ICT and e-business in the tourism industry ICT adoption ... - empirica

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Tourism excludes the pre-sale or purchase phase and focuses on a specific part of the sale / purchase phase, namely the ordering process. e-Business W@tch follows the OECD position on this issue. 12 e-Commerce, defined in this way, is a key component of e-business, but not the only one. In recent years, it has been increasingly acknowledged among policy and research communities that the focus on e-commerce transactions may be too narrow to capture the full implications of e-business. A wider, business process oriented focus has been widely recognised. Reflecting this development, the OECD WPIIS 13 proposed a (broader) definition of 'e-business' as "automated business processes (both intra-and inter-firm) over computer mediated networks" (OECD, 2004, p. 6). In addition, the OECD proposed that e-business processes should integrate tasks and extend beyond a stand-alone or individual application. This definition reflects an understanding of e-business that encompasses more than e- commerce transactions. The broad concept of e-business also includes the digitisation of internal business processes, as well as cooperative or collaborative processes between companies which are not necessarily transaction-focused. Collaborative e- design processes between business partners are a typical example from industrial engineering. The OECD definition implicitly indicates that the focus and main objective of electronic business is to be found in business process automation and integration, and the impacts thereof. To bridge the gap between 'e-Commerce' and 'e-Business', it was proposed in earlier years (mainly around 2000) to use the term 'c-Commerce' (collaborative commerce). Although this concept was rather abandoned when the new economy bubble burst, it has some value as it stresses the role of ICT for cooperation among enterprises. If web service and other emerging technologies (e.g. RFID, mobile applications) hold their promise, the digital integration of B2B trading processes could be taken to a new level, possibly with a considerable impact on industry structure. If so, it could be worth revisiting the former 'c-Commerce' concept. e-Business and the company's value chain Given the broad concept of e-Business applied for this study, which concentrates on business processes and a company's interactions with its environment, some further structuring and mapping of processes is necessary. Michael Porter's framework of the company value chain and value system between companies (Porter, 1985) is still valid and useful in this context, although dating back 20 years to the pre-e-business era. A value chain logically presents the main functional areas ('value activities') of a company and differentiates between primary and support activities. However, these are "not a collection of independent activities but a system of interdependent activities", which are "related by linkages within the value chain" (p. 48). These linkages can lead to competitive advantage through optimisation and coordination. In fact, it is exactly here that ICT 12 13 This is reflected in the updated wording of the respective survey questions in 2006, when for "placing / accepting online orders" was asked instead for "purchasing / selling online". Working Party on Indicators for the Information Society 16
Tourism have a major impact, as they are a key instrument to optimise linkages and thus increase the efficiency of processes. The value system expands this concept by extending the perspective beyond the single company. The firm's value chain is linked to the value chains of (upstream) suppliers and (downstream) buyers, resulting in a larger set of processes – the value system. e-Commerce, i.e. electronic transactions, occurs within this value system. Exhibit 1-3: Value chain framework of a company by Michael Porter Support activities Firm infrastructure Human Resources Management Technology development Procurement Inbound Logistics Operations Outbound Logistics Marketing and sales Service Primary activities Source: Adapted from M.E. Porter (1985) – simplified presentation Key dimensions of this framework (notably inbound and outbound logistics, operations, and the value system) are reflected in the Supply Chain Management (SCM) concept. Here, the focus is on optimising the procurement-production-delivery processes, not only between a company and its direct suppliers and customers, but also aiming at a full vertical integration of the entire supply chain (Tier 1, Tier 2, Tier n suppliers). In this concept, each basic supply chain is a chain of sourcing, production, and delivery processes with the respective process interfaces within and between companies. 14 The analysis of the digital integration of supply chains in various industries has been an important theme in sectors studies previously prepared by e-Business W@tch. e-Business and innovation A very important aspect for e-Business W@tch studies is the link between ICT and innovation. The European Commission places great emphasis on the critical role of innovation for European businesses in order to stay competitive in the global economy. 15 On the other hand, a strong competitive pressure provides powerful incentives for companies to continuously engage in innovation and R&D. Thus, innovation, competition and competitiveness are closely intertwined. ICT have been identified and widely recognised as a major enabler of innovation, in particular for process innovation. According to the e-Business W@tch survey 2006, 14 15 cf. SCOR Supply-Chain Council: Supply-Chain Operations Reference-model. SCOR Version 7.0. Available at www.supply-chain.org (accessed in March 2006). See, for example, "An innovation-friendly, modern Europe". Communication from the Commission, COM(2006) 589, 12 October 2006. 17
Page 1 and 2: Sector Report No. 8/2006 ICT and e-
Page 3 and 4: Tourism Table of Contents Executive
Page 5 and 6: Tourism Executive Summary Objective
Page 7 and 8: Tourism Ongoing market consolidatio
Page 9 and 10: Tourism 1 Introduction 1.1 About e-
Page 11 and 12: Tourism Methodology e-Business W@tc
Page 13 and 14: Tourism The 10 sectors studied in 2
Page 15: Tourism Exhibit 1-2: Process compon
Page 19 and 20: Tourism 2 Context and Background 2.
Page 21 and 22: Tourism 2.2 Industry background Tou
Page 23 and 24: Tourism Demographic changes and con
Page 25 and 26: Tourism Increasing importance of mo
Page 27 and 28: Tourism Need for stronger networkin
Page 29 and 30: Tourism 3.1 Use of and Access to IC
Page 31 and 32: Tourism Exhibit 3-2: Networks and p
Page 33 and 34: Tourism Exhibit 3-3: Demand for ICT
Page 35 and 36: Tourism Exhibit 3-4: Outsourcing an
Page 37 and 38: Tourism No figures are available on
Page 39 and 40: Tourism Exhibit 3-8: Use of e-stand
Page 41 and 42: Tourism In the tourism industry, ab
Page 43 and 44: Tourism Hence, if decision makers i
Page 45 and 46: Tourism In general, the rather low
Page 47 and 48: Tourism between different sub-secto
Page 49 and 50: Tourism Exhibit 3-15: Online cooper
Page 51 and 52: Tourism Exhibit 3-17: Adoption of e
Page 53 and 54: Tourism tourism sub-sectors covered
Page 55 and 56: Tourism Exhibit 3-20: Main type of
Page 57 and 58: Tourism Exhibit 3-22: Main location
Page 59 and 60: Tourism companies which have their
Page 61 and 62: Tourism 3.6.1 Companies receiving o
Page 63 and 64: Tourism whether they used rather "s
Page 65 and 66: Tourism 3.6.2 e-Integration of mark
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Tourism 3.7 ICT and Innovation To e
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Tourism 3.8 Drivers and Inhibitors
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Tourism 3.8.2 Barriers to e-busines
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Tourism 3.9 Summary of the quantita
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Tourism In 2006, results for some i
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Tourism abandonment of paper ticket
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Tourism savings to the consumers; c
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Tourism 4.1.4 Growth, mergers and a
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Tourism CASE STUDY: RE-INTERMEDIATI
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Tourism Exhibit 4-3: The booking re
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Tourism situated in attractive and
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Tourism CASE STUDY: SUCCESSFUL INTE
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Tourism rural tourism to flourish a
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Tourism LCTA was very successful in
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Tourism CASE STUDY: RE-INTERMEDIATI
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Tourism of about 2.2%. Its main com
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Tourism Enhancing real-time vacancy
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Tourism CASE STUDY: CONTROLLING THE
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Tourism Instead of reducing costs f
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Tourism Whereas today, the visible
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Tourism way Accor adopted a two-tie
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Tourism 4.2 Dynamic Packaging 4.2.1
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Tourism The legal dimension, which
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Tourism No such solutions can be fo
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Tourism DP Market All market observ
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Tourism CASE STUDY: IMPLEMENTING DY
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Tourism Exhibit 4-16: Technology bu
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Tourism References Research for thi
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Tourism continue to operate, as the
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Tourism Exhibit 4-18: Customer driv
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Tourism References Research for thi
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Tourism customer uptake is expected
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Tourism such as Germanwings, Hapag-
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Tourism Intermediaries in ticket sa
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Tourism ticket.” (Matthias van Le
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Tourism terms of a considerable red
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Tourism CASE STUDY: ICT-DEPLOYMENT
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Tourism Encouraging passengers to t
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Tourism CASE STUDY: E-TICKETING AT
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Tourism e-Business activities SN Br
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Tourism implementation of a dedicat
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Tourism The case study about SN Bru
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Tourism Exhibit 5-1: Perceived over
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Tourism The influence of outsourcin
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Tourism Exhibit 5-4: Companies obse
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Tourism figures are considerably ab
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Tourism Background information: Mic
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Tourism mere availability of multip
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Tourism ICT impact on competition E
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Tourism 5.2.1 Policies to counterac
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Tourism loans, venture capital or p
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Tourism References Books and scient
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Tourism Röglein, D.; Rodriguez, M.
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Tourism Reise & Preise online (2004
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Tourism Annex I: The e-Business Sur
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Tourism Fieldwork Fieldwork was coo
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Tourism Feedback from interviewers
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Tourism The use of filter questions
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Tourism The e-Business Scoreboard 2
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Tourism Annex II: Expanded Tables -
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Tourism Exhibit A2-2: Demand for IC
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Tourism Exhibit A2-4: Companies rec
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Tourism Annex III: Glossary of Tech
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Tourism Modem MRO goods OOS Process
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Contact information: European Commi
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