후기수용모델(PAM)의 확장모형을 통한 온라인 여행사(OTA)의 지속이용의도에 관한 연구

김기병,서원석 한국관광학회 2020 관광학연구 Vol.44 No.6

As the competition in the online travel industry intensifies domestically as well as internationally, enticing travelers to purchase travel packages by argument quality and source credibility through the channels such as mobile apps and web sites has already matured. As such, this study identifies the status of global online travel agencies that dominate accommodation reservation platforms in the global travel market, including Korea. To revitalize domestic online travel agencies, the current research examined the relationships among the variables of Elaboration Likelihood Model(ELM), Congruity Theory(CT) and Post Acceptance Model(PAM). A total of 348 responses were collected by an online survey from the male and female adults who had prior experiences of hotel booking services from online travel agencies. Findings suggest that perceived usefulness mediates the relationship between functional congruity and source credibility and brand attachment, customer satisfaction, and continue use intention. Also, self-image congruity was found to fully mediates the effect the relationship between intention to use continuously and brand attachment. In other words, online travel agencies have a great impact on the intention of continuous use, depending on the degree of perceived usefulness and the degree of brand attachment. This study expanded the research area by applying the ELM, CT, and Extended PAM to the existing knowledge on the relationship between online travel agency's argument quality and source credibility perceived usefulness. It is expected that the detailed key facilitating variables and constraints of online travel agencies obtained through this research will revitalize domestic online travel agencies and provide the factor to increase customers intention to use continuously. 온라인 여행산업의 국내외 경쟁이 심화됨에 따라 단순히 모바일 앱(App)과 온라인 웹(Web)에서 제공하는 정보품질과 정보원 신뢰성만으로 여행객들에게 여행상품 구매를 유도하는 단계는 넘어섰다. 이에, 이 연구는 국내를 포함한 글로벌 여행시장에서 숙박시설 예약 플랫폼을 선점하고 있는 글로벌 온라인 여행사의 실태를 파악하고, 이를 바탕으로 국내 온라인 여행사의 활성화 방안을 마련하기 위해 정교화가능성모델, 일치성이론, 후기수용모델의 변수들 간의 관계를 통합적으로 살펴보았다. 이 연구의 데이터는 온라인이라는 특성을 살리기 위해 온라인 여행사에서 호텔상품 예약서비스를 이용해본 경험이 있는 성인남녀를 대상으로 온라인 설문조사로 348부를 수집하였다. 연구 결과를 살펴보면, 기능적 일치성과 정보원 신뢰성은 지각된 유용성을 매개로 하여 브랜드 애착, 고객 만족, 지속이용의도에 영향을 미치는 것으로 검증되었다. 또한 자아이미지 일치성은 브랜드 애착을 통해서만 지속이용의도에 영향을 미치는 완전매개효과 관계로 나타났다. 즉, 온라인 여행사에서는 유용성의 지각정도와 브랜드에 대한 애착정도에 따라 지속이용의도의 영향력이 크다는 것을 시사하고 있다. 이 연구는 온라인 여행사의 정보품질과 정보원 신뢰성이 지각된 유용성에 대한 영향관계의 기존연구영역을 정교화가능성모델, 일치성이론, 확장된 후기수용모델을 통합적으로 적용하여 연구를 진행하였기에 연구영역을 확장했다는 점에 큰 의의가 있다. 이 연구결과를 통해 얻은 온라인 여행사의 세부적인 주요 촉진변수와 제약변수의 유용한 정보들은 국내 온라인 여행사를 활성화시키고 지속이용의도를 높일 수 있을 것으로 기대된다.

여행자의 온라인여행사(OTA) 선택속성과 재방문 시선택속성에 관한 비교연구

양찬열 대한경영정보학회 2018 경영과 정보연구 Vol.37 No.4

As a new type of business model in the market competition situation of tour companies, this study has developed to the online form of the travel industry to the business form which is the combination of the electronic commerce function and the mobile service process in the provision of the simple web-site, This study explores the difficulties of change for the development of the travel industry from the point of view that recognition is not a simple marketing strategy diversification means but a change of recognition as a business model for expanding new markets or creating new markets. The factors affecting the choice of online travel agent (OTA) and the factors that influence the choice of online travel agency were analyzed. Were used for the empirical survey. The purpose of this study is to investigate the factors influencing the choice of online travel agents who have experience with or experience using online travel agency (OTA), what factors are important to them, and how they differ in importance when visiting again. The results of this study are as follows: First, there was a significant difference between the first and second visitors of online travel agencies. The results of this study were as follows: Attitude toward resolving complaints, convenience of change and cancellation, delivery of tickets and documents, convenience of complaints, The emphasis should be on establishing and strengthening service environments such as the speed of updating the latest information, the simplicity of the booking procedure, the degree of satisfaction of the past, the ability of employees to handle their work, the safety of various payment methods and settlement, The results of this study are as follows: First, the satisfaction of the online travel agency is influenced by the selection factors of the selected online tour agency, and the A/S such as the convenience of prompt delivery, Environmental factors contributed to satisfaction. It is suggested that the systematic service structure such as customer satisfaction and ease of use is a necessary marketing strategy for survival and development of online travel agencies. It is suggested that the marketing concentration strategy with the first visitors as the target market is effective and this is a part of the marketing strategy for the survival of online travel agencies. 본 연구는 온라인 여행사(OTA) 이용 여행자들의 최초 선택 시 중요하게 고려하는 요인과 재방문 시에는 온라인 여행사 선택요인이 중요도에서 어떻게 차이가 있는지 살펴보고, 이용 만족도에 영향을 끼치는선택요인을 분석하였으며 온라인 여행사(OTA)를 이용한 경험이 있거나 이용하고자 하는 여행자들의 온라인 여행사 선택에 영향을 끼치는 요인과 어떤 요인을 중요하게 생각하는지, 재방문 시에는 중요도에서 어떤 차이를 보이는지 살펴보고자 한다. 연구결과, 온라인여행사 최초 이용자와 재방문자 간의 재방문 시 선택속성 차이에 관한 검증 결과 “적극적인 컴플레인 해결태도, 변경 및 취소의 편리성, 티켓과 서류의 배송서비스, 컴플레인 제기 편리성, 서비스 보상제도, 최신정보의 갱신 신속성, 예약절차의 간편함, 과거 만족시켜 주었던 정도, 직원의 업무처리능력, 다양한 결제수단과 결제의 안전성, 오프라인 여행사와의 연계성”과같은 서비스 환경 구축과 강화에 중점을 두어야 함을 시사하고 있었다. 또한 최초 방문시 선택속성별 온라인 여행사에 대한 만족도 분석 결과 선택요인이 만족도에 영향을 미치고 있으며, 그 중 컴플레인 제기 편리성, 잘아는 직원의 유무, 적극적인 컴플레인 해결태도와 같은 A/S 환경요인이 만족도에 공헌하는 것으로나타났다. 불편민원 대응에 대한 적극적인 고객 서비스의식(Customer Satisfaction Mind)과 이용의 편리성등 체계적인 서비스 구조를 원하고 있으며, 이는 온라인 여행사의 생존과 발전을 위한 필요한 마케팅 전략이라는 점을 시사하고 재방문 시 선택속성별 온라인여행사에 대한 만족도의 경우 최초 방문자를 표적시장으로 한 마케팅 집중전략이 유효하며, 이는 온라인여행사의 생존을 위한 필수 마케팅 추진전략의 일환(一 環)이라는 점을 시사하고 있다.

가치기반수용모델(VAM)에 기초한 온라인 여행사 모바일 앱의 지각된 가치 및 수용의도에 관한 연구

김주연(Kim, Jooyeon) 대한관광경영학회 2020 觀光硏究 Vol.35 No.5

정보통신기술(ICT)의 발전은 여행산업에 큰 변화를 가져왔다. 특히 온라인 여행사(OTA)의 등장과 개별여행객의 폭발적인 증가는 기존의 오프라인 시장을 완전 경쟁시장의 형태로 변화시켰다. 이러한 환경변화로 인해 여행시장은 온라인과 오프라인의 시장 경계선이 급격하게 허물어지고 있다. 이러한 환경변화는 관광산업 전반의 시장의 흐름을 오프라인에서 온라인으로 급격하게 변화시켰으며, 관광 전 분야에 걸쳐 온라인 및 모바일 구매에 대한 연구가 활발히 진행되고 있다. 본 연구에서는 소비자들이 주요한 기술적 트랜드 중 하나로 성장하고 있는 온라인 여행사 모바일 앱 수용에 있어서 어떠한 요소와 특징들이 유의한 영향을 미치는지 분석하고자 한다. 이러한 연구의 접근을 위하여 본 연구에서는 가치기반수용모델(VAM)을 이론적 근거로 온라인 여행사 모바일 앱 이용자들의 혜택과 희생이 지각된 가치와 수용의도에 어떠한 영향을 미치는지 파악하여 이들 변수들 간의 인과관계를 종합적으로 검토해보고자 한다. 이를 통해 온라인 시장에서 빠르게 성장하고 있는 온라인 여행사의 모바일 앱 이용과 관련하여 이용자들이 중요하게 고려하고 있는 요인들을 밝힘으로써 차후 관련기업에게 유용한 마케팅 전략 및 시사점을 제시하는 것이 본 연구의 목적이다. 연구방법으로는 가치기반수용모델을 기반으로 이론적 모델을 제안하였고, 구조방정식모델을 이용하여 제안모델 및 가설을 실증적으로 검정하였다. 본 연구에서 제안한 연구가설은 9개 가설 중 7개가 유의한 것으로 검증되었으며, 유용성, 즐거움, 기술적 특성은 지각된 가치와 수용의도에 영향을 미치는 변수들로 확인되었다. 또한 지각된 가치도 수용의도에 유의한 영향을 미치는 것으로 파악되었다. The development of information and communication technology (ICT) has brought a big change in the travel industry. Especially, the emergence of online travel agencies (OTA) and the explosive increase of individual travelers have changed the existing offline market into a fully competitive market. Due to these environmental changes, the market boundaries between online and offline are rapidly breaking down in the travel market. In addition, the overall market trend in the tourism industry has been rapidly changed from offline to online, and research on online and mobile purchases has been actively conducted throughout all tourism areas. In this study, we would like to analyze what factors and features have a significant impact on consumers acceptance of mobile apps from online travel agencies, which are growing as one of the major technological trends. For this approach, we would like to comprehensively examine the causality between these variables by understanding how the benefits and sacrifices of mobile app users in online travel agencies affect perceived values and adoption intentions based on the VAM (Value-Based adoption Model). Through this, the purpose of this study is to suggest useful marketing strategies and implications for related companies in the future by clarifying the factors that users consider important in relation to the rapidly growing use of mobile apps in online travel agencies. Seven out of nine hypotheses proposed in this study were found to be significant, and usefulness, pleasure, and technical characteristics were identified as variables that affect perceived value and adoption intention. Also, perceived value was found to have a significant effect on adoption intention.

온라인 여행사(OTA) 혁신장벽 연구

천민호 한국호텔리조트학회 2023 호텔리조트연구 Vol.22 No.5

The purpose of this study is to understand the influence of online travel agency innovation barriers on the intention to continue using and the intention to purchase travel products. In addition, through this, it was intended to present a plan for the development of online travel agencies. An online survey was conducted from November 1 to November 17, 2022, and a total of 177 copies were used as final analysis data. The verified results showed that, first, the usage barriers and benefit barriers negatively affect the intention to continue using online travel agencies. Second, usage barriers, benefit barriers, and trust barriers were also found to have a negative effect on the intention to purchase travel products from online travel agencies. On the other hand, it was found that the security barrier did not significantly affect the intention to continue using and the intention to purchase travel products, and the trust barrier did not significantly affect the intention to continue using. Based on these results, the implications and limitations of this study were revealed and follow-up studies were presented.

여행사 온라인스토어 성과에 미치는 서비스요인 - PC 기반 웹사이트와 모바일기기 기반 App의 비교를 중심으로 -

이정훈 한국항공경영학회 2018 한국항공경영학회지 Vol.16 No.6

글로벌 전자상거래에서는 모바일 기반 거래가 50%까지 증가했지만 아태지역은 69%까지 성장해 모바일 의존도가 매우 높은 편이다(Criteo, 2018). 그러나 마케팅 측면에서는 여행 관련 분야의 모바일 앱과 PC 기반 웹 채널을 비교한 연구가 충분하지 않다. 모바일 앱 채널은 PC 기반 웹 채널에 비해 가격 수준 공정성뿐만 아니라 연령별 가용성과 친숙성 때문에 소비자가 쉽게 전환할 수 있는 특성이 있다. 충성 고객을 찾고 관리하기 위한 체계적인 노력을 기반으로 차별적인 마케팅 전략이 필요하다. 이 연구는 모바일 앱과 PC 기반 웹 채널 서비스의 정의와 속성을 바탕으로 온라인 여행사 서비스의 차이점을 파악하고 고객 만족도에 미치는 영향을 파악하고 성과에 미치는 영향을 밝힌다. 본 연구에서는 세 가지 요소(정보 품질, UI 품질 및 가격 품질)와 전자상거래 채널 유형(PC 기반 채널 vs 모바일 기반 채널)이 고객만족도와 성과에 미치는 영향(재구매, 재방문, 추천의도)을 명확히 하고자 한다. 웹 및 앱 기반 사용 환경에서 설문조사를 통해 수집된 데이터를 분석한 결과, 서비스 특성이 만족도에 영향을 미치는 다양한 기술적 특성차이가 차별적으로 PC 기반과 모바일 기반 채널 간에 존재한다. 정보 품질, UI 품질, 가격 품질에 따라 여행사 서비스 재방문 의도와 만족도에 큰 차이가 있었다. 특히, 우리는 PC 기반 웹 서비스와 모바일 기기 기반 앱 서비스에 대한 소비자의 태도와 태도가 정보 품질, 특히 가격 품질 면에서 다르다는 것을 발견했다. 이에 따라, 3가지 서비스 특성요인 관리를 통한 마케팅 믹스 전략을 수행함으로써, 재방문, 재구매, 추천 의도 등 온라인 상점의 실적이 모바일 상거래 채널을 통한 항공권 또는 여행 상품 거래를 기반으로 구매자의 만족을 향상시킬 것이다. 본 연구의 결과에 기초하여, 우리는 온라인 여행사 서비스에 대한 마케팅 전략으로 간주되어야 하는 시사점을 파악하여 최근 멀티채널에서 고객들에 대한 그들의 영향력을 강화할 수 있다. 첫째, 소비자의 관점에서 모바일 앱과 PC 기반 웹 채널 서비스는 서로 다른 차이를 가지고 있으며 각각 장점이 있으며 사용적합성 문제가 없는 서비스 조합을 계획하는 것이 중요하다. 둘째, 이동 기기의 약점이 여행 상품을 구매하는 과정에서 극적으로 개선되었기 때문에 웹과 분업화 및 전문화 측면에서 소비자의 구매 과정에 대한 차별화된 접근방식이 필요하다. 마지막으로, 서비스 모델링은 소비자 선호 특성에 기반한 채널과 서비스 혼합 시스템을 제공함으로써 고객에 맞춘 통합 서비스를 제공하기 위해 필요하다. Although mobile-based transactions have increased by 50% in global e-commerce, Asia-Pacific has grown to 69 %, making it difficult to compare travel-related mobile apps and PC-based web channels. Not only does mobile app channels have price-level fairness compared to PC-based web channels, but they also have characteristics that allow consumers to easily switch to other channels due to availability and familiarity with different ages. A systematic effort to find and manage loyal customers can be a discriminatory marketing strategy. Based on the definitions and attributes of mobile apps and PC-based web channel services, the research identifies the differences in online travel agency services, identifies the impact on customer satisfaction, and repeatedly visits. In this study, we compared three elements (information quality, UI quality, and price quality) with the type of e-commerce channel (PC-based web vs Mobile device based App). It will clarify the impact of mobile channels on customer satisfaction and performance (intention of repurchase, visit again, and intention of recommendation). Analysis of data collected through surveys in web and app-based use environments shows differences between PC-based and mobile device –based channels with a variety of technical characteristics that affect their satisfaction. Depending on the information quality, UI quality, and price quality, there was a big difference in the intention and satisfaction of the travel agency’s service visit. In particular, we found that consumers’ attitudes and attitudes toward PC-based Web services and mobile device-based app services differ in information quality, particularly in terms of price quality. Accordingly, by implementing a marketing mix strategy through the management of the three service characteristics, the performance of online stores such as intention of revisit, repurchase and recommendation will be improved by the buyer’s satisfaction with the transaction of air tickets or travel goods through the mobile commerce channel. Based on the results of this study, we can reinforce their influence on customers in recent multi-channel by identifying the implications that should be considered marketing strategies for online travel agent services. First, from a consumer’s perspective, it is important to plan for a combination of services that have different mobile apps and PC-based web channel services, each of which has advantages and no usability problems. Second, a differentiated approach to consumers’ purchasing processes in terms of web, distribution and specialization, as the weakness of mobile devices has dramatically improved in the process of purchasing travel products. Finally, service modeling is necessary to provide customer-specific integrated services by providing a mix of services and channels based on consumer preference characteristics.

THE HOTEL INDUSTRY VS. ONLINE TRAVEL AGENCIES: FOREVER FOE?

Sun-Young Park,Jonathan P. Allen 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

The hotel industry vs. online travel agencies: forever foe? The rise of Online Travel Agency (OTA) conglomerates such as Expedia and Priceline has forced the hotel industry to find ways of working with, or avoiding, an increasingly powerful channel for room distribution, and an increasingly relevant set of brands for consumers (Zhang, Denizci Guillet, & Kucukusta, 2015; Lee, Denizci Guillet, & Law, 2013). Although strategizing how to work with different electronic distribution channels has been studied, very few of them have addressed hoteliers‘ perceptions of OTAs, and how OTAs are affecting the industry. In this exploratory research, we sought to investigate the state of current and possible future relationships between OTAs and the hotel industry, from the perspective of diverse hoteliers in the U.S. Using a grounded theory method (Charmaz, 2014; Corbin, Strauss, & Strauss, 2014) that advises to maximize variety to increase the chances of finding new distinctions through a method of ‗constant comparison‘ between data sources, we interviewed eight highly accomplished hotel industry professionals in the U.S., mostly executives, across a variety of roles. Two of our informants were owners/operators of a large hotel management group (Interviewees 1 and 2), one was a former C-level executive at a major hotel brand (Interviewee 3), one was a senior executive at a midlevel regional hotel brand (Interviewee 4), one was the owner/operator to two family-run independent hotels (Interviewee 5), one was the owner of an independent, luxury hotel online services provider (Interviewee 6), one was the manager of a mid-level major brand hotel (Interviewee 7), and one was the owner of a hotel real estate investment company (Interviewee 8). The interviews were semi-structured on: the influence of OTAs on their business, and the hotel industry in general and current strategies for working with, or competing against, OTAs. The interviewees were guaranteed full anonymity, and the resulting 60-75 minute conversations were fully transcribed. Based on the grounded theory design, we followed gradual phases of data analysis: a preliminary open coding phase where concepts are associated with a line-by-line reading of transcripts; a focused coding phase where a limited number of concepts are chosen for further analysis; and an ‗axial‘ coding phase where concepts are systematically related to each other. During the open coding phase, this study‘s authors individually did initial code generation. They then came together to select the primary themes that emerged during focused coding, and worked together to relate the chosen themes to each other, and to key contextual variables such as industry role, hotel size, and hotel category. The impact of OTAs The first consistent perception of OTAs from every corner of the hotel industry is that they ―are not going away‖ (Interviewees 1, 2, 3, 4, 5, 7, 8). The interviewees noted that OTAs first came into the picture post 9-11 when the market was down. Back then, hoteliers ―signed up for OTAs without thinking about any future impacts‖ (Interviewee 5), and ―did not anticipate how disruptive they were going to be, because the original OTA model was to sell distressed or unusable inventory‖ (Interviewee 1). The negative perceptions of OTAs were widespread, with the use of terms such as ―necessary evils‖, ―evil empires‖, and ―Frankenstein‖ (Interviewees 4 and 5). The hotel industry ―sold its soul‖ to OTAs (Interviewee 1), we [hoteliers] are idiots‖ (Interviewee 8) and ―we hate them all.‖ (Interviewee 5). The interviewees expressed that OTAs have had an unexpectedly significant and negative impact on the hotel industry and their business, ―dramatically changing the landscape of hotel business‖ (Interviewee 8). With a marketing budget far larger than that of many hotels, OTAs have successfully convinced consumers to book on their websites for speed, convenience, choice, and loyalty points, and made them believe – incorrectly, according to the interviewees – that they can get the cheapest rates there. The negative view of OTAs has led to a predominantly zero-sum view of the hotel- OTA relationship. OTAs have consolidated to develop a large network of suppliers, and they have been taking more direct business away from hotels, according to the interviewees. As such, the main impact of OTAs on the interviewees‘ hotel bookings was increasing costs due to commission fees to the OTAs, which ―drive up the customer acquisition cost, [which is why] profit hasn‘t gone up in proportion to the revenue increase‖ over the years (Interviewee 6). All but one interviewee mentioned the term ―rate parity,‖ whereby hotels and OTAs have to offer the same room rates on their respective websites. Nonetheless, one interviewee expressed discontent about OTAs‘ practices of rate parity, because hoteliers have ―no clue what they‘re selling [my inventory] for, especially when hotels are packaged with other travel products‖ (Interviewee 5). To minimize this negative financial impact, hotels try to increase direct bookings as much as possible from their members by offering extra features such as mobile check-in, or better rates available only to them. This ‗closed group‘ offering is also practiced by OTAs through which their loyalty program members can also be offered more favorable pricing or terms. The interviewees mentioned that the impact of OTAs is larger for independent than for chain hotels because independent hotels have no ―big distribution channel, and it‘s a way for [them] to be visible‖ (Interviewee 8). However, OTAs are more expensive for independent than for chain hotels, as the latter can leverage their large size to negotiate better terms with OTAs. The OTA commission rates at the interviewees‘ hotels ranged between 6% and 28%, with the highest rate being for independent hotels. Four interviewees pointed out that hotel location and service/price level influence the degree to which OTAs are utilized. That is, OTAs‘ booking volume is higher at resorts, and at hotels at or near airports with a high guest turnover. OTAs‘ booking volume is also higher for hotels with limited service (economy or budget hotels) than those with higher levels of service/price (luxury or upper scale hotels). The former, as compared to the latter, are akin to ―soap on a shelf‖ (Interviewee 8) because they are not distinctive in the consumer‘s mind, and consumers who choose to stay at the former are typically price-elastic. Although the majority of bookings at major chain hotels are still generated by direct bookings, what concerns the hoteliers most is that the percentage of bookings by OTAs has been ―growing at a double-digit rate for many years‖ (Interviewee 3). This makes the interviewees feel that ―OTAs take customers away‖ from their hotels (Interviewee 8). Strategic response of the hotel industry Although all the interviewees acknowledged and worried about the negative financial impact of OTAs, the only consistent strategy for coping with OTAs was to divert bookings to more cost-effective channels such as direct booking, or ―limit visibility over premium dates as much as possible‖ (Interviewee 8). They responded that they use or have to use most or all major OTAs (e.g., Expedia, Priceline), simply because these are prevalent and most familiar to consumers today. The response to the perceived OTA threat varied, depending on the respondent‘s role in the hotel industry. The REIT investor (Interviewee 8) and the major brand executive (Interviewee 3) displayed the purest zero-sum view of the relationship. The REIT investor believed the best response is to strengthen the bargaining position of hotels and win back lost revenue, expressing that hotels are ―letting other people take all this money…we‘re stupid.‖ From the major brand perspective, the best response was consolidation (getting bigger) to have better leverage in complex OTA negotiations, and to have more capital for marketing campaigns and technology development. For the more ―independent‖ respondents there was more scope to react by working with OTAs at some level. The single hotel manager and the independent hotel owner both used the metaphor of ―playing the game‖ to survive in the new era: ―You‘d better play ball with them if you want a presence online‖ (Interviewee 5). For an independent hotel, ―Expedia is my franchise website‖ (Interviewee 7) because OTAs are ―doing things that I could never do as an independent‖ (Interviewee 5). In particular, they emphasized the necessity to understand and master the digital marketing landscape of social media, review sites, search engine optimization, daily deal sites, and a good online presence on their own websites, expressing ―You gotta fish where the fish are‖ (Interviewee 4). Independent and small hotels do suffer from higher OTA commissions, but can also work in their favor in terms of preferred placement in hotel searches and referrals from OTAs. The technology service company‘s, (Interviewee 6) key strategic response was to gain control over customer data, because customer email addresses are particularly important for ―retargeting and email marketing to get guests back for zero costs‖ but is difficult to obtain when receiving bookings from OTAs. Some interviewees were able to see other potential strategic responses that were promising, but not yet pursued widely. One example was ‗bundling‘ products and services along with hotel rooms in new ways (Interviewees 1, 2, 4, 5, 6), similar to Airbnb‘s recent pivoting of offerings. Recognizing that part of the success of OTAs comes from customer convenience, some interviewees thought that innovations such as eliminating check-in (Interviewee 4) would help hotels cope with the new pressures. The regional hotel chain executive and the hotel management company owners perceived that changes to the physical product offered by hotels were needed to compete with Internet providers, especially Airbnb, saying that hotels need to ―rethink the long hallway‖ and the ―300 square-foot rooms‖ (Interviewee 4). This same executive saw significant barriers to innovation in the hotel industry. ―We [hotel industry] are definitely trying…but we are capital heavy, labor heavy, slow to innovate‖ (Interviewee 4). Discussion Our exploratory findings suggest that hoteliers, across a variety of hotel industry roles, had an almost uniformly profoundly negative, zero-sum view of the OTA relationship. While not dismissing the very real concerns and profitability pressures of the hotel industry, we are concerned that these perceptions may lead hotel industry players to not pursue or develop the relationship between them and OTAs in more mutually beneficial ways. The strategy of choice right now is to simply compete directly with OTAs, which is not a strategy that has necessarily worked for other traditional industries when digital intermediaries have entered their space, especially highly fragmented ones with many service providers such as the media and retail industries (Grossman, 2016). This view of the relationship does explain the relative lack of innovation about how to maximize the benefits of this relationship for both sides. In contrast to the zero-sum view, we would point to an alternative theory such as coopetition (Brandenburger & Nalebuff, 2011). The theory of co-opetition points to two simultaneous processes: the cooperation required to ‗create the pie‘, or create value for all parties; and the competition to ‗divide up the pie‘ or capture the value created. Success in co-opetition comes from ‗changing the game‘ by developing new partnerships with four related parties: customers, suppliers, competitors, and complementors that offer ancillary services. In our data, we saw some tentative recognition of co-opetition possibilities in each of these four categories. For new customer relationships, we saw some desire by hoteliers to improve customer convenience and value, beyond simply increasing loyalty rewards. Some hoteliers recognized that OTAs have succeeded in part because of the consumer convenience and value proposition is a superior one. For new supplier relationships, there is limited recognition that new kinds of hotel products might be needed, supplied by non-traditional sources as in the Airbnb case, or by construction partners when building new hotels. Hotels have traditionally worked with complementors by bundling rooms with various travel services such as gaming or meals, but OTAs and Airbnb now offer similar services, making it difficult for hoteliers to differentiate themselves. Thus, there is an opportunity for hoteliers to creatively rethink their relationship with complementors, which none of our respondents mentioned. Despite the negative perceptions, our respondents reported some possibilities for new relationships with their OTA competitors, by using digital marketing techniques to their own advantage. To take an example, instead of having a booking war against OTAs, Red Lion Hotels strategically decided it would partner with Expedia in 2016. When customers see Red Lion hotel rates on Expedia sites, they see both a loyalty member rate, which is lower, and a non-member rate. Even if they are not part of Red Lion‘s loyalty program, customers can still book the loyalty rate and are then automatically enrolled as Red Lion members – thus enjoying member benefits while at the same time also earning points with Expedia. To complete the enrollment, the customer‘s email address is then sent to Red Lion ―which is a big deal because the online travel agencies don‘t normally share such information with partners‖ (Schaal, 2016b, p. 1). Looking across all four categories of new co-opetition relationships, however, we see little evidence of coordinated, systematic strategies for pursuing them in the hotel industry. For the hotel industry to respond to the rise of today‘s OTAs, and the other technology companies that might enter the industry in the future, we suggest that hotels will need to transcend their negative, zero-sum views of the OTA relationship and actively experiment with new co-opetition relationships. In addition, the hotel industry should also continue to improve the effectiveness of its traditional responses to OTAs, including their loyalty programs and brand loyalty initiatives. Several interviewees acknowledged that consumer behavior is changing and consumers today are not as brand loyal at they used to be. Research results echo the same phenomenon. For example, Wollan, Davis, De Angelis, and Quiring (2017) found that 71% of 25,426 respondents in 33 countries said ‗loyalty programs do not engender loyalty‘; 77% ‗retract their loyalty more quickly than they did three years ago‘; and 61% said they ‗switched one brand to another in the last year.‘ Decreasing brand loyalty is also apparent for hotels. MBLM (2017) found that consumers have the least ‗brand intimacy‘ (emotional bond with a brand) with hotel brands compared to those of other industries such as automotive and retail. Similarly, Oracle Hospitality (2017) found that 58.7% of survey participants (8,000 in Australia, Brazil, Mexico, France, Germany, Japan, U.K. and U.S.) stated that they do not belong to any hotel program. The Global Traveler Study (2014) also found the diminishing meaning of ‗loyalty to one hotel,‘ as 66% of their 4,618 respondents in the U.S., U.K., Germany and China are members of 1-4 hotel loyalty programs, while 15% are members of 5 or more programs. Despite the decreasing numbers and the questioned value of such programs, hoteliers are still trying to make consumers loyal to their own brand by enticing them to join their loyalty program. This effort is to increase direct bookings and compete with OTAs by offering ‗member-only‘ incentives such as member discounts, or additional perks such as free late check-outs, free meals, or free upgrades. However, these incentives may exacerbate the already increasing costs for hoteliers, particularly if they are attracting consumers who are price sensitive and would not book directly unless they get something back. While the interviewees mentioned their efforts to increase direct bookings through loyalty programs, none referred to the cost of those programs. Given the changing consumer behavior toward becoming less loyal to brands, it stands to reason for hoteliers to re-consider their loyalty programs. Conclusion Hoteliers are fighting intermediation and trying to push direct bookings. This is nothing new for them since they have been doing it with traditional travel agencies for years. Yet, bookings with traditional agencies remain strong, and OTA bookings continue to grow. It seems that it might be time for hoteliers to quit fighting intermediation, and embrace the ―good‖ that it can bring by adopting a co-opetition mindset, while also creatively thinking about brand loyalty programs and what they might bring to that mindset – if anything. In the zero-sum perception of OTAs, however, we found little space for innovative thinking about how to create new offerings through new partnerships, or loyalty programs. While existing OTAs, and emerging OTAs such as Airbnb, are personalizing services for customers, offering new services that are bundled with rooms, and new products with a new population of room suppliers, the hotel industry‘s response is to simply copy what the OTAs are doing and apply it to their own online bookings. We urge the hotel industry to move beyond this response, and be equally creative in finding new co-opetition opportunities that speak to the traditional strengths of the hospitality industry and its experienced professionals.

온라인 호텔 가격에 대한 소비자 회의주의가 구매의도에 미치는 효과: 리뷰 숫자의 조절효과

김도경,김인신 국제e-비즈니스학회 2023 e-비즈니스 연구 Vol.24 No.1

Research Purpose: The purposes of the research are to investigate hotel customers’ skepticism about discounted price on willingness to buy online, identify the role whether low quality perception mediates the linkage from consumer skepticism to willingness to buy, and verify the moderating effect of review volume. Research Methods: The hypothesized research model was designed based on prior research. For testing the conceptual model empirically, the survey was conducted targeting business travelers who have booked a hotel through online travel agencies(OTAs) and stayed at the hotel in recent three years. A total of 508 responses were used for the research analysis. Results in Research: The analysis results showed customer skepticism decreased willingness to buy. Specifically, customer skepticism led to perceiving low quality of the highly discounted hotel, which, in turn, decreased willingness. That is, low quality perception significantly mediated the relationship between customer skepticism and willingness to buy. Additionally, high review volume weakened the negative effect of customer skepticism on low quality perception. Research Conclusion: It is important to optimally make hotel price policy for customers to not perceive skepticism. Additionally, it is necessary to manage hotel review online to utilize a social influence in evaluating hotel quality and provide hotel information to customers. 이 연구는 온라인 여행사(online travel agencies: OTAs)가 제시하는 파격적인 할인을 통해 소비자가 지각하는원래 정상가격에 대한 회의주의를 고찰하고, 이에 따른 구매의도에 미치는 영향을 분석하였다. 또한 저품질지각의 매개효과 및 리뷰 숫자의 조절효과 검정을 통해, 소비자의 심리를 파악하여 할인 프로모션의 효율성을높이고자 하였다. 선행연구를 통해 연구모형이 설계되었으며, 연구가설을 검정하기 위해 실증분석이 이루어졌다. 설문조사는 최근 3년 이내에 OTAs를 통해 호텔을 예약하고 투숙한 경험이 있는 비즈니스 여행객을대상으로 이루어졌으며, 총 508부의 자료를 수집하였다. 구조방정식 모형분석과 다중집단분석 수행하여 수집된 자료가 분석되었다. 자료분석 결과 첫째, 소비자 회의주의는 구매의도를 감소시키는 것으로 나타났다. 둘째, 파격적인 할인으로 인한 소비자 회의주의와 구매의도 간 부정적 관계를 설명하기 위해 도입된 변수인저품질 인식은 유의한 매개효과를 나타냈다. 셋째, 소비자 회의주의가 저품질 지각에 미치는 부정적 효과를완화시킬 수 있는 변수로, 리뷰의 숫자가 유의한 조절효과를 나타내었다. 연구 결과에 따르면, 호텔은 적정한수준에서 가격정책을 세워야하며, 고객들의 경험을 나타내는 리뷰의 관리가 필요함을 시사한다.

국·내외 온라인 여행사 이용객의 유형 분석: Q방법론을 사용하여

홍정우,김미정,유형숙 (사)한국관광레저학회 2019 관광레저연구 Vol.31 No.10

The purpose of this study is to identify the types of customers in their 20's who use domestic and international online travel agencies(OTA). While the traditional research related to online travel divides the market through an R methodological approach and identifies the type of consumers, this study seeks to discover the types of Korean customers in their 20’s who use online travel agencies. This study selected 30 users of the OTA platform in Busan area and conducted Q methodologies using the PQMethod program. Five types of customers were observed to be classified as a result of the analysis. The domestic market, which began to form a full-fledged online travel business in the 2012s through the FTA, is only a small potential market compared to other advanced countries, but it is expected to change as globalization and popularization continue to progress.

온라인 여행사 이용객의 가치와 만족에 영향을 미치는 요인 : 장기지향성의 조절효과를 중심으로

정남호,엄태휘,구철모 한국호텔외식관광경영학회 2018 호텔경영학연구 Vol.27 No.2

This study investigates why buyers of hotel rooms use online travel agencies (OTA) compared to existing hotel website by applying transaction-cost theory. Based on transaction-cost theory and characteristics of OTA, factors that affect the information value of OTA are composed of six concepts such as cost saving, time saving, perceived discounted price, serendipity, internet reputation provision and trust. In addition, we examined how information value affects user satisfaction by considering the characteristics of users. The characteristics of users are divided from the long-term orientation. As a result of examining the 136 OTA users, it was found that the six variables had a significant effect on the information value. Especially, it was found that the variables of serendipity, internet reputation, and time saving have a great effect on information value. On the other hand, perceived discounted price had a less significant effect compared to other factors. Also, it was confirmed that the user oriented long-term orientation had a negative effect on the effect of information value on OTA use satisfaction. In other words, it can be interpreted that users with short-term orientation tend to be more sensitive than users with long-term orientation in satisfying the information value provided by OTA. Based on the results of the research, we suggested academic and practical implications. 본 연구는 호텔객실을 구매하는 사람들이 기존 호텔 웹사이트와 비교해서 왜 온라인 여행사(Online Travel Agency: OTA)를 활용하는지를 거래비용이론을 적용해 알아보았다. 거래비용이론과OTA가 가지는 특성에 입각해 OTA의 정보가치에 영향을 미치는 요인을 비용절약, 시간절약, 인지된가격할인, 우연한 발견, 인터넷 평판제공과 신뢰 6개의 개념으로 구성했다. 그리고 OTA의 정보가치가 사용자 만족도에 미치는 영향을 사용자의 특성을 고려하여 알아보는 실증연구를 수행하였다. 사용자의 특성은 장기지향적 관점에서 나누어 보았다. OTA 사용자 136명을 대상으로 조사한 결과, 6개의 변수들이 정보가치에 모두 유의한 영향을 주는 것으로 나타났다. 특히, 우연한 발견과 인터넷 평판제공, 시간절약의 변수가 큰 영향을 미치는 것으로 나타났다. 반면, 인지된 가격할인은 다른 요인에 비해 영향이 작은 것으로 나타났다. 또한, 사용자 특성인 장기지향성은 정보가치가 OTA 사용 만족도에 미치는 영향에 대한 부(-)의 조절효과를 갖는 것으로 확인되었다. 즉, OTA가 제공하는 정보가치를 만족함에 있어 단기지향적인 성향을 가진 사용자들이 장기지향적인 성향을 가지는 사용자에비하여 더 민감하게 반응한다고 해석 할 수 있다. 연구결과에 따라 학술적‧실무적 시사점을 제시하였다.

The Moderating Effects of Word-of-Mouth Intention in Online Travel Agencies Service Quality

Dae-Young KWAK,So-Ra MIN 한국유통과학회 2020 유통과학연구 Vol.18 No.2

Purpose: This study examines components that dictate service quality of Online Travel Agencies. Research design, data and methodology: This study performed a survey that targeted people who have purchased travel products using Online Travel Agencies in the past year at Incheon International Airport. Out of 280 questionnaires, this study selected 249(88.9%) questionnaires for analysis. In analysis, this study used statistical package called ‗SPSS 22‘. Results: Based on the results, this study identified that company reputation and transactional stability influenced consumers‘ intent to share anecdotal and practical information. Conclusions: This study discovered several major findings. First, ‗convenience‘ and ‗price‘, two major factors in service quality, imposed positive effects on word-of-mouth intention of consumers. In particular, ‗convenience‘ had the most significant impact. Next, this study verified the moderating effects of ‗transaction safety‘ and ‗reputation‘ on the effect relationships between ‗convenience‘ and ‗price‘, and consumer word-of-mouth intention. The results conclude that, in fact, some statistically significant differences among the effect degrees of the two independent variables on the dependent variable according to the safety level of transaction on Online Travel Agencies website do exist. In short, ‗transaction safety‘ variable does have moderating effects on the above relationships.