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8 cases found.
The case discusses the dynamics of the online travel industry and focuses on one of the key actors: Orbitz Worldwide (OWW). Under the leadership of CEO Barney Harford (INSEAD MBA, 1999), the company moved away from its historic reliance on US airline ticket bookings to become a global player in both airline and hotel bookings as well as in travel packages.
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Reference 5958
Published 26 Aug 2013
Topic Strategy
Region North America
Industry Recreational Facilities and Services
The case discusses the dynamics of the online travel industry and focuses on one of the key actors: Orbitz Worldwide (OWW). Under the leadership of CEO Barney Harford (INSEAD MBA, 1999), the company moved away from its historic reliance on US airline ticket bookings to become a global player in both airline and hotel bookings as well as in travel packages.
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
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Reference 5498
Published 18 Feb 2008
Topic Entrepreneurship
Region Europe
Industry Recreational Facilities and Services
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
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Reference 5498
Published 21 Mar 2008
Topic Entrepreneurship
Region Europe
Industry Recreational Facilities and Services
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
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Reference 5498
Published 18 Feb 2008
Topic Entrepreneurship
Region Europe
Industry Recreational Facilities and Services
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
- By
Reference 5498
Published 18 Feb 2008
Topic Entrepreneurship
Region Europe
Industry Recreational Facilities and Services
This case series of a successful European venture in online hotel booking traces its evolution from its inception in early 2000 to the completion of a trade-sale in 2004. The venture went through many difficulties and changes throughout its development, including funding issues, business model changes and team conflicts.
This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.
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Reference 5439
Published 28 Apr 2008
Topic Strategy
Region Asia
Industry Recreational Facilities and Services, Leisure, Travel and Tourism
This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.
This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.
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Reference 5439
Published 28 Apr 2008
Topic Strategy
Region Asia
Industry Recreational Facilities and Services, Leisure, Travel and Tourism
This case focuses on the topic of strategic selection, specifically whether or not the Taj Group should invest in The Pierre Hotel in New York. The case write-up includes information about the Taj Group, the Tata Group, The Pierre Hotel, the hotel industry, the Taj's domestic and international strategies, related challenges, investment options and selection criteria.
The case chronicles the development of the UK travel industry in the 80s and 90s and describes the strategies of the major competitors. The focus is on Thomson whose UK leadership position is increasingly challenged and, now, without the support of a rich parent company, will have to move into the European travel market.
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Reference 4832
Published 01 Jan 1999
Topic Strategy
Region Europe
Industry Recreational Facilities and Services, Leisure, Travel and Tourism
The case chronicles the development of the UK travel industry in the 80s and 90s and describes the strategies of the major competitors. The focus is on Thomson whose UK leadership position is increasingly challenged and, now, without the support of a rich parent company, will have to move into the European travel market.