Table of contents Executive summary 2

Industry Size and Profitability
Reservations for villas may be made online, and the market for this service is large. According to PhoChus Wright (2009), nine out of 10 U.S. travelers utilized the internet at some stage in their travel planning process, up from $6.9 billion in 1991 to more over $95 billion in 2008, when it comes to online sales for leisure and corporate travel (PhoChus Wright, 2009). Table 1 summarizes the financials of the main four U.S. OBCs today.
Table 1

OTA	Owner	Market Share	Market Cap	Revenue 2009	Net Income	Op. Margin	ROE	ROA
Company
Expedia	Public company	43%	$8.24B	$2.955B	$299M	22%	15.62%	6.65%
Priceline	Public company	9%	$18.23B	$2.338B	$489M	22.05%	50.74%	18.37%
Orbitz	Travelport	26%	$695M	$738M	-$337M	8.26%	-3.58%	2.82%
Travelocity^1	Sabre	22%		$2.9B
Go Voyages	European Capital			€2.23B
Opodo **	Amadeus			€1.3B

Industry Value Chain
Accommodation providers pay for distribution of their items via several distribution channels, including booking cottages GDS firms have historically charged airlines for reservations booked by travel brokers using their systems. Similar booking fees were levied on car rental and cruise companies as the GDSs grew. As a result, online booking cottages started obtaining mass bookings at wholesale costs and reselling the reservations to their consumers at higher prices, as well as tacking on commission fees. The OBCs would work with airlines and hotels to market their services on their websites. To prevent clients from being able to compare discount rates across other sites and GDSs, or against hotels' own supplier websites, OBCs utilize opaque websites that only disclose a fraction of the reservation information until it is booked.

Key Success Factors

As the internet has grown, customers now have a plethora of options for finding and comparing various products. For lodging reservations, the information offered is frequently quite wide and requires the customer to spend a lot of time narrowing down viable possibilities that fulfill their demands. Over two-thirds of online bookers used OBCs; however, only around one-third of them purchased directly from the provider, according to research conducted in 2009. (Saitto et al, 2010). Customers are similarly dissatisfied, with two-thirds saying that internet offers were not clear and complete. Another 23% stated they favor conventional travel agencies to internet research because OBCs offer information in a bad and overwhelming manner for the individual making the booking, not because traditional agencies make the booking process easier (Saitto et al, 2010).
It would be necessary to identify specialized markets and establish successful implementation methods in order to outperform OBCs in this competitive business. Additionally, Dachabor has to think about advertising, online promoting, and direct marketing tactics focused at the correct target audiences, backed by marketing strategies to obtain big hotel providers, along with other lodging kinds from independent and niche suppliers. The following are the most important elements for success in this industry: Availability of online reservations and up-to-date information
The expectation of online services is that they have access to all accessible information rather than just a selection supported by their systems as more and more customers seek information online. Within the wider travel industry, effective segmentation and targeting of golfers and skiers.
It is an enormous and profitable market with a number of significant and well-established competitors. Smaller businesses may take advantage of the fact that big companies can't supply everything to everyone. Accomplished success in placing itself as a leading player. Travel experts for golf and skiing
To be a successful niche player, it is essential to build a brand and name for the niche service being offered and to be acknowledged as "the prime" or dominating supplier for that specialized sector.. Effective online marketing and differentiation of service capabilities
If you're just getting started, you'll need to put a lot of effort into promoting your services and advantages to your target clients. Alliances with long-term benefits are essential.
Establishing and maintaining strategic connections with numerous stakeholders, but particularly important hotel providers like resort hotels and lodges, will be critical to Dachabor's long-term success.
Focusing on these essential criteria, Dachabor may build effective tactics backed by appropriate marketing and operational plans to ensure the success of this endeavor.
Strategic and marketing tools are used in a competitive analysis, which measures the advantages and disadvantages of present and future rivals. To find ways to stand out from the competition, a business must know its competitors' strengths and limitations (Silk, 2006). Comparing the new business opportunity to the major rivals and their goals, assumptions, tactics, and capabilities will give a strategic framework for developing an effective company plan via competition analysis. To establish Dachabor's best options for competing in this business, the company's top rivals will be analyzed.
Competitors
The main players in the Uzbelistan OBC market. There are a number of participants in the cottage rental market, including conventional booking cottages agencies, huge OBCs like Karavan Travel, metasearch engines like Base Travel, and hotel supplier websites that GSV will be competing with. Social networking and smartphone apps, which are now under development, might potentially pose a threat to the market. Dachabor's immediate rival will be the resort area's consolidated booking services for golf and ski holiday lodgings.
Existing industry participants will provide a considerable challenge to a new entrant delivering hotel bookings via an OBC. Due to a few big GDS businesses that have been sluggish to adopt new technology or enhance their service, there are also numerous chances to give information in a better style and improve the end consumer experience in online cottage distribution. Even a little slice of the huge and profitable travel accommodation distribution industry might be a rich business opportunity for a company.
A thorough analysis of the industry's major competitive variables and the core capabilities of the competition is required to establish an effective strategy for Dachabor. A new entrant may be able to develop methods to deliver better services that address the unmet wants of consumers at the same or a lower cost by determining areas where customers' demands are not being satisfied.