机票代理商的业务拓展模式研究（本科毕业论文设计）.doc
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机票代理商的业务拓展模式研究（本科毕业论文设计）,摘要在全面实现无纸化的情况下，传统机票代理商必须在保持传统优势的基础上开展具有自我特色的商务模式来响应竞争激烈的市场。本论文通过对国内电子客票发展现状和传统机票代理商的现状分析，提出了三个转型方案：发展网上机票销售业务，开展电子商务；发展产品的综合服务，包括“门对门”和“...
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机票代理商的业务拓展模式研究（本科毕业论文设计）
摘 要
在全面实现无纸化的情况下，传统机票代理商必须在保持传统优势的基础上开展具有自我特色的商务模式来响应竞争激烈的市场。本论文通过对国内电子客票发展现状和传统机票代理商的现状分析，提出了三个转型方案：发展网上机票销售业务，开展电子商务；发展产品的综合服务，包括“门对门”和“打包——机票加旅游”的服务；以及将客户关系管理应用到机票代理企业的经营中。并对这三个方案进行比较分析，将转型方案中最有效、最现实的“门对门”服务，以一种全新的商务模式引用到传统机票代理商的转型中。
在对“门对门”服务这种商务模式进行详细分析时，通过对重庆到各个城市的航班信息进行整理，对重庆到各个城市的客流量进行排名，从而确定了开展“门对门”服务的城市：重庆、深圳、昆明、广州、上海、北京；通过对各个城市需要“门对门”服务的客流量占总客流量的比例进行假设，可以确定出需要“门对门”服务的客流量；再具体以重庆和北京为例，对各个时间段的航班数进行分析，得到了需要“门对门”服务的时间段；接着运用统计方法分析航班信息得出各个时间段的客流量，再利用公式的推导和各条件的假设确定出每天需要车辆的数目。最后对“门对门”服务这个商务模式进行定性和定量的可行性分析，通过机票利润和项目成本的简单计算，对开展“门对门”服务的收益和基本成本进行比较，认为“门对门”服务在经济上可行。
ABSTRACT
In the case of the full realization of scripless, the traditional ticket agents must carry out a distinctive business model on the basis of retaining a traditional advantage, to response to the highly competitive market. This paper analyzes the development of domestic e-tickets and the status of traditional ticket agents, then propose three restructuring programs: Develope on-line ticket sales and e-commerce; Develop the products of integrated services, including the “door to door” and “packing-ticket and tourism” services; Apply the customer relationship management to the operation of ticket agents, then make a comparative analysis of these programs, and the “door to door” service which is the the most effective and realistic program is applied to the transformation of the traditional ticket agents as a new business model.
There is four methods to analyze the “door to door” service: Mainly arrange the flight information about chongqing to every cities, rank the volume of passenger traffic of chongqing to every cities. Then it confirm these cities which develop the “door to door” service, ther are chongqing, shenzhen, kunming, guangzhou, shanghai, beijing; It will confirm the volume of passenger traffic that “door to door” service is needed when it assume the proportion of total volume of passenger traffic; Take chongqing and beijing as examples, analyze each time of the number of flights, get the time that need “door to door” service；Make ues of the statistical methods to annlyze the flight information, then it work out the volume of passenger traffic of each time. Confirm the number of cars which is needed on the basis of using the derivation of formula and assuming the conditions. Finally, make a qualitative and quantitative analysis on the feasibility of “door to door” service, then calculate the profit of ticket and the cost project simplely, and compare the income and basic costs of “door to door” service. Ascertain that the “ door to door” service has a certain feasibility in the economy, also provide a strong support to the restructuring programs.
Key words： ticket agents , business model , “door to door”service
目 录
中文摘要 Ⅰ
ABSTRACT Ⅱ
1 绪论 1
1.1 研究的目的与意义 1
1.2 研究内容及实现途径 1
1.3 论文的组织结构 2
2 国内电子客票发展现状分析 3
2.1 国内电子客票现状 3
2.2 电子客票的购买与支付 3
2.3 电子客票的分销渠道 4
2.4 电子客票对乘客和航空公司的影响 4
3 传统机票代理商的现状分析 6
3.1 传统机票代理商的SWOT分析 6
3.2 传统机票代理商的需求分析 6
3.3 传统机票代理商的目标分析 7
4 机票代理商业务模式转型方案 8
4.1 机票代理商业务模式转型方案分析 8
4.1.1 开展电子商务 8
4.1.2 开展综合服务 8
4.1.3 开展客户关系管理 9
4.1.4 机票代理商转型方案的比较分析 11
4.2 “门对门”服务商务模式分析 11
4.2.1 “门对门”服务的城市选择 11
4.2.2 “门对门”服务的客流量分析 12
4.2.3 “门对门”服务的时间段划分 15
4.2.4 车辆数及运输规模确定 16
4.2.5 “门对门”服务商务模式总结 23
5 “门对门”服务商务模式经济可行性分析 24
6 结论 26
参考文献
摘 要
在全面实现无纸化的情况下，传统机票代理商必须在保持传统优势的基础上开展具有自我特色的商务模式来响应竞争激烈的市场。本论文通过对国内电子客票发展现状和传统机票代理商的现状分析，提出了三个转型方案：发展网上机票销售业务，开展电子商务；发展产品的综合服务，包括“门对门”和“打包——机票加旅游”的服务；以及将客户关系管理应用到机票代理企业的经营中。并对这三个方案进行比较分析，将转型方案中最有效、最现实的“门对门”服务，以一种全新的商务模式引用到传统机票代理商的转型中。
在对“门对门”服务这种商务模式进行详细分析时，通过对重庆到各个城市的航班信息进行整理，对重庆到各个城市的客流量进行排名，从而确定了开展“门对门”服务的城市：重庆、深圳、昆明、广州、上海、北京；通过对各个城市需要“门对门”服务的客流量占总客流量的比例进行假设，可以确定出需要“门对门”服务的客流量；再具体以重庆和北京为例，对各个时间段的航班数进行分析，得到了需要“门对门”服务的时间段；接着运用统计方法分析航班信息得出各个时间段的客流量，再利用公式的推导和各条件的假设确定出每天需要车辆的数目。最后对“门对门”服务这个商务模式进行定性和定量的可行性分析，通过机票利润和项目成本的简单计算，对开展“门对门”服务的收益和基本成本进行比较，认为“门对门”服务在经济上可行。
ABSTRACT
In the case of the full realization of scripless, the traditional ticket agents must carry out a distinctive business model on the basis of retaining a traditional advantage, to response to the highly competitive market. This paper analyzes the development of domestic e-tickets and the status of traditional ticket agents, then propose three restructuring programs: Develope on-line ticket sales and e-commerce; Develop the products of integrated services, including the “door to door” and “packing-ticket and tourism” services; Apply the customer relationship management to the operation of ticket agents, then make a comparative analysis of these programs, and the “door to door” service which is the the most effective and realistic program is applied to the transformation of the traditional ticket agents as a new business model.
There is four methods to analyze the “door to door” service: Mainly arrange the flight information about chongqing to every cities, rank the volume of passenger traffic of chongqing to every cities. Then it confirm these cities which develop the “door to door” service, ther are chongqing, shenzhen, kunming, guangzhou, shanghai, beijing; It will confirm the volume of passenger traffic that “door to door” service is needed when it assume the proportion of total volume of passenger traffic; Take chongqing and beijing as examples, analyze each time of the number of flights, get the time that need “door to door” service；Make ues of the statistical methods to annlyze the flight information, then it work out the volume of passenger traffic of each time. Confirm the number of cars which is needed on the basis of using the derivation of formula and assuming the conditions. Finally, make a qualitative and quantitative analysis on the feasibility of “door to door” service, then calculate the profit of ticket and the cost project simplely, and compare the income and basic costs of “door to door” service. Ascertain that the “ door to door” service has a certain feasibility in the economy, also provide a strong support to the restructuring programs.
Key words： ticket agents , business model , “door to door”service
目 录
中文摘要 Ⅰ
ABSTRACT Ⅱ
1 绪论 1
1.1 研究的目的与意义 1
1.2 研究内容及实现途径 1
1.3 论文的组织结构 2
2 国内电子客票发展现状分析 3
2.1 国内电子客票现状 3
2.2 电子客票的购买与支付 3
2.3 电子客票的分销渠道 4
2.4 电子客票对乘客和航空公司的影响 4
3 传统机票代理商的现状分析 6
3.1 传统机票代理商的SWOT分析 6
3.2 传统机票代理商的需求分析 6
3.3 传统机票代理商的目标分析 7
4 机票代理商业务模式转型方案 8
4.1 机票代理商业务模式转型方案分析 8
4.1.1 开展电子商务 8
4.1.2 开展综合服务 8
4.1.3 开展客户关系管理 9
4.1.4 机票代理商转型方案的比较分析 11
4.2 “门对门”服务商务模式分析 11
4.2.1 “门对门”服务的城市选择 11
4.2.2 “门对门”服务的客流量分析 12
4.2.3 “门对门”服务的时间段划分 15
4.2.4 车辆数及运输规模确定 16
4.2.5 “门对门”服务商务模式总结 23
5 “门对门”服务商务模式经济可行性分析 24
6 结论 26
参考文献
