目的地旅遊平台的國際化策略 － 以KKday為例

Abstract

旅遊產業不僅在各國佔有重要的經濟地位，更逐步走向線上化，發展極具多樣性的線上營運模式（OTA）。以往線上主要販售的旅遊產品種類多為機票和住宿，旅客在旅遊當地的旅遊體驗產品由於上下游整合不易，因此直到1990年代之後，網路和行動裝置漸趨發達，銷售旅遊體驗與服務的目的地旅遊平台才開始在歐美國家逐漸興起，亞太地區則到2014年才有兩大目的地旅遊巨頭KKday和Klook誕生。目的地旅遊產業是近十年來成長幅度最快的旅遊產業，各平台為擴大市場份額與用戶數量，紛紛向海外市場發展，積極尋求當地市場供應商和旅遊資源，打造平台差異化，以避免陷入價格戰的紅海。 本研究透過全球與線上旅遊產業的市場分析，了解歐洲國家是目前旅遊人次與產值最高的國家，但亞太地區卻是旅遊產業成長率最高的市場，因此本研究欲探討台灣本土新創目的地旅遊平台KKday如何在資本額較為劣勢的情況下，結合歐亞市場拓展平台的銷售量，和亞洲最大競爭對手Klook抗衡。本研究首先利用價值網和PARTS模型分析KKday在產業間的競合關係，再透過鏈結相關互補者分析，尋求歐洲市場潛在的合作夥伴與未來平台的發展方向，接著進一步擬定KKday的歐洲市場進入策略，說明KKday的附加價值對於策略夥伴的優劣勢為何，以及策略將會面臨的挑戰，最後給予KKday短、中、長期策略規劃建議。

The tourism industry has developed into diverse online travel business modes due to the advance of the Internet and mobile devices. Regarding to the online travel industry, plane tickets and local accommodation are the most popular tourism product. Not until 1990’s did “tours and activities” platforms become flourishing in U.S.A. and Europe, and Asia and Pacific region have two rising platforms, Klook and KKday, after 2014, since it is difficult to integrate suppliers providing local travel experiences for tourists previously. With the fastest growth rate of the whole travel industry in the past decade, “tours and activities” platforms began to expand market share and tourism resources overseas, so as to create their platform’s differentiation and try to avoid a potential price war. In this study, by analyzing the market of online tourism industry worldwide, it is found that European region is currently the market with the highest tourist arrivals and values, but the Asia-Pacific region is which has the highest growth rate of the tourism industry. Therefore, this research intends to explore how KKday, Taiwan’s local new destination tourism platform, competes with Klook, the most significant competitor in Asia, by the combination with the Eurasian market to expand the sales volume even when its capital is relatively inferior. In this research, the value network and PARTS model is used to analyze KKday's inter-industry competition and cooperation relationship. It also explored the potential partner and the formulated KKday's market entry strategy in European region by linking the related complementary analysis. In this research, we noted the KKday's added value for different strategic partners, and the challenges it would encounter. In the end, we concluded the short, medium and long-term strategic suggestions for KKday.