Stephan Reinhold

Das wertbasierte Geschäftsmodell - Ein aktualisierter Strukturierungsansatz

Dieser Beitrag stellt den wertbasierten Geschaftsmodellansatz als Herangehensweise zur strukturierten Beschreibung und Konzeption von Geschaftsmodellen vor. Dieser Ansatz ist eine Weiterentwicklung des Geschaftsmodellansatzes von Bieger, Ruegg-Sturm und von Rohr (2002), die dem aktuellen Stand der Forschung zu Geschaftsmodellen Rechnung tragt. Insbesondere werden neben der Orientierung an der Wertschaffung neu auch die Dimensionen Innovation und Wertverteilung eingefuhrt.

Business models in tourism: a review and research agenda

Purpose Business models and the business model concept have become a fixture of scholarly and managerial attention. With a focus on how actors create, capture and disseminate value, business model research holds the promise to inform the tourism sector’s search for ways to innovate and change outdated business practices. Yet, the concept has inspired little research tackling the contingencies of the tourism context. The purpose of this paper is to address this gap in this review and research agenda on business models in tourism. Design/methodology/approach In this paper, the authors review and synthesize contributions from publications in EBSCO, Emerald Insight, ProQuest and Science Direct databases, that make explicit use of the business model concept in tourism (anytime up to September 2016). We conceptualize the identified articles as a coherent body of knowledge on business models in tourism with the objective of identifying common themes that characterize existing contributions. Findings From the review of 28 qualified articles, the authors identify four emergent themes: sector-specific configurations, the role of different value types, design themes for consistency and regulatory contingencies. These themes inform three domains in which the authors present avenues for tourism-specific studies on business models, as well as their management and innovation that the authors position in relation to the general business model literature. Originality/value This review details how researchers across disciplines conceptualize the business model. Together with the identified directions for further research, this literature review thus establishes a common conceptual basis and stock of knowledge for the study of business models in tourism research.

Innovative Geschäftsmodelle – Die Sicht des Managements

Dieser Beitrag prasentiert die Ergebnisse einer explorativen Unternehmer- und Managerbefragung zu den wichtigsten Rahmenbedingungen als Treiber neuer Geschaftsmodelle sowie zu den Eigenschaften innovativer Geschaftsmodelle. Die Resultate zeigen, dass Geschaftsmodellinnovation unbestritten als Prioritat auf hochster Hierarchieebene anzusiedeln ist.

A business model typology for destination management organizations

The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.,With the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.,The challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.,The authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.

The Business Model

Peer-to-peer accommodation platforms create value by matching guests who search for tourist accommodation with hosts who make available unused private space for short-term rental. This chapter analyses what is new about the business model of platforms that enable and sustain peer-to-peer accommodation networks. Chapters 4 and 5 go on to analyse in detail the business model of Airbnb, the leading international peer-to-peer accommodation network facilitator.

Chance meetings, the destination paradox, and the social origins of travel – Predicting traveler’s whereabouts?

Have you ever unexpectedly met someone you already knew in a remote travel destination? Many people have or will at least a couple times in their travel biography. In this article, we theorize how such chance meetings help better understand the socially embedded nature of travel behavior and choice. We validate the underlying assumptions with an exploratory empirical study. By conceptualizing chance meetings and connecting them with social network theory, we get closer to predicting where people precisely travel and what activities they engage in at particular points in time. This socially embedded perspective transcends the importance of attractions and activities as object of reference between traveler and place. Broadly, these findings contribute to the discussion on the social origins of travel and on how choices are taken in travel.

Understanding exhibitor satisfactionSatisfaction in trade shows and consumer fairs

Trade shows (i.e., business-to-business exhibitions) and public fairs (i.e., business-to-consumer exhibitions) are an essential instrument in the marketing of goods and services. They provide vendors with a focused platform for communication and exchange with customers of different kinds (cf. Kirchgeorg 2005). The fair and trade show business itself has become an international multi-billion dollar industry (cf. Hansen 2004), in which organizers of trade shows and consumer fairs earn the biggest share of sales with exhibitors, who are paying fees for exhibition services. Like other services, trade shows and consumer fairs exhibit intangible elements and a high degree of customer integration as co-producer of perceived service quality at the point of service (cf. Parasuraman et al. 1988). Thus, public fair and trade show managers strive for high levels of exhibitor (and visitor) satisfaction in order to foster desired attitude and behavior among exhibiting companies (like, e.g., intention to buy, positive word of mouth and purchase or repurchase behavior cf. Keaveney 1995) which are positively related to financial performance (e.g., Anderson et al. 1994). The measurement and evaluation of customer satisfaction (i.e., exhibitors’ and visitors’ satisfaction) are therefore key success factors for managers of public fairs and trade shows, who need to decide how to deploy their limited resources to achieve high levels of satisfaction.

Understanding exhibitor satisfaction in trade shows and consumer fairs

Trade shows (i.e., business-to-business exhibitions) and public fairs (i.e., business-to-consumer exhibitions) are an essential instrument in the marketing of goods and services. They provide vendors with a focused platform for communication and exchange with customers of different kinds (cf. Kirchgeorg 2005). The fair and trade show business itself has become an international multi-billion dollar industry (cf. Hansen 2004), in which organizers of trade shows and consumer fairs earn the biggest share of sales with exhibitors, who are paying fees for exhibition services. Like other services, trade shows and consumer fairs exhibit intangible elements and a high degree of customer integration as co-producer of perceived service quality at the point of service (cf. Parasuraman et al. 1988). Thus, public fair and trade show managers strive for high levels of exhibitor (and visitor) satisfaction in order to foster desired attitude and behavior among exhibiting companies (like, e.g., intention to buy, positive word of mouth and purchase or repurchase behavior cf. Keaveney 1995) which are positively related to financial performance (e.g., Anderson et al. 1994). The measurement and evaluation of customer satisfaction (i.e., exhibitors’ and visitors’ satisfaction) are therefore key success factors for managers of public fairs and trade shows, who need to decide how to deploy their limited resources to achieve high levels of satisfaction.

Understanding exhibitor in trade shows and consumer fairs

Trade shows (i.e., business-to-business exhibitions) and public fairs (i.e., business-to-consumer exhibitions) are an essential instrument in the marketing of goods and services. They provide vendors with a focused platform for communication and exchange with customers of different kinds (cf. Kirchgeorg 2005). The fair and trade show business itself has become an international multi-billion dollar industry (cf. Hansen 2004), in which organizers of trade shows and consumer fairs earn the biggest share of sales with exhibitors, who are paying fees for exhibition services. Like other services, trade shows and consumer fairs exhibit intangible elements and a high degree of customer integration as co-producer of perceived service quality at the point of service (cf. Parasuraman et al. 1988). Thus, public fair and trade show managers strive for high levels of exhibitor (and visitor) satisfaction in order to foster desired attitude and behavior among exhibiting companies (like, e.g., intention to buy, positive word of mouth and purchase or repurchase behavior cf. Keaveney 1995) which are positively related to financial performance (e.g., Anderson et al. 1994). The measurement and evaluation of customer satisfaction (i.e., exhibitors’ and visitors’ satisfaction) are therefore key success factors for managers of public fairs and trade shows, who need to decide how to deploy their limited resources to achieve high levels of satisfaction.

“How Come You Are Here?” Considering the Context in Research on Travel Decisions

Travel decision research still struggles to explain a large portion of the variance in travel choices. We argue that advances in this domain must originate from a shift in the kinds of questions we ask travelers to understand what triggers their decisions. The proposed shift from “Why did you . . . ?” to “How come . . . ?” changes the emphasis from retrospective sense giving to a contextual understanding of travel choice, focusing in particular on the constellations that produce actual travel behavior. This shift opens research avenues of a new theoretical and methodological nature and has fundamental implications for consumer research as well as destination marketing practices.