Huella Airlines
Huella Hong Kong Online travel is a Malaysian-based travel portal that targets customers in Asia and Asia Pacific. Huella Hong Kong’s revenue growth is decreasing and their market share is declining. Huella Hong Kong has a state-of-the-art technology and business model. The people at Huella need to know what else they need to have or do in order to get out of this downward spiral.
This case analysis will cover the problems Huella Hong Kong is facing, the different stakeholders and their effect on the problem, the alternatives solution, and the recommended solution.
The key players: * Huella Hong Kong: the online booking company. Regardless of their state-of-the-art technology and their creative business models, their revenue growth has been less than expected in Hong Kong (4%) And their market share for air travel there is very low (2%). Their goal is to increase their market share and grow their revenue. * Brick-and -Mortar agencies: the traditional travel agencies. They have been there for a long time now and they have a huge share of the market, almost all of it. They don’t want the people to shift to online booking taking away their market in the process. They are assuming that online booking websites, like Huella Hong Kong, are trying to replace them in the market. And that they and online booking companies are in a zero-sum game. They want to maintain their market share if not increase it. * Customers: The target market. Regardless of their comfortableness with technology and their high internet usage penetration, they don’t use online websites like Huella Hong Kong to make flight reservations. They are assuming that those websites are risky, less practical, and unreliable. They need to be introduced to the idea of online booking and to the benefits of that.
The problem:
Citizens of Hong Kong aren’t comfortable with reserving tickets online. Most of them know nothing about Huella Hong Kong or online booking websites. They believe those
This case analysis will cover the problems Huella Hong Kong is facing, the different stakeholders and their effect on the problem, the alternatives solution, and the recommended solution.
The key players: * Huella Hong Kong: the online booking company. Regardless of their state-of-the-art technology and their creative business models, their revenue growth has been less than expected in Hong Kong (4%) And their market share for air travel there is very low (2%). Their goal is to increase their market share and grow their revenue. * Brick-and -Mortar agencies: the traditional travel agencies. They have been there for a long time now and they have a huge share of the market, almost all of it. They don’t want the people to shift to online booking taking away their market in the process. They are assuming that online booking websites, like Huella Hong Kong, are trying to replace them in the market. And that they and online booking companies are in a zero-sum game. They want to maintain their market share if not increase it. * Customers: The target market. Regardless of their comfortableness with technology and their high internet usage penetration, they don’t use online websites like Huella Hong Kong to make flight reservations. They are assuming that those websites are risky, less practical, and unreliable. They need to be introduced to the idea of online booking and to the benefits of that.
The problem:
Citizens of Hong Kong aren’t comfortable with reserving tickets online. Most of them know nothing about Huella Hong Kong or online booking websites. They believe those