Integrating the tourism industry: problems and strategies

Lafferty, George; Fossen, Anthony van

doi:10.1016/s0261-5177(00)00021-2

Cited by 77 publications

(48 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Existing studies cover topics including integration in TSCs (Theuvsen, 2004;Lafferty & Fossen, 2001); competition issues related to hotels (Chung, 2000;García & Tugores, 2006;Mazzeo, 2002), tour operators (Baum & Mudambi, 1994;Taylor, 1996;Caccomo & Solonandrasana, 2001), and attractions (Wie, 2004(Wie, , 2005Candela & Cellini, 2006); relationships between the local government and tourism organizations (Piga, 2003a(Piga, , 2003b(Piga, , 1999Accinelli et al, 2006a), tour operators and destinations (Baloglu & Mangaloglu, 2001;Carey et al, 1997;Curtin & Busby, 1999;Klemm & Parkinson, 2001), and tourism organizations and tourists (Taylor, 1998;Han et al, 2004); and the evolutionary relationships between tourists and residents (Accinelli et al, 2006b;Bimonte & Punzo, 2007).…”

Section: Two-party Relationshipsmentioning

confidence: 99%

See 1 more Smart Citation

Tourism supply chain management: A new research agenda

2009

View full text Add to dashboard Cite

This paper seeks to review current research on supply chain management (SCM) within the context of tourism. SCM in the manufacturing industry has attracted widespread research interests over the past two decades while SCM studies in the tourism industry are very limited. Stakeholders in the tourism industry interact with each other to resolve their divergent business objectives with different operating scopes. The potential benefit of considering not only individual enterprises but also the tourism value chain becomes evident.The paper examines the characteristics of tourism products, identifies and explores core issues and concepts in tourism supply chains (TSC) and tourism supply chain management (TSCM). While the literature on TSCM or its equivalents emerges recently, the progress is variable with most research being focused on distribution and marketing activities, without fully considering the whole range of different suppliers involved in the provision and consumption of tourism products. This paper provides a systematic review of current tourism studies from the TSCM perspective and develops a framework for TSCM research which should be of great value not only to those who wish to extend their research into this new and exciting area, but also to tourism and hospitality decision makers. The paper also identifies key research questions in TSCM worthy of future theoretical and empirical explorations.

show abstract

Section: Two-party Relationshipsmentioning

confidence: 99%

“…Lafferty & Fossen, 2001;Theuvsen, 2004). Leaving aside the issue that integration in a real TSC is not easy, full integration of tourism businesses leads to the problem of increased fixed costs and reduced flexibility (Gomez & Sinclair, 1991;Sinclair & Stabler, 1997).…”

Section: Tsc Coordinationmentioning

confidence: 99%

Tourism supply chain management: A new research agenda

2009

View full text Add to dashboard Cite

show abstract

“…Some researchers already pointed out the effect of economy of scale on the efficiency and profitability rate in hospitality industry (Lafferty & Fossen, 2001, Sinclair & Stabler, 1997, Slattery, 1996.Top executives in the three companies knew that the more hotels they have, the more they can save from central purchasing, training and marketing; and the more markets they can penetrate, the more convenient service they can supply to their customers. Expediting the speed of expansion is one of the priorities in the three companies.…”

Section: Rapid Expansionmentioning

confidence: 99%

Successful Growth Strategies of Three Chinese Domestic Hotel Companies

Qin

Adler

Cai

2012

JMS

View full text Add to dashboard Cite

This paper explores the business level strategies implemented by the top three domestic Chinese lodging companies in the economy segment. Through interviews with the management of the three companies, the authors found the essential elements of their strategies were innovative positioning, keeping cost low, rapid expansion, continuous innovation, focus on quality consistency, extensive training and several indigenous Chinese cultural operational practices. Implications for future for research and practices are also discussed.

show abstract

“…According to Lafferty and Fossen (2001), integration among players in the tourism industry, particularly in the upstream part of the value chain is critical, but this appeared problematic mainly because of substantial differences in nature of airlines and hotels businesses. The airline sector is characterized by a strong sense of international competition, while hotels and restaurants are more location-based business and have no need to compete with hotels in other areas.…”

Section: Figure 1: Tourism Value Chainmentioning

confidence: 99%

“…Besides, this allows hotels to cut web maintenance costs and the cost of transaction handling. On the airlines' side, effective and efficient distribution of their products is crucial because, as mentioned above, with their high operational costs they cannot cope with the low number of bookings as hotels can (Lafferty and fossen, 2001). Nevertheless, airlines have sufficient resources to develop their own channels and offer added values such as loyalty reward program for their customers and therefore can be less dependent on travel agents in terms of product/service distribution.…”

Section: Disintermediation In Literaturementioning

confidence: 99%

Disintermediation in the Tourism Industry: Theory vs. Practice

Kaewkitipong

2010

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

It has been several decades since disintermediation was first known (although under other terms), and it seems that disintermediation has become increasingly intense, particularly in the tourism industry where many large hotels and airlines have successfully utilized the Internet and website as a direct channel to sell to their customers. This paper examines disintermediation issues and situation and argues that in practice disintermediation, despite becoming increasingly intense, it will just require travel agents to acclimatize rather than to be removed from the tourism value chain. The review of both academic literature and practical survey research shows that effect of disintermediation on Thai tourism SMEs might not be as extreme as it has been on European tourism SMEs in the near future. Three in-depth case studies of Thai tourism SMEs are summarized and presented to show how travel agents act to respond to the disintermediation. The cases highlight the need for more study on customer behaviors which are likely to vary depending upon region and many other factors. Ultimately, this paper calls for future research on customer behaviors and strategic alignment for tourism SMEs.

show abstract

Integrating the tourism industry: problems and strategies

Cited by 77 publications

References 8 publications

Tourism supply chain management: A new research agenda

Tourism supply chain management: A new research agenda

Successful Growth Strategies of Three Chinese Domestic Hotel Companies

Disintermediation in the Tourism Industry: Theory vs. Practice

Contact Info

Product

Resources

About