Zuji: Finding a Winning Strategy Harvard Case Solution & Analysis

Indeed, a deemed pioneer and leading on-line travel agent ("OTA") in Hong Kong, the aspiration didn't seem farfetched. Yet, the ambition was not without challenge. The brand had been twice sold, since Zuji went online in 2002 and its initial geographical coverage shrunk by half when its presence decrease from six to three markets , which are Hong Kong, Singapore, and Australia. The use of online sources to book travel tickets rose at a slow rate. For over 10 years, online sales stayed at under 10% of the overall market in Hong Kong, when compared with the regional average of 25% in Asia Pacific. Meantime, the market was being flooded by competition from multiple fronts.

Worldwide leader Expedia had launched Expedia.com.hk in 2013, and was investing heavily in advertising to capture share. Traditional offline brokers were busy expanding their on-line presence, constructing a hybrid model as competitive advantage. \Through prerequisites coupled with convenience inducted expectations of the travelers whilst they are on their route, the industry was finding the rise of the millennia travellers around the globe, and they were altering the rules of the game. Zuji is facing the biggest opportunity of its time to ride this tide of change and reinforced its market direction.


This is just an excerpt. This case is about SALES & MARKETING

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