Catégories
Distribution networks Products and activities

The challenges of the online tours and activities market

Nowadays, tourists reserve flights and hotel rooms online without a second thought. However, a trip involves much more than these two elements, as it also includes everything you do once you reach your destination. The market for tours and activities is huge: according to studies cited by business intelligence platform Skift, overall spending on such activities reaches somewhere between US$100 and $200 billion. In terms of online penetration, however, the share of tours and activities booked online is much smaller than that of hotels and flights.

The primary reasons behind this low online sales volume are the following:

  • The huge tours and activities market is fragmented.
  • Few tours and activities providers have adopted technology.
  • Major players in the distribution network have, until now, paid little attention to the sector.

Changing times

Things are starting to change. TripAdvisor bought Viator—the largest player in this market—in 2014, Kayak and Expedia now offer online reservations for tours and activities, and Airbnb is getting into the act by offering the option of purchasing activities provided by individuals. Booking is also starting to offer the service. At the same time, sites that encourage tours and activities businesses to upload their inventory and the use of geolocation enable travellers to find nearby activities without a middleman. Startups are appearing; numerous sites and applications offer to digitally connect consumers and suppliers of activities. In addition, some tour operators are now promoting their products to both tourists and locals. In other words, a small revolution is brewing. However, the realities facing most of these stakeholders bring their own set of challenges.

reservation_activites_en_ligne_airbnb

Source: Airbnb

For more information, see Activités touristiques : la distribution en ligne s’organise.

Challenge #1: A collection of heterogeneous sectors

Tours and activities do not make up a distinct industry sector. In fact, this umbrella term covers a number of different sectors. The table below summarizes this complex market.

board_activities_booked_online

Source: PhoCusWright, 2016

All the businesses supplying the activities in the preceding table have very different cultures and modes of operation. On many Websites, these sectors are randomly thrown together in a section called « Things to do. » The tours and activities market is very fragmented; TripAdvisor alone lists over 650,000 attractions and experiences.

Flights, hotel rooms and car rentals are presented in such a way that consumers can make comparisons and select products to suit their needs. This is not the case for tours and activities, as each individual product has its own special features.

Challenge #2: The disconnect between online presence and traveller behaviour

There is a very « long tail » of small suppliers: the sector has a few major companies and thousands of little ones. There is a world of difference between an amusement park and an agri-tourism business. The majority of suppliers generate modest revenues and therefore cannot afford to devote major sums to online marketing and merchandising. According to a PhoCusWright study, 82% of all reservations are made offline (by phone, email, fax). For its part, Skift estimates that four out of ten tour operators do not sell their products online and many do not even have a Website. In addition to being heterogeneous, the tours and activities sector does not have an extensive online presence, making it difficult for consumers to make comparisons and then select options.

The fact that few businesses offering tours and activities have adopted new technology poses a real challenge, given that consumers increasingly rely on mobile devices to find activities when travelling. In fact, many travellers look for things to do in the surrounding area and seek information about the day’s events (see our articles on planning and reservation behaviours). While they do some general research on tours and activities before travelling, they do not make specific plans. Decisions and purchases are primarily made at the destination, which is why it is important to have an online presence, be listed on popular sites and, ideally, offer the option of quick and simple reservations. According to Philippe Fabry, writing on the etourisme.info blog, activity organizers must start making it easy for clients to reserve tours and activities while they are travelling.

An opportunity for destination management organizations

Before it’s too late and major players take over the market, as they have for hotel bookings, destination management organizations still have an opportunity to care out a place for themselves in the online tours and activities market. This could be a profitable sphere of activity and some organizations are giving it a try. For example, the Lyon Tourist Office and Convention Bureau has added a module to its Website that enables both tourists and residents to reserve city tours and activities (explore Lyon by boat, on foot, in a double-decker bus or on a Segway) and excursions to the Beaujolais region.

reservation_visites_guidees_en_ligne_lyon

Source: Lyon Tourism and Conventions

In many cases, the process must begin by offering training to tourism businesses and providing support to help them make their products available online. Destinations that already pool tourist information about service providers are ahead of the curve.

The online sale of tours and activities is still a largely untapped market. However, its potential is so great that it will be developed, one way or another.

Image on first page: Pexels.com

 

Catégories
Marketing @en

Marketing and the Human Factor

The human factor in the sharing economy

Lately, tourism marketing has been saturated with the human factor, as companies capitalize on tourists’ apparent fondness for stories that make them dream, stories with a human element that they can identify with. That element is played up in the latest messages from the sharing economy’s biggest players: think of Airbnb’s Mankind campaign, urging travellers to see the world through the eyes of an innocent child. Or, what about Uber’s “What’s Your Destination?” ad, reminding us that “we’re all going somewhere”, or BlaBlaCar’s Members stories, yet another instance of so-called “humanized” communication?


Source: YouTube

 

 The human factor in destination marketing

Many tourist destinations are now presenting real-life moments and allowing viewers to meet actual residents. London is an excellent example of this trend, along with its series of video clips entitled The London Story, in which Londoners talk about what makes their city unique.


Source: VisitLondon

Another example – this one more daring – is the short video I hate Thailand, which tells the story of a young traveller whose bag is stolen, but whose happy ending shines a light on the Thai people’s generous and open spirit. Closer to home, the #MTLmoments campaign, launched by Tourism Montréal in May 2013, invites Montrealers and tourists alike to capture spontaneous, everyday moments and share them on social media.

retour_humain_Mtl_momentsSource: Tourism Montreal

California showcases the state’s unique character through a series of short (2- or 3-minute) videos on its farmers and the soil they work. The clips show testimonials by specialists in different fields, demonstrating their in-depth knowledge of and profound love for their work.


Source: YouTube

The main message of South African Tourism’s new #MeetSouthAfrica campaign is that you don’t just VISIT South Africa, you MEET it by meeting its people. Through videos, a blog and Instagram photos, visitors see the country through the eyes of South Africans; the spectacular scenery stays in the background, taking second place to the conversations.


Source: YouTube

VisitHolland has produced about ten short (less than 60 seconds) videos inviting tourists to experience the city as a local, by showing its inhabitants in a variety of situations: falling in love, waking up in the morning, enjoying local specialties or sharing their traditions. It also reveals the many faces of its people in two videos, Faces (see below) and Kids.


Source: YouTube

 In an attempt to debunk the myth that Finns are cold and reserved, VisistFinland uses a section of its website to describe the intrinsic qualities of its people, against a backdrop of stunning visuals. The northern part of the country, known as Lapland, invites users to meet locals who share their interests and get their insights about the region they call home, and then follow their advice for a successful travel experience.

Lapland

Source: OnlyInLapland

 The human factor in hotel marketing

As a means of enticing travellers and stirring their emotions, several large hotel chains are now focussing on the human factor and the experience rather than the hotel environment or the room itself. In this spirit, Marriott has created the Marriott Traveler website, a sort of unofficial tourist guide to destinations like New Orleans, Chicago, Orlando, with headings like culture, family, fashion, food & drink, Zen and so on, populated by texts, photos and videos by residents or other travellers. There’s the Tour of New Orleans with Chef Tory McPhail, for instance, or how to find the best pizza in Chicago

Some luxury hotel groups are also adopting an approach that centres on the human factor and the experience. Rather than focussing on its 10 hotels, the Maisons et Hôtels Sibuet website suggests 13 different kinds of experiences over four seasons for their guests to enjoy


Source: Sibuet Experience

 The human factor in product marketing

After making a series of “How To” videos showing visitors how to dress for the company’s various activities, how to drive a snowmobile or dog sled, etc., Lapland Safaris (a destination management company) is now revealing the company’s human face. In its recent tourism experience videos, Faces of Lapland Safaris introduces twelve employees who work in different areas of the company and ending with the words “With a human touch”: a great way to create some positive feelings and a sense of brand loyalty.

 
Source: https://www.youtube.com/watch?v=89RcJPZN0Kw

 The human factor in the Distribution Network

An example of this is the home page of Thomas Cook’s YouTube channel, which has 30 videos, the most recent of which (that make up a good half) focus much more on the human factor than on the destination itself.

Thomas_Cook

Source: YouTube

 

There are sure to be many more examples to come. If you are one of the many who are starting to put a human touch on your marketing messages, make us happy and share them with us!

 

Source of the header image: YouTube

 

 

 

 

 

 

 

 

 

 

 

Catégories
Products and activities Trends

Adventure Tourism Trends

If recreational equipment and residential components are included, the adventure sector is now a trillion-dollar industry. Commercial adventure tours make up only part of this sector, but a significant one. Outdoor tourism, largely adventure, makes up at least one-fifth of the global tourism industry. Adventure trends are therefore significant to the tourism industry as a whole.

Growth. In the past few decades, the commercial adventure tourism sector has continued to grow. Many cash-rich, time-poor, reasonably fit people now treat adventure activities as purchasable short-term holiday packages, rather than as lifetime personal investments in skills and equipment. This has led to expansion at both the low-skill and high-skill end of the adventure sector.

Product price pyramid. The adventure tourism industry includes a small number of very highly priced products which rely on specialized equipment, take place in remote areas, or require considerable prior skills, and a large number of short, low-priced, unskilled products in accessible areas close to major tourist gateways.

More luxury. The level of luxury available in adventure tours continues to increase. Backpacker buses are more comfortable. Wildlife heliski and diving lodges have spas and massage therapists. Dive boats, surfboats and heliski operations offer private charters with especially luxurious facilities. Expedition cruise boats have suites with satellite phones, and sometimes even a helicopter. It has almost become a truism that successful adventure tour operators continue to move up-market.

Adventure destinations. The number of tourist destinations marketing themselves specifically as adventure destinations, often using the term adventure capital, has increased greatly in recent years. Some of these are long-standing tourist destinations that have added new products or changed their marketing strategies. Others are small-scale destinations seeking to develop tourism through a portfolio of adventure products. Some also use adventure events as destination marketing tools. Adventure events are growing rapidly in number, scale and variety.

Amenity migration. In some areas, outdoor recreation opportunities and, to a lesser extent, commercial adventure tourism, have triggered amenity migration. This in turn has led to an increase in adventure tourism as the amenity migrants seek commercial opportunities to maintain their lifestyles.

Retail packaging. Many tour operators offer a portfolio of products at different destinations. They do not necessarily maintain an operational base at each of the destinations concerned. Most are retail packagers which sell a range of local tour products to an international clientele. There are also specialist tour operators which offer similar products or activities at multiple destinations.

Combination products. It has become commonplace for individual tour operators to offer a range of different adventure activities at a single destination. These are often packaged as a discounted bundle of individual tours, marketed as a « combo » product. Some combo products simply involve syndicated marketing, with on-ground activities operated by separate companies. Alternatively, a single company either buys up local competitors offering other activities, or acquires equipment, staff and permits to conduct similar activities itself.

Cross marketing. There is a strong trend towards increased cross-marketing links between adventure tourism products and other products purchased by the same consumers. These links are made through magazines, mailouts, inserts, Internet websites, television, films, fashion, shops and merchandising, mobile phones and music players, and entertainment venues such as nightclubs.

Exploratories. Many top-end adventure tourism companies now offer “exploratories” as well as routine tours. These are not necessarily first ascents, descents or traverses, but they are generally new itineraries, for that operator at least. The term is used both as a marketing device, to advertise adventure, and as a legal disclaimer, to warn clients that the trip may not necessarily run smoothly or according to plan.

Flexible itineraries. Other tour companies also make a virtue of necessity by advertising that their schedules or itineraries are flexible and that this is part of the adventure. This approach is used at both ends of the economic scale, from overland buses to polar expedition cruises.

Copycats and takeovers. Establishing a new adventure tourism product requires considerable investment in product development and marketing. Once a product has become well-known, other entrepreneurs often attempt to take over the operation, or establish copycat products at undercut prices. This is a particular risk for new products in developing countries. A number of examples are now well documented.

Insurance. Because of litigation, especially in North America, adventure tourism providers have become increasingly concerned over issues of potential liability. This has led to increasingly lengthy and complex pre-trip waivers and disclaimers, as well as much-increased insurance premiums. For some activities in some countries, it has simply driven many former providers out of the market. With reduced competition, remaining operators have increased prices so as to cover increased insurance costs. Liability-capping legislation, either general as in New Zealand or activity-specific as in some US states, is increasingly important for the future of the industry.

Source:

Buckley, R. (2006) Adventure Tourism, CABI, Oxford, [www.cabi.org].

Catégories
Facts and figures Geographic markets

Antarctica 2006-2007: Another record-breaking season ahead

A Tourism Intelligence Network expert specialized in polar tourism, Alain A. Grenier sketches an overview of the Antarctica tourism industry. A PhD in Sociology and formerly an associate professor at the University of Lapland in Rovaniemi, Finland, he is now a professor in the Department of Tourism and Urban Studies at the UQAM School of Business Administration.

With the arrival of the austral summer in November, tourists – more specifically, cruise passengers – are once again heading to Antarctica.

The majority of Antarctic cruises take place in the Peninsula area, which is blessed with a less severe climate and a greater diversity of attractions (i.e. fauna, flora and a large number of scientific bases and historic sites). In contrast, the other tourism area, the more remote Ross Sea region, features almost exclusively historic sites.

In addition to the more traditional cruise programs combining observation and hikes ashore, a variety of new activities have started to appear in recent years, including scuba diving, sea kayaking, rock climbing, skiing, snowboarding and camping. It is impossible to say, at this point, if these new activities are the result of the arrival of younger and more active visitors, or if the new tourism profile is emerging in response to the products offered by tour operators. What is certain, however, is that Antarctic tourism is growing.

Figures

Compared to the last austral summer (2005-2006), the number of cruise tourists has risen by 12%(4) . This year, the International Association of Antarctic Tour Operators (IAATO), which represents 95% of the organizers involved in Antarctic tourism, expects nearly 38,000 visitors to Antarctica from mid-November to early March(4):

  • 27,575 tourists will participate in an Antarctic cruise with shore excursions (mainly in the Peninsula area)
  • 7,500 tourists will take part in a cruise only (no shore excursion)
  • 1,050 tourists will purchase a land tour (skiing, alpinism, etc., in the Antarctic’s interior)
  • 1,600 tourists will participate in a sightseeing flight (these flights, generally based in Australia, do not land on the continent and involve large planes like the Boeing 737-200 and 747-400, flying at about 2000 feet (610 m) above the Antarctic coast)

More than any other, polar cruises continue to dominate the Antarctic tourism market, with the number of passengers increasing year after year (Figure 1).

Figure 1

Source: IAATO (2006b)

While polar cruise tourism will continue to increase in the Antarctic Peninsula during the 2006-2007 season, the number of visitors to the Ross Sea region is expected to decline slightly(4). Compared to the 42 million visitors who entered the United States in 2004(7), the data regarding tourism in Antarctica – a continent 30% larger than the surface of the USA, may appear insignificant. To understand the importance of the figures presented above, it is necessary to put them into the proper polar tourism context.

A sensitive continent

Antarctica is a continent like no other. This continent, the only one without an indigenous human population, also has extremely limited surface flora and fauna (in species diversity). In summer, when the seas surrounding the polar continent are free of ice, Antarctica and its Sub-Antarctic islands cover an area of 13.6 km2. More than 98% of the continent’s surface is permanently hidden under a cover of ice(1)(3). This ice sheet – the biggest on Earth – may reach a thickness of up to 4.7 km in certain areas and contains no less than 90% of the plant’s fresh water reserves(3).

Tourism, like most other human activities, takes place during the very brief polar summer. This is also the reproduction season for most of the continent’s animal species, which are very abundant at this time of year. As a result, the less than 2% of Antarctic and Sub-Antarctic island lands free of ice and snow become very precious for both fauna and visitors (scientists and tourists alike). In such a context, there is a very good chance that fauna (and, to a lesser degree, flora) could be negatively impacted. The scientific community, however, remains divided over the extent of this impact.

Negative Impact

In addition to the pollutants released when tourism vehicles (ships, inflatable boats, helicopters, large and small airplanes) burn fossil fuel, the main disruptions directly attributed to tourism activities include soil disturbances (more limited in the Antarctic than in the Arctic) and fauna harassment (mainly birds). It is important to stress, however, that atmospheric pollution remains the biggest threat to polar ecosystems. Apart from the pollution caused by burning fuel to transport tourists, most of the air pollutants affecting Antarctica are produced outside area and can therefore not be attributed directly to tourism.

Trying to protect the very resources the industry depends upon, the IAATO has created a visitor’s code of conduct entitled « Guidance for Visitors to the Antarctic. » This recommends, among other things, the distances one should respect when observing the various fauna species. In the past, some observers(2)(6) have stressed that the guidelines are not applied consistently. The problem is that the code is enforced by guides, who must also see to their customers’ satisfaction. Many of these customers have a hard time containing their enthusiasm once ashore. Other visitors, who have invested considerable sums of money to reach these natural areas, sometimes feel they have earned the right to approach wildlife beyond the distances allowed. According to IAATO(4), however, the activities of its members have « no more than a minor or transitory impact on the Antarctic environment. »(4)

The organization worries, however, about the 5% of Antarctic operators who have not joined IAATO and therefore do not apply the visitors’ code of conduct. During the 2005 2006 austral summer, 4,639 visitors and an unknown number of small boat passengers set foot on Antarctica with no public record of their visit (4). In its annual report, IAATO(4) expressed concern over two non-member vessels, each carrying 500 passengers, who made shore excursions in spite of the IAATO regulation limiting site access to ships carrying more than 200 passengers.

The tourism forecasts made by IAATO for the 2006-2007 austral summer indicate that the travelling public’s desire for Antarctic adventures knows no limits other than those imposed by the number of ships and places available for such journeys. Negative impacts, as well as incidents involving tourism activities such as the sinking of the Bahia Paraiso in 1989, remind us, however, that tourism growth in such a remote and isolated place as Antarctica requires safe, sustainable management approaches.

Sources:
(1) – Cessford, Gordon (1997) « Antarctic Tourism – A Frontier for Wilderness Management, » International Journal of Wilderness, Vol. 3, No. 3, USA, pp. 7-11.
(2) – GRENIER, Alain A. (1998) « Ship-Based Polar Tourism in the Northeast Passage: A Case Study,  » Publication in the social sciences, University of Lapland, Rovanieni, Finland.
(3) – HANSOM, James D. and GORDON, John E. (1998) « Antarctic Environments and Resources – A Geographical Perspective, » Longman: UK.
(4) – IAATO (2006a) « IP 86 IAATO Overview of Antarctic Tourism 2005-2006 Rev 1, » International Association of Antarctic Tour Operators (Website), 21 p.[www.iaato.org/info.html]
(5) – IAATO (2006b) « Tourism Statistics, Trends 1992-2007, » International Association of Antarctic Tour Operators, [http://image.zenn.net/REPLACE/CLIENT/
1000037/1000116/application/msword/Trends1992-2007.doc
]
(6) – VUILLEUMIER, François (1996) « Negative Impact of Tourism on Antarctic Animals and Plants, » Southern Connection Newsletter, July, No. 10.
(7) – WTO (2005) « Tourism Market Trends, 2005 Edition, Annex, » World Tourism Organisation. [http://www.unwto.org/facts/menu.html]

Catégories
Distribution networks etourism and technology

Tour operators moving online

Tourism giants, particularly TUI and Thomas Cook, have long been expected to become a strong web presence. Rebuilding from some difficult years, the major European tour operators have found a way to respond to discount carriers and online agencies, whose e-commerce breakthroughs have been gradually siphoning off market share. Tour operators are now directly and effectively reaching consumers via their new reservations portal, TV campaigns and call centres.

Maintain market share

Until recently, major tour operators specializing in selling holiday packages were staying away from online distribution, essentially relying on their traditional travel-agency networks. The latest estimates suggest direct sales by European tour operators stood at just over 8%, at a time when they were also concerned about not penalizing agencies, which account for a major portion of their revenues. And according to PhoCusWright, just 9% of online vacation-package sales were recorded by operators in 2005, with online agencies accounting for the bulk of those sales.

But the winds seem to be shifting in favour of large-scale tour operators like TUI and Thomas Cook, which have begun the transition to e-commerce (see image). Their recent massive investment in developing e-commerce platforms is beginning to bear fruit, and a new dynamic is in place.

Such a move was becoming necessary to preserve market share, as more and more travellers wish to buy online. In Britain, for example, dynamic packaging (in which the consumer designs his/her own package on the internet) is expected to account for more than 34% of revenues by British tour operators in 2007 – compared to just 3.8% recently.

In addition, the short-haul vacation market has become ultra-competitive in Europe since the arrival of discount carriers. With fares for all flight segments of both scheduled and charter carriers available online, internet users can easily compare prices and seek out bargains. So traditional holiday packages face a threat, because consumers can now find out the price of each component and create their own personalized packages. Tour operators were forced to react to this very real threat of losing the traveller to online agencies or other suppliers offering the same dynamic packaging possibilities.

Tour operators target consumers directly

In 2005, TUI posted record sales due mainly to internet transactions, which reached 1.8 billion euros, an increase of 44% over the previous year. The company is a dominant presence in the German and British markets, where it has 18% and 13% of market share respectively. And this is only the beginning, as TUI’s global portal, with its many applications, was officially launched just this past December. Though known for its vacation packages, TUI is also recording significant increases in online reservations for other products such as flights and accommodations; including reservations made through call centres and sales resulting from television ads, direct sales to consumers now account for 25% of the TUI tourism division?s revenues, totalling 14 billion euros.

Tour operator Thomson, a subsidiary of TUI, is offering several innovations designed to seduce the consumer directly. For example, the firm hopes to deliver its latest offers to customers via RSS feeds to their cell phones. And since February, customers have been able to view their prospective vacation site in 3-D, thanks to Google Earth technology. In addition to numerous images, the site also has a bank of some 1,700 videos to facilitate the process for internet users as they buy various products.

Thomas Cook marketing blitz

Over at Thomas Cook, the other tourism giant, online sales in the British market now account for more than 20% of revenues. In February 2006, the British conglomerate also launched a major advertising campaign to influence consumers’ perceptions of the very nature of the company. The strategy was to position Thomas Cook as the main leader in terms of internet offers. The firm went with a message that took direct aim at its two main rivals, Expedia and Lastminute, with the objective of showing that its site is a one-stop shopping solution – a source of scheduled flights, charter flights and dynamic-packaging options as well as the usual holiday packages.

In addition to sponsoring film screenings and television programs where it offered a chance to win a trip, Thomas Cook promoted its Neckermann brand specifically in the television media. It even created a character, Supernecky (see image), that symbolizes the tour operator’s « values of proximity and accessibility, » to serve as a communications tool in relation to both the general public and the distribution network.

Commissions cut

Another key step in the tour operators’ global strategy involves changing the business model for compensation to the distribution network. In January 2006, several operators cut travel agency commissions to 7%. The move, initiated by Thomson, was very badly received by retail agencies, which worried that tour operators were accelerating their business strategy vis-à-vis direct sales to travellers. Analysts expect the money saved will be reinvested in direct marketing.

By way of protest, many travel agencies stopped selling Thomson products, but paradoxically, Thomson’s website has become one of the most-visited sites on the internet. The move seems to be paying off in spades for Thomson, and other tour operators may be inspired to follow suit. Another cut in commissions, to 5% this time, is likely to be announced soon.

Closer to home, the Transat group dominates the Canadian vacation-holiday scene. The Québec-based tour operator is still relying largely on its network of retail agencies to sell its products, but a steadily growing portion of its revenue is now coming from online sales, direct to consumers, through its Exit.ca website.

Meanwhile, wholesaler Go Travel Direct’s strong arrival on the Quebec scene had such an impact that the players already in place were forced to change their distribution methods. Go Travel Direct’s strategy is low prices that circumvent the agency network; Transat’s response came via its Nolitours banner, which offers similar products thanks to reduced commissions and direct online reservations. One thing seems certain: the race for bargains is increasingly defining business dealings between consumers and the distribution network. « Disintermediation » is proceeding apace.

Sources:
– Carroll, William J. and Peter O’Connor. « European Hotels: Managing Hospitality Distribution, » PhoCusWright, September 2005.
– Filliâtre, Pascale and Stéphane Jaladis. « Les TO passent à la télé, » L’Écho touristique, No. 2754, February 3, 2006.
– Fox, Linda. « Thomson Trials Phone Technology, » Travelmole, March 23, 2006.
– L’Écho touristique. « Thomas Cook préfère la télé, » January 16, 2006.
– Sileo, Lorraine. « PhoCusWright Assesses its 2005 Predictions, Makes New Ones for ’06, » PhoCusWright, 31 janvier 2006.
– Skidmore, Jeremy. « First Choice Set To Follow Thomson with 7% Commission, » ABTA Convention Special Report, November 25, 2006.
– Skidmore, Jeremy. « Operator Accused of « Hypocrisy » over Commission Cut, » ABTA Convention Special Report, November 25, 2006.
– Thomas Cook. « New Thomas Cook Advertising Challenges Online Travel Perceptions, » Press Releases, January 30, 2006.
– Thomas Cook. « Thomascook.hit! » Press Releases, November 2, 2005.
– Travelmole. « Thomson Holidays Gives Customers Google Earth, » February 2, 2006.
– TUI. « TUI Starts the 2005/2006 Travel Wear with Increased Bookings Turnover Growth in Key Source Markets / Online Turnover Up by 44 Per Cent, » Press Releases, March 8, 2006.