Harvard Case - Computer Reservation Systems : An Industry of Its Own
"Computer Reservation Systems : An Industry of Its Own" Harvard business case study is written by Ali F. Farhoomand, Andrew Lee. It deals with the challenges in the field of Strategy. The case study is 17 page(s) long and it was first published on : Jan 1, 2000
At Fern Fort University, we recommend a strategic shift for Sabre, focusing on business model innovation and digital transformation. This involves leveraging their existing core competencies in technology and data analytics to create a value proposition that goes beyond traditional reservation systems. Sabre should aim to become a comprehensive travel platform, offering a seamless experience for travelers and travel agents alike. This strategy involves a combination of organic growth and strategic acquisitions, focusing on emerging technologies like AI and machine learning to enhance customer experience and drive revenue.
2. Background
The case study focuses on the evolution of the computer reservation systems (CRS) industry, specifically highlighting Sabre's position within it. The industry has witnessed significant changes, driven by technological advancements and the rise of online travel agencies (OTAs). Sabre, initially a dominant player, faces challenges from both established competitors like Amadeus and Travelport and newer entrants like Google and Expedia. The case study explores Sabre's strategic options in this dynamic environment.
The main protagonists are:
- Sabre: A leading CRS provider, facing the need to adapt to the changing industry landscape.
- Amadeus and Travelport: Key competitors in the CRS market, posing significant challenges to Sabre's dominance.
- Google and Expedia: Emerging players with disruptive potential, leveraging technology and data to offer alternative travel solutions.
- Airlines and Travel Agents: Sabre's primary customers, whose needs and expectations are evolving rapidly.
3. Analysis of the Case Study
Industry Analysis:
- Porter's Five Forces:
- Threat of New Entrants: High, due to the relatively low barriers to entry for technology-driven players.
- Bargaining Power of Buyers (Airlines and Travel Agents): Moderate, as they have multiple CRS options but are reliant on Sabre's services.
- Bargaining Power of Suppliers: Low, as Sabre has a strong network of suppliers.
- Threat of Substitutes: High, with the rise of OTAs and direct booking options.
- Competitive Rivalry: High, with established players like Amadeus and Travelport, as well as new entrants like Google and Expedia.
SWOT Analysis for Sabre:
- Strengths:
- Strong brand recognition and established customer base.
- Extensive network of airlines and travel agents.
- Expertise in travel technology and data analytics.
- Weaknesses:
- Legacy systems and processes may hinder agility.
- Dependence on traditional CRS revenue streams.
- Lack of a comprehensive travel platform.
- Opportunities:
- Growing global travel market.
- Increasing demand for personalized and seamless travel experiences.
- Emerging technologies like AI and machine learning.
- Threats:
- Competition from OTAs and direct booking platforms.
- Technological disruption and innovation.
- Regulatory changes and evolving customer expectations.
Value Chain Analysis:
- Primary Activities:
- Inbound Logistics: Managing data from airlines and travel agents.
- Operations: Processing reservations and providing travel information.
- Outbound Logistics: Delivering travel information to customers.
- Marketing and Sales: Promoting services to airlines and travel agents.
- Service: Providing customer support and resolving issues.
- Support Activities:
- Infrastructure: Maintaining technology infrastructure and data centers.
- Human Resource Management: Recruiting and training skilled professionals.
- Technology Development: Investing in research and development of new technologies.
- Procurement: Sourcing and managing relationships with suppliers.
Strategic Options:
- Defensive Strategy: Focus on cost leadership and operational efficiency to maintain market share.
- Offensive Strategy: Invest in innovation and technology to disrupt the market and create new revenue streams.
- Hybrid Strategy: Combine elements of both defensive and offensive strategies, focusing on both cost efficiency and innovation.
4. Recommendations
Sabre should adopt a hybrid strategy, focusing on both cost leadership and innovation. This strategy involves:
Business Model Innovation:
- Expand beyond traditional CRS: Develop a comprehensive travel platform that integrates booking, planning, and ancillary services.
- Leverage technology and data: Utilize AI and machine learning to personalize travel experiences, offer dynamic pricing, and provide predictive analytics for travelers and travel agents.
- Focus on customer experience: Create a seamless and intuitive platform with a strong customer support system.
Strategic Acquisitions:
- Acquire niche technology providers: Integrate emerging technologies like AI and machine learning to enhance the platform.
- Acquire travel-related businesses: Expand into new markets and service offerings, such as travel insurance, car rentals, and travel experiences.
Organic Growth:
- Invest in R&D: Develop new features and functionalities for the platform, focusing on personalization, automation, and data analytics.
- Expand into emerging markets: Target high-growth regions with a focus on mobile-first solutions.
- Partner with airlines and travel agents: Develop strategic alliances to offer exclusive services and promote the platform.
5. Basis of Recommendations
This strategy aligns with Sabre's core competencies in technology and data analytics, while also addressing the evolving needs of its customers. It considers both external customers (travelers) and internal clients (airlines and travel agents). By focusing on innovation and customer experience, Sabre can create a sustainable competitive advantage in the rapidly changing travel industry.
The attractiveness of this strategy is supported by:
- Increased revenue potential: Expanding beyond traditional CRS services opens up new revenue streams.
- Improved customer loyalty: A comprehensive and user-friendly platform enhances customer satisfaction and loyalty.
- Enhanced market position: Sabre can become a dominant player in the evolving travel ecosystem.
6. Conclusion
Sabre needs to embrace digital transformation and business model innovation to remain competitive in the travel industry. By leveraging its strengths in technology and data, Sabre can create a comprehensive travel platform that caters to the needs of travelers and travel agents alike. This strategy will enable Sabre to capture new market share and secure its position as a leading player in the future of travel.
7. Discussion
Alternative strategies include:
- Focusing solely on cost leadership: This may lead to a decline in market share as competitors innovate.
- Focusing solely on innovation: This could be risky and expensive, potentially leading to financial strain.
Key assumptions include:
- Continued growth of the travel market: This assumption is essential for the success of Sabre's strategy.
- Acceptance of Sabre's new platform by customers: The platform needs to be user-friendly and provide a valuable experience.
- Ability to execute the strategy effectively: This requires strong leadership, effective communication, and a culture of innovation.
8. Next Steps
- Develop a detailed strategic plan: Define specific goals, objectives, and timelines for implementing the recommended strategy.
- Invest in technology and talent: Hire skilled professionals and invest in emerging technologies to support the platform development.
- Engage with stakeholders: Communicate the strategy to airlines, travel agents, and investors, seeking their support and collaboration.
- Monitor progress and adapt as needed: Regularly evaluate the effectiveness of the strategy and make adjustments based on market conditions and customer feedback.
By taking these steps, Sabre can position itself for long-term success in the dynamic and evolving travel industry.
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Case Description
Computer Reservation Systems (CRS) vendors have enjoyed an indispensable role in the travel industry--75% to 80% of all airline bookings are made by travel agents using CRSs. But by mid-1998, their solid position in the industry is being threatened by two forces: the Web Sites run by airlines that are capable of accepting bookings directly from customers, and a new CRS, supported by travel agencies around the world, called Genesis. It is scheduled to go on trial in fourth quarter of 1998 and for launch in 1999.
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