提供奢华的生活方式。如果环境不允许，旅行和旅游是可以避免的。他们采用了竞争力模型。因为，经济衰退已经改变了外部世界，这不在集团的权力范围内继续自己的意愿。
Porter’s Competitive force model:波特竞争力模型
According to Porter’s competitive force model organisation has to change its strategy because they are not independent. They have to examine the changes taking place in the external environment. Thomas Cook was aware of the recession and swine flow which did make difference to their thinking style and sales as CEO stated “This is particularly pleasing as it comes despite the worldwide recession and the financial impact of the swine flu outbreak.” (Yahoo news 2009). He said this when he was talking on the quarterly profits of Thomas Cook.
根据波特的竞争力模型，组织必须改变其战略，因为它们不是独立的。他们必须检查外部环境中发生的变化。托马斯库克意识到经济衰退和猪流感确实对他们的思维方式和销售产生了影响，首席执行官表示：“尽管全球经济衰退，猪流感爆发带来了财务影响，但这一点尤其令人高兴。”他是在谈到托马斯库克的季度利润时说这番话的。
What changes Thomas Cook made during recession:托马斯库克在经济衰退期间做出了哪些改变
The merger of Thomas Cook with My travel in 2007gave the company a competitive edge over all small rivals. In this difficult times when these small firms could not maintain their cash flow Thomas Cook was doing so effectively and efficiently. They offered cheap holiday packages (Financial Times, 2009). They became cost leader in the market (annual report, 2008). They managed their cash flow and balance sheet effectively(The Finance Director, 2009). On 30th Nov. (2009) financial times wrote that Thomas Cook increased their prices even in recession. This was because collapse of few holiday maker companies. Due to this consumers were struggling to find good deals on holidays(FT, 30th Nov. 2009).
2007年，托马斯库克与我的旅行社合并，使该公司在所有小型竞争对手中都具有竞争优势。在这些小公司无法维持现金流的困难时期，托马斯库克正在有效地做到这一点。他们提供廉价的度假套餐。他们成为市场上的成本领导者。他们有效地管理了现金流和资产负债表。2009年11月30日，英国《金融时报》撰文称，即使在经济衰退时期，托马斯库克也提高了价格。这是因为很少有度假公司倒闭。正因为如此，消费者在假期里很难找到好的交易。
Main stakeholders of Thomas Cook:托马斯库克的主要利益相关者
According to (Thomas Cook {d}2009) the stakeholders of the company are:公司的利益相关者是
Employees 员工
Customers 客户
Investors 投资者
Suppliers 供应商
Local communities – in our source countries and in the destinations where we operate 当地社区——在我们的来源国和我们经营的目的地
Industry partners 行业合作伙伴
Governments – in our source countries and in the destinations where we operate 政府——在我们的来源国和我们经营的目的地
Non Governmental Organisations 非政府组织
Experts in responsible travel.负责任的旅行专家。
Behaviour to change: 要改变的行为
Customers:客户
For the change in the company the most affected stakeholders were customers because all the changes in the company, cost leadership were due to them. They have the prime power in the company because of them, this company works and make profits. They happily accepted cost leadership by the company and make the organisation profitable in the recessionary times.
对于公司的变化，受影响最大的利益相关者是客户，因为公司的所有变化，成本领先都归功于他们。因为他们，他们在公司拥有主要权力，这家公司工作并盈利。他们很高兴地接受了公司的成本领导，并使该组织在经济衰退时期盈利。
Suppliers:供应商
CEO Thomas Cook said, “Our success in leveraging our buying power and restructuring to minimise our cost base is helping to maintain our industry-leading margins.” Interim mgt. report( March 2009). The change has been asserted on to the suppliers to take the responsibility of the new market conditions and to minimize the prices as much as possible. “We are taking advantage of our buying power to manage accommodation costs, which represent over 30% of revenue. We are confident that negotiations with our suppliers will result in prices no higher than last year’s levels across the Group this year, despite adverse movements in currency.”CEO Thomas Cook ( annual report 2008, p 14). This indicates the change has been accepted by the buyers of the firm.
首席执行官托马斯·库克表示：“我们成功地利用了购买力和重组，将成本基础降至最低，这有助于保持我们行业领先的利润率。”这一变化已被要求供应商对新的市场条件承担责任，并尽可能降低价格。“我们正在利用我们的购买力来管理住宿成本，住宿成本占收入的30%以上。我们相信，尽管货币出现不利波动，但与供应商的谈判将使今年整个集团的价格不高于去年的水平。”首席执行官托马斯·库克。这表明该变更已被该公司的买家接受。
Changing process during recession:经济衰退期间的变化过程
“It is difficult enough to develop an effective working capital management strategy during a recession, let alone when you are integrating a major company post-merger; the challenge faced by Thomas Cook Group following its me
