طراحی مدل کسب وکار پلتفرم های چندوجهی تور و فعالیت

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار گروه مدیریت جهانگردی، دانشکده مدیریت و حسابداری دانشگاه علامه طباطبایی، تهران، ایران.

2 دانشیار گروه مدیریت صنعتی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبایی، تهران، ایران.

3 دانشجوی دکتری مدیریت گردشگری، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبایی، تهران، ایران.

چکیده

پلتفرم­های چندوجهی تور و فعالیت اکنون جذاب­­ترین بخش صنعت گردشگری برای سرمایه­گذاری هستند. این پلتفرم­ها در خط مقدم دیجیتالی کردن صنعت تور و فعالیت هستند که مدتها در کنترل تورگردانان سنتی بوده است. پلتفرم­های چندوجهی تور و فعالیت موجودی عظیمی از تورها و فعالیت­ها را از عرضه­کنندگان مختلف در مقصدهای گردشگری گردآوری و از طریق بستری دیجیتال به گردشگران عرضه می­کنند. این پلتفرم­ها پدیده­های نوینی در صنعت گردشگری هستند و مدل کسب­وکار کمتر شناخته­­شده­ای دارند. هدف تحقیق حاضر شناخت و طراحی مدل کسب­وکار این پلتفرم­هاست. در این تحقیق از بوم مدل کسب­وکار استروالدر و پینیور به عنوان چارچوب نظری استفاده شده است و برای نیل به هدف تحقیق با 14 نفر از خبرگان این حوزه مصاحبه شد. داده­های گردآوری شده با استفاده از روش تحلیل مضمون تجزیه و تحلیل شد. مدل کسب­وکار پیشنهادی به کارآفرینان کمک می­کند تا عناصر مدل کسب­وکار خود را بهتر درک کرده و پلتفرم­های فعلی یا آتی خود را به شکل بهتری پیکربندی کنند و سرمایه­گذاران نیز با شناخت بهترِ مدل کسب­وکارِ این پلتفرم­ها تصمیمات دقیق­تر و مناسب­تری برای سرمایه­گذاری بگیرند.  

کلیدواژه‌ها


عنوان مقاله [English]

Business model for tour and activity multi-sided platforms

نویسندگان [English]

  • Esmaeil Ghaderi 1
  • Mohammad Taghi Taghavifard 2
  • Jafar Bapiri 3
1 Assistant professor, Tourism Management Department, Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran, Iran.
2 Associate professor, Industrial Management Department, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran.
3 Ph.D. candidate of Tourism Management, Management and Accounting Faculty, Allameh Tabatabai University, Tehran, Iran.
چکیده [English]

Tour and activity multi-sided platforms are currently the most promising tourism sector for investment. These platforms are at the forefront of digitizing tour and activity industry that has been dominated by traditional tour operators. Tour and activity multi-sided platforms curate large numbers of tours and activities from various suppliers in different tourism destinations and offer them to online users. Tour and activity platforms are emerging tourism phenomenon with a lesser-known business model. This research aims to understand and design business model of tour and activity multi-sided platforms. To this end, Osterwalder and Pigneur canvas business model has been used as the theoretical framework and an interview has been conducted with 14 experts to construct the intended business model. Collected data was analyzed using thematic analysis. The proposed business model helps entrepreneurs understand the components of such business models and configure their existing or future platforms in a better way, and investors will better understand the business model of these platforms to make more accurate and appropriate investment decisions.

کلیدواژه‌ها [English]

  • Business model
  • multi-sided platform
  • tour and activity
  • tourism industry
  • thematic analysis
عابدی جعفری، حسن، تسلیمی، محمد سعید، فقیهی، ابوالحسن و شیخ­زاده، محمد. (1390). تحلیل مضمون و شبک مضمون: روشی ساده و کارآمد برای تبیین الگوهای موجود در داده­های کیفی. اندیشه مدیریت راهبردی، 10-151-198.
محمدی، بیوک. (1390). درآمدی بر روش تحقیق کیفی. تهران: پژوهشگاه علوم انسانی.
 
Bigg, M. (2017). The state of tours and activities tech 2017 [Online research document].  Retrieved from https://research.skift.com/reports/state-tours-activities-tech-2017 
Gnock Fah, E. (2015, June 30). Startup pitch: Klook has high ambitions for tours and activities in Asia. (Fox, L, interviewer). Retrieved from https://www.phocuswire.com/Startup-pitch-Klook-has-high-ambitions-for-tours-and-activities-in-Asia
Gutierrez Peltier, D., & Sheivachman, A. (2018, September 18). Tours and Experiences: The Next Great Untapped Market in Online Travel. Retrieved from https://skift.com/2018/09/18/tours-and-experiences-the-next-great-untapped-market-in-online-travel/
May, K. (2018, December 14). Travel startup investments 2018 - a year in review. Retrieved form https://www.phocuswire.com/Travel-startup-investments-2018
Quinby, D. (2017, May). The Real Revolution in Tours & Activities.   Retrieved from https://www.phocuswright.com/Travel-Research/Research-Updates/2017/The-Real-Revolution-in-Tours-and-Activities
Skift megatrends defining travel in 2019. (2019). [Online research document]. Retrieved from https://skift.com/megatrends-2019/
Tams, S. A. (2017, July 25).  The changing face of tours and activities [Online research document]. Retrieved from https://www.eyefortravel.com/distribution-strategies/changing-face-tours-and-activitis
Alberts, B. (2011). Comparing business modelling methods: creating and applying a comparison framework for meta-business models. In: 14th twenty student conference on IT. Enschede, the Netherlands.
Alt, R. &. Zimmermann, H. (2001). Introduction to special section – business models. Electronic Markets, 11(1): 3-9.
Amit, R. & Zott, C. (2010). Business model innovation: creating value in times of change. IESE Business School. University of Navarra.
Braun, V. & Clarke, V. (2006), Using thematic analysis in psychology, Qualitative Research in Psychology, 3 (2): 77-101.
Chesbrough, H. (2007). Business model innovation: it’s not just about technology anymore. Strategy & Leadership, 35: 12-17.
Eisenmann, T., Parker, G. and Van Alstyne, M. W. (2006). Strategies for two-sided markets, Harvard Business Review, 84 (10): 92-120.
Evans, D.S., Hagiu, A. & Schmalensee, R. (2006). Invisible engines: how software platforms drive innovation and transform industries. Cambridge: MIT Press.
Farrell, J., Katz, M.L.) 2000). Innovation, rent extraction, and integration in systems markets. Journal of Industrial Economics, 48 (4): 413–432.
Guttentag, D. & Smith, S. (2017). Assessing Airbnb as a disruptive innovation relative to hotels: Substitution and comparative performance expectations. International Journal of Hospitality Management, 64: 1-10.
Gutierrez M, L., Ronteau, S. & Lambkina, M. (2015). Two-sided Internet platforms: A business model lifecycle perspective. Industrial Marketing Management, (45): 139-150.
Hagiu, A., (2014). Strategic decisions for multisided platforms. MIT Sloan Management Review, 55 (2), 71-80.
Hagiu, A. & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization, 43: 162–174.
Hedman, J. & Kalling, T.)2002(. The Business Model: A Means to Comprehend the Management and Business Context of Information and Communication Technology. In European Conference on Information Systems. Gdarisk.
Hsiu-Fang H. & Shannon, S. E. (2005).Three approaches to qualitative content analysis. Qualitative Health Research, 15 (9): 1277-1288.
Kim, J. (2015). The Platform Business Model and Strategy: A Dynamic Analysis of the Value Chain and Platform Business. PhD dissertation. Manchester Business School.
Lambert, S.C. (2012), A multi-purpose hierarchical business model framework, Centre for Accounting, Governance and Sustainability Occasional Working Papers, No. 5, July, University of South Australia, Adelaide.
Linder, J. & Cantrell, S. (2000). Changing Business Models: Surveying the Landscape. London Stock Exchange Group, 2013a. Annual Report.
Mair, J. & Reischauer, G. (2017). Capturing the dynamics of the sharing economy: Institutional research on the plural forms and practices of sharing economy organizations. Technological Forecasting & Social Change, 125: 11–20.
Maoz, D., & Bekerman, Z. (2010). Searching for Jewish answers in Indian resorts: the postmodern traveler. Annals of Tourism Research, (37): 423-439.
Marshall, N. (1996), Sampling for qualitative research,Family Practice, 13: 522-525.
Metallo, C., Agrifoglio, R., Schiavone, F., & Mueller, J. (2018). Understanding business model in the Internet of Things industry. Technological Forecasting & Social Change, (136) 298-306.
Morris, M., Schindehutte, M. & Allen, J. (2005). The entrepreneur’s business model: toward a unified perspective. Journal of Business Research, (58): 726-735.
Munoz, P. & Cohen, B. (2017). Mapping out the sharing economy: A configurational approach to sharing business modeling. Technological Forecasting & Social Change, 125: 21–37.
Muzellec, L., Ronteau, S. & Lambkina, M. (2015). Two-sided Internet platforms: A business model lifecycle perspective. Industrial Marketing Management, 45: 139-150.
Osterwalder, A., Pigneur, Y. & and C.L. Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of AIS, (15): 1-43.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers: (self-published).
Parker, G. and Van Alstyne, M.W., Choudary, P. C. (2016). Platform revolution. W. W. Norton & Company: New York.
Peters, C., Blohm, I., Leimeister, J. M. (2015). Anatomy of Successful Business Models for Complex Services: Insights from the Telemedicine Field. Journal of Management Information Systems, (32): 75-104.
Rochet, J., Tirole, J. (2006). Two-sided markets: a progress report. RAND Journal of Economics, 37 (2), 645-667.
Roson, R. (2005). Two-sided markets: A tentative survey. Review of Network Economics, 4, (2), 142-160.
Shaughnessy, H. (2016). Harnessing platform-based business models to power disruptive innovation. Strategy & Leadership, 44: 6-14.