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By Andreas Papatheodorou

This paintings examines key festival matters within the parts of delivery for tourism, the lodging region and the shuttle distribution, drawing examples and case stories from the overseas enviornment. With participants drawn from top specialists within the box, the e-book will supply vital studying for students and practitioners in tourism, commercial economics and monetary geography.

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Extra resources for Corporate Rivalry and Market Power: Competition Issues in the Tourism Industry (Tourism, Retailing and Consumption)

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Environment and Planning D. Society and Space 9: 451–478. Buhalis, D. (1998) Strategic Use of Information Technologies in the Tourism Industry. Tourism Management 19(5): 409–421. 17 Corporate rivalry and market power Butler, R. (1980) The Concept of a Tourist Area Cycle of Evolution: Implications for Management of Resources. Canadian Geographer 14: 5–12. Civil Aviation Authority (2005) ATOL Business 25 (January), London: Civil Aviation Authority. Court of First Instance (2002) Annulment of Commission’s Decision C (1999) 3022.

While the SCP paradigm dominated the research in Industrial Organisation for over four decades, its drawbacks have also become apparent. By the 1970s there was growing dissatisfaction with the premise inherent in the SCP model that market structure was exogenously determined. Research indicated that market structure could also be endogenous; the conduct and performance of firms in the industry was also an important influence on structure. For example, mergers affect directly the size and distribution of firms, advertising and innovation could raise entry barriers and predatory pricing could force competitors out of the market – in essence behaviour that directly or indirectly raised the costs of entry into a market also influenced structure (Rickard, 2002).

The following chapters analyse corporate rivalry and competition issues in specific tourism industries. Chapters 4 focuses on the airline industry. Following a detailed introduction on the performance of the sector, John F O’ Connell studies the evolution of competitive airline markets mainly in the post-deregulation era. The first wave of impacts is related to hub-and-spoke operations and how hubs can effectively restrict competition. The second wave refers to the emergence of strategic alliances and their business conduct, while the third discusses the evolution and importance of frequent flyer programmes.

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