The Digital Disruptive Intermediaries in the Tourism Industry

The Digital Disruptive Intermediaries in the Tourism Industry

Stavros Ioannis Valsamidis, Vasilios Ioannis Zoumpoulidis, Dimitrios I. Maditinos, Athanasios A. Mandilas
Copyright: © 2022 |Pages: 17
DOI: 10.4018/IJISSC.303607
OnDemand:
(Individual Articles)
Available
$37.50
No Current Special Offers
TOTAL SAVINGS: $37.50

Abstract

Nowadays, the new technologies offer new capabilities for the tourism industry. New disruptive innovations have appeared forcing the tourism companies to adjust to the new changes and challenges. Disruption in the tourism industry is currently happening and is overthrowing the status quo. Airbnb, TripAdvisor, Expedia and Booking.com are four of the most influential tourist companies. They leverage demand-side economies of scale by scaling up the customer acquisition and providing a great user experience. Their primary business requirement is the ability to respond to new, unforeseen or unpredictable business requirements and customer demands, in order the willingness to embrace disruption to be achieved. Their reorganization of the allocation of demand and supply leads to a disruption of tourist markets, particularly those that were formerly monopolised. This study examines the best practices in the business models of four digital disruptive intermediaries (DDIs) in the tourism industry through two different methods: SWOT Analysis and PESTEL Analysis.
Article Preview
Top

2. Baseline

The term disruptive technologies was coined by Bower and Christensen (1995). Digital disruption is the effect that changes the fundamental expectations and behaviours in a culture, market, industry or process - caused by, or expressed through digital capabilities, channels, or assets. Advancing technology and globalization are the main causes for digital disruption (Dunning, 2014). Existing markets are shaken up mainly because of innovations (Christensen et al., 2004). The disruptive innovation theory points to a situation in which organizations can use relatively simple, convenient, low-cost innovations to create growth and triumph over powerful incumbents. Disruptive innovations either create new markets by bringing new features to non-consumers or offer more convenience or lower prices to customers at the low end of an existing market (Christensen et al., 2004). Disruptive technologies introduce a very different package of attributes from the one mainstream customers historically value, and they often perform far worse along one or two dimensions that are particularly important to customers.

Complete Article List

Search this Journal:
Reset
Volume 15: 1 Issue (2024)
Volume 14: 1 Issue (2023)
Volume 13: 4 Issues (2022): 2 Released, 2 Forthcoming
Volume 12: 4 Issues (2021)
Volume 11: 4 Issues (2020)
Volume 10: 4 Issues (2019)
Volume 9: 4 Issues (2018)
Volume 8: 4 Issues (2017)
Volume 7: 4 Issues (2016)
Volume 6: 4 Issues (2015)
Volume 5: 4 Issues (2014)
Volume 4: 4 Issues (2013)
Volume 3: 4 Issues (2012)
Volume 2: 4 Issues (2011)
Volume 1: 4 Issues (2010)
View Complete Journal Contents Listing