Change Management in Tourism Sector: A Case Study of TUI
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This essay analyses change management in tourism sector with a case study of TUI. It discusses theoretical approaches, purpose, objectives, vision, mission, process of change management, and environment analysis. It also covers KPIs and concludes that changes are necessary for better performance and growth of the organisation.
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Strategy and Change Management
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Contents INTRODUCTION...........................................................................................................................1 MAIN BODY...................................................................................................................................1 CONCLUSION..............................................................................................................................6 REFERENCES................................................................................................................................7 APPENDIX......................................................................................................................................9
INTRODUCTION This essay will analyse change management in tourism sector. Tourism is the biggest industry of the world and has changed rapidly in the past years. Tourism is a set of activities undertaken by the human beings for the purpose of pursuing relaxation(Larsen, Boje and Bruun, 2020).The organisation chosen for the purpose of writing this essay is TUI. The essay include a discussion about the theoretical approaches adopted by the Travel and Tourism organisations to make a change and modify their strategic directions. In addition to it, an evaluation of the purpose, objectives, vision and mission set in strategic directions is also being considered. Further, an assessment of the process of change management with the help of a models and what changes does the organisation need to adopt are being discussed in this essay.The essay contains an overview of the company such as market share and size and to critically discuss about the company. The environment of the company is analysed with the help of SWOT, PESTLE and Porter's Five Forces. MAIN BODY With that in mind,TUI(About TUI, 2022)is a UK-based travel group established in CrawleTUI travel group was the result of the merger of First Choice Holidays PLC and the Tourism Division of TUI AG. TUI operates in almost 180 countries and thus have a wide customer base. There are millions of customers on whom the company have access on. The company occupies 20 percent of the market share approximately in UK( Cui and et. al., 2022). In Europe, TUI is the largest travel group and have nearly 562 stores across UK. TUI is a public travel group and is listed on London Stock Exchange. The company has various airlines established in different countries such as France, Belgium, Germany, Russia, etc. The policy of the company, primarily, states about the challenges and opportunities in the tourism sector and the ways to tackle them. Strategy refers to the action plans designed by the management to achieve the objectives and goals set up by the organisation(Moghimi,2022).Planning and designing a strategy is very important for an organisation and benefits the company in various ways. Good strategy helps the management to identify the directions, moving on which will benefit the organisation(Lips and Et.Al.,2019).Moreover,strategicmanagementhelpstheemployeestohaveabetter 1
understanding of the goals and ways to achieve them. Better vision of job improves the performance of the employees. Strategy helps to evaluate the position of organisation in the marketplace and how to improve it(Mishra and Et. Al., 2018). Strategic management help TUI to co-ordinate stakeholders with the development of the destination. A clear image of the destination must be presented to the public. TUI first identifies its priorities on which the organisation need to work and plan accordingly(Hong and Et. Al., 2018). It gives the company a direction to move and measure the success of achievement of goals through the performance of its employees. Strategic planning process can be analysed using the transitional model of Williams and Bridges (Chen and Guo, 2022). The transitional model of Williams and Bridges throw some light on the difference between transition and change(Song and Et. Al., 2021).The very basic difference between the transition and change is that transition takes place at the option of the organisation and is an internal process. While change takes place even if the organisation do not want to let it happen(Malik and Khan, 2021).There are three stages covered by this model. First is the ending, losing and letting go, second is the neutral zone and third is the new beginning. In the first stage, employees are made understand their role and responsibilities when a change takes place in TUI. At the second stage, employees in TUI, are guided by the managers patiently in order to end their confusion, if any. In the last stage, when the results start coming shows the new beginning of business. Everyone in TUI feels contented as all their hard work paid off.A clear vision and mission enables the whole organisation of TUI to work together towards the achievement of same goal and destination. It enables the company to develop measurable goals and objectives. TUI changed its working system from paper to technical world. The change was made to reduce manual work, save time and to make employees familiar with the technical gadgets as these are highly used everywhere. So the clear mission and vision of saving time, ending manual work and training employees were the reasons for the change in the working system. As mentioned, a clear vision and mission should enable TUI and its stakeholders to help achieve TUIs goals. It enables the company to develop measurable objectives. TUI changed its working system from paper to technical world(Hamada and Akzambekkyzy, 2022).TUIaimsto be one 2
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among the leading travel groups in the whole world. The group wants to achieve the goal of customer satisfaction by providing them with a wide variety of products which has the capability to satisfy changes in their needs, if any. In addition to it, the group tries its level best to keep their words and promises in order to bring smile on their customers' face (Vision and Values, 2022). Thevisionof TUI group is “THINK TRAVEL THINK TUI”. The company wants its employees and customers to get engage in thinking and travel more and give TUI an opportunity to serve them. The TUI group work on three corevaluesnamely, trust, unique and inspire. The group wants their products and services to be of good quality and should be quite reliable as the customers trust the organization. The unique facilities provided by the entity are the centre of attraction for its customers and the group looks forward to serve them with more unique features. The grouptakes and wants to be an inspiration. PESTLE analysis is done to analyse the external environment of an organisation(McLeod, Hine and Please, 2019). Political stability in UK helps TUI to operate smoothly. While the financial markets are quite efficient which enables TUI to raise capital easily. TUI should focus on increasing their customer experience by offering new and innovative products. The increase in the use of smartphones and social networking sites can help TUI to grow its business by going online. Further, TUI maintains secrecy of its customers by following the consumer protection laws. TUI has adopted recycling as a business norm which helps the organisation to contribute to the environment. There are various internal and external factors which can trigger a change in the organisation as shown by the SWOT analysis in Appendix 2.According to(Hou and et. al., 2022)Internal factors include low satisfaction and performance, conflict, new leadership, etc. On the other hand, external factors include government laws, market demand, growth of technology, etc. Kubler Ross model(Zhan and et. al.,2022)is a change management model which comprises 5 stages of denial, anger, bargaining, depression and acceptance. This model helps to show the 5 stages of grief a human feels after any change takes place in the organisation. First stage is the denialthat employees may use to protect from hardships occurred due to change-management. TUI changed its way of working and reduced the use of paper to a great extent. This made employees uncomfortable as they were not familiar with the technical tools. As a result, they 3
denied the change in the working system. In the second stage,angeris used by the employees to express their feelings and emotions.Change in the working system took employees out of their comfort zone which made them quite angry. All the employees, collectively, went to the directors to make them change the decision taken.Bargainingis the next stage of this model where employees try to reduce the burden of hardships and gain some control over them. When the directors of TUI denied to changed their decision, the employees requested them to make changesslowly.Theywerenotreadyforsuchsuddenchangesintheworkingsystem. Depressionis faced by the employees of an organisation with the feelings of sadness, fatigue, etc. The directors of TUI denied to change their decision at any cost, even after bargaining. This made the employees sad and depressed. Last stage is the acceptance by employees of the change- management that took place in the organisation. At last, they had toacceptthe decision that was being taken by the directors and make themselves ready for the change. Further, TUI provided its employees with good trainers to train and make them familiar with such technological tools. This reduced the hardships on the employees and made them feel quite relaxed. Emergentandprescriptiveare the two approaches which help an organisation to manage the change made or taken(Schenk, 2022). Generally, emergent approach is used by TUI to manage changes in the organisation. For instance, TUI uses airlines to let passengers commute from one place to other. One of the employees noticed that there are many tourists who wish to travel with the means of water. The employee suggested the idea of starting water transports along with air lines to other employees and the senior management. The management liked the idea and thought to try this. TUI started performing better and the emergent strategy of adopting water transports was ratified by the management. This proved very beneficial for the international market. While in the local and national markets, TUI added on food and beverages in their tourism package which were very appealing to the general public.There are three stages in Lewins models(Sheperis and Bayles, 2022), namely,unfreeze, change and refreeze.The application of the Lewis model in a prescriptive approach of change-management is to be discussed. TUI faces an intense competition from its competitors and thus can change its strategy of environmental and economic sustainability. The organisation will have to focus more on the improvement of products and services supplied rather than just the sustainability. TUI will first need to drop the current strategy for adopting a new one, i.e., unfreeze. Then the company needs 4
to mould its employees and working of the organisation in the new strategy which refers to change. At this stage, the company needs to make its whole management familiar with the new strategy.Lastly,therefreezestagereferstotheapplicationofnewstrategywithinthe organisation. KPI is the acronym for 'Key Performance Indicator'. It is used to measure the performance of the employees and the organisation(Bachmann and Et. Al., 2020). KPI's help to evaluate the success of the company in a quantifiable amount. Some of the KPI's used in the tourism sector of UK are the early-morning flights must leave the airport on time as they set the schedule for he entire day, profit margin, customer satisfaction, retention of clients, etc.(Maimon, 2018). Some of the key performance indicators used by TUI are customer satisfaction, higher productivity, alignment of goals with the organisation, cost effectiveness, etc. TUI tries to satisfy its customers by offering them the best deals at the lowest possible cost. This helps them to retain clients as well as to increase their customer base. The company cut off unnecessary expenses such as stationary by changing the working system from manual to technical. This reduced the costs and thus TUI is able to give products and services to its customers at a low cost. This helps TUI to perform better in the markets, whether national or international. Better performance results means better productivity which can be obtained through customer satisfaction. Further, TUI gets a good return on the investment and gets supplied with sufficient amount of funds. This helps the organisation to hire more creative thinkers for bringing innovative ideas that look appealing to the customers. This helps to attract new customers. It is the duty of the organisation to look after the well-being of its customers, especially during the tour. Hence, the company is able to achieve the KPIs set by them. 5
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CONCLUSION To conclude, this essay has discussed change management and found that changes are quite necessary in an organisation, to increase their efficiency and perform better. Like every industry, tourism industry too have to mange the changes that takes place in the tourism sector. These changes have a significant impact on the working of an organisation which impacts the mission and vision of the organisation. The chosen organisation changed its working system which affected its employees to a huge extent. But after sometime, they began to perform better. This shows that changes could be uncomfortable for the organisation at the beginning but can be beautiful enough for the organisation which could be seen in the results. There are various factors which can trigger changes in an organisation. These factors could be present in internal or external environment of an organisation. Not only changes, but management of such changes is also important. The management of changes help the organisation in their application. Changes made must be properly made applicable for better performance and growth of the organisation. 6
REFERENCES Books and Journals Bachmann, J. M. and Et. Al., 2020. Developing an implementation strategy for systematic measurement of patient-reported outcomes at an academic health center.Journal of Healthcare Management.65(1). pp.15-28. Chen, X. and Guo, Y., 2022, February. Research on energy management strategy of fuel cell- battery hybrid power ship. InInternational Conference on Optoelectronic Materials and Devices (ICOMD 2021)(Vol. 12164, pp. 116-121). SPIE. Cheng, Y., and et. al., 2022, February. Energy Management Strategy of Fuel Cell Backup Power Systems Based on Model Predictive Control. In2022 12th International Conference on Power, Energy and Electrical Engineering (CPEEE)(pp. 86-90). IEEE. Cui, W., and et. al., 2022. An efficient multi-objective hierarchical energy management strategy for plug-in hybrid electric vehicle in connected scenario.Energy, p.124690. De, M. and Mandal, K.K., 2022. Energy management strategy and renewable energy integration within multi-microgrid framework utilizing multi-objective modified personal best particle swarm optimization.Sustainable Energy Technologies and Assessments,53, p.102410. Fergnani, A., 2022. Corporate foresight: A new frontier for strategy and management.Academy of Management Perspectives,36(2), pp.820-844. Hamada, M.A. and Akzambekkyzy, A., 2022. Innovative governance strategy to enhance the performance and the efficiency of IT project management activities.International Journal of Project Organisation and Management,14(2), pp.144-175. Hong, Z. and Et. Al., 2018. An energy management strategy based on dynamic power factor for fuel cell/battery hybrid locomotive.International Journal of Hydrogen Energy.43(6). pp.3261-3272. Hou, J., and et. al., 2022. A direct optimization strategy based on field synergy equation for efficient design of battery thermal management system.International Journal of Heat and Mass Transfer,184, p.122304. Larsen, J., Boje, D. M. and Bruun, L., 2020.True Storytelling: Seven Principles for an Ethical and Sustainable Change-Management Strategy. Routledge. Lips, S. and Et. Al., 2019, August. Designing an effective long-term identity management strategy for a mature e-state. InInternational Conference on Electronic Government and the Information Systems Perspective(pp. 221-234). Springer, Cham. Maimon, E. P., 2018.Leading academic change: Vision, strategy, transformation. Stylus Publishing, LLC. Malik, M. O. and Khan, N., 2021. Analysis of ERP implementation to develop a strategy for its success in developing countries.Production Planning & Control.32(12). pp.1020-1035. McLeod, L. J., Hine, D. W. and Please, P., 2019. Using human behaviour change strategy to improve the management of invasive species.Community-Based Control of Invasive Species; Martin, P., Ed, pp.162-182. Mishra, D. and Et. Al., 2018. Outsourcing decision: do strategy and structure really matter?.Journal of Organizational Change Management. Moghimi, E., 2022. Hazards science strategy.Environmental Management Hazards,9(1), pp.45- 54. 7
Quijano, D.A., and et. al., 2022. A Price-Based Strategy to Coordinate Electric Springs for Demand Side Management in Microgrids.IEEE Transactions on Smart Grid. Schenk, D., 2022. Roadmap for the Development of a Procurement Strategy in a Construction Company. Sheperis, C.J. and Bayles, B., 2022. Empowerment evaluation: A practical strategy for promoting stakeholder inclusion and process ownership.Counseling Outcome Research and Evaluation,13(1), pp.12-21. Song, K. and Et. Al., 2021. Degradation adaptive energy management strategy using fuel cell state-of-health for fuel economy improvement of hybrid electric vehicle.Applied Energy.285. p.116413. Tawse, A., and et. al., 2022. Strategy Implementation: The Role of Middle Manager Leadership and Coordination. InAcademy of Management Proceedings(Vol. 2022, No. 1, p. 14894). Briarcliff Manor, NY 10510: Academy of Management. Zhan, S., and et. al., 2022. An Offline Closed-Form Optimal Predictive Power Management Strategy for Plug-In Hybrid Electric Vehicles.IEEE Transactions on Control Systems Technology. Online About TUI, 2022[Online]Available through:<https://www.tui.co.uk/> Vision and Values, 2022[Online]Available through:<https://www.tuigroup.com/en-en/about- us/about-tui-group/vision-values> 8
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APPENDIX The environment of TUI can be analysed with the help of a SWOT analysis. Figure1The SWOT analysis Strength- UK and France are the fastest growing markets and enables TUI have a strong leadership position in the travel industry. This enabled the firm to stand head string in the market even during the time period of COVID.The company implemented certain strategical actions to cop up with the situation of pandemic which helped in the survival of the strong market positioning(De and Mandal, 2022). Weakness- But the competition faced by TUI is quite high which limits its brand loyalty. This even turned out to be a restriction during the time of COVID and the company faced several hurdles in the maintenance of the positioning and alignment in the market place(Quijano and et. al., 2022). Opportunity– The opportunity to go online and work accordingly during the time period of pandemic gave TUI a chance to effectively conduct its operations. TUI looked down to online applications, as a prospect, for reservation and holiday booking. This significantly helped the company to retain in the market picture and secure the already established position in the business environment(Fergnani, 2022). 9
Threats- High competition in the market could a threat to the pricing strategy adopted by TUI. The company must look upon this situation in a significant manner and try to incorporate effective and significant approaches to beat the rising scope of rivalry(Cheng and et. al., 2022). TUI facesa moderatethreatfrom itscompetitors. However, the organisation has managed to gain competitive advantage over its competitors with the help of strong and efficient strategies. Also, the organisation faces an intense competition from its competitors and tackles the same by building sustainable differentiation. TUI builds a large customer base by offering products at a low price which helps the organisation in reducing the bargaining powers of the buyers. Being a huge company, TUI buys raw materials from various suppliers and thus is not dependent on any one supplier. This make the supplier sell products at reasonable cost and makes the threat of suppliers low. TUI tackles the threat from its substitutes by being service oriented along with product oriented.(Tawse and et. al., 2022). 10