Harvard Case - Skyscanner: Globalising a Business Model for One-Stop Travel
"Skyscanner: Globalising a Business Model for One-Stop Travel" Harvard business case study is written by Richard R. Smith, Adina Wong. It deals with the challenges in the field of Information Technology. The case study is 18 page(s) long and it was first published on : Jan 18, 2016
At Fern Fort University, we recommend Skyscanner adopt a multifaceted strategy to solidify its global leadership in the travel industry. This strategy encompasses leveraging technology and analytics for personalized experiences, expanding into new markets strategically, and fostering a culture of innovation to stay ahead of the curve.
2. Background
Skyscanner, founded in 2003, has emerged as a prominent player in the travel metasearch industry. Its core business model revolves around providing users with a comprehensive platform to compare flight prices from multiple airlines and travel agencies, empowering them to make informed travel decisions. The case study highlights Skyscanner's ambition to expand its global reach and adapt its business model to cater to diverse market needs. The main protagonists are Gareth Williams, CEO, and the Skyscanner team, who are grappling with the challenges and opportunities of global expansion.3. Analysis of the Case Study
To analyze Skyscanner's situation, we can utilize the Porter's Five Forces framework, which helps assess the competitive landscape and identify potential threats and opportunities:- Threat of New Entrants: The metasearch industry is relatively easy to enter, with low barriers to entry. This poses a constant threat to Skyscanner's market share.
- Bargaining Power of Buyers: Consumers have a high degree of bargaining power due to the availability of numerous online travel agencies and metasearch platforms.
- Bargaining Power of Suppliers: Airlines and travel agencies have moderate bargaining power as they can choose to offer their services on multiple platforms.
- Threat of Substitutes: The emergence of alternative travel booking platforms, such as direct airline websites and travel aggregators, presents a threat to Skyscanner's dominance.
- Competitive Rivalry: The metasearch industry is fiercely competitive, with players like Google Flights, Kayak, and Momondo vying for market share.
Furthermore, Skyscanner faces challenges related to:
- Localization: Adapting its platform and services to different cultural and linguistic preferences across diverse markets.
- Competition: Navigating the intense competition from established players and emerging startups in each region.
- Data Management: Managing vast amounts of data efficiently and securely to provide personalized experiences and insights.
- Financial Sustainability: Achieving profitability amidst increasing competition and evolving consumer behavior.
4. Recommendations
To address these challenges and capitalize on opportunities, Skyscanner should implement the following recommendations:
1. Technology and Analytics-Driven Personalization:
- Invest in AI and machine learning: Utilize AI to analyze user data and predict travel preferences, enabling personalized recommendations and tailored search results. This can be achieved through advanced algorithms that learn from user behavior, search history, and demographics.
- Develop a robust data management infrastructure: Implement a centralized data warehouse and data governance policies to ensure data integrity, security, and accessibility. This will facilitate data-driven decision making and enhance user experience.
- Leverage big data analytics: Extract valuable insights from user data to understand travel patterns, market trends, and competitor analysis. This will inform product development, marketing campaigns, and strategic decision making.
2. Strategic Global Expansion:
- Focus on high-growth markets: Prioritize emerging markets with significant travel potential, such as Southeast Asia, Latin America, and Africa. This will diversify Skyscanner's revenue streams and mitigate risks associated with market saturation in mature regions.
- Tailor offerings to local needs: Adapt the platform's language, currency, and payment options to cater to local preferences. This will improve user experience and enhance brand loyalty.
- Develop strategic partnerships: Collaborate with local travel agencies, airlines, and tourism boards to gain access to new markets and leverage their expertise.
3. Cultivate a Culture of Innovation:
- Embrace agile development methodologies: Adopt agile software development practices to facilitate rapid prototyping, experimentation, and iterative improvement of the platform. This will enable Skyscanner to respond quickly to changing market demands and user feedback.
- Foster a culture of experimentation: Encourage employees to explore new ideas and technologies, fostering a culture of innovation and continuous improvement.
- Invest in research and development: Allocate resources to explore emerging technologies, such as blockchain, virtual reality, and the Internet of Things, to enhance the travel experience and create new revenue streams.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Skyscanner's core competency lies in its technology and data analytics capabilities. By leveraging these strengths, the company can enhance user experience and differentiate itself from competitors.
- External customers and internal clients: The recommendations address the needs of both external customers (travelers) and internal clients (employees) by providing personalized experiences, fostering a culture of innovation, and creating opportunities for growth.
- Competitors: Skyscanner needs to stay ahead of the curve by adopting cutting-edge technologies and expanding into new markets. This will enable it to compete effectively against established players and emerging startups.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to drive revenue growth, improve profitability, and enhance brand value. While quantifying the exact impact requires further analysis, the strategic direction is likely to yield positive results.
6. Conclusion
Skyscanner's success hinges on its ability to adapt to the evolving travel landscape. By embracing technology, expanding strategically, and fostering a culture of innovation, the company can solidify its global leadership and achieve sustainable growth.
7. Discussion
Other alternatives not selected include:
- Merging with a larger travel company: This could provide access to resources and market share but may compromise Skyscanner's autonomy and brand identity.
- Focusing solely on mature markets: This would limit growth potential and expose Skyscanner to increased competition and market saturation.
Key assumptions of the recommendations include:
- Continued growth of the travel industry: The recommendations are based on the assumption that the travel industry will continue to grow, providing opportunities for Skyscanner to expand its market share.
- Consumer adoption of technology: The recommendations rely on consumers embracing technology and utilizing online platforms for travel planning and booking.
8. Next Steps
To implement these recommendations, Skyscanner should follow a phased approach:
- Phase 1 (Short-term): Focus on enhancing personalization through AI and machine learning, expanding into key emerging markets, and fostering a culture of experimentation.
- Phase 2 (Medium-term): Develop a robust data management infrastructure, establish strategic partnerships in new markets, and invest in research and development for emerging technologies.
- Phase 3 (Long-term): Consolidate global operations, leverage data analytics for strategic decision making, and continuously adapt to evolving market trends.
By following these steps, Skyscanner can position itself for continued success in the global travel industry.
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Case Description
The case is set in May 2015 in Singapore, the regional headquarters of the UK-based travel metasearch firm, Skyscanner. After a successful launch as a start-up followed by a period of rapid expansion, the company is now facing the challenge of growth in Asia. In 2011, Skyscanner opened its regional headquarters for Asia in Singapore. The tech-savvy customers in Asia were gradually beginning to discover the Skyscanner service, but their behaviour in using the site was different from that of customers in Western markets. Many users were accessing the site through mobile devices and linking from social media sites, while Western market customers were traditionally searching from a computer using the Google search engine. Skyscanner traditionally worked closely with partners such as airlines and online travel agents to provide information, advertising, and data services. To help attract partners, Skyscanner allowed the partner to "own" the customer, by passing the consumer through to the partner site to complete the transaction. The partners got paid for click-through traffic or from advertising on the Skyscanner website. By May 2015, Skyscanner had created local websites for 14 countries in Asia Pacific, but the challenge was to scale up the business and get more customers using the site by meeting localised needs. How should it further adapt its local offerings and marketing strategies more effectively to better connect to the in-country users in Asia? How should Skyscanner change its internal organisation to be more nimble to respond to the market? This case targets participants who are interested in understanding the challenges associated with adapting an organisation and its business model for local market needs. The case is designed for use in postgraduate and executive education classes. It allows participants to better understand the Asian context and the challenges of growing a multi-national business in Asia.
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