本文選題：電子商務(wù)　切入點(diǎn)：機(jī)票分銷　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：在中國民航業(yè)發(fā)展的過程中,機(jī)票銷售曾經(jīng)有超過90%的機(jī)票是通過機(jī)票分銷商來完成的,全國大小各類機(jī)票代理最高峰階段有幾萬家,直接和間接從業(yè)人員超過一百萬人,這種機(jī)票的分銷模式在初期對(duì)于中國民航的發(fā)展起了很大的推動(dòng)作用�，F(xiàn)在飛機(jī)出行已經(jīng)成為了人們主要的出行方式之一,隨著電子商務(wù)的發(fā)展,電子客票使用進(jìn)一步普及、電子支付手段的進(jìn)一步便利,商旅服務(wù)商和航空公司直銷亦進(jìn)入電子化快速發(fā)展階段。隨著市場(chǎng)的發(fā)展,航空公司出臺(tái)了更多不利于原有分銷商的銷售新政,大大影響了機(jī)票分銷行業(yè),使機(jī)票分銷行業(yè)面臨著歷史性的變革。尤其是2016年7月份開始,四大航空公司宣布取消國內(nèi)機(jī)票代理人的前后返政策,采用定額代理費(fèi)模式,然而定額代理費(fèi)的數(shù)額很難覆蓋機(jī)票代理人的經(jīng)營成本,業(yè)務(wù)無利可圖,不少機(jī)票分銷商已經(jīng)選擇退出了市場(chǎng),留下來的企業(yè)也面臨著轉(zhuǎn)型問題。在這種市場(chǎng)形勢(shì)下,Z旅網(wǎng)作為一家大型的機(jī)票分銷商,受到機(jī)票代理新政的沖擊更為劇烈,急需商業(yè)模式的轉(zhuǎn)型與創(chuàng)新。本文在研究電子商務(wù)背景下整個(gè)機(jī)票行業(yè)代理歷程與現(xiàn)狀的基礎(chǔ)上,利用SWOT分析法,找出了Z旅網(wǎng)的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)與威脅,指出了Z旅網(wǎng)商業(yè)模式的發(fā)展方向在于:1、從政策層面看,Z旅網(wǎng)只有積極應(yīng)對(duì)新政,利用在機(jī)票分銷市場(chǎng)多年深耕的基礎(chǔ),與上游的航空公司進(jìn)一步加深合作,爭(zhēng)取其他優(yōu)惠政策。2、從產(chǎn)品策略看,可以增加產(chǎn)品厚度,打造“機(jī)票+保險(xiǎn)+酒店+訂車+旅游”等不同種類的產(chǎn)品組合;深耕TMC服務(wù),為二級(jí)代理商提供標(biāo)準(zhǔn)化TMC平臺(tái)及全流程服務(wù),同時(shí)繼續(xù)做大自己的TMC品牌;轉(zhuǎn)向發(fā)展“郵輪+旅游”等資源型的差異化產(chǎn)品。3、針對(duì)Z旅網(wǎng)平臺(tái)本身聚集大量二級(jí)代理商的優(yōu)勢(shì),為二級(jí)代理商提供采購環(huán)節(jié)的金融服務(wù),發(fā)展平臺(tái)供應(yīng)鏈金融服務(wù)。依據(jù)Z旅網(wǎng)商業(yè)模式轉(zhuǎn)型對(duì)未來成效進(jìn)行了預(yù)測(cè),結(jié)論是大型的機(jī)票分銷商在結(jié)合原有資源和渠道優(yōu)勢(shì)基礎(chǔ)上,可以通過商業(yè)模式創(chuàng)新,向綜合性商旅服務(wù)商進(jìn)行轉(zhuǎn)型,增加立體性收入,達(dá)到企業(yè)的收益增加,實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展。
[Abstract]:In the course of the development of China's civil aviation industry, more than 90% air tickets were sold through air ticket distributors. There were tens of thousands of ticket agents of various sizes and sizes in the country at the peak stage, with more than 1 million direct and indirect employees. This kind of air ticket distribution mode played a very important role in the development of civil aviation in China at the beginning of the year. Now air travel has become one of the main travel modes, and with the development of electronic commerce, the use of electronic passenger ticket has become more and more popular. With the further convenience of electronic means of payment, business travel service providers and direct sales of airlines have also entered the stage of rapid electronic development. With the development of the market, airlines have issued more new policies on sales that are not conducive to the original distributors. This has greatly affected the air ticket distribution industry and made the air ticket distribution industry face historic changes. Especially since July 2016, the four major airlines have announced that they will cancel the return policy of domestic air ticket agents and adopt the fixed agency model. However, the amount of the fixed agency fee is very difficult to cover the operating cost of the air ticket agent, and the business is not profitable. Many air ticket distributors have already opted out of the market. The remaining enterprises are also facing the problem of transformation. In this market situation, as a large airline ticket distributor, the impact of the New deal on ticket agents is even more acute. On the basis of studying the history and present situation of the whole air ticket industry agent under the background of electronic commerce, this paper finds out the advantages, disadvantages, opportunities and threats of Z travel network by using SWOT analysis method. It is pointed out that the development direction of Z travel network business model is: 1. At the policy level, Z travel network can only actively respond to the New deal, take advantage of the foundation of deep cultivation in the air ticket distribution market for many years, and further deepen cooperation with the upstream airlines. Strive for other preferential policies. 2, from the product strategy point of view, can increase product thickness, create "ticket insurance hotel booking travel" and other different product combinations; deep ploughing TMC services, Provide standardized TMC platform and whole process service for the secondary agents, and continue to expand their own TMC brand; Turning to the development of "cruise tourism" and other resource-based differentiated products .3. aiming at the advantages of the Z travel network platform itself gathering a large number of secondary agents to provide financial services in purchasing links for second-level agents, The development of platform supply chain financial services. According to Z travel network business model transformation to predict the future results, the conclusion is that large air ticket distributors in combination with the original resources and channel advantages, through the business model innovation, Transforming to comprehensive business travel service provider, increasing stereoscopic income, increasing the income of enterprise and realizing the sustainable development of enterprise.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F724.6;F274;F562

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