Summary
Travel & Tourism in the Czech Republic industry profile provides top-line qualitative and quantitative summary information including: market size (value 2016-20, and forecast to 2025). The profile also contains descriptions of the leading players including key financial metrics and analysis of competitive pressures within the market.
Key Highlights
- The travel and tourism industry consists of revenues generated by passenger airlines, passenger rail, foodservice, hotels and motels, travel intermediaries and casinos and gaming market.
- The Czech travel and tourism industry had total revenues of $17.5bn in 2020, representing a compound annual rate of change (CARC) of -7.3% between 2016 and 2020.
- The foodservice segment generated the most revenue in 2020, with total revenues of $11.8bn, equivalent to 67.6% of the industry's overall value.
- The industry has been devastated by the global outbreak of COVID-19, which led to an unprecedented decline of 38.8% in 2020.
Scope
- Save time carrying out entry-level research by identifying the size, growth, and leading players in the travel & tourism market in the Czech Republic
- Use the Five Forces analysis to determine the competitive intensity and therefore attractiveness of the travel & tourism market in the Czech Republic
- Leading company profiles reveal details of key travel & tourism market players’ global operations and financial performance
- Add weight to presentations and pitches by understanding the future growth prospects of the Czech Republic travel & tourism market with five year forecasts
Reasons to Buy
- What was the size of the Poland insurance market by value in 2020?
- What will be the size of the Poland insurance market in 2025?
- What factors are affecting the strength of competition in the Poland insurance market?
- How has the market performed over the last five years?
- What are the main segments that make up Poland's insurance market?
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Table of Contents
1 Executive Summary
1.1. Market value
1.2. Market value forecast
1.3. Category segmentation
1.4. Geography segmentation
1.5. Market rivalry
1.6. Competitive Landscape
2 Market Overview
2.1. Market definition
2.2. Market analysis
3 Market Data
3.1. Market value
4 Market Segmentation
4.1. Category segmentation
4.2. Geography segmentation
5 Market Outlook
5.1. Market value forecast
6 Five Forces Analysis
6.1. Summary
6.2. Buyer power
6.3. Supplier power
6.4. New entrants
6.5. Threat of substitutes
6.6. Degree of rivalry
7 Competitive Landscape
7.1. Who are the leading players in the foodservice industry?
7.2. What strategies do these leading players follow?
7.3. How is technology being used by these leading companies?
7.4. Who are the leading players in the hotels and motels industry?
7.5. What strategies do these leading players follow?
7.6. How is technology being used by the leading companies?
7.7. Are there any threats to the leading players?
7.8. Who are the leading players in the travel intermediaries market?
7.9. What strategies do the leading players follow?
7.10. How has the COVID-19 impacted players in the travel and tourism industry?
8 Company Profiles
8.1. DAOS PLUS sro
8.2. TUI Group
8.3. Starbucks Corporation
8.4. McDonald's Corp
8.5. Expedia Group Inc
8.6. CPI Hotels, a.s.
8.7. Booking Holdings Inc
8.8. Accor SA
8.9. Orea Hotels s.r.o.
8.10. Yum! Brands, Inc.
9 Macroeconomic Indicators
9.1. Country data
10 Appendix
10.1. Methodology
10.2. Industry associations
10.3. Related MarketLine research
10.4. About MarketLine
List of Tables
Table 1: Czech Republic travel & tourism industry value: $ billion, 2016–20
Table 2: Czech Republic travel & tourism industry category segmentation: $ billion, 2020
Table 3: Czech Republic travel & tourism industry geography segmentation: $ billion, 2020
Table 4: Czech Republic travel & tourism industry value forecast: $ billion, 2020–25
Table 5: DAOS PLUS sro: key facts
Table 6: TUI Group: key facts
Table 7: TUI Group: Annual Financial Ratios
Table 8: TUI Group: Key Employees
Table 9: TUI Group: Key Employees Continued
Table 10: Starbucks Corporation: key facts
Table 11: Starbucks Corporation: Annual Financial Ratios
Table 12: Starbucks Corporation: Key Employees
Table 13: Starbucks Corporation: Key Employees Continued
Table 14: Starbucks Corporation: Key Employees Continued
Table 15: McDonald's Corp: key facts
Table 16: McDonald's Corp: Annual Financial Ratios
Table 17: McDonald's Corp: Key Employees
Table 18: McDonald's Corp: Key Employees Continued
Table 19: Expedia Group Inc: key facts
Table 20: Expedia Group Inc: Annual Financial Ratios
Table 21: Expedia Group Inc: Key Employees
Table 22: Expedia Group Inc: Key Employees Continued
Table 23: CPI Hotels, a.s.: key facts
Table 24: CPI Hotels, a.s.: Key Employees
Table 25: Booking Holdings Inc: key facts
Table 26: Booking Holdings Inc: Annual Financial Ratios
Table 27: Booking Holdings Inc: Key Employees
Table 28: Accor SA: key facts
Table 29: Accor SA: Annual Financial Ratios
Table 30: Accor SA: Key Employees
Table 31: Accor SA: Key Employees Continued
Table 32: Orea Hotels s.r.o.: key facts
Table 33: Yum! Brands, Inc.: key facts
Table 34: Yum! Brands, Inc.: Annual Financial Ratios
Table 35: Yum! Brands, Inc.: Key Employees
Table 36: Yum! Brands, Inc.: Key Employees Continued
Table 37: Czech Republic size of population (million), 2016–20
Table 38: Czech Republic gdp (constant 2005 prices, $ billion), 2016–20
Table 39: Czech Republic gdp (current prices, $ billion), 2016–20
Table 40: Czech Republic inflation, 2016–20
Table 41: Czech Republic consumer price index (absolute), 2016–20
Table 42: Czech Republic exchange rate, 2016–20
List of Figures
Figure 1: Czech Republic travel & tourism industry value: $ billion, 2016–20
Figure 2: Czech Republic travel & tourism industry category segmentation: % share, by value, 2020
Figure 3: Czech Republic travel & tourism industry geography segmentation: % share, by value, 2020
Figure 4: Czech Republic travel & tourism industry value forecast: $ billion, 2020–25
Figure 5: Forces driving competition in the travel & tourism industry in the Czech Republic, 2020
Figure 6: Drivers of buyer power in the travel & tourism industry in the Czech Republic, 2020
Figure 7: Drivers of supplier power in the travel & tourism industry in the Czech Republic, 2020
Figure 8: Factors influencing the likelihood of new entrants in the travel & tourism industry in the Czech Republic, 2020
Figure 9: Factors influencing the threat of substitutes in the travel & tourism industry in the Czech Republic, 2020
Figure 10: Drivers of degree of rivalry in the travel & tourism industry in the Czech Republic, 2020
