Areport that critically evaluates the current and future strategic position of Virgim Atlantic

Student ID Number: 12451621 Student Name: Rina Fiterman Module Code: TOU3008M
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Student Name: Rina Fiterman Student ID Number: 12451621
Degree Programme: Event Management
Module Name: Strategic Management for Tourism, Sports and Events
Assignment Title: Select an appropriate sport, tourism or event related
organisation. Compile a report that critically evaluates the current and future
strategic position of this organisation. In other words, where are they now, and in
light of this information, where should they be headed?
Seminar Tutor: Chris Phelan Word Count: 3,000

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Contents
List of Figures............................................................................................................................. 3
1. Organisation Overview...........................................................................................................4
2. Strategic Propose .................................................................................................................... 4
2.1 Virgin Atlantic’s Mission.....................................................................................................5
2.2 Virgin Atlantic’s Vision.......................................................................................................6
2.3 Virgin Atlantic’s Objectives.................................................................................................6
3. The External Analysis ............................................................................................................. 6
3.1 Porter’s Five Forces............................................................................................................. 7
3.1 Threat of Entry.................................................................................................................... 7
3.2 Buyers Power...................................................................................................................... 7
3.3Power of Suppliers ............................................................................................................... 8
3.4 Threats of Substitutes ..........................................................................................................8
3.5 Competitive Rivalry ............................................................................................................ 9
4. Strategic Capabilities .............................................................................................................. 9
4.1 VRIO of Virgin Atlantic ......................................................................................................9
4.2 Value Chain Analysis of Virgin Atlantic ............................................................................. 10
5. Strategic Direction................................................................................................................ 11
5.1 Porter’s Generic Strategies................................................................................................. 11
6. Appendix............................................................................................................................... 12
7. References............................................................................................................................. 17

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List of Figures
Figure 1. Organisational Structure.............................................................................................4
Figure 2 Virgin Atlantic Mission Statement Evaluation ...........................................................5
Figure 4 Porter’s 5 P’s Airline Industry ....................................................................................7
Figure 6 VRIO Framework .....................................................................................................10
Figure 9 the Generic Strategies................................................................................................11

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1. Organisation Overview
Virgin Atlantic Airways limited is a privately-owned airline organisation which was first
founded in 1984 by Sir Richard Branson, who is the president on the executive board of the
Virgin Atlantic Airways, (Virgin Atlantic, 2016). Sir Richard Branson also founded the Virgin
Group. The organisational structure of the Virgin Group and where Virgin Atlantic is located
within the corporation is demonstrated in figure 1 (Adapted from Virgin, 2015).
Virgin Atlantic is currently 51% owned by the Virgin Group and 49% by Delta Air Lines.
Virgin Atlantic geographically operates within the US, Europe and the Asia Pacific regions
which results in high revenues for the company. However, during the financial year of 2015,
Virgin Atlantic recorded a revenue of £2,781.9 million which is a loss per the previous financial
year of 2014, (MarketLine, 2016).
Virgin Atlantic is one of several number of organisations which pay the lowest salaries within
the airline industry. However, the staff who work for Virgin Atlantic are loyal to the
organisation and demonstrate a high level of skill in their roles gained from high quality
training programmes. Sir Richard Branson’s management of his staff includes creating an
environment where all his staff feel valued by the organisation, not only in their job positions
but in the contribution to the organisation. This is achieved by valuing staff’s opinions and
feedback, from a cabin crew attendant’s opinion to a Marketing Director’s opinion, which
results in successful people management, (Mullins, 2006:92).
2. Strategic Propose
One of the significant elements which an organisation must consider is their strategic mission
as it provides the organisation with a purpose for the organisation, in addition to the basic long-
term aims and objectives, the course of action required, and identifying the recourses needed
to achieve the objectives (Chandler, 1962). The first critical actions in the planning process of
Figure 1. Organisational Structure

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an organisation strategy is creating the organisational mission statement (Powers, 2012).
Mission, vision and values enhance organisations by providing the organisations with their own
identities and personalities by outlining their beliefs and by which methods the organisation
will achieve them (Evans, 2015). A mission statement is explained as “enabling the business
to set objectives, to develop strategies, to concentrate its resources and to go to work. It alone
enables a business to be managed for performance” (Drucker, 1974:94). Additionally, (Hitt et
al., 2012) adds that a mission statement should contain the following key elements about the
organisation; the company principles, the company identity, the products and services offered,
the target market, the geographical focus, responsibility to shareholders and the level of
dedication to their employees.
2.1 Virgin Atlantic’s Mission
Virgin Atlantic’s mission statement is “to be the airline most loved by our customers. We will
achieve this by being uniquely Virgin Atlantic” which Virgin Atlantic claims to be the
foundations of all the organizational operations which Virgin Atlantic delivers to their
customers. Despite the mission statement of Virgin Atlantic being articulated, current and
having a positive tone (Phelan, 2016), their mission statement can still be viewed as not very
effective as the statement does not contain the key elements of an effective mission statement
(Hitt et al., 2012). When Virgin Atlantic’s mission statement is judged, and evaluated against
the Charted Institution of Marketing criteria which addresses the following questions: “does it
provides a view of the future? Is it credible to both customers and employees? Is it ‘outward
looking’ and contains or implies a clear customer benefit? Is it unique to your business,
embracing what you are good at?” (Phelan, 2016:13).
From the criteria presented from the Charted Institute of Marketing in Figure 2, it can be argued
that Virgin Atlantic’s mission statement does not meet all the requirements presented as the
mission statement can be viewed as vague and not distinctive to the company. This is due to
Future Credible Outward Unique
To be the airline most loved by our
customers. We will achieve this by being
uniquely Virgin Atlantic.
   
Figure 2 Virgin Atlantic Mission Statement Evaluation (Adapted from CIM, 2009)

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the mission statement missing the following significant elements; the core target audience, the
economic concerns, the current and future services and products, the distinction from other
organisations (Phelan, 2016). However, Virgin Atlantic’s mission statement could be
considered to have the basic philosophic beliefs and the main reason of existence of the
company.
2.2 Virgin Atlantic’s Vision
Virgin Atlantic’s vision, which the company refers to as their ambition is “to embrace the
human spirit and let it fly” (Virgin Atlantic, 2015). The characteristics of a vision statement
are for it to be coherent, to include future position, the challenges, and have the power to inspire
others (Phelan, 2016) which are not demonstrated in Virgin Atlantic’s vision statement. This
is because the vision does not include the desired future position of the company and the
company’s intention to achieve their medium to long term, between three to five year,
objectives (Phelan, 2016).
2.3 Virgin Atlantic’s Objectives
Terminology in literature such as “’strategic intent’ ‘company philosophy’ and ‘corporate
goals’ can sometimes be encountered to describe the mission and vision” (Evans, 2015:25).
Virgin Atlantic’s cooperate goals are orientated around becoming a leading airline company in
the market, which provides excellent customer service and a positive working environment for
their employees, (Virgin Atlantic, 2015). Finally, the Virgin Atlantic corporate objectives are
evaluated against the CRIME objectives criteria (Figure 3) which examine if the objectives are
communicated, realistic, internally consistent, measurable and explicit.
3. The External Analysis
For organisations to assess their external environments is very significant as using tools to
analyse the external environment will inform the organisation on the threats and opportunities,
increase knowledge of the nature of competition, in addition to enabling organisations to make
well informed strategic choices to achieve a competitive advantage (Phelan, 2016). Strategists
use the Porter’s 5 P’s framework which sets out to analyse a chosen industry competition level
as a method for organisations such as Virgin Atlantic to develop their strategies. Figure 4
demonstrates the barriers which competitors hold against new competition entering the
industry (Porter, 2007:27-39). Porter’s five forces tool analysis was chosen over a SWOT
analysis as the five forces tool analysis provides the researcher with more detailed information
about the external environment such as the different challenges of gaining a profitability over
other airline organisations in the airline industry. However, a SWOT analysis, Figure 5 in the

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appendix section, was generated as a method to gain basic insight into Virgin Atlantic before
developing the Porter’s five forces.
3.1 Porter’s Five Forces
3.1 Threat of Entry
The volume of investment needed by
organisations to enter the airline industry is a
significant indicator of the threat of new
entrants which means that the higher capital
needed to enter the industry, the threat of new
entrant’s decreases (Evans, 2015). As the
required investment is a significant size for the
airline industry, it means that the barriers of
entry are high. Therefore, there is significantly
low threat for Virgin Atlantic from new competition. Another factor which influences and
increases the entry barrier for competitors to
enter the airline industry is the strict and high volume of regulations that are required to comply
with. The following are examples of the regulations and legal framework under the UK and
European law which airlines must comply with: Civil Aviation Act 1982, The Civil Aviation
Authority Regulations 1991, The Operation of Air Services in the Community Regulations
2009, The Air Carrier Liability (No.2) Regulations 2004, Community Air Carrier Liability
Order 2004, Civil Aviation (Denied Boarding, Compensation and Assistance) Regulations
2005, Civil Aviation (Insurance) Regulations 2005 - Statutory Instrument, Civil Aviation Act
2006, Civil Aviation (Provision of Information to Passengers) Regulations 2006, Civil
Aviation (Access to Air Travel for Disabled Persons and Persons of Reduced Mobility)
Regulations 2007 and Civil Aviation (Allocation of Scarce Capacity) Regulations 2007 (CAA,
2016). Additionally, airlines have lawfully enforced obligations to their stakeholders, which
are employees, customers, and investors. This is another consideration which must be
considered when deciding upon entering the airline industry.
3.2 Buyers Power
The power of buyers in the airlines is determined by three main factors. The first factor is the
number of customers and the volume of their purchases in the sector. The airline industry is
essentially a buyer’s market due to the high number of airlines offering the same routes as
Threat of
Entry
Buyers
Power
Threats of
Substitution
Supplier
Power
Figure 4 Porter’s 5 P’s Airline Industry (Adapted from Phelan 2016)

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Virgin Atlantic to the customers. The airline industry consists of two groups of buyers which
is the passenger and the travel agent or an internet platform. Therefore, the buyers power has
the most significant impact of Virgin Atlantic by forcing the organisation to compete against
major airlines which supply the same service; such as British Airways, who are the leading
airline and hold a strong position on the Trans-Atlantic routes (Phelan, 2016). Therefore, this
results in low switching costs between travel agents and airlines (Evans, 2015: 271-272). These
factors affect Virgin Atlantic as customers are provided with a vast number of options and
choice for the same products in the airline industry.
3.3Power of Suppliers
Virgin Atlantic obtains the physical resources the organisation requires to carry out their
activities from Boeing Commercial Aeroplanes, the supplier (Virgin Atlantic, 2016). The main
factors which determine the strength of suppliers are the uniqueness and the availability of the
resource which the supplier provides, the number of other industries which require the resource
and the switching costs between the suppliers (Evans, 2015:273-274). As aircrafts are
essentials to Virgin Atlantic to be able to complete their organisational operations for their
customers. However, the aircrafts are not easily substituted and the aircraft manufactures are
limited to two, Boeing and Airbus (Evans, 2015:273). Therefore, Virgin Atlantic does not have
a power over their supplier, whereas Boeing have a high-level power over Virgin Atlantic.
Additionally, the switching costs between suppliers, from Boeing to Airbus, will be very high
and time consuming for Virgin Atlantic as all their aircrafts are Boeing fleets which means that
the pilots and engineers would have to be trained to use Airbus fleets and Virgin Atlantic would
have to spend more of their finance on purchasing new spare parts for the Airbus fleets (Evans,
2915:272).
3.4 Threats of Substitutes
A substitute can be considered as a product or service which meets the similar needs and
requirements as the product found in the industry. There are only two factors which influence
the threat of substitution in the airline industry which are the match between price and
performance of the substitute and the readiness of buyers to switch to substitution, (Evans,
2015: 270). Virgin Atlantic’s main product is to provide scheduled flights to and from US,
Europe and the Asia Pacific region, therefore to find a substitute to air travel is not feasible as
rail, road and water travel is much more time consuming to reach final destinations of
passengers.

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3.5 Competitive Rivalry
In the airline industry, airlines compete against each other using several techniques and on
basis of price, quality, and service. Virgin Atlantic’s main competitor is British Airways as
they both provide a high level of service to their customers by using excellent customer service
and new technology products on their aircraft fleets. Both airlines also operate the same
travelling routes for their passengers. Virgin Atlantic and British Airways do not compete on
their pricing with each other but on quality and service. This means that both airlines
competition takes form in promotion, marketing, branding, advertising and products and
service innovation for their customers (Evans, 2015:274).
4. Strategic Capabilities
Internal analysis provides Virgin Atlantic with a comparative view at the capabilities which
the organisation possesses that finally helps to develop the strategic choice for the organisation.
A relationship exists between an organisation resources, competencies and core competencies
which can be summarised by the core competence, which is the distinctive capability,
equivalent (Evans, 2015: 80) to the superior development of resources and superior application
of general competencies.
4.1 VRIO of Virgin Atlantic
The resource based view (RBV) of Virgin Atlantic identifies the core resources and capabilities
which are listed in Figure 6. The VRIO framework, Figure 6, assesses the core competencies
of Virgin Atlantic which shows that the competitive advantage is gained from Virgin Atlantic
resources which are valuable, rare, imitable and organised. The brand ability raises capital due
to Virgin Atlantic’s reputation therefore this resource ensures sustainable competitive
advantage is achieved. Technology, the location of flights available to and from and the
organisational structure of Virgin Atlantic are all resources that can create competitive
advantage but have the possibility of being imitated by competitors which means that the
advantage may be only temporary.
The Virgin Atlantic brand and reputation are the strongest resources. The VRIO framework
was used as it helps “to clarify the potential contributions of resources to competitive advantage
and alleviate a previous analytical overemphasis on the opportunities and threats that arise from
the product side” (Akio, 2005:129) which is the reason why the VRIO framework was chosen.
Additionally, the VRIO framework is one of the most significant theories in strategic

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management since the 1980s However, the VRIO is considered not to “presently appear to
meet the empirical content criterion required of a theoretical system” (Akio, 2005:129).
4.2 Value Chain Analysis of Virgin Atlantic
The developed frameworks show the success of Virgin Atlantic as an organisation in their
internal environment. The value chain analysis
(Porter, 1985), which is one of the most used
approaches to internal analysis, this framework provides the reader with an understanding of
the value of the organisation’s activities and how it adds value to the products and services the
organisation offers to their customers against the costs of the resource in production. The value
chain analysis has been adapted by Poon (1993) to be used in the tourism sector (Evans,
2015:94-98). Figure 8 in the appendix, demonstrates the value chain analysis for Virgin
Atlantic. The value chain analysis discusses the primary activities and the secondary activities
(Evans, 2015: 94) of Virgin Atlantic. The primary activities add directly to the value of the
product which an organisation supplies their customers with. Whereas, the secondary activities
add value indirectly by assisting the successful accomplishment of the primary activit ies
(Evans, 2015: 94). Figure 8, shows that Virgin Atlantic’s primary activities are transportation,
retail distribution, marketing and sales, and customer service. Evans (2015:98) states that “The
aim of value chain analysis is to identify ways in which the performance of the individual
activities and the linkages between them can be improved” which means that it is significant
Recourse/
Capability
Value Rarity Imitability Organisation Competitive
Implications
Technology Yes Yes No Yes Temporary
Competitive Advantage
Virgin Brand Yes Yes Yes Yes Sustained Competitive
Advantage
Customer Service Yes Yes No Yes Temporary
Reputation Yes Yes No Yes Temporary
Geographical
Location
Yes Yes No Yes Temporary
Human Recourse Yes Yes No Yes Temporary
Figure 6 VRIO Framework (Adapted from Evans, 2015)

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to take into consideration how the value chain activities support the current strategy that Virgin
Atlantic has in place.
5. Strategic Direction
To achieve a competitive advantage by an organisation in the strategic management process,
the organisation must identify the strategic options available to them. The strategic options then
can be formulated and evaluated before being selected for execution by the organisation
(Evans, 2015: 322). When taking into consideration the internal and external analysis in
addition to the examination of Virgin Atlantic’s mission, vision and values, the most
appropriate strategic recommendation is to use the differentiation strategy from Porter’s
generic strategies. This is due to Virgin Atlantic adding value to their products and services
which other established and premium airlines already offer to the market. Therefore, Virgin
Atlantic must justify their premium pricing by the products and services they offer to their
customers.
5.1 Porter’s Generic Strategies
Porter’s generic strategies framework provides helpful understanding into the competitive
behaviour of organisations and how to develop a strategy. However, the framework of Porter
has its limitation in reference to the differentiation strategy. The differentiation strategy, within
the Porter’s generic strategies, does not take into account the possibility of an organisation
choosing to increase their market share and increase their sales compare to the change in
premium price (Evans, 2015:341) when using
the differentiation strategy. The generic
strategy framework, Figure 9 adapted from
Porter (1985), represents the strategies
available to organisations to use to achieve a
competitive advantage.
From the analysis developed within this
report. It is clear to understand that Virgin
Atlantic are a well-established airline which
differentiates itself from other airlines through
technological advances (Virgin, 2015). In addition, Virgin Atlantic provides excellent
customer service to their passengers and this is evidenced by the awards won in the industry
and the extra added services the organisation presents its customers with (Figure 8). Thereby,
CompetitiveScope
Cost
Leadership
Differentiation
Cost Focus Differentiation Focus
Figure 9 the Generic Strategies (Adapted from Porter, 1985)

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the main recommendation which has arisen from this report, is for Virgin to continue using the
differentiation strategy with the purpose of developing the inflight technology, aircraft
advances and continue to increase the quality and level of services provided. There are a
number of considerations which Virgin Atlantic has to take into account and critically review
such as the company’s joint revenue with Delta Airlines and the option of joining the OneWorld
Alliance (Figure 7).
To summarise, Virgin Atlantic has a basic mission and vision statements. The corporate
objectives of Virgin Atlantic mostly meet the CRIME Objectives criteria which means that the
objectives are communicable, realistic, consistent and explicit. Virgin Atlantic, despite the
profit losses in the financial year of 2014 (MarketLine 2016), still continues to be a successful
airline within the industry. The main reasons for Virgin Atlantic’s success can be considered
as they strive to differentiate themselves from other airlines by the technological advances and
the unique customer service and added products the offer their customers.
6. Appendix
Figure 5. Virgin Atlantic’s SWOT (Adapted from Evans, 2015:33).

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Figure 3. CRIME Objectives Virgin Atlantic (Adapted from Evans, 2015)
Strengths
The Brand – Virgin Atlantic has
established a strong and positive brand
which is recognised by customers for its
products, services and the level of quality.
Strong Atlantic Networks – Since
launching the organisation in 1984, the
geographic air routes remained dominant
to the North Atlantic region.
Partnership with Delta - Since creating
the partnership in 2014, Virgin Atlantic
Airlines routes are now jointed with Delta
Airlines (49% shareholder).
Weakness
Profit Loss – Virgin Atlantic had a pre-tax loss
of £74 million in 2013. However, the
organisation has been making a recovery
progress since 2013 (Virgin Atlantic, 2014).
Domestic Route Failure – In 2013, Virgin
Atlantic launched domestic routes, named Little
Red, within the UK, more specifically between
the locations of London, Manchester,
Edinburgh, and Aberdeen.
Opportunity
Joining the OneWorld Alliance – The
OneWorld Alliance is an organisation
which unites 15 airlines for them to
provide the best service to their customers
(OneWorld, 2016).
Boeing 787 Chance of Lowering Costs –
In 2014, Virgin Atlantic launched the new
Boeing 787 which travels on the same
routes along with Virgin Atlantic’s older
planes. However, the new Boeing 787 is
21% more fuel efficient thereby resulting
in fuel saving costs (Virgin Atlantic,
2016).
Threats
Airline Regulations
Delta Airlines- Investigating claims of
discrimination against one of their flight
attendants.
Terrorism
Competitors Purchasing New Aircrafts
Virgin Atlantic
Objectives/CRIME
Objectives
C-
communicable
R-
realistic
I-
internally
consistent
M-
measurable
E-
explicit

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Figure 7. TOWS Matrix: Virgin Atlantic (Adapted from Phelan, 2016)
To fly a profitable
airline that people love
to fly and where people
love to work
    
To improve customer
services for our
business and leisure
travellers
    
To set new standards
for the rest of the
industry to follow     
To ensure we offer the
best business product in
the air     
To increase leisure
business even further     
To operate an efficient
but effective global
airline     

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Figure 8. Value Chain Analysis Virgin Atlantic (Adapted from Evans, 2015)
Activity Value Added
Primary Activities
Transportation Virgin Atlantic is the second airline in the UK which operates within a
range of top destinations across the Atlantic, Europe and the Asia Pacific.
Virgin Atlantic has received several travel awards for the company’s
services within the travel industry. The passengers who book business and
upper-class travel receive a limousine service to travel to the airport. The
upper-class UK passengers receive a complimentary airport transfer in a
Volvo or Virgin Limo which makes their outbound logistics impressive
to customers (Virgin, 2009).
Internal
Factors
External
Factors
Strengths (S)
S1. The Brand
S2. Strong Atlantic Networks
S3. Partnership with Delta
Weaknesses (W)
W1. Profit Loss
W2. Domestic Route
Failure
Opportunities (O)
O1. Joining the
OneWorld Alliance
O2. Boeing 787
O1, S2 & S1. Joining the OneWorld
alliance using the strong Atlantic
networks would increase productivity
and generate higher profits for Virgin
Atlantic. OneWorld alliance will also
benefit from the strong brand which
Virgin can contribute when joining.
O2 & W1. The new
Boeing 787 fleet would
attract more customers
and create a saving of fuel.
Thereby, decrease the
profit loss.
Threats (T)
T1. Airline
Regulations
T2. Delta Airlines
investigating
claims of
discrimination
S1 & T1. The strong Virgin brand which
already complies with a vast number of
regulation and laws under the UK and
European legal framework.
W1 & T1. Complying
with airlines laws and
regulations to avoid
further profit loss and fine
issued by regulators.

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Retail
Distribution
The stock control, which is storing and managing fuel, snacks, food and
drinks, passenger service system, and facilities planning are all
distributions tools that Virgin Atlantic use.
Customers have the choice of three entrees with main meal, free drinks,
an amenity kit for outbound journey, complimentary newspaper of
passenger's choice. The facilities keep on increasing in quality when the
passenger moves from economy to upper class.
Marketing &
Sales
Virgin Atlantic advertising techniques includes the following: magazines,
TV, outdoor posters and direct mail to their customers. Additionally, the
promotional schemes have a key role during low seasons such as winter.
To encourage loyalty, Virgin Atlantic offers flying club membership
where in members receive free air miles that can be exchanged for free
flights and other rewards.
Customer
Service
Virgin Atlantic has won the following awards for customer service:
Best Passenger Assistance Initiative (2014)
Best Airline Website as voted for by consumers (2014)
(Virgin, 2016)
Secondary Activities
Procurement Virgin Atlantic has an efficient department that obtains quality goods and
services at lowest price for Virgin Atlantic customers at a competitive
price. They include the following: baggage handling, refueling,
maintenance, cleaner services and security (Virgin, 2009).
Technology &
Systems
Development
Virgin Atlantic has award winning in-flight entertainment system, travel
seats and beds designed to give extra comfort for their customers.
Additionally, Virgin Atlantic continuously works on innovation aircraft
design and technological solution to reduce environmental issues.
Human
Resource
Management
Virgin Atlantic recruit employees through advertising roles through their
website. Existing staff can also recommend and refer potential applicants

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to earn incentive. Virgin Atlantic provides world-class training to their
employees.
7. References
Akio, T. (2005) The Critical Assessment of the Resource Based View of Strategic
Management: The Source of Heterogeneity of the Firm. Ritsumeikan International Affairs, 3,
125-150.
Chandler, A. D. (1962) Strategy and Structure, Boston, Mass: MIT Press.
Civil Aviation Authority (2016) European and UK Legislation: Airline Licencing. Available
from http://www.caa.co.uk/Commercial-industry/Airlines/Licensing/Publications-and-
legislation/European-and-UK-legislation/ [Accessed on 07/11/2016].
Drucker, P. F. (1974). Management: Tasks, responsibilities, practices. 6th Edition. New York:
Harper & Row.
Evans, N. (2015) Strategic Management for Tourism, Hospitality and Events. 2nd Edition.
Oxon: Routledge.
Hitt, M., R. D. Ireland and R. Hoskisson (2012) Strategic Management Cases: Competitiveness
and Globalization, 10th edition, Mason, Ohio: South-Western Cengage Learning.
Phelan, C. (2016) Analysing the External Environment. [Lecture]. Strategic Management for
Tourism, Sport and Events TOU3008M, University of Lincoln, 3rd October.
Phelan, C (2016) The Resource Base View. [Seminar]. Strategic Management for Tourism,
Sport and Events TOU3008M, University of Lincoln, 20th October
Phelan, C. (2016) Strategic Purpose: mission, vision, values and objectives. [Lecture].
Strategic Management for Tourism, Sport and Events TOU3008M, University of Lincoln, 31st
October.
Poon, A. (1993) Tourism, Technology and Competitive Strategy. Wallingford: CAB
International.

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Porter, M. E. (1985) Competitive Advantage, New York: Free Press.
Powers, E. L. (2012) Organizational Mission Statement Guidelines Revised. International
Journal of Management and Information Systems, 16 (4): 281-90.
Mullins, S. (2006) Essentials of Organisational Behaviour. Harlow: Prentice Hall.
CIM (2009) 10 minutes Guide: Mission Statement, The Charted Institute of Marketing, 14280,
5, 1-6.
Virgin Atlantic (2014) Financial Report [Online] Crawley: Virgin Atlantic. Available from
http://www.virgin-atlantic.com/gb/en/footer/media-centre/press-releases/financial-
results.html [Accessed on 07/11/2016].
Virgin Atlantic (2016) Introducing the Boeing 787 [Online] Crawley: Virgin Atlantic.
Available from http://www.virgin-atlantic.com/gb/en/the-virgin-experience/787.html
[Accessed on 07/11/2016].
Virgin Atlantic (2016) The History of Virgin [Online] Crawley: Virgin Atlantic. Available from
https://www.virgin.com/time-machine [Accessed on 07/11/2016].

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