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研究生： 劉家輝
DAVER KA FAI LAU
論文名稱： 以旅客為中心的服務合作平台之商業模式研究
Business Model Review - Traveller Centric Service Collaboration Platform
指導教授： 林博文
Lin, Bou-Wen
口試委員: 洪世章
Hung, Shih-Chang
陳忠仁
Chen, Chung-Jen
學位類別： 碩士
Master
系所名稱： 科技管理學院 - 高階經營管理碩士在職專班
Executive Master of Business Administration(EMBA)
論文出版年： 2013
畢業學年度： 101
語文別： 英文
論文頁數： 113
中文關鍵詞： 服務 、合作平台 、商業模式 、旅客 、旅遊技術 、旅遊服務價值鏈
外文關鍵詞： service, collaboration platform, business model, traveller, travel technology, travel service value chain
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    • 摘 要

    世界觀光旅遊委員會(World Travel and Tourism Council) 的2011年旅遊報告，預測了全球觀光產業從2011年到2012年將維持髙成長率。

    觀光(T&T)是一個髙度分散的產業，因為在旅遊服務價值錬裏為了分銷及服務的提供, 存在著許多利害關係者。

    網際網路的出現已從根本上改變了旅遊服務價值鏈裏利害關係人間的關係。特別是，旅遊服務價值鏈的服務供應商強烈渴望與旅客建立直接的關係，並同時藉由旅客提升自助預訂工具的接受度。這些對旅遊服務價值鏈的分銷部份的利害關係人造成了重大的威脅。

    在服務提供方面，無接縫旅客經驗是一個越來越重要的槪念。但如果人們透過現今旅遊服務價值鏈的每一個接觸點來看旅客經驗，這旅客經驗絶算不上無接縫。

    儘管旅遊分銷解決方案的技術進步，但旅遊服務價值鏈裏的服務供應商仍持續獨自地，幾乎沒有以其他協作的方式來服務旅客。從一個科技的觀點來看，服務供應商之間的服務協作概念，是一個待填補的缺口同時也是一個為旅客創造價值的機會。

    至今，對觀光產業的服務供應商而言，在旅遊服務協作的技術上還沒有重要的發展，因為在服務供應商之間缺乏[1]資料整合的策略，接著[2]可行的商業模式以激勵在旅遊服務價值鏈裏的利害關係者投資在這樣的科技上。

    這份報告建議 [1]一個簡要以顧客為中心的資料分享槪念做為資料整合策略發展的基礎，以使服務供應商間能夠達成協作。[2] 一個以服務協作科技開發及使用為目地的商業模式 (＂To-Be"商業模式），命名為旅客導向服務協作平台 (Traveller Centric Service Collaboration Platform)，它讓旅遊服務供應商為髙產值完全獨立的客群，帶來一個更無縫的旅客經驗。這份報告也為在價值鏈中的分銷部份中所選出的公司，將 “As-is"的商業模式，與以九區塊商業模式圖(Business Model Canvas)上的SWOT分析為基礎的To-be"的商業模式做比較，以決定評價最高的公司來採用 “To-be”的商業模式。

    II. Abstract
    World Travel and Tourism Council’s Travel and Tourism 2011 report forecasted the global travel and tourism industry to sustain a high growth rate from 2011 to 2021.
    Travel and tourism (T&T) is a highly fragmented industry because there are many stakeholders in the travel service value chain [TS-VC], for both distribution and service fulfilment.
    The advent of the internet has fundamentally changed the relationships among the stakeholders in [TS-VC]. In particular, service fulfilment providers of [TS-VC]’s strong desire to establish direct relationship with the travellers, together with the increasing acceptance of self-booking tools by the travellers have created a significant threat for stakeholders in the distribution component of the travel service value chain.
    On the service fulfilment side, the concept of a seamless traveller experience is a concept that is gaining importance, but if one is to look at the traveller experience through every touch point of the [TS-VC] today, the traveller’s experience is far from seamless.
    Despite technological advances in travel distribution solutions, service fulfilment providers in the [TS-VC] continue to serve travellers independently and with little to no collaboration. From a technology perspective, the concept of service collaboration among service fulfilment providers in the [TS-VC] is both a gap to be fulfilled and an opportunity to create value for the traveller.
    To date, there has been no significant development in travel service collaboration technology for service fulfilment providers in T&T, due to the lack of [1] data integration strategy among service fulfilment providers and subsequently [2] a viable business model to motivate stakeholders in the travel service value chain to invest in such technology.
    This report recommends a [1] a high level customer centric data sharing concept to serve as a basis for the development of a data integration strategy to enable collaboration among service fulfilment providers and [2] a business model (“To-be” business model) for the development and adoption of service collaboration technology, named as the Traveller Centric Service Collaboration Platform for travel service fulfilment providers to bring about a more seamless traveller experience for the high yield Fully Independent Traveller (FIT) segment. This report also compares the “As-is” business models for selected companies in the distribution component of [TS-VC] to the “To-be” business model based on a SWOT analysis on the 9 Blocks Business Model Canvas to determine the company with the highest rating to adopt the “To-be” business model.

    I. Definition of Terms 8 II. Abstract 9 III. Acknowledgement 12 IV. Research Background and Motivation 14 Travel Service Value Chain [TS-VC] = [D-VC] + [S-VC] 14 Nature of T&T Fragmentation of S-VC 14 T&T and Technology Impact 15 Problem Definition – A Difference in Perspective of The Traveller’s Trip 17 V. Research Purpose 18 A Tool for Service Collaboration - Dynamic Itinerary 18 VI. Literature Review 19 Overview of the Global Travel and Tourism Industry (T&T) 20 T&T an Economic Growth Engine 20 3 Notable Characteristics of T&T – Seasonal, Resilience and Growth 21 T&T from 2011 to 2021 22 “Who is who” in TS-VC 23 Who is who in [TS-VC] – Traveller 24 Who is who in [TS-VC] → [S-VC] 27 Who is who in [TS-VC] → [D-VC] 27 Before Dotcom - Relationship between [D-VC] and [S-VC] 27 After Dotcom - Relationship between [D-VC] and [S-VC] 28 Customer Relationship, Channel Priorities - Perspective of s-VC 28 Channel Conflict, Threat of Disintermediation – Perspective of d-VC 29 Travel Trends in Asia Pacific – 2011 to 2030 30 The Me Effect 30 The Red Tape Effect 32 The Leapfrog Effect 34 The Barbell Effect 37 Implications of the 4 Effects for s-VCs in Asia Pacific region and global T&T 39 VII. Research Methodology 41 Business Model Canvas 41 VIII. Research Objective and Scope 46 IX. Initial Service Collaboration Initiatives – Airline Alliances within s-VC [airline] 47 Today - Difference in Perspective of the Traveller Itinerary 56 Mr. T’s Itinerary 58 Mr. T’s Travel Experience 59 Mr. T’s Calendar 61 Dynamic Itinerary - A Tool for Service Collaboration 63 X. Business Models for SCP(tc) 66 XI. Potential Candidates for SCP(tc) 73 Expedia, [D-VC](OTA) 73 Expedia “As-is” Business Model 75 SWOT Analysis – Expedia “As-is” Business Model 78 Amadeus, [D-VC](GDS) 84 Amadeus “As-is” Business Model 86 SWOT Analysis – Amadeus “As-is” Business Model 90 Google, [D-VC](Search Engine) 96 Google “As-is” Business Model 96 SWOT Analysis – Google as “As-is” Business Model 101 SWOT – 9 Blocks Cumulative Summary Chart – “As-is” Business Model 106 SWOT – 9 Blocks Cumulative Summary Chart – SCP(tc) Business Model Incorporated 106 First Mover Advantage for SCP(tc) 106 XII. Conclusions and Recommendations 110 Summary 110 Recommendation for Future Research 111 XIII. Literature Reference 112 Literature 112 Websites 113

    Literature

    WTTC: World Travel & Tourism Council, Travel and Tourism 2011. White Paper, WTTC, http://www.wttc.org/site_media/uploads/downloads/traveltourism2011.pdf, accessed June 2013
    WTTC: World Travel & Tourism Council, The Review 2011. White Paper, WTTC, http://www.wttc.org/site_media/uploads/downloads/WTTC_Review_2011.pdf, accessed June 2013
    Amadeus: Shaping the Future of Travel in Asia Pacific. White Paper, Amadeus, http://www.amadeusapac.com/cmcapac/APACWhitepapers/downloads/Shaping_the_future_of_travel_in_APAC.pdf, accessed June 2013
    Amadeus: From Chaos to Collaboration – How transformative technologies will herald a new era in travel. White Paper, Amadeus, http://www.amadeus.com/upload_ineed/userfiles/file/Amadeus%20study%20From%20chaos%20to%20collaboration.pdf, accessed June 2013
    Amadeus: The always-connected traveller: How mobile will transform the future of air travel. White Paper, Amadeus, http://www.amadeus.com/airlineit/the-always-connected-traveller/docs/amadeus-the-always-connected-traveller-2011-en.pdf, accessed June 2013
    Expedia, Inc., 2012 Annual Report, Dec. 31 2012, from Expedia Inc. investor relations website, http://files.shareholder.com/downloads/EXPE/2655800648x0x659394/517e31ce-ff79-42c0-899c-df6831888e54/EXPE_2012_Annual_Report.PDF, accessed June 2013
    Amadeus IT Group SA., 2012 Annual Report, 31 Dec 12 2012, from Amadeus IT Group SA. Investor relations website, http://www.amadeus.com/msite/investors/quarterly_financial_info/annual_reports/2012/en/home.html, accessed June 2013
    Google Inc., 2012 Annual Report, 31 Dec 2012, from Google Inc., investor relations website, http://investor.google.com/pdf/2012_google_annual_report.pdf, accessed June 2013

    CEN: Harmonization of data interchange in tourism. CEN Workshop Agreement, CWA 15592, ICS 35.240.60, CEN, ftp://cenftp1.cenorm.be/PUBLIC/CWAs/eTOUR/, accessed June 2013
    UNWTO: Tourism Towards 2030. White Paper, World Tourism Organization, http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/docpdf/documentosunwtotourismtowards2030reporteng864f804c.pdf, accessed June 2013
    胡明偉、劉家輝、史巨夫、王台生、黃峙銘、蘇建華、翁淑惠, “4D 旅行家
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    Alexander Osterwalder, Yves Pigneur : Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons, Inc., 2010
    Websites

    Amadeus IT Group SA, www.amadeus.com
    Travel Technology Research Ltd, www.t2rl.com
    Expedia Inc., www.expedia.com
    Kuoni Travel Holding Limited, http://www.kuoni.com
    World Travel & Tourism Council, www.wttc.org
    World Tourism Organization UNWTO, www2.unwto.org
    PhocusWright Inc., http://www.phocuswright.com/
    Business Model Foundry GmbH, http://www.businessmodelgeneration.com/

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