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... examples illustrate to what degree the opportunities created by the WWW have contributed to the transformation and the development of the distribution systems in the air travel industry. Figure 2 outlines the current structure, leveraged by the potential of Internet and WWW. Shaded shapes indicate online players, ovals indicated new players. ...
Context 2
... contingency model illustrates that the airline market is governed by opposing forces which are concurrently moving the market in different directions. This explains the current fragmented situation (Figure 2) in which different models work in different market segments. The reintermediation scenario depends on regulation (which might favor or protect in some way travel agents) and the prevailing of expertise. ...
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... El turismo se ha consolidado como el sector líder en Internet al crear una plataforma nueva para los negocios debido al gran número de alternativas que ofrece a los consumidores, en comparación con los canales de distribución tradicionales (Beldona, 2005;Stern y El-Ansary, 1996;Weiber y Kollmann, 1998). El advenimiento de la Red se complementa con las tecnologías preexistentes como los sistemas de reservas computerizados (CRS) o los sistemas globales de distribución (GDS), que constitu-Análisis de la eficacia de las campañas cooperativas en Internet: experiencias en el mercado suizo yen la espina dorsal de la industria (Klein, 2002;Lu y Lu, 2004;O'Connor, 1999;Prideaux, 2001). El éxito de internet como plataforma de ventas se puede explicar por un rasgo característico del producto turístico: en el punto de venta, es un bien informacional ya que el compromiso de consumir (reserva) se desgaja del consumo en sí mismo (Bieger y Laesser, 2004;Ujma, 2001). ...
El advenimiento del turismo electrónico ofrece nuevas oportunidades a los gestores de destinos y turoperadores para comercializar mejor sus productos. La investigación en el ámbito de la cadena de valor turística es todavía muy limitada y pocos estudios han analizado los efectos de las alianzas entre turoperadores extranjeros y las entidades de promoción. El presente documento examina la efectividad de las plataformas de marketing electrónico desarrolladas por los turoperadores suizos y la Consejería de Turismo en Zúrich. Los resultados confirman que: a) las nuevas tecnologías permiten medir el impacto de las actividades promocionales y seguir la evolución del mercado; b) las cifras de turistas no son un indicador fiable de la efectividad de la actividad promocional; c) las organizaciones de marketing de destinos deberían posicionarse como infoagentes neutrales porque el libre mercado tiende a invertir poco en bienes informacionales.
... Other airlines with complicated yield-management strategies simply obstruct consumers in searching for fl ights effi ciently without expert assistance. Leading global online travel agents, such as Expedia, Orbitz, Lastminute, Opodo and Travelocity, are mainly successful for their provision of a platform for one-stop shopping with signifi cant improvement in usability and interaction design (Klein, 2002). Also, the Internet has enabled consumers to engage directly with suppliers and challenge the role of intermediaries. ...
This book offers a comprehensive understanding of the concept and scope of the tourism industry in general and of destination marketing and management in particular. Taking an integrated and comprehensive approach, it focuses on both the macro and micro aspects of destination marketing and management. The book consists of 27 chapters presented in seven parts with the following themes: concept, scope and structure of destination marketing and management, destination planning and policy, consumer decision-making processes, destination marketing research, destination branding and positioning, destination product development and distribution, the role of emerging technologies in destination marketing, destination stakeholder management, destination safety, disaster and crisis management, destination competitiveness and sustainability, and challenges and opportunities for destination marketing and management.
... El turismo se ha consolidado como el sector líder en Internet al crear una plataforma nueva para los negocios debido al gran número de alternativas que ofrece a los consumidores, en comparación con los canales de distribución tradicionales (Beldona, 2005;Stern y El-Ansary, 1996;Weiber y Kollmann, 1998). El advenimiento de la Red se complementa con las tecnologías preexistentes como los sistemas de reservas computerizados (CRS) o los sistemas globales de distribución (GDS), que constitu-Análisis de la eficacia de las campañas cooperativas en Internet: experiencias en el mercado suizo yen la espina dorsal de la industria (Klein, 2002;Lu y Lu, 2004;O'Connor, 1999;Prideaux, 2001). El éxito de internet como plataforma de ventas se puede explicar por un rasgo característico del producto turístico: en el punto de venta, es un bien informacional ya que el compromiso de consumir (reserva) se desgaja del consumo en sí mismo (Bieger y Laesser, 2004;Ujma, 2001). ...
The advent of eTourism offers new opportunities to destination managers and operators to market destinations better. Tourism research on supply chain management is still very limited and few studies have analyzed the effects of partnerships between foreign operators and Destination Marketing Organizations (organizaciones de marketing de destinos (DMO)). The present paper exa- mines the effectiveness of on-line marketing platforms developed by Swiss operators and the Spanish Tourist Office in Zürich. Results confirm that: a) new technologies enable measurability of marketing activities and track market evolution; b) visiting figures are not an accurate measure of DMOs performance and may misjudge the effectiveness of promotional activities; b) DMOs should position themselves as neutral infoagents because free markets tend to underinvest in information goods.
... Leading global online travel agents, such as Expedia, Orbitz, Lastminute.com, Opodo and Travelocity, are mainly successful for their provision of a platform for one-stop shopping with significant improvement in usability and interaction design (Klein, 2002). Comparing with traditional travel organizations, making websites more user-friendly and with simple pricing could help attract customers to complete the online transactions. ...
This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyses prior studies in the context of Internet applications to tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing.
... The advent of online technologies and the development of new distribution mechanisms that exploit these technologies present a challenge to those traditional intermediaries who are unwilling or unable to implement changes in their own business practices. There is a substantial body of literature (for a recent selection see: Reinders & Baker 1998;Buhalis & Licata 2002;Klein 2002;Anckar 2003), which examines the challenges faced by traditional intermediaries, and the increasing prominence of new, web based intermediaries such as Expedia. Challenges include: increased immediate information available directly to consumers; ease and the flexibility of direct booking online; heightened consumer expectations of the speed with which transactions can be made; and substantial investment by product suppliers in direct transaction facilities and a subsequent decline in travel agent commissions (Alamdari 2002) While it is difficult to measure the extent to which these challenges have resulted in negative impact on travel agents it is clear that travel agents have to respond to the changes that have already occurred as well as to changes that are likely to occur in the near future. ...
... The literature has examined some of the ways in which the travel agency sector has responded (see Clemons & Hann 1999;Van Rekom et. al 1999;Bedard 2000;Barnett & Standing 2001;Bedard 2002;Klein 2002). This paper is a contribution to that literature -it reports on a communication-distribution model that is an adaptive response by Australian travel agents to existing and potential threats. ...
... There is a vast literature on internet based commerce and 'the new economy' and in particular on new forms of product distribution made possible by developments in information and communication technologies (ICT). This literature has raised many issues and it is not our intention to review these here (see, for example: Clemons & Hann 1999;Klein 2002;Anckar 2003). Instead, our focus is restricted to the concept of 'disintermediation' and in particular as it applies to the travel agency sector in the tourism industry (Anckar & Walden 2002;Buhalis & Licata 2002). ...
... Amit and Zott 2 also note the influence virtual markets are having upon business structures, including disintermediation and reintermediation, and the restructuring of industry boundaries as businesses collaborate and outsource. This is particularly relevant within the tourism industry, which has been characterised by changing distribution networks 3,4 and the formation of disparate tourism collaborations across industries. 5 This process of restructuring within the tourism industry has been driven primarily by the rapid proliferation of 'tourism e-mediaries', 6 defined herein as organisations offering services via a network of virtual channels to stakeholders, and which are not constrained by geographical boundaries. ...
Using strategic network theory, this paper discusses the relationships between tourism e-mediaries within the competitive environment. It argues that strategic networks have been used by tourism e-mediaries as a means for gaining sustainable strategic advantage. Though there is a body of knowledge concerning strategic networks and alliances, there is minimal research investigating the formation of these within e-business, and yet strategic networks are prevalent among tourism e-mediaries. The paper initially reviews strategic network theory and subsequently proposes a framework upon which the strategic networks of tourism e-mediaries can be analysed. Future directions for tourism e-mediaries in gaining a 'network advantage' are also discussed.
... The most likely explanation is that 1) they offer a simple product (i.e., direct flights to a limited number of destinations), and 2) they are pursuing a direct sales strategy with incentives for consumers to book online. The recent success of online travel supermarkets, such as Expedia, Travelocity, Orbitz, and Opodo, suggests that onestop-shopping and significantly improved usability and interaction design on the Web is appreciated by consumers (Klein, 2002). However, differential pricing, price volatility, and price dispersion, which result primarily from the airline's yield management strategies, combined with a lack of insight into the market structure still pose a major obstacle for consumers to search for flights efficiently without expert assistance. ...
... This will affect the whole industry, its value chains and the way the companies make their business in the system. The Internet is a possible instrument to close the gap between local suppliers and the demand side (Werthner 1996;Klein and Güler 1999;Werthner and Klein 1999;Klein 2002). ...
Dissertation zur Erlangung des akademischen Grades Doctor rerum socialum oeconomucarumque (Dr. rer. soc. oec.) Doktor der Sozial-und Wirtschaftswissenschaften Abstract II Abstract The importance of information and communication technology (ICT), especially the Internet, in the travel and tourism industry has increased tremendously over the past few years. The travel and tourism area is one of those industries that are able to gain enormous synergy effects from use of the Internet. In fact, tourism is the leading application in the B2C (business-to-consumer) area. Although the slow economy and current political developments have negatively influenced e-commerce, it is still flourishing in the tourism sector. In the travel/tourism industry we are witnessing an acceptance to the extent that the structure of the industry and the way business is conducted is changing. The Internet is not only used for information gathering, but there is also an obvious acceptance of ordering services over the Internet.
... Leading global online travel agents, such as Expedia, Orbitz, Lastminute.com, Opodo and Travelocity, are mainly successful for their provision of a platform for one-stop shopping with significant improvement in usability and interaction design (Klein, 2002). Comparing with traditional travel organizations, making websites more user-friendly and with simple pricing could help attract customers to complete the online transactions. ...
Progress in tourism management DOI:10.1016/j.tourman.2008.01.005 This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyses prior studies in the context of Internet applications to tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing. Author name used in this publication: Rob Law
This study aims to determine the potential of cultural tourism in the municipalities that comprise region 6 of the State of Jalisco, territorially delimited in the South of Jalisco. These municipalities are tested first to identify the demand for cultural tourism to determine the profile of the cultural tourist under the assumptions that tourists especially motivated by culture tend to travel longer distances than most tourists. It discusses the motivations and satisfactions of cultural tourists in order to establish the potential market in accordance with the characteristics of the target market in the southern region of Jalisco. Any operation of cultural tourism companies should make the strategic diagnosis, which explains the use of SWOT analysis as a tool for strategic planning of cultural tourism enterprises. Finally, we propose some development strategies of cultural tourism in this region of Southern Jalisco.
