INTRODUCTION3
PART 1: CURRENT STRATEGIC ANALYSIS AND INTERNATIONAL STRATEGIC EVALUATION4
1.GENERAL STRATEGY & ORIENTATION4
2.COMPETITIVE POSITIONING4
OBJECTIVES AND INTERNATIONAL STRATEGIES6
1.OBJECTIVES6
2.INTERNATIONAL STRATEGIES6
ENTRY MODES7
1.WHOLLY-OWNED SUBSIDIARIES7
2.ACQUISITIONS7
3.JOINT VENTURES7
EVALUATION OF INTERNATIONAL STRATEGIES8
Advantages of lastminute.com's global strategy9
Disadvantages of lastminute.com's global strategy9
PART 2: STRATEGIC DEVELOPMENT FOR FUTURE EXPANSION10
MARKET SCREENING & CHOICE10
STRATEGIC DEVELOPMENT16
External Environment Analysis - PEST analysis16
Internal Environment Analysis18
STRATEGIC SELECTION19…show more content… In addition, in order to strengthen its positions and its portfolio, lastminute.com has created 13,600 strategic alliances with suppliers such as Avis, Galileo, Tesco, Best Western hotel deals, both for promotional and distributional purposes. As the technology is becoming more advanced, easier access to Internet and more competitors entering the market, it could be argued that in order to remain competitive, a strong brand and good customer relationship is crucial. Therefore, lastminute.com is currently approaching an integration of both online and offline channels by strong website, advertisements through strategic positioned public transport places and different distribution channels such as BT Cellnet, Orange, Cable and Wireless Communications. Lastminute.com sends weekly newsletter to over 9.8 million subscribers (lastminute.com website).
Entry Modes
In the past 3 years, the company has acquired 14 acquisitions before it was acquired by Travelocity, a subsidiary of Sabre Holdings Corporation in 2005. Lastminute.com entry mode strategies are mainly through development of localised versions of the website, acquisitions and joint ventures.
1. Wholly-owned subsidiaries
Today, lastminute.com has localised versions of the website in France, Germany and Sweden in September, October and December of 1999, respectively. By December 2000, lastminute.com further expanded its European presence to seven countries with the
