Travel Reference
In-Depth Information
Fig. 17.1.
The MTA marketing process. Source: N. Theuma, 2002, unpublished PhD thesis.
In addition, tour operators and other stake-
holders such as the airline industry are seen as
partners with whom joint business is conducted.
Stakeholders have welcomed this initiative,
acknowledging the need for cooperation and
partnership. However, the MTA still needs to
review its functioning at the local level. In par-
ticular, there should be more coordination
between the head office and overseas branches
to ensure that a consistent policy is adopted.
Further, the application of research needs to be
more widespread and made more accessible to
overseas offices.
Malta's status as an EU country also means
that it will have exposure in more European
countries than before. However, a major factor
inhibiting equal competition remains accessi-
bility to the Maltese Islands. Most international
visitors have to arrive by air, and the Maltese
Islands have been served in the past mainly by
the national air carrier, Air Malta, which was set
up in 1974. The airline's near-monopoly position
in the market is now diminishing with EU 'open
skies' and competition regulations. With the threat
of budget airlines as well as the more traditional
chartered sector, Air Malta has had to restruc-
ture and rethink its strategies in terms of:
introducing budget-level fares (Fare 4 U),
initially to London (2003) and Köln (2005);
●
consolidating its package holidays arm
Flyaway Tours;
●
extending its charter activities;
●
securing code-sharing agreements with
global airlines such as Qantas and Emirates;
●
publicizing the development of a corporate
environmental policy; and
●
undertaking a restructuring both of opera-
tions logistics, commensurate with the above
developments, and of senior management
(Air Malta, 2005).
●
Discussion
This chapter has suggested that reviewing a
destination's products and image and managing
