delivery to the
desired railway stations by the customer or traveller.
TRAVEL & TOURISM sector is the other domain which IRCTC concentrates. Even though
the IRCTC is providing tourism packages for both domestic and international travel, the

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airlines are always a strong competition. A low air fare will always be a weakness for the
travellers and adding to that is the speedy reach to the destination.
Local tour operators will also become a competitor as they are also capable of planning and
organising customised itinerary for their clients.
When it comes to travelling to nearby destinations bus services will also arise as a
competitor. People tend to take buses more if the travel is between 2 states which are nearby
or if they want to cover more places, which may not be possible if they are travelling through
train.

REFERENCES
 https://studiousguy.com/irctc/#Summary
 https://blog.finology.in/business/irctc-business-model
 https://startuptalky.com/irctc-business-model/#Target_Audience_of_IRCTC
 https://www.mbaskool.com/marketing-mix/services/17081-irctc.html
 https://startuptalky.com/irctc-business-model/#Target_Audience_of_IRCTC
 https://www.slideshare.net/mickylyf/irctcindian-railway-catering-and-tourism-
corporation#:~:text=IRCTC%20was%20incorporated%20on%2027th%20September
%2C%201999%20as,information%20%26%20commercial%20publicity%20and
%20global%20reservation%20systems.
 https://www.apollo.io/companies/IRCTC/54a138d469702d2d7fa80f00?chart=count
 https://www.investopedia.com/articles/investing/080315/how-expedia-makes-
money.asp
 https://mission-statement.com/expedia/
 https://www.hospitalitynet.org/news/4104011.html
 http://fernfortuniversity.com/term-papers/swot/1433/1292-expedia-com.php
 https://www.swotandpestle.com/expedia/
 https://www.mbaskool.com/brandguide/it-technology/13201-expedia.html
 http://xn--https-ix3b//mission-statement.com/expedia/
 https://iide.co/case-studies/makemytrip-marketing-strategy/#Conclusion
 https://studiousguy.com/business-model-of-makemytrip/#:~:text=MakeMyTrip
%20works%20on%20B2C%20
 https://iide.co/case-studies/makemytrip-marketing-strategy/
 https://www.slideshare.net/SubhashGupta5/makemytrip
 https://www.marketing91.com/business-model-of-makemytrip/

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 https://www.scribd.com/doc/3168992/Travel-project-report#download
 https://www.goodreturns.in/company/mahindra-holidays-resorts-india/history.html
 https://www.clubmahindra.com/company-overview
 https://www.mahindra.com/news-room/knowledge-centre/impact-stories/secrets-of-
success
 https://brandequity.economictimes.indiatimes.com/news/advertising/club-mahindra-
rolls-out-campaign-to-boost-domestic-travel/81191884
 https://iide.co/case-studies/business-model-of-redbus/
 https://startuptalky.com/redbus-business-model/
 https://thestrategystory.com/2022/06/18/redbus-business-model/
 https://www.slideshare.net/IshitaDewan2/redbus-239866866
 https://www.similarweb.com/website/yatra.com/#overview
 https://www.mbaskool.com/brandguide/it-technology/1282-yatra.html
 https://startuptalky.com/yatra-success-story/#Yatra_%E2%80%93_Acquisitions
 https://www.essay48.com/marketing-strategy/16429-Yatra-Online-Inc-Marketing-
Strategy
 https://www.yourtechstory.com/2019/06/28/yatra-com-local-travel-agency-reached-
millions-indians/

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