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Journal articles on the topic 'Hotel Distribution Channels'

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Published: 4 June 2021
Last updated: 4 February 2022

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1

Martin-Fuentes, Eva, and Juan Pedro Mellinas. "Hotels that most rely on Booking.com – online travel agencies (OTAs) and hotel distribution channels." Tourism Review 73, no. 4 (2018): 465–79. http://dx.doi.org/10.1108/tr-12-2017-0201.

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Purpose The purpose of this paper is to know which hotels mostly rely on Booking.com, investigating the level of presence on Booking.com around the world by country, hotel size, hotel category and managerial form. Neither the company nor the hotels provide this information, so the authors use the number of reviews as an indicator of estimated sales. Design/methodology/approach Data from 33,996 hotels worldwide are downloaded from Booking.com using a Web browser automatically controlled, developed in Python, that simulated a user navigation (clicks and selections). The comparison between independent hotels and hotels belonging to a chain is performed by a Student’s t distribution test and the comparison of hotel categories and hotel size is analyzed by a one-way ANOVA test. Findings The results show that three factors clearly influence the usage level of Booking.com: independent vs chain hotels, small vs large hotels and low vs high category hotels worldwide. The authors also observe that hotels from Europe are the ones that rely more on Booking.com. Originality/value The originality of this research is to identify the factors that make hotels to have a greater (lesser) dependence on Booking.com within each destination and geographical area. Moreover, the use of big data from hotels worldwide allows the authors to know the level of use of Booking.com in dozens of countries, especially those with the highest tourist activity. This work expands the capabilities of big data in the hospitality industry research, and with a simple ratio, this study counteracts the lack of public data on hotel sales through Booking.com. This new approach could be extended to the analysis of other online travel agencies (OTAs), which use similar review systems.
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Dolasinski, Mary Jo, Chris Roberts, and Tianshu Zheng. "Measuring Hotel Channel Mix: A DEA-BSC Model." Journal of Hospitality & Tourism Research 43, no. 2 (2018): 188–209. http://dx.doi.org/10.1177/1096348018789741.

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The hotel industry has experienced changes brought on by growth, customer expectations, and the proliferation in the use of e-commerce and online distribution channels. Future hotel success depends on how effectively hotel revenue managers are able to manage different booking channels to maximize hotel revenue. A Data Envelopment Analysis–Balanced Scorecard (DEA-BSC) model to measure efficiency of distribution channel mix using BSC results is presented. DEA-BSC was used because DEA-BSC incorporates multiple metrics simultaneously while traditional business models typically focus on one performance measure such as profit. Inputs for the model include the five distribution channels of C-Res/Voice, GDS, Brand.com , OTAs, and property/relationship sales. Output is the consolidated BSC average. The model was tested and results presented, demonstrating support for the usefulness of the model.
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Beritelli, Pietro, and Roland Schegg. "Maximizing online bookings through a multi-channel-strategy." International Journal of Contemporary Hospitality Management 28, no. 1 (2016): 68–88. http://dx.doi.org/10.1108/ijchm-07-2014-0326.

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Purpose Hotel managers are being challenged by the increasing multitude of distribution and sales channels. Online travel agencies (OTAs) in particular generate a great deal of uncertainty: Which are the best ones? Which ones offer the best conditions? How many channels are optimal for my hotel? How can I evaluate costs versus benefits? These and other questions concerning the optimal online distribution channel strategy have produced different reactions in practice. The aim of this paper is to challenge the need for an over-optimization of channel strategy by proposing that the consumer, at the end, deals with a network of information presented on one networked environment, including the Web. Hence, the network effect of the numerous online platforms is what drives consumer choice and, finally, bookings. Design/methodology/approach A series of multiple regressions with representative samples of hotels in Switzerland from the years 2009, 2010, 2011 and 2012 was performed to estimate the importance of the number of platforms against other independent variables. Additionally, further multiple regressions with samples from the years 2011 and 2012 using the most important platforms (first-tier channels) shows again that the number of platforms is more important. Findings The analyses show that the estimated number of online bookings by the respondents in the hotels is a result of the number of channels, not the type of channel. This is particularly true for non-categorized establishments and one- and two-star hotels. The analyses do not confirm the billboard effect, according to which particular platforms (first-tier channels) increase the probability of bookings. Thus, the survival strategy is to maximize share of shelf and to build on interdependencies and network effects. Research limitations/implications The study looks only at online bookings. Additional research into the connection between online and offline channels, particularly from the viewpoint of the consumer, will provide further insights. The study looks at the booking volume per channel, not the monetary sales volume or the profit. A study that quantifies not only the volume of bookings but also the total profit or the contribution to profit per channel could quantify the benefits of the multi-channel strategy. Originality/value The multiple online channel strategy seems to be the more effective approach to maximizing bookings online, regardless of the platforms chosen. Results of the study challenge the current opinion among practitioners that the multitude of distribution channels forces them to choose among single online channels and, therefore, drives the search for criteria to assess these channels or even to disregard them. The consistent results across 2009-2012 show that even in the turbulent phase of the advent of OTAs in the travel industry, hotels can adopt a winning strategy. Finally, the results suggest that the intermediation of online distribution of hotel beds has approached the condition of perfect competition, causing the OTA business model to be cannibalized.
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Kang, Bomi, Kathleen Pearl Brewer, and Seyhmus Baloglu. "Profitability and Survivability of Hotel Distribution Channels." Journal of Travel & Tourism Marketing 22, no. 1 (2007): 37–50. http://dx.doi.org/10.1300/j073v22n01_03.

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5

Martin-Fuentes, Eva, Sara Mostafa-Shaalan, and Juan Pedro Mellinas. "Accessibility in Inclusive Tourism? Hotels Distributed through Online Channels." Societies 11, no. 2 (2021): 34. http://dx.doi.org/10.3390/soc11020034.

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There is a lack of comprehensive international studies on accommodations for people with disabilities; only small, local-level studies exist. This study aims to show the status of the tourist accommodation sector through the online distribution channel in terms of accessibility to offer more inclusive tourism. A descriptive analysis has been carried out with more than 31,000 hotels from the online travel agency Booking.com, in the 100 most touristic cities in the world. For the first time, an accurate picture of adaptation in the hotel sector for people with disabilities is presented. Results show that the adapted hotel infrastructures by countries are uneven. The main adaptations are those that help to avoid mobility barriers, and in contrast, hotels offer very few adaptations for sensory disabilities such as visual disabilities. Moreover, this study shows that, worldwide, countries with the highest income per capita, such as the United States of America, Canada, Ireland, Australia, New Zealand, Qatar or the United Arab Emirates, have the highest degree of hotel adaptation.
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Choi, S. "Electronic distribution channels' effect on hotel revenue management." Cornell Hotel and Restaurant Administration Quarterly 43, no. 3 (2002): 23–31. http://dx.doi.org/10.1016/s0010-8804(02)80015-5.

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Choi, Sunmee, and Sheryl E. Kimes. "Electronic Distribution Channels’ Effect on Hotel Revenue Management." Cornell Hotel and Restaurant Administration Quarterly 43, no. 3 (2002): 23–31. http://dx.doi.org/10.1177/0010880402433002.

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8

Ivanov, Ivaylo. "THE IMPACT OF OTA – TRANSFORMING CONTEMPORARY TOURISTS’ INTENTIONS." Economics & Law 2, no. 2 (2020): 50–61. http://dx.doi.org/10.37708/el.swu.v2i2.5.

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Modern hotel bookers claim to switch moods to the digital distribution model of hospitality services. A survey conducted in Bulgaria among frequent travellers reveal their attitudes when making a hotel room reservation. Taking into account the implementation of contemporary digital technologies in everyday life this article is observing the main distribution channels that are used in hotel industry. Compared are the preferences of the different age groups using a questionnaire distributed among them. Online Travel Agencies (OTA) platforms and hotels both compete and collaborate to attract customers in the worldwide web. The results of the survey reveal an ongoing process of digitalization even in sectors highly dependent on human capital. The need for remodelling market strategies of travel companies and adjusting their business performance while taking into account the trends and expectations of consumers is visible. Digitalization of the hotel reservation process in Bulgaria and the domination of Booking.com as a leading OTA confirms the fact that the domestic hotel sector follows modern world tendencies.
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O'Connor, Peter, and Jamie Murphy. "Hotel Yield Management Practices Across Multiple Electronic Distribution Channels." Information Technology & Tourism 10, no. 2 (2008): 161–72. http://dx.doi.org/10.3727/109830508784913103.

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10

O'Connor, Peter, and Andrew J. Frew. "EVALUATING HOTEL ELECTRONIC CHANNELS OF DISTRIBUTION: THE CORPORATE PERSPECTIVE." International Journal of Hospitality Information Technology 3, no. 2 (2003): 17–38. http://dx.doi.org/10.3727/153373403803538482.

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O’Connor, Peter, and Andrew J. Frew. "An evaluation methodology for hotel electronic channels of distribution." International Journal of Hospitality Management 23, no. 2 (2004): 179–99. http://dx.doi.org/10.1016/j.ijhm.2003.10.002.

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12

Lei, Soey Sut Ieng, Juan L. Nicolau, and Dan Wang. "The impact of distribution channels on budget hotel performance." International Journal of Hospitality Management 81 (August 2019): 141–49. http://dx.doi.org/10.1016/j.ijhm.2019.03.005.

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13

Xie, Xiaoqing (Kristine), Chris K. Anderson, and Rohit Verma. "Customer Preferences and Opaque Intermediaries." Cornell Hospitality Quarterly 58, no. 4 (2017): 342–53. http://dx.doi.org/10.1177/1938965516686108.

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Using two choice-based experiments, we evaluate consumer preferences hotel attributes for firms selling hotel rooms across three online distribution channel formats: full information, semi-opaque, and opaque online travel agents. A multinomial logit model is used to analyze the experimental data and measure consumer trade-offs between price and other product attributes. We then use these preferences to determine optimal channel selling strategies. Our optimal channel strategies illustrate under what conditions firms should add opaque distribution channels and the resulting incremental revenue obtained with the setting of optimal channel specific prices. We deploy two choice-based experiments, traditional and menu-based, in an effort to add flexibility to survey respondents in choice selection. As part of our analysis, we compare managerial insights from analysis based on traditional choice-based experiments to that using menu-based choice experiments. In general, we indicate that both forms of opaque selling increase firm demand and that with appropriate pricing can also increase firm revenue. In addition, opaque channels have elevated price sensitivity and increased impact of guest reviews versus traditional online travel agents.
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Paraskevas, Alexandros, Ioannis Katsogridakis, Rob Law, and Dimitrios Buhalis. "Search Engine Marketing: Transforming Search Engines into Hotel Distribution Channels." Cornell Hospitality Quarterly 52, no. 2 (2011): 200–208. http://dx.doi.org/10.1177/1938965510395016.

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Tonapa, Mariesta Reny, Marselinus Asri, and Bernadeth Tongli. "MARKET STRATEGY AND MARKET SEGMENT." AJAR 3, no. 02 (2020): 161–75. http://dx.doi.org/10.35129/ajar.v3i02.133.

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This study aims to study how the marketing strategies of advertising, products, prices and channels affect the financial performance of Novotel Makassar Hotel. The sample used in this study is clients who book rooms and meeting rooms at the Novotel Makassar Hotel. The selection of samples in this study using a survey method based on certain criteria. The results of the study using path analysis show marketing strategies namely advertising, products, prices and positive distribution channels on financial performance.
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Mariyono, Joko, Jaka Waskito, Apri Kuntariningsih, Gunistiyo Gunistiyo, and Sumarno Sumarno. "Distribution channels of vegetable industry in Indonesia: impact on business performance." International Journal of Productivity and Performance Management 69, no. 5 (2019): 963–87. http://dx.doi.org/10.1108/ijppm-11-2018-0382.

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Purpose The purpose of this paper is to analyse the distribution channels of vegetable sectors in Indonesia, its economic impact on the performance of vegetable sales and the factors affecting marketing channels selected by producers. Design/methodology/approach The study employed qualitative and quantitative methods. A market survey was qualitatively conducted at producer, intermediary, wholesaler, hotel and food processing company as well as retailer levels. Producer survey was quantitatively conducted at the farm level, by interviewing 556 randomly selected farm households. Structural equation modelling was employed to accomplish the objectives of the study. Findings Marketing channels for vegetables in Indonesia was complex and relatively long. Farmers decided to select particular channels because of business circumstance and their knowledge. Distance and gentleman’s agreement with traders limited farmers to choose the desirable marketing channel. Marketing channels affect business performance in terms of high sales and profit. Research limitations/implications This study only pays attention to the supply side of vegetables. The effect of marketing channels also encumbers the consumers, which are beyond this study. Other studies are expected to highlight the consumer side. Originality/value This study focused on smallholder agribusiness players. This study uses two surveys as data sources: market survey and producer survey. The market survey serves as vital information to design producer surveys.
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Cazaubiel, Arthur, Morgane Cure, Bjørn Olav Johansen, and Thibaud Vergé. "Substitution between online distribution channels: Evidence from the Oslo hotel market." International Journal of Industrial Organization 69 (March 2020): 102577. http://dx.doi.org/10.1016/j.ijindorg.2019.102577.

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18

Zheng, Tianxiang, Shaopeng Liu, Zini Chen, Yuhan Qiao, and Rob Law. "Forecasting Daily Room Rates on the Basis of an LSTM Model in Difficult Times of Hong Kong: Evidence from Online Distribution Channels on the Hotel Industry." Sustainability 12, no. 18 (2020): 7334. http://dx.doi.org/10.3390/su12187334.

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Given the influence of the financial-economic crisis, hotel room demand in Hong Kong has experienced a significant drop since June 2019. Given that studies on the room rate aspect remains limited, this study considers the demand for hotel rooms from different categories and districts. This study makes forecast attempts for room rates from mid-October of 2019 to mid-June of 2020, which was a difficult period for Hong Kong owing to the onset of the social unrest and novel coronavirus outbreak. This study develops an approach to the short-term forecasting of hotel daily room rates on the basis of the Long Short-Term Memory (LSTM) model by leveraging the key properties of day-of-week to improve accuracy. This study collects a data set containing 235 hotels of the period from various online distribution channels and generates different time series data with the same day-of-week. This study verifies the proposed model through three baseline models, namely, autoregressive integrated moving average (ARIMA), support vector regression (SVR), and Naïve models. Findings shed light on how to lessen the impact of violent fluctuations by combining a rolling procedure with separate day-of-week time series for the hospitality industry. Hence, theoretical and managerial areas for hotel room demand forecasting are enriched on the basis of adjusting room pricing strategies for hoteliers in improving revenue management and making appropriate deals for customers in booking hotel rooms.
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Lee, Hee “Andy”, Basak Denizci Guillet, and Rob Law. "An Examination of the Relationship between Online Travel Agents and Hotels." Cornell Hospitality Quarterly 54, no. 1 (2012): 95–107. http://dx.doi.org/10.1177/1938965512454218.

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Although traditional travel agents have played an important role as proxies enabling travelers to make connections with hotels, the emergence of the internet has changed the traditional relationship between hotels and travel agents. Instead of a traditional agent–principal relationship, online travel agents (OTAs) seem to act as more than just intermediaries and more as business partners or vendors. Scholars have previously observed troubled, if not hostile, relationships between hotels and OTAs. This article reports a case study analyzing online comments on the 2009 feud between Choice Hotels International and Expedia.com . This analysis identified eight themes in three overall categories: the background to the feud (i.e., characteristics of the hotel industry, current business environment, Expedia’s business practices), the perspectives of hospitality industry professionals on the feud (i.e., wake-up call for hoteliers, Choice Hotels’ decision), and expectations concerning the nature of the relationship between hotels and OTAs (i.e., a symbiotic relationship between hotels and OTAs, experience of dealing with guests who book through OTAs and Expedia, and recommendations for hotels). Chief among the study’s conclusions is that hotels must find ways to make the most effective possible use of available technology and distribution channels, and perhaps even form consortia to share information about third-party distribution channels.
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20

Demirciftci, Tevfik, Cihan Cobanoglu, Srikanth Beldona, and Pamela R. Cummings. "Room Rate Parity Analysis Across Different Hotel Distribution Channels in the U.S." Journal of Hospitality Marketing & Management 19, no. 4 (2010): 295–308. http://dx.doi.org/10.1080/19368621003667010.

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21

Li, Yun Peng, Yong Qiu Xie, and Chao Huang. "Promoting Hotel Managerial and Operational Level with New Technology." Applied Mechanics and Materials 380-384 (August 2013): 4562–65. http://dx.doi.org/10.4028/www.scientific.net/amm.380-384.4562.

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the worldwide application of IT, typically represented by computer technology, has laid a solid foundation for the hotel Informatization. At present, most of guest serving and receiving business are processed with IT. But still, there is some inadequacy in the controlling system of distribution channels. To solve these problems and to meet needs, more and more newly invented technologies are applied in IT-based hotel management. Like internet of Things technology, distribution technology, cloud computing. Presently, in Chinas market numbers of entrepreneurs are committed to try to take advantage of these new technologies in hotel operation and management. But the most important things are to fully consider the applicability of the information technology and to realize of unified and unimpeded information flow. Following are the steps to be adopted: Information standardization and reservation procedure standardization, Hotel networking, Hotel service creation, Application of socialized media, Prompt service and customized service.
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Cezar, Asunur, and Hulisi Ögüt. "Analyzing conversion rates in online hotel booking." International Journal of Contemporary Hospitality Management 28, no. 2 (2016): 286–304. http://dx.doi.org/10.1108/ijchm-05-2014-0249.

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Purpose – The aim of this paper is to examine the impact of three main technologies on converting browsers into customers: impact of review rating (location rating and service rating), recommendation and search listings. Design/methodology/approach – This paper estimates conversion rate model parameters using a quasi-likelihood method with the Bernoulli log-likelihood function and parametric regression model based on the beta distribution. Findings – The results show that a high rank in search listings, a high number of recommendations and location rating have a significant and positive impact on conversion rates. However, service rating and star rating do not have a significant effect on conversion rate. Furthermore, room price and hotel size are negatively associated with conversion rate. It was also found that a high rank in search listings, a high number of recommendations and location rating increase online hotel bookings. Furthermore, it was found that a high number of recommendations increase the conversion rate of hotels with low ranks. Practical implications – The findings show that hotels’ location ratings are more important than both star and service ratings for the conversion of visitors into customers. Thus, hotels that are located in convenient locations can charge higher prices. The results may also help entrepreneurs who are planning to open new hotels to forecast the conversion rates and demand for specific locations. It was found that a high number of recommendations help to increase the conversion rate of hotels with low ranks. This result suggests that a high numbers of recommendations mitigate the adverse effect of a low rank in search listings on the conversion rate. Originality/value – This paper contributes to the understanding of the drivers of conversion rates in online channels for the successful implementation of hotel marketing.
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Toh, Rex S., Charles F. DeKay, and Peter Raven. "Travel Planning." Cornell Hospitality Quarterly 52, no. 4 (2011): 388–98. http://dx.doi.org/10.1177/1938965511418779.

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A survey of 249 leisure travelers at four hotels in Seattle, Washington, finds overwhelming use of the internet for searching and booking hotel rooms, although a noticeable percentage still make telephone calls to book rooms. Eight of ten respondents used the web for a hotel room search. Of this group, 67 percent continued online to make their booking (on either the hotel’s page or a third-party site), 26 percent made telephone calls, and the remainder used travel agents or walked in to book rooms. Earlier research indicates that the personal contacts (notably by phone) are aimed at negotiating a price lower than that found online. For those booking electronically, hotel websites were used most commonly by this group of respondents (37 percent), following by third-party sites (30 percent) and opaque auction sites (25 percent). In contrast to studies from the early 1990s, this study found that women have surpassed men in information search activities. Also, those who purchased hotel rooms online trended toward being younger, having higher incomes, and purchasing more room-nights than those who used traditional distribution channels. Although the study findings cannot be generalized because of the sampling procedure, it is clear that a substantial number of travelers use the internet for search only, and then book another way (usually by phone). Women conduct much more research regarding potential hotels and rates than do men. Hotels’ own websites remain the first choice for booking rooms, but opaque auction sites are almost as popular as regular third-party sites. For this sample, Priceline and other similar sites accounted for 25 percent of all bookings. Finally, even those travelers who did not use the internet for any purpose in connection with their hotel stay still had a relatively favorable opinion of the concept of online booking.
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Liao, Peng, Fei Ye, Giri Kumar Tayi, and Xiande Zhao. "Competition and coordination in online and offline hotel distribution channels under commission override model." International Journal of Revenue Management 8, no. 2 (2015): 193. http://dx.doi.org/10.1504/ijrm.2015.070007.

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Kim, Hong‐bumm, Sunny Ham, and Hye‐young Moon. "The impact of hotel property size in determining the importance of electronic distribution channels." Journal of Hospitality and Tourism Technology 3, no. 3 (2012): 226–37. http://dx.doi.org/10.1108/17579881211264503.

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26

Sastri Pitanatri, Putu Diah, Made Deny Kharisma, and I. Dewa Putu Hendri Pramana. "Pengaruh saluran distribusi offline dan online travel agent dan implikasinya terhadap revenue per available room di the anvaya beach resort bali." Jurnal Kepariwisataan dan Hospitalitas 4, no. 1 (2020): 1. http://dx.doi.org/10.24843/jkh.2020.v04.i01.p01.

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Abstrak
 Ketatnya persaingan yang terjadi dan mulai terdisrupsinya pasar Offline Travel Agent oleh Online Travel Agent menuntut pihak manajemen hotel mempertimbangkan secara selektif saluran distribusi mana yang harus dimaksimalkan guna meraih kinerja pendapatan kamar yang baik melalui Revenue per Available Room. Penelitian ini bertujuan untuk mengetahui dan mengkaji bagaimana pengaruh penjualan kamar melalui saluran distribsui Offline Travel Agent dan Online Travel Agent secara parsial maupun simultan terhadap Revenue per Available Room. Hasil penelitian secara parsial dan simultan menunjukan bahwa saluran distribusi Offline Travel Agent dan Online Travel Agent berpengaruh positif (searah) dan signifikan terhadap Revenue per Available Room (RevPar). Hasil analisis koefisien determinasi menunjukkan bahwa nilai R2 para variabel saluran distribusi Offline Travel Agent sebesar 0,765 atau jika diinterpretasikan sebesar 76,5% dengan kontribusi yang kuat. Pada salurah distribusi Online Travel Agent nilai R2 sebesar 0,836 atau sebesar 83,6% dengan kontribusi yang sangat kuat. Sementara secara simultan nilai R2 sebesar 0,865 menunjukkan bahwa 86,5% variabel Revenue per Available Room dapat dijelaskan melalui kedua variabel bebas tersebut, sedangkan sisanya sebesar 13,5% dijelaskan oleh variabel lain diluar variabel penelitian. Sebagai kesimpulannya saluran distribusi Offline Travel Agent dan Online Travel Agent memiliki pengaruh dan kontribusi terhadap Revenue per Available Room, namun pengaruh dan kontribusi lebih besar dihasilkan oleh saluran distribusi Online Travel Agent.
 
 Kata kunci: Saluran Distribusi, Offline Travel Agent, Online Travel Agent, dan Revenue per Available Room.
 
 Abstract
 The competition that occurs and the disruption of the Offline Travel Agent market by Online Travel Agents demanding the hotel management to consider selectively which distribution channels should be maximized in order to achieve good room revenue performance through Revenue per Available Room. This study aims to find out and examine how the influence of room sales through Offline Travel Agent and Online Travel Agent distribution channels partially or simultaneously to Revenue per Available Room (RevPar). The results of the partial and simultaneous research show that the Offline Travel Agent and Online Travel Agent distribution channels have a positive (unidirectional) and significant effect on Revenue per Available Room. The results of the coefficient of determination analysis show that the R2 value of the Offline Travel Agent distribution channel variable is 0.765 or if interpreted at 76.5% with a strong contribution. On the line of Online Travel Agent distribution R2 value is 0.836 or 83.6% with a very strong contribution. While simultaneously the R2 value of 0.865 shows that 86.5% of the Revenue variable per Available Room can be explained through the two independent variables, while the remaining 13.5% is explained by other variables outside the research variable. In conclusion, Offline Travel Agent and Online Travel Agent distribution channels have influence and contribution to Revenue per Available Room, but greater influence and contribution is generated by the Online Travel Agent distribution channel.
 
 Keywords: Distribution Channels, Offline Travel Agent, Online Travel Agent, and Revenue per Available Room.
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Rebezova, M., N. Sulima, and R. Surinov. "Development Trends of Air Passenger Transport Services and Service Distribution Channels." Transport and Telecommunication Journal 13, no. 2 (2012): 159–66. http://dx.doi.org/10.2478/v10244-012-0013-9.

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Development Trends of Air Passenger Transport Services and Service Distribution Channels Alongside their core service, i.e., passenger transportation, air carriers are nowadays providing numerous extra services, which are not directly related to transport. On the one hand, airlines are enlarging the scope of paid services provided on board an aircraft by, among other ways, splitting the air ticket fee and singling out the costs of such services as catering on board, checked-in luggage, airport check-in, etc. On the other hand, airline companies tend to provide mass services to their sales partners - ground transportation, car rental, insurance, hotel booking, etc. Provision of both the core and the extra services is closely connected with computerized reservation systems and the corresponding agent and customer access networks. These systems and networks form the basis of IT channels of service distribution. The present paper analyses the indicators and development trends of air transport services in combination with the development of service distribution channels and the information technologies lying at the basis of such channels. The paper also describes the structure and IT support of distribution channels. The authors have paid attention to the potential qualitative changes in the structure and possibilities of distribution of air passenger transportation services in view of the Next Generation Network (NGN) concept whose implementation has been started in the world.
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Ampountolas, Apostolos, Gareth Shaw, and Simon James. "The role of social media as a distribution channel for promoting pricing strategies." Journal of Hospitality and Tourism Insights 2, no. 1 (2019): 75–91. http://dx.doi.org/10.1108/jhti-07-2018-0040.

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PurposeThe purpose of this paper is to investigate how using social media (SM) as a tool to influence demand motivates the distribution of different price promotion strategies to encourage consumers to utilize direct bookings, along with how this impacts revenue strategies and profitability.Design/methodology/approachThis study surveyed hotel executives who hold managerial positions and revenue managers with a direct influence on pricing decisions and developed multiple regression analysis models for various pricing approaches.FindingsThis study confirms the relationship between distribution channels and dynamic pricing strategies, although the same is not true with respect to traditional pricing techniques. The authors found that the adoption of SM as a strategic tool provides a platform to promote tactical revenue management strategies and to practice differential pricing motives.Originality/valueThe findings of the study will help hotel revenue managers to take into account a new way of thinking – namely, an interactive response to consumers’ preferences to improve profitability, based on different pricing methods distributed through SM. In this context, SM has elevated pricing strategies to a new and particularly challenging level.
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Dewi, I. Gusti Ayu Indah Kusuma, I. Gusti Ngurah Apriadi Aviantara, and I. Wayan Widia. "Distribusi Serapan Sayur Paprika pada Rantai Pasok di Kecamatan Baturiti." Jurnal BETA (Biosistem dan Teknik Pertanian) 8, no. 1 (2019): 122. http://dx.doi.org/10.24843/jbeta.2020.v08.i01.p15.

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This study aimed to determine the marketing distribution channel to analyze the absorption of paprika from the farmer in Baturiti district to the last costumers to calculate the marketing margins obtained in each distribution channel. This research was conducted in July-August 2018. This study used purposive sampling survey. There are five distribution channels of paprika from the farmer in Baturiti regency to the last costumers namely: 1st line (Farmer ? Traditional Market Trader ? costumers), 2nd line (Farmer ? Local Collector ? City Collector? Consumer), 3rd line (Farmer ? Local Collector ? City Collector? Costumer), 4th line (Farmer ? City Collector? Consumer), 5th line (Farmer ? City Collector? Consumer). The distribution shows that the rate market of paprika and farmer produce 2.655 monthly. Absorption of paprika rate that is distributed by farmer to local collector, city collector, and traditional market are 25,6 percent, 38,8 percent, 35,6 percent. Paprika that is distributed by local collector to city collector and traditional market are 19,6 percent them 6 percent. City collector obtain 58,4 percent paprika from farmer and local collector then later distribute 29,8 percent, 21,5 percent, 7,1 percent the paprika to each hotel or restaurant, supermarket, and traditional market. City collect obtain 58,4 percent paprika for faram and local collect then later distribution the to hotel or restaurant, supermarket and traditional market by the percentage of 29,8 percent, 21,5 percent, 7,1 percent respectively. Based on the five lanes determined in this study, lane III is the longest distribution, but the lane has the highest marketing margin and profit margin, lane III and V. Line I is the shortest distribution path of the five lanes, and has a marketing margin and lowest profit because the marketing costs incurred are small and the selling price at the final consumer level is also the lowest among the other five lines.
 
 
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Wahyuntari, Ni Luh Putu, I. Gusti Putu Sutarma, and Dewa Made Suria Antara. "The Implementation of Marketing Mix to Increase Room Sales." Jurnal Bali Membangun Bali 1, no. 1 (2020): 55–64. http://dx.doi.org/10.51172/jbmb.v1i1.108.

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This research aims to determine the effect of the implementation of the marketing mix consisting of product strategy are, price strategy promotion strategy, place strategy, process strategy, person strategy, and physical evidence strategy for increasing the room sales at a 4-star hotel in Kuta, Badung. To answer the existing problems needed supporting statistics obtained through observation, interviews, and documentation. Based on the result of the implementation of marketing mix strategies, it was obtained significantly an increase in the room sales. The marketing mix factors are; product strategy, by the product strategy hotel management able to increase the room sales in accordance with occurring the guest needed; Price strategy, it’s about strategy to establish the right prices in market segmentation; Promotion strategy, this strategy is consolidating the technical of marketing through promotion by social media, electronics promotions, and any publics publishing; Place strategy consist with classify the distribution channels. People’s strategy, this strategy advise some strategies for developing training that can improve work performance; physical evidence strategy, advise the strategy of revamping the hotel facilities and infrastructure of the hotel.
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Wulan Antari, Ni Nyoman, and Riza Wulandari. "STRATEGI PEMASARAN WEDDING PACKAGES PADA MY WEDDING ORGANIZER." Journal of Applied Management and Accounting Science 2, no. 1 (2020): 23–40. http://dx.doi.org/10.51713/jamas.v2i1.24.

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In developing a business in the field of marriage, My Wedding Organizer has designed several wedding packages for brides who want a party that is only attended by a few people (privacy). By working with several reception venues and several other wedding organizers, My wedding organizer has succeeded in making customers feel satisfied with the wedding packages offered. However, in 2019 My Wedding Organizer was not able to achieve the expected target, thus we conducted research aimed at increasing sales of wedding packages on My Wedding Organizer by making a strategy formulation by analyzing the marketing mix of 7P services consisting of products and services, prices, channels. / place of distribution, promotion, people, facilities (physical evidence) and processes based on a SWOT analysis. Based on the research of this study in increase of sales of wedding packages which decreased especially in 2019, namely the creation of a new strategy formulation is based on the SWOT analysis 7P. The conclusions of the study are based on the marketing mix by creating a SWOT matrix, from strategy SO, WO, ST and WT in strategy formulation it can be based on the 7P include product, price, distribution channels / place, promotion, people, processes, and the physical evidence. It is recommended to use the hotel management corporate strategy formulation and business unit strategy formulation, with the wedding venue evaluate and innovate to create a new wedding packages to explore creativity in the promotional aspect of wedding.
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Maier, Thomas A. "Hospitality industry revenue management performance modelling: uncovering issues associated with inconsistencies in price parity across multiple distribution channels in the US hotel market." International Journal of Revenue Management 5, no. 4 (2011): 290. http://dx.doi.org/10.1504/ijrm.2011.043792.

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Biełuszko, Katarzyna, Robert Kubicki, and Adam Pawlicz. "The influence of categorisation on the development of electronic distribution channels exemplified by the case of the hotel market in the European Union." e-mentor 2015, no. 1 (58) (2015): 75–80. http://dx.doi.org/10.15219/em58.1158.

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Pramudita, Aditia Sovia. "Digital Media Preferences of Hostel Backpacker Consumer in Bandung Using Recommendation Score." Competitive 15, no. 1 (2020): 26. http://dx.doi.org/10.36618/competitive.v15i1.673.

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The tourism industry in Indonesia is potential growth in the future. Accommodation is one of the important supporting factors in order to develop the tourism industry. The accommodation sector is predicted to compete tightly. Hostel as one of accommodation selection also needs to be developed to fulfill a low-cost accommodation segment. In order to survive in this industry, Hostel practitioner should carefully choose their channel. In this era, digital media become one of the most preferable channel selection since it is considered costless. Even though, the use of digital channels should be considered carefully. Wrong digital channel selection can lead to opportunities lost sales which is a loss for the company. This research is conducted in Bandung focusing on Hostel consumers. The result of this research, for promotional channel Instagram is considered as the most recommended promotional channel for hostel consumers. While for the distribution channel, Agoda is considered as the most recommended distribution channel for hostel consumer.
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Law, Rob, Rosanna Leung, Ada Lo, Daniel Leung, and Lawrence Hoc Nang Fong. "Distribution channel in hospitality and tourism." International Journal of Contemporary Hospitality Management 27, no. 3 (2015): 431–52. http://dx.doi.org/10.1108/ijchm-11-2013-0498.

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Purpose – The purpose of this paper is to reexamine several issues about disintermediation from the perspectives of tourism product/service suppliers (hotels) and traditional intermediaries (travel agencies), considering the move of the current distribution landscape toward disintermediation. Internet and mobile technologies offer various tools for consumers to search and purchase products/services from suppliers directly. Consequently, the necessity and role of traditional intermediaries in the industry become questionable. Design/methodology/approach – In all, six focus group interviews were conducted to collect primary data from ten managers of three traditional travel agencies and 11 managers from three business hotels in Hong Kong, which is a major travel destination in Asia with many world-class hotels and tourism facilities. Findings – Despite their different business backgrounds, the interviewees agreed on the increasing importance of Internet technology in the distribution of tourism products. The interviewees also posited that traditional travel agencies are still needed to serve certain customer groups, albeit their role may have little importance. Practical implications – Practitioners should adapt to technologically induced changes to remain competitive in the e-business era. Originality/value – This paper provides several original contributions. First, this paper supplements the extant literature by revealing how modern practitioners perceive disintermediation in the tourism and hospitality industry. Second, this paper is the first to investigate the disintermediation issue from the perspectives of tourism product/service suppliers and intermediaries. Finally, this paper provides a reference for industry practitioners to establish adequate strategies that take advantage of Internet technology.
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Šperková, Radka, and Jiří Duda. "Distribution alternatives for a small wine-producer." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, no. 6 (2010): 553–62. http://dx.doi.org/10.11118/actaun201058060553.

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Distribution can be defined as a way of goods from producer to consumer. In wine production industry there exist several distribution channels, through which wine is distributed to the final consumer. Aim of this paper is to identify and compare advantages and disadvantages of particular distribution channels for wine sales related to a small wine-producer.Distribution of wine to the final consumer is done through dealers represented by retail chains, specialized wine-shops, hotels, and restaurants. In a smaller scale it is done through internet sales, own outlets and wine auctions. According to the research of Focus agency, Marketing & Social Research, done in 2009, customers buy wine mostly in retail chains and decide on sort and quality of wine directly at the moment of purchase. Selection is based except wine quality also on the shape of the bottle, etiquette, and also cork (consumers explicitly prefer cork, and the screw top rather discourages). Certain part of customers – specifically those, who are more acquainted with wine – buy wine in special wine-shops. The research shows a decrease of direct wine-sales.When using services of independent trade organizations, producers have to control the intensity of commercial activities and knowledge of technical characteristics of products. Small wine producers, though, do not have to use this distribution channel, and can focus only on direct sales. For some small wine producers, specifically those operating in the areas with an extended possibility for wine-tourism, this channel can be more suitable and effective than using retail chains. This way of distribution does not require extensive start-up investments, it is directly dependent on producers own effort, and can be done as a supplementary activity to the main source of income.Regardless the particular choice of a distribution channel by a small wine producer it is necessary to be judged not only from the viewpoint of its advantages and disadvantages, but also by a detailed analy­sis of costs of sales.
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Sinatra, Calvin, Fauziah Isnaini, Yeremia Alfa, et al. "EXPLORE THE CULTURE AND BEAUTY OF MALANG WITH SAHID MONTANA." International Journal of Applied Business and International Management 2, no. 2 (2018): 47–63. http://dx.doi.org/10.32535/ijabim.v2i2.12.

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Sahid Montana is one of the 3 star hotels located in Malang City. The hotel is very close to downtown Malang and traditional nuances. In order increase the market of the hotel, Sahid Montana trying to enter international market. The he method that used to achieved this purpose is through tourism, esspecially in Malang city, Indonesia. This tourism program also have another purpose. The purpose is to develop existing tourism in the city of Malang. Sahid Montana trying to offer some interesting packages such as the natural state of Malang to attract foreign consumers of this city. 
 
 To be better known to foreign levels, make Sahid Montana appear marketing with event-level events abroad. Sahid Montana aslo make a cooperation with another party in order to achieved their purpose. The party are travel agency, government, Sahid Montana Group, ect. This cooperation also give benefits for each side.
 
 This distribution channel and marketing methods has been choosed by team 12, because have more benefits, and easy to be implemented. The parnership’s benefits of this method are for Sahid Montana, another party, government and tourism industry in Malang city. Beside it, the marketing’s benefits are bigger range of promotion, lowwer cost and high effectivenes and efficiency.
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Myung, Eunha, Lan Li, and Billy Bai. "Managing the Distribution Channel Relationship With E-Wholesalers: Hotel Operators' Perspective." Journal of Hospitality Marketing & Management 18, no. 8 (2009): 811–28. http://dx.doi.org/10.1080/19368620903235837.

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Le, Ngoc Tuan, Douglas G. Pearce, and Karen A. Smith. "Distribution channels and ownership of upmarket hotels in a transition economy." International Journal of Hospitality Management 68 (January 2018): 50–58. http://dx.doi.org/10.1016/j.ijhm.2017.09.008.

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Sevilla-Sevilla, Claudia, Maria Dolores Reina-Paz, and Ainhoa Rodriguez-Oromendia. "Influence Of Corporate Social Responsibility On Hotel Demand." International Business & Economics Research Journal (IBER) 13, no. 7 (2014): 1625. http://dx.doi.org/10.19030/iber.v13i7.8914.

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The embrace of corporate social responsibility (CSR) by the Spanish hospitality industry is still in the early stages. Few hotel companies publish sustainability reports, although the number of tourism and distribution channel organizations (tour operators, online travel agencies, etc.) incorporating specific aspects of CSR is growing each year. In this paper, the authors analyze whether CSR has a direct effect on end-consumer demand in Spain, identifying those aspects that customers evaluate positively.
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Pramudita, Aditia Sovia, Muhammad Ardhya Bisma, and Darfial Guslan. "The Distribution Channel Preferences in Purchase Decision-Making of Backpacker Hostel Customers." Binus Business Review 11, no. 2 (2020): 129–39. http://dx.doi.org/10.21512/bbr.v11i2.6241.

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The research aimed to find the correlation between distribution channels to each purchase decision-making process in hostel buying. This research was quantitative research using questionnaires to gather the data from 349 respondents. Linear regression analysis was used to analyze the data to find the correlation between each variable. The result shows that Online Travel Agent (OTA) has a significant and positive relationship to every purchase decision-making process. Then, go-show has only a significant and positive correlation in the purchase decision step. Meanwhile, the company’s website has a significant and positive relationship to purchase decision and postpurchase behavior steps. Last, the travel agent has no positive correlation to any of the customer decision-making process. Based on those facts, OTA remains the first choice of customers in terms of hostel buying.
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Sánchez-Lozano, Gloria, Luis Nobre Pereira, and Esther Chávez-Miranda. "ESTUDIO DE LA OFERTA DE PRECIOS HOTELEROS ANTICIPADA A TRAVÉS DE UN IMPORTANTE CANAL DE DISTRIBUCIÓN ONLINE." Cuadernos de Turismo, no. 46 (December 16, 2020): 145–62. http://dx.doi.org/10.6018/turismo.451671.

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Este trabajo se centra en el estudio de la oferta de precios a través de canales online (Booking.com) en un destino turístico. Los hoteles se han seleccionado mediante muestreo aleatorio simple estratificado con afijación proporcional. Se trabaja con un conjunto de datos de grandes dimensiones (big data, con un total de 1.353.751 registros). Se considera una antelación de estancia de aproximadamente un año, lo que supone una gran novedad respecto a estudios previos. En el trabajo se presentan los valores de precios considerando los datos habitualmente publicados por los hoteles en estos canales, lo que permite ofrecer una panorámica de la operativa relativa a la oferta de precios a través de la distribución online a nivel de destino turístico. This work focuses on the study of prices offered through an online distribution channel (Booking.com) on a concrete tourism destination. Hotels were selected by a stratified simple random sampling method with proportional allocation. Research is done over an extensive dataset (1,353,751 of records, big data). The advance booking period considered covers approximately a whole year, and this represents a great novelty with respect to previous studies. Average prices are calculated from the values ordinarily published by hotels on this type of channels, which allows providing the outline of the operational management of prices implemented on the destination, through the online distribution and from the supply perspective.
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Adi Yanti Putri, Ni Made, I. GPB Sasrawan Mananda, and Ni Putu Eka Mahadewi. "PENGARUH BIRO PERJALANAN WISATA SEBAGAI SALURAN DISTRIBUSI TERHADAP TINGKAT HUNIAN KAMAR PADA HOTEL ALL SEASONS LEGIAN BALI." Jurnal IPTA 2, no. 2 (2014): 34. http://dx.doi.org/10.24843/ipta.2014.v02.i02.p07.

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 The background of this study was based on of technology development that affect the online or offline room sales at All Seasons Legian Bali. Room sales are made through online travel agents is higher than the offline travel agents. It means the influence of offline travel agent is lower than the growth online travel agent. The purpose of this report is to determine the influence of travel agents as a distribution channel about rooms sales at All Seasons Legian Bali Hotel. The data were collected by observation, interviews, library research and documentations. Type of data were used in this research are qualitative and quantitative. The data sources were used are the primary and secondary data and the purposive sampling methods to determine the informant. The data were analyzed with the simple regression analysis techniques, simple correlation analysis, analysis of determination, t test with significant level of five percent. The data processing were using with SPSS (Statistical Package for Social Science) 16.00 for windows. Based on the calculation, The lowest room sales is 247 in the period of May 2009, while the highest room sales is 2.239 in the period of January 2012, and obtained a correlation is 3.9%, which means the relationship between the travel agent and level of room sales at All Seasons Legian is low. The suggestion could be given that the hotel should strengthen in relationship with travel agents, so that could to provide great contribution as a distribution channel in room sales at All Seasons Legian Hotel.
 
 
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Qurtubi, Qurtubi, Dicka Meilana Trisnaningtias, and Muhammad Fadhila Yudhanata. "Identifikasi Variabel yang Berpengaruh terhadap Kinerja Pemasaran dan Indikator Kinerja Pemasaran untuk Industri Hotel." Jurnal Sistem dan Manajemen Industri 3, no. 1 (2019): 1. http://dx.doi.org/10.30656/jsmi.v3i1.1432.

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This article discusses marketing performance by identifying marketing mix variables that influence marketing performance and its indicators in the hotel industry. The purpose of this writing was to find the correlation between marketing mix with marketing performance and signs in the hotel industry. This article was expected to extend the insights and provide valuable suggestions for future researches. The method applied in this article was a literature study. The literature study was used systematically towards 24 research articles in the field of marketing performance that written from 2000 to 2018. Based on the results and discussion, it could conclude that marketing mix variables influence marketing performance that covers product, price promotion, and distribution channel. This research also identifies three selected indicators for marketing performance in the hotel industry. Those indicators include customer mindset, expression of customer preference, and customer behavior. The potential future research, among others, is a research that will employ marketing performance indicators that suitable to other service industries.
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Wai Mun Lim and Matthew J. Hall. "Pricing consistency across direct and indirect distribution channels in South West UK hotels." Journal of Vacation Marketing 14, no. 4 (2008): 331–44. http://dx.doi.org/10.1177/1356766708094754.

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Pramudita, Aditia Sovia. "Pengukuran Performa Digital Distribution Channel Terhadap Keputusan Pembelian Hostel Pada Pinisi Backpacker Dengan Multinomial Logistic Regression." Competitive 14, no. 2 (2020): 1. http://dx.doi.org/10.36618/competitive.v14i2.603.

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Pertumbuhan industri pariwisata di Indonesia berkembang dengan pesat. Pertumbuhan tersebut berdampak pada pertumbuhan kebutuhan penginapan di Indonesia. Pinisi Backpacker sebagai salah satu penginapan dengan konsep hostel memiliki peran dalam pertumbuhan industri ini. Peran online travel agent pada industri ini pun memiliki peran yang signifikan terhadap penjualan penginapan di seluruh dunia. Namun demikian penggunaan online travel agent sendiri bukannya tanpa risiko. Kerjasama dengan online travel agent memiliki potensi bagi pemilik penginapan untuk mengalami opportunity lost. Hal tersebut menunjukan bahwa pemilik penginapan perlu untuk mengkaji performa masing-masing online travel agent sebagai partnernya. Berdasarkan hasil penelitian ditemukan bahwa seluruh OTA memberikan efek yang positif terhadap keputusan pembelian hostel kecuali Traveloka dan Expedia. Keputusan pembelian konsumen di hostel Pinisi Backpacker dipengaruhi oleh pemilihan online travel agent oleh para konsumennya. Dari seluruh online travel agent yang digunakan dapat disimpulkan terdapat tiga grade online travel agent bagi Pinisi Backpacker yaitu grade 1 adalah Booking.com, Agoda, dan Hostelworld; grade 2 adalah Klikhotel dan pegipegi; dan yang terakhir adalah melepas kerjasama online travel agent dengan Traveloka dan Expedia.
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Stangl, Brigitte, Alessandro Inversini, and Roland Schegg. "Hotels’ dependency on online intermediaries and their chosen distribution channel portfolios: Three country insights." International Journal of Hospitality Management 52 (January 2016): 87–96. http://dx.doi.org/10.1016/j.ijhm.2015.09.015.

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Oses, Noelia, Jon Kepa Gerrikagoitia, and Aurkene Alzua. "Evidence of hotels’ dynamic pricing patterns on an Internet distribution channel: the case study of the Basque Country’s hotels in 2013–2014." Information Technology & Tourism 15, no. 4 (2015): 365–94. http://dx.doi.org/10.1007/s40558-015-0046-8.

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Fajar Eka Putra, Ida Bagus, and Ida Bagus Teddy Prianthara. "Strategi Bisnis E-Commerce Dalam Optimalisasi Tingkat Hunian Kamar Hotel Dan Villa." Jurnal Manajemen Bisnis 16, no. 1 (2019): 28. http://dx.doi.org/10.38043/jmb.v16i1.2017.

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ABSTRACTConventional market transformation into a digital market is influenced by the development of E-commerce technology. Conventional marketing previously used as a marketing media has diminished with the presence of E-commerce technology, conventional market considered to have a shortage in terms of high costs and narrow market reach. The presence of E-commerce is able to expand the market with internet media as a distribution of information to prospective customers. The results of this study found Avilla Group to deal with competitors. Avilla Group using offline and Online market mix techniques in the process of marketing rooms. The offline market is still maintained for maintenance purposes for some customers who have more trust in offline travel agents. The average occupancy rate of units consists of 40% offline and 60% online. E-commerce marketing on Avilla Group is supported by 2 main systems, which are internal system and the Channel manager. The results of SWOT analysts obtain system development innovation instruments to face competitors can be developed on internal systems, so that the strength and opportunities of the online market can be maximized which has an impact on optimal room occupancy rates.
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Janiak, Małgorzata, and Monika Kozłowska-Adamczak. "Evaluation of the most popular accommodation booking portals with regard to consumer and academic usability." Turyzm/Tourism 28, no. 2 (2018): 93–100. http://dx.doi.org/10.2478/tour-2018-0019.

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The hospitality industry is classified as the most fundamental tourism service. As far as the dynamic development of the internet and its constantly growing number of its users are concerned, it seems natural for tourism managers and hoteliers to reach for this particular medium to present their offers and to sell them. Nowadays, the most significant issue for the entire hospitality industry is the broad scope of the global and international booking portals which are the contemporary distribution channels for tourism products and services worldwide. The aim of the following article is to assess the usability and functionality of four booking portals acclaimed on the Polish market (booking.com, hrs.com, hotels.com and hotel.info) with regard to the consumer’s (tourist’s) point of view and an evaluation of the suitability of this particular source of data for academic research through applying this method to hotels located in five Polish metropolises (Warsaw, Kraków, Łódź, Wrocław and Poznań).
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