PRESENTATION ON MAKE MY TRIP

Presented By:
Anurag Kumar Verma - 221031
Anvesh Reddy Methuku - 221032
Apoorva Gupta - 221033

Historical Evolution
Started operations in
US in 2000

2011-2013 made 5
acquisitions.

Started operations in
India in 2005

Slowly also offered

non business
packages

In 2011, focus on
mobile apps.

In 2010, Makemytrip
went public, listed
on NASDAQ

Business Model
Makemytrip.com
Makemytrip
Stores

Interface

Website
Call Centres
Travel Executives

System

Makemytrip

Interaction

Search Engine
Booking Facility
CRM

Offering

Airline Tickets
Hotel
Reservations
Holiday Packages
Railway Tickets
Bus Tickets
Car Rentals
Customer Care
Support

Marketing Strategy
Mission:- Gra the atte tio of the user a d i for a out MMTs
USP- lowest air fare provider.
Message:
The underlying behind the advertising campaign were that consumers
were dual hunters and looked for the cheapest price with assurance.
if you fi d the lower fare we pay the differe e was desig ed to
serve the purpose of grabbing the attention.

Brief Financial Summary:

Segment wise revenue

Air
Ticketing
Domestic:
International

Hotels And
Packages

Other
Segments

Hotels: Domestic
and international

Rail

Packages
Conferences and
Evets

Revenue:
$60.9million

Revenue: $164.1
million

No of
Transactions:3794.1

No of Transactions:
568.1

Bus

Car

Revenue: $3.8
million

Revenue
Revenue increased by 16.4% in 2013 to $228.8 million over revenue
of $196.6 in 2012
Major source of revenue has been the hotel booking and the
packages
The company ended the year at the loss of $27.6 million as compared
to profit of $7 million

Porters Model
Threat of
New
Entrants

Bargaining
Power of
Suppliers

Industry
Rivalry

Threats of
Substitutes

Bargaining
Power of
Customers

Threat of New Entrants

Threat of new entrants is moderate:
It demands huge capital requirement to set up an e-commerce based online
travel portal
Developing web portals, mobile applications and maintaining 24x7 customer
support requires expertise
Brand establishment requires value addition which has to be unique from the
existing market players

Threat of Substitutes
Threat of substitutes is low:
Airline companies, Travel companies, Hotels could pose a threat as substitutes
Considering the complexity involved in the online business model, substitutes
may restrict to their conventional platform
Substitutes cannot offer product comparisons to the customer as they focus on
their individual products

Bargaining power of Suppliers

Bargaining power of suppliers is High:
Suppliers provide the actual products and set the base prices on which MMT
earns margins
Any fluctuations in the prices or the quality of the products from the suppliers
could adversely affect the business
Role of suppliers is crucial in maintaining B2B relations which is the core activity
in online travel business

Bargaining power of Customers

Bargaining power of customers is low:
Since MMT offers the lowest prices available in the market, there is nothing
customer could bargain
Base prices are already fixed by the suppliers and the role of customers on
influencing the buying decision is limited
Product customization is very low in online travel market which further reduces
the power of the customers

Industry Rivalry
Industry rivalry is moderate:
Being the market leader with a market share of 47%, MMT attracts high customer
visibility
Competitors such as yatra.com, cleartrip.com are the market challengers having a
market share of 20% each
Maintaining the top position in the market from the competitors is the prime
focus

Consolidation,
dynamic packaging,
offering more for less,
creating a memorable
experience

focus this yea fo

MakeMyTrip is to move
beyond customer satisfaction
and towards creating
customer
DELIGHT!!

ADVERTISING STRATEGY
With more and more players entering the
segment, it is necessary to advertise to
ensure you have captured sufficient mindshare.
Again, the product basket that we offer is
growing and our customers have to be
updated accordingly.

WAY AHEAD
In the coming 2 years, revenues from air ticketing and
hotels & packages

ill ha e an e ual sha e of 50:50,

Deep Kalra, CEO & Founder of the ticketing company said

in May this year.

The online ticketing company, which at the time of going

public three years ago had 85% of its revenues coming
from air ticketing,
now gets only 68% from selling flight tickets. Whereas
revenues from hotels and packages have gone up.

13% of Total Domestic Online Hotel Booking

via mobile

Customer Centric Strategies to Drive Online

Hotel Booking

THANK YOU