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TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM Volume 6, Number 1, Spring 2011, pp. 271-280 UDC: 338.48+640(050) drivers, to create and reinforce a direct relationship with potential customers. Should worse comes to worst internally, benching marketing among renting companies wreaks havoc at the market jeopardizing the hegemony of leaders. It is also assumed that if leaders agree policies intended to new promotions, rates or package, the rest of market should follow them. But things not always are like they appear, based strategies on skirmishes smaller companies intend to position in best niches and segments. In other terms, organizations of considerable size are gradually relegated to peripherical portion of the market because of their own strategies in enhancing prices and rates. In a basic line of reasoning, whereas leaders follow strategies and policies in order for them to increase their rates and enhance their profitability -from one to another season- smaller ones opted to maintain or reduce their rates. To wit, many segments and renters viewed a cheaper option in retailers who takes advantages in launching new promoted and more affordable services. It is strongly interesting how leaders who paradoxically played a pivotal role in commanding the market are being excluded as far as their declination. Of course, the environment of leader companies does not help in competing with retailers; inasmuch as an organization increases at this market, more probabilities had to experience what A. Levy denominated Nemesis’s principle. In brief, this scholar argued that in some contexts and markets rate-related competition is destructive for all involved stakeholders. It is often assumed that price war is the worse alternative for suppliers while the best for consumers. Bench-marketing, a new strategy wherein leaders mark the time-frame in policies and are followed by others companies, appears to be an illusion. In case of gradual inflation or financial uncertainness instances, leaders are obliged to increase rates for offsetting costs but turning uncompetitive in regards to other competitors (Levi, 1998). The ruin of top-ranked organizations leave us in a dilemma since allows the entrance of new organizations or up-warding of other ones who were situated in intermediate positions. This not only reinforces the vicious circle but also jeopardize the quality of service for consumers. CONCLUSION We have so far synthesized in this piece 10 long years of experience as consultants in rent car organizations highlighting features and limitations of a market that is characterized by a high degree of misinformation and suspicion in intermediaries (travel agencies). As it has already been noted on introduction, literature as well as statistics 277
Maximiliano E. Korstanje sources in regards to rent-a-car companies is not only scant but also trivialized in tourism fields. In part, this is because the distrust that feel travel agencies and hoteliers respecting to this business, but unlike in Europe or United States, in Latin America drivers do not appear to be accustomed to renting vehicles as a form of displacement or following recreation purposes. Furthermore, the recent rises of fuel world-wide in combination with proliferation of bad news regarding accidents and tragedies in roads that are continuously transmitted by Argentinean mass media may jeopardize the future of rent-a-car development in South America. However, this is an incipient industry that still remains unexplored in Argentina and managerial scientific research. Risk perception travel theory applied in renting segments will be an interesting issue that should be investigated in future approaches. REFERENCES Blasco, A. (2001). Tourism and Transport. Madrid, Sintesis. Brown, C.A. (2009). Get on the bus! Tourismos, Vol. 4, No.1, pp.125-133. Caballero Chirivella, M. (2003). Turismo cultural y gastronomía: algunas reflexiones”. In G. Lacanau and J. Norrild (Eds.) Gastronomy and tourism: culture at dishes, Buenos Aires: CIET. Chamot Dargent, E. (2003). Gastronomía y conventos en la Lima colonial. In J.M. Gandara and R. Schluter (Eds.) Gastronomy and Tourism: introduction, Buenos Aires: CIET. Correia Dos Santos, R y Oliveira Antonini, B. (2004). La gastronomía típica de la Isla de Santa Catarina, Brasil: su identidad como atractivo para el turismo cultural. Studies and Perspective in Tourism, Vol. 13, No.1-2, pp.89-110. Diestre Pérez, J.A. (2003). Alimento para el espíritu: historia y cultura de la gastronomía virreinal. In Gastronomy and Tourism: introduction. Gandara, J. M. and Schluter, R. (Eds). Buenos Aires: CIET. Gastal, S. (2003). Postmodernidad y Gastronomía. In J.M. Gandara and R. Schluter (Eds.) Gastronomy and Tourism: introduction, Buenos Aires: CIET. Garrigos-Simón, F., Palacios-Marqués, F. & Narangajavana, Y. (2008). Improving perceptions of hotel managers. Annals of Tourism Research, Vol. 35, No.2, pp.359-380. Gazzerra, M.A. & Lombardo, L. (2007). Calidad percibida en empresas de transporte aéreo: Neuquén. Studies and Perspective in Tourism, Vol. 16, No.3, pp.361-372 Getino, O. (2002). Tourism: between otium and nec-otium. Buenos Aires, Ciccus. Giucci, G. (2007). La Vida Cultural del Automovil: rutas de la modernidad cinética. Buenos Aires, University of Quilmes Press. 278
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