Turning competitors into customers : factors to be satisfied in order to gain industry support from outside of a vertically integrated tourism value chain

Abstract

The tourism industry has undergone consolidation through vertical and horizontal integration. Despite this consolidation integrated companies require support from outside of the integrated value chain. Non-integrated supporters are conflicted as the integrated companies requiring support are often direct competitors. The research methodology used to gather the required data was a qualitative research design. The 23 face-to-face interviews were conducted in South Africa, Germany and The United States of America at senior management level in non-integrated tourism organisations. Interviews were focused on the identification of factors which would cause or mitigate conflict, enhance trust and cooperation and would result in support of the integrated company. The questionnaire was designed and piloted by the researcher and the areas of importance identified through the literature were channel management, price, power, trust and cooperation. Twelve factors were identified which would minimise conflict, enhance trust and cooperation and result in support when consistently displayed. It became evident was required by companies outside of the integrated value chain was the improvement of existing competitive positions, strong relationships with the integrated company along with openness in negotiations and communications. Lastly, the integrated company was expected to behave in an ethical manner with reputation and the quality of the experiences offered being important factors when deciding if support would be given.