旅游英文文献.pdf
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旅游英文文献.pdf
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ABSTRACTIn-depthinterviewswithownersof19exceptionallysuccessfulUS-basedtravelagencieswereanalyzedusingagroundtheoryapproachtorevealcustomerserviceexcellence,employeeenrichmentandeffectivenetworkingasthreecoreperceivedstrengthsthatcompriseathemeofrelationshipbuilding.Thelatterissupportedbyathemeoffacilitationentailingdiligentclientselection,acultureoflearning,highadaptability(relatedtotechnologyandproductrealignment),scale,adherencetobusinessbasics,andowneroptimism.Together,boththemessuggestamacro-themeofdeepcommitment.Theresultsprovideguidelinesforaspiringtravelagencyowners.Copyright2007JohnWiley&Sons,Ltd.AcceptedJune2007Keywords:
travelagencies,disintermediation,groundedtheory,relationshipbuildingINTRODUCTIONConventionalUS-basedtravelagenciesdeclinedfrom33775AirlinesReportingCorporation(ARC)-accreditedretaillocationsinSeptember1997to21552inMay2004despitestrongconcomitantgrowthintraveldemand(GoeldnerandRitchie,2006).Oneunderlyingfactorwastheeliminationbetween1995and2002ofdomesticairfarecommissions,whichgenerated54%oftotalsalesin2000(HeartlandInformationResearch,Inc.(HIR)2001).Asecondfactorwasthecon-temporaneousemergenceofInternet-basedcybermediariesandtheirincreasedaccep-tanceasalternativestotraditionalagencies.In2003,42millionAmericansbookedtravelonline(GaleGroup,2005).Finally,travelagen-ciesintheUSAandelsewherewereseverelyimpactedintheshort-termbythe9/11terror-istattacksin2001,whichinduceda$37.5billionreductionintourismspendingbyAmericansoversubsequentmonths(BlakeandSinclair,2003).Travelagenciesinothercountrieshavealsomoreorlessbeenimpactedbythesefactors.Sincethelate1990s,agrowingbodyofliter-aturehasaddressedtheadaptationofconven-tionaltravelagenciestotheseunprecedenteddevelopments,withparticularattentionpaidtoengagementwiththeInternet.Relatedempiricalinvestigations(Oppermann,1999;PalmerandMcCole,1999;BuhalisandLicata,2002;MurphyandTan,2003;Lawetal.,2004;Leeetal.,2004;zturanandRoney,2004;BennettandLai,2005;Tsaietal.,2005)reveallowbutincreasingInternetuseamongcon-ventionalagenciestofacilitateandaugmenttraditionalface-to-faceinteractionswithclients,asforexamplethroughtheprovisionof24/7homeaccess,instantaneouspurchaseconfirmationanddeliveryand,lessfrequently,databasemarketing.Otherstudieshavefocusedonthecontinuingimperativeofservicequality,giventhatthosetravelagentsCopyright2007JohnWiley&Sons,Ltd.INTERNATIONALJOURNALOFTOURISMRESEARCHInt.J.TourismRes.10,4153(2008)Publishedonline30August2007inWileyInterScience()DOI:
10.1002/jtr.623NotjustSurviving,butThriving:
PerceivedStrengthsofSuccessfulUS-basedTravelAgenciesDavidBruceWeaver*andLauraJaneLawtonSchoolofHotel,Restaurant,andTourismManagement,UniversityofSouthCarolina,Columbia,SC29208,USA*Correspondenceto:
D.B.Weaver,SchoolofHotel,Restaurant,andTourismManagement,UniversityofSouthCarolina,Columbia,SC29208,USA.Email:
dweaversc.eduthatwillthriveintheInternetagearethosewhoprovidevaluebasedonconsultationandspecialisedknowledgeofcomplextravelproducts.(OConnorandPiccoli,2003,p.109).Servicequalitydimensionsthatcorrelatestronglywithcustomersatisfaction(andulti-matelyagencyviability)includereliability,responsiveness,assurance,empathy,efficiencyandtheserviceenvironment(LamandZhang,1999;Bignetal.,2003;MillnandEstaban,2004).HublandDellaert(2004)arguethattheserviceorientationrolewillonlystrengthenasconsumersbecomeincreasinglyoverwhelmedbytheproliferationofinformationontheInter-net.Nevertheless,Bignetal.,2003concludethatagencymanagersinSpainareinsuffi-cientlyorientedtoconsumersneeds,whileLamandZhang(1999)identifiedagapbetweencustomerexpectationsandserviceperceptionsinastudyofagencycustomersintheUK.Otheradaptationsconsideredintheliteratureincludetheformationofagencyallianceswithhotels(Medina-MuozandGarca-Falcn,2000)andbanks(ChenandTseng,2005),andthepursuitofhigher-incomeconsumers,whowererevealedinSingaporetomakesignificantlymorefrequentuseoftravelagencies(GoldsmithandLitvin,1998).Whileprovidingvaluableinsightsintothecontemporaryadaptationsofconventionaltravelagencies,theemergingempiricallitera-turehasseverallimitations.First,thosethatsolicittheperspectiveofownersorothertopofficers(i.e.Bignetal.,2003;Leeetal.,2004;zturanandRoney,2004,BennettandLai,2005;Tsaietal.,2005)relyonrandomorcon-veniencesamplesthatdonotisolateindividu-alswhoseagenciesactuallyreflectsuccessfuladaptationintermsoffinancialorotherper-formance.OneexceptionisTsauretal.(2006),whodistinguishbetweenself-reportedhighperformers(thosereportingapre-taxprofitincreasein2002over2001)andlowperform-ers(thosereportingaloss).Second,each
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