This section examines the factors that are critical to
the success of an e-tourism business initiative and subsequently proposes a
framework to plan and implement related activities.
Researchers have attempted to approach and analyse the
critical success factors in electronic tourism business
initiatives (Bindiganavale et al., 2002; Demetriades & Baltas, 2003). Evidence indicates that these factors include Value/ Product; Marketing Uses; Supporting
Systems; Service Provision; ICT Infrastructure. Apparently, the most important
factor for a successful Web site is its ability to focus on customer needs. The key is how to satisfy travelers’ individual needs precisely and
conveniently. (Anchi et al., 2003; Sigala, 2004). Additionally, the Web presence must be used efficiently; that is to
say for marketing purposes. Web sites have to be dynamic interactive relationship marketing tools
rather than electronic brochures (Morrison et
al., 1999). Law & Leung (2002) have
proposed an e-travel business framework to assess airfare reservation
services in travel Web sites. This framework consists of information quality,
system use, system quality, service quality, and customer loyalty. Rodríguez (2003) suggested a methodology for
designing and deploying electronic enterprises-a step beyond intuitive or
rule-based approaches and provided a framework for guiding the e-business
development process.
Demetriades & Baltas (2003: 212-213) have summarized the various elements and have suggested five constituting dimensions of an e-business model / framework. These dimensions are:
- Value Proposition to customers and other business actors (products, services). This is the main corporate marketing decision.
- Revenue Model: Choose the potential sources of revenues (sales, advertising, subscription, and
affiliation).
- Organisation
Structure and Cost Structure: operational structure, business processes, and
management information system.
- Positioning to the Market Value Chain: strategic
positioning and business relationships.
- Networks: alliances and partnerships.
It is clear that every company might determine its own business model, a mix of the above
five dimensions. Hence, adapting Osterwalder &
Pigneur (2002) ontology and taking into account the factors proposed by the
related research, we suggest the e-tourism business framework which consists of
five elements shown in Figure 1. Its right side could be considered as
managerial and the left one as being marketing-oriented. Therefore, the
proposed framework takes into consideration the two important pillars of
tourism business operations, namely management and marketing; the emphasis
being placed on the latter.
Figure 1. Framework to
develop and implement e-commerce initiatives in the tourism industry
It should be noted that these factors – briefly
described below - are interdependent and interlinked.
1.
Value / Product
Proposition: The customer's purchase should be approached as a search of
"solution" for its needs, a solution that gives a benefit and
involves a cost (Kotler, 2003). Select the
appropriate marketing strategy.
2.
Market Value Chain: Build up the appropriate network and alliances in
regional / destination level. Recognize that business processes
will change; for example, through new linkages and partnerships with portals
and other e-commerce operators.
3.
Web Marketing: Aiming at customer attractiveness and interactive
marketing relationship. Create a meta-market offering the
whole package of travel services in order to support the customer experience's
customization.
4.
Management & Reengineering: Resources and assets management. This
element encompasses the financial aspects (costs and revenues). Reengineering services processes producing and
delivering the service offered (Tinnilä, 2002).
5.
ICT investments: Necessary information technology investments; the
electronic media and tools to be planned and implemented; and their adequate
uses.
The above-proposed framework reflects a strategic approach (Christian, 2001; Kleindl, 2001) in order to
integrate e-commerce initiative into business operations as a medium to serve
the corporate strategy and aims.
