網路旅遊平台的商業模式創新—以雄獅旅遊網為例

Abstract

隨著時序演變，網路脈絡下線上旅遊業 (OTA, Online Travel Agency) 的經營日益競爭與價值主張趨向多元，然而觀察全球線上旅遊產業的主要成員之經營策略不外乎投資併購，完備其產品服務功能。本論文目的在於以開創的觀點，探討國內網路旅遊公司如何發展創新的商業模式，以應對大型OTA的競爭及立足於快速變化的OTA產業。 本研究運用Osterwalder等人 (2012) 商業模式的觀點與其「商業模式圖」來視覺化國內OTA公司代表—雄獅旅遊網的獲利模式，並以「價值主張圖」(Osterwalder, 2015)之架構，來釐清今日OTA公司提供的價值主張是否吻合旅客使用OTA的需求，並提出可行的解決方案及未來商業模式圖。而「價值主張圖」的繪製建構，則採取對消費者、個案公司作深入訪談法，直接地發掘顧客內心的想法及雄獅公司提供的價值主張，瞭解是否適配及能夠改善之處。 研究發現不論是國內OTA或大型OTA之價值主張皆未能全然滿足旅客重要的需求，尤其顧客痛點的解決更是如此。幸而國內現行知名的OTA多具備行程操作能力，也因此累積了獨特的資源能力，有助未來商業模式的發展。本研究基於此，針對國內OTA提出七項解決方案，包括根據目標客層來分拆網頁、團進團出Daytour任意選、旅遊元件選購、旅客回購機制、旅遊規劃APP、Minitour行程客製化、去中介化作業、產品元件比價系統，作為未來商業模式的原型 (prototype) 。 最後，國內OTA業者未來發展成為去中介化 (disintermediation) 的平台，其中可從旅遊元件管理(MRP)著手：建構「旅遊元件」為單元的系統，旨在將一整套的行程拆解成簡單、顧客容易快速訂購的單位，乃至發展客製化行程、行動化、發展將在未來OTA旅遊市場佔有一席之地。

With the chronological evolution, Online Travel Agencies (OTA) are diversified in their value proposition and business model, and become more competitive. Recently, the major activity of the global main players in online tourism industry to expand their business is nothing more than mergers and acquisitions. The purpose of this thesis is to explore how domestic online travel companies can develop innovative business model to compete in this fast-growing and changing OTA industry. This research is based on Osterwalder’s “business model” definition, and uses the 'business model canvas'(Osterwalder, 2010) to visualize the profit model of LionTravel.com and 'value proposition canvas' (Osterwalder, 2015) to clarify whether the value proposition provided by OTA today meet the needs of independent tourists or not. Case study research and in-depth interview method are be used to collect the qualitative data in order to understand customer's deeper thoughts and to know the value proposition provided by LionTravel.com. Then, viable solutions and future business models will be proposed exclusively for domestic online agencies to differentiate from others and even compete in the Asia emerging OTA market. At the end of the thesis, We found out Online travel agency in Taiwan could successfully differentiate themselves gradually, from Material resource planning to positioning as a “disintermediation platform”, which create value by connecting the travel elements to tourists.