engleski

Tourism Distribution and Intermediaries

The chapter offers an overview of recent events affecting distribution channels and traditional tourism intermediaries in tourism markets. It leads to the conclusion that both tourism intermediaries (traditional and online) are important parts of the tourism distribution system. There is significant market space for both distribution channels. However, traditional tourism intermediaries will need to demonstrate a clear competitive advantage compared to other distribution channels. Distribution cannot be divided. It includes many channels and their variety will constantly increase. The business models of service providers will have to take into account all of them. Tourism companies face intense competition for customers caused by oversupply. Additionally, consumers are forcing suppliers to provide their services across every distribution channel. Thus, competition between vertically integrated tour operating companies, small and medium-sized tour operators, travel agents and OTAs does not show any signs of abating. However, there is an increasing opportunity for tourism intermediaries to specialize and to enhance their offer to consumer segments which secure higher margins. Research in the field will need to offer a more holistic approach which will take into account all three elements of tourism distribution which are equally important: suppliers of services, intermediaries and different segments of tourists within the tourism system offering a stronger conceptual ground for the study of tourism distribution. In the tourism system, nobody can succeed as a “solo player”. The most successful traditional tourism intermediaries have started to transform from being organisers of simple products towards being “designers of services” for their customers. However, to be able to execute this task, close cooperation with all members in the distribution value chain is necessary. Therefore, both traditional models – “made in” and “made by” – are being replaced by the emergence of proactive roles in creating products with a paradigm shift towards “made in cooperation with”, encompassing all tourism stakeholders in a complex value chain. The previous concept of competition will need to be transformed into competitive cooperation. Only those who can react to changes in price, capacity and product availability and who can meet the needs of diverse and ever-changing demand in real time, taking into account different markets and cultures, will be able prosper in the increasingly competitive tourism market.

tourism intermediaries ; distribution channels ; competition ; business model

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