INNOVATIONS IN THE DISTRIBUTION OF TOURIST PRODUCTS: RESULTS OF A RESEARCH CONDUCTED IN ITALY (original) (raw)

Attributes of tourism distribution channels: a conceptual study

This paper summarises the attributes of tourism products under the heads of leisure travel, accommodation, business travel, quality issues, service quality management and the effects ofthe information technology on the tourism supply chains. In the up-market product of leisure travel, the perceptions of tourists are based on obtained quality and process of service rather than expected bench-marks. Operators are found to be more interested in the business travel for their price insensitivity than leisure travel, which is a major revenue generator for the operators. The distribution of accommodation services is influenced by factors including the style of the relevant establishment, the scale of operation, the location, the target people and the budget. The accommodation sector on the contrary is highly dependent upon the intermediaries for obtaining business and marketing. The companies not able to adapt to the changes find it difficult to grow and survive in the competitive environment.

Relationships in the Distribution Channel of Tourism

International Journal of Hospitality & Tourism Administration, 2000

This paper examines industrial relationships in the distribution channel of tourism. Distribution becomes one of the most significant elements of tourism marketing as it determines all other aspects of the marketing mix. This paper concentrates on the conflict experienced in the distribution channel between hoteliers and tour operators in the Mediterranean summer/seaside resort context. It attempts to illuminate the area, to identify significant variables for its assessment and to provide a solid background for further research on the topic. Research in Greece demonstrates that Mediterranean hoteliers increasingly find the power of tour operators from Northern European countries very challenging. Similarly with other intermediaries, in order for tour operators to remain competitive in the marketplace they reduce the profit margins of their suppliers at destinations and thus reduce the profitability levels of enterprises and the economic impacts at destinations.

The Travel Distribution Value Chain

Encyclopedia of Tourism Management and Marketing, 2022

Distribution is the most critical marketing function for tourism as it determines competitiveness and profitability (Buhalis & Laws, 2001). This term is defined as the mechanism that optimises the physical transportation of commodities and brings supply to demand. It effectively determines the visibility and accessibility of products and services to the marketplace. Effective channel management investigates consumer requirements, establishes supply chains and facilitates access to products and services. In tourism, logistics are reversed as consumers go to destinations to consumer products and experiences. Communication and distribution channels need to be established between potential tourists and principals, in order for a trip to be realised. Tourism distribution channels determine the visibility of tourism organisations and whether they are included in the customer's decision set. Tourism principals, including transportation and accommodation service providers, can either distribute their products directly to consumers or may rely on different intermediaries, including online and offline tour operators and/or travel agents, to reach consumers. Tour operators and travel agents support travel, hospitality and tourism businesses in their marketing and promotions, as they enable them to reach more customers in different markets (Camilleri, 2018). Figure 1 illustrates how travel distribution’s value chain has evolved to become more flexible, dynamic, and customer centric as well as to progress direct distribution.

Tourism distribution channels in European island destinations

International Journal of Contemporary Hospitality Management, 2018

Purpose Advances in information communication technologies (ICTs) have changed the tourism distribution channels model as traditional players continue to disappear or change their business model as new players and channels emerge due to technological developments. Therefore, the present study aims to propose a tourism distribution channels model for European Island destinations. Design/methodology/approach Using an exploratory approach, interviews with 34 tourism stakeholders were conducted at ITB Berlin and WTM London in March 2014 and March/November 2016, and analyzed using thematic analysis. Findings The findings revealed that a number of changes have taken place within the distribution channels market over the past six years. The disappearance of incoming travel agents has increased, while new forms of online communication and distribution have appeared. In particular, social media, online review sites, and mobile channels play an increasingly important role for hoteliers. Practical implications ICTs change the online landscape for tourist distribution in Island destinations and practitioners should make use of new online channels and be aware of disappearing tourism players to remain competitive. Originality/value First, this paper provides indications for the increased disintermediation in regard to incoming travel agents within the Cretan hospitality and tourism industry. Second, it investigates the issue of tourism distribution channels using a broad range of key tourism and hospitality players in order to provide a tourism distribution channels model for future reference. Finally, this study offers implications for the development of distribution strategies for tourism businesses and hoteliers in Crete.

Relations in the Tourism Supply Chain

2015

The critical review of publications in the field of economics and management allows one to state that research covering the tourism supply chain (TSC) is quite limited and non-exhaustive. The article presents the review of the most significant studies discussing the problems of the tourism supply chain. The authors attempted to indicate gaps in the existing models of the tourism supply chain and on that basis suggested their own model emphasizing, in particular, the relations occurring between its components. It takes into account additional elements, which have not been included so far, i.e. the complex and service oriented nature of a tourist product and its close relations with space, immobility of supply and mobility of demand, as well as the network structure of the tourism economy based on new technologies in terms of information and communication.

Integration in Tourism Distribution Channels and Bargain Power Of Tour Operators Over Accommodation Establishments: TUI and Thomas Cook Cases

Ekonomiczne Problemy Turystyki

Nowadays, large international tour operators, play an important role in tourism distribution channels. They can significantly affect international tourism flow and dominate accomodation establishments and other businesses particularly in mass leisure tourism. Through mergers and acquisitions in tourism industry market structure also changes. This study is supported by secondary research focusing on mass tourism distribution channels and the pricing problems arising between tour operators and accomodation establishments. First of all, vertical and horizontal integration in tourism industry is stated through TUI Group and Thomas Cook Group cases which are two of the largest tour operators in Europe. Afterwards, bargain power of tour operators over accommodation establishments is tried to expose. In conclusion, some recommendations are given in the light of literature. introduction After fifties, due to changes in economic, socio-cultural, and political life such as shorter working weeks, increase in revenues, liberalization of economies and politics, development in infrastructure, and superstructure like new transportation, communication, and accommodation facilities, the middle and lower income level public were able to afford holidays. The number of international tourist arrivals rose from 25 million in 1950, to 435 million in 1990, 675 million in

The Logistics of Selling a Destination’ S Tourism Product

Tourism hospitality management, 2007

Tourism demand is becoming increasingly more discerning. It expects a well-designed and diverse product. This can be achieved with properly organised receiving-tourism facilities and services, and an array of attractions and entertainment events. Parallel to enhancing attractiveness, it is also necessary to strengthen and intensify internal and external marketing to ensure that a destination product and, in particular, its segments will find customers on the market.

Logistics and Supply Chain Management in Tourism

2008

For the organizations which are involved in tourism, efficiency is conditioned, among other determinants, by the coordination and harmonization of all participants’ efforts from the specific activities chain: tourism services suppliers, tour-operators, travel agencies and tourists themselves. Among these participants, a special role is assigned to the tour-operators. Going from certain tourism attractions, they take upon themselves the fabrication of

Carrubbo L., “Service science, management, engineering and design and its suggestions for destination management", Proceedings of 13th TOULON Verona Conference, Coimbra, September 2-4, ISBN: 978-972-9344-04-6.

We live in a Service Age. In everyday life, as well as in business management, every action, behavior, process, strategy is increasingly oriented to service. Gradually every human activity is positively affected by service logics in search of better performance and improved quality levels. Tourism business is strongly affected by service sciences principles, in fact in Tourism both the internal organization and the external promotion are strictly related to service. Moreover we can observe how all relationships for tourism development for wise and competitive destination management are based on service logics. Thus this paper wants to highlight the relevant role of new service paradigms within the strategic and operative models of destination management and the significant contribution of Service Science, Management and Engineering and Design (in short SSMED) foundations to business competitiveness for nowadays tourism enterprises. After an analysis of the common behavior of tourism destination's actors, a comparison between different statistical trends stimulating a transition toward the Service Age was deployed; then direct effects of checked changes on nowadays destination systems were deepened, highlighting an emerging common vision for organization, operations, strategies, marketing and developments on tourist services. Finally referring to some specific Italian empirical evidences and on general tourism business trends were done useful remarks for future works and researches.

Distribution channel in hospitality and tourism

International Journal of Contemporary Hospitality Management, 2015

Purpose -The purpose of this paper is to reexamine several issues about disintermediation from the perspectives of tourism product/service suppliers (hotels) and traditional intermediaries (travel agencies), considering the move of the current distribution landscape toward disintermediation. Internet and mobile technologies offer various tools for consumers to search and purchase products/ services from suppliers directly. Consequently, the necessity and role of traditional intermediaries in the industry become questionable. Design/methodology/approach -In all, six focus group interviews were conducted to collect primary data from ten managers of three traditional travel agencies and 11 managers from three business hotels in Hong Kong, which is a major travel destination in Asia with many world-class hotels and tourism facilities. Findings -Despite their different business backgrounds, the interviewees agreed on the increasing importance of Internet technology in the distribution of tourism products. The interviewees also posited that traditional travel agencies are still needed to serve certain customer groups, albeit their role may have little importance. Practical implications -Practitioners should adapt to technologically induced changes to remain competitive in the e-business era. Originality/value -This paper provides several original contributions. First, this paper supplements the extant literature by revealing how modern practitioners perceive disintermediation in the tourism and hospitality industry. Second, this paper is the first to investigate the disintermediation issue from