A Comparison of Offline and Online Travel Companies
E-business
According to Pavic et al (2007) today’s economic environment is the most tumultuous ever encountered by organisations and is dominated by three powerful influences-globalisation, organisational structure and the information revolution (Hamilton, 2002). This information revolution is concerned with how information is gathered, stored and shared within organisations and it has transformed the competitive terrain within which business now operates (Sprano and Zakak, 2000). As a consequence of this transformation companies have come to the realisation that to maintain their competitiveness and economic viability they must implement a successful e-business strategy (Rodgers et al, 2002).
Wang and Cheung (2004, p.) define E-business as ‘the use of internet technologies to manage business processes’ and crucially it enhances the connectivity of the business to include its employees, business partners and other stakeholders (Koh and Maguire, 2004; Martin and Matlay, 2001). E-business is now ubiquitous within contemporary business (Waters, 2000) but despite its omnipresence, the implementation of e-business is complex (Wang and Cheung, 2004), with many companies undertaking e-business activities without acquiring any evident business value (Barua and Mukhopadhyay, 2000). However Rodgers et al (2002) postulated that without an e-business strategy, companies will fail to compete as it facilitates improved business solutions (Pavic et al, 2007) and increased efficiency (Follit, 2000). Indeed a plethora of multinational companies, such as Dell, Wal-Mart and Capital have all achieved tangible benefits by incorporating e-business into their business models (Zhu et al, 2004).
Online and Offline Travel Agencies
The travel industry has perhaps become one of the most successful proponents of e-business in recent years (Wang and Cheung, 2004) as Zellner (2002) purported that travellers are increasingly embracing the internet as the conduit for arranging their travel
According to Pavic et al (2007) today’s economic environment is the most tumultuous ever encountered by organisations and is dominated by three powerful influences-globalisation, organisational structure and the information revolution (Hamilton, 2002). This information revolution is concerned with how information is gathered, stored and shared within organisations and it has transformed the competitive terrain within which business now operates (Sprano and Zakak, 2000). As a consequence of this transformation companies have come to the realisation that to maintain their competitiveness and economic viability they must implement a successful e-business strategy (Rodgers et al, 2002).
Wang and Cheung (2004, p.) define E-business as ‘the use of internet technologies to manage business processes’ and crucially it enhances the connectivity of the business to include its employees, business partners and other stakeholders (Koh and Maguire, 2004; Martin and Matlay, 2001). E-business is now ubiquitous within contemporary business (Waters, 2000) but despite its omnipresence, the implementation of e-business is complex (Wang and Cheung, 2004), with many companies undertaking e-business activities without acquiring any evident business value (Barua and Mukhopadhyay, 2000). However Rodgers et al (2002) postulated that without an e-business strategy, companies will fail to compete as it facilitates improved business solutions (Pavic et al, 2007) and increased efficiency (Follit, 2000). Indeed a plethora of multinational companies, such as Dell, Wal-Mart and Capital have all achieved tangible benefits by incorporating e-business into their business models (Zhu et al, 2004).
Online and Offline Travel Agencies
The travel industry has perhaps become one of the most successful proponents of e-business in recent years (Wang and Cheung, 2004) as Zellner (2002) purported that travellers are increasingly embracing the internet as the conduit for arranging their travel