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In the quickly developing industry landscape of the organic food market, keeping pace with consumer demands and market growth can be a challenge. Organizations with long histories in the organic market, such as dairy supply cooperatives are facing difficulty to maintain their competitive advantage. These cooperative organizations are unique compared to traditional firms in their committed responsibility to multi-stakeholder value creation and protection as defining measures of successful operations.
The paper investigates what factors and principles could be implemented by a cooperative to establish a consumer retail brand in the organic food market. It also examines the effects of this strategic marketing decision on the relationship between, and outcomes for, several of their stakeholder groups. To balance between narrowing the variables and context, while still providing relevant findings on a national scale, a French organic dairy coop serves as a qualitative case study. In addition, a pool of expert semi-structured interviews was conducted, obtaining real time information applicable to the current case study situation.
The findings supported the development of a consumer retail brand to enhance competitive position in the French organic food market. Beyond organizational competitiveness, these results conclude that a retail brand presence for the cooperative could return synergistic additional value to the cooperative stakeholders, including the business, members and their social and biological environments. Finally, the outcome suggests a reciprocal, reinforcing relationship between a corporate brand strategy and the mission of the organic dairy cooperative case study subject. These findings are partially transferable to other organic cooperatives and add a cooperative organizational perspective to the brand strategy and development academic work.
The pivotal role of the service industry in the economy is increasing over the last decades, as shown by the significant contribution to the GDP made by travel and tourism. Among the varied range of travel companies, this paper focuses on travel agencies. The objective of the thesis is to find out the key drivers, which lead to the success of European travel agencies and to point out the factors that make them unable to compete and develop sustainably. This paper uses the PESTEL model, Porter’s Five Forces model analysis, flywheel concept and spontaneously conducted interviews with travel and tourism industry experts. A case study approach is adopted. There is also the analysis of the financial statements, business model and strategies of the top 15 world-leading travel agencies to find out the market structures and competitors’ behaviors. From the collected data and examination, three primary factors that lead to the sustainable development of travel agencies and four main factors that decreed the failure were identified. Besides, the research also finds out the answer for the three research questions: technology is the disruptive forces in the travel agency industry, there will be no monopoly in this industry at least in the next medium-term, and the adaptation of a new business model is possible. Finally, the study proposed a sustainable development model for a European travel agency as well as directions for future relevant research.