Overview of Tourism Discussion Papers
Private tourism services using the digital platform has increased the space for tourism development. The digital platform like social media sites and online channels have been able to go beyond the levels of the traditional marketing and promotions. Tourism strategies have so far changed the tact in the way they use their promotional services and their market visibility. A comprehensive and able online digital department have been established by most tourist ventures for marketing with examples being hotels, tours and travel companies and other agencies. Digital platform has elevated and increased the market visibility for more business and less budgets on advertising in mainstream media.
There are two papers in discussion in the topic of tourism planning. The first paper is
- Private tourism services through digital platforms and the second is
- The effect of online platform maturity on the efficiency of offline industry
Travel and travel companies have long taken digital weapons and are actively earning it. In the issue, we collected a compilation of cases of digital transformation in tourism that were relevant for the summer time and found out what the concept of “tourism 4.0” is and what IT services are popular in niche tourism, for example, gastronomic or medical. The first digital services for tourists appeared in the early 2000s, at the dawn of the dot-com era, they were online booking systems and ticket purchases, such as Booking, Airbnb or Aviasales. Without the use of such platforms, it is difficult to imagine a modern journey. According to Google statistics, during the travel planning period, users make about 400 search queries. This huge data layer is actively used by travel companies in order to influence our decision and incline in favor of a certain route, the company and the hotel (Faroldi and Brambilla, 2018).
74% of travelers in the world plan their trip online. Turkey, for example, has announced a course for the development of “tourism 4.0” – the country intends to invest heavily in digital marketing for its tourism industry.
Asian countries, whose economy makes a significant contribution to tourism, have started digital transformation at the governmental level. In June, Sri Lanka announced the launch of a large-scale digital promotional country as an attractive tourist destination, thanks to which the authorities plan to attract 2.5 million tourists this year. For example, In Indonesia, as a response to the international expansion of Airbnb, with the support of the government, they launched their own network of booking guesthouses and villas for Indonesia Travel Exchange (ITX), in its base there are already 2000 different houses for rent.
In the world there are dozens of technological start-ups in the sphere of tourism, which seek to bring their original ideas to the industry. For example, onlineTicket, a recently granted online platform, e-mailed an opportunity to reserve seats in buses, ferries and private taxi services at the same time for tourists in the world. Within the framework of the online platform, the company hopes to unite and advise local residents around the world who have something to offer to tourists. Local Alike recently received a cash prize from Booking.com to develop its concept.Many tourist startups are trying to find their niche by focusing on some particular type of tourism: for example, gastronomic or medical tourism. For example, the jury marked Botol Wisata start-ups (the database of Indonesian hotels providing clean water in renewable containers), Finger Farm (a tourist application to buy local farmers’ products), Travelis (an application for communication with local drivers and guides in Bali) and so on.
Impact of Digital Platforms on Private Tourism Services
The study Five paths to success in the field of digital platforms, conducted in conjunction with the Alliance of Young Entrepreneurs of the G20, assesses the potential for the development of digital platforms in 16 leading economies of the world. The results show that the US, China, Great Britain, India and Germany are in the top five of the “Index of readiness for the transition to digital platforms” from the tourism industry. In European countries and developing economies, the backlog is projected due to the lack of sufficient business and socio-economic conditions that can support such a transition. This include:
- Number and preparedness of ordinary users
- Culture of open innovation
- Regulatory and legislative framework
- Digital Business
- Technological readiness
“When it comes to digital platforms, China, India and the United States immediately come to mind. In these countries, they have learned to use the power of digital platforms to form rapidly developing large-scale markets. Most European countries are threatened with the loss of the digital platform market. Only through multilateral cooperation will it be possible to unite the fragmented digital markets, help the development of digital enterprises and meet the demand for goods and services, so necessary for the successful operation of digital business such as tourism.
According to the results of the a tourism survey in the period 2010-2015; In digital platforms, about 20 billion US dollars were invested in 1,053 public transactions. More than half of these investments fell on 2014 – 2015. The report also shows that the positions in the “Index of readiness for the transition to digital platforms” are directly related to the level of activity and investment in the G20 countries.
The report contains a set of recommendations for the state and business to review the legislative framework with the aim of creating favorable conditions for the development of digital platforms, including the following:
- Prioritize data protection standards and rules. Organize legislative requirements for the processing of personal data and ensure their safety. Simplify the exchange of data between countries.
- Develop normative and legal acts taking into account digital platforms. Experiment with legislative requirements taking into account new technologies and business models. For example, the “regulatory sandbox” of the Financial Control and Regulation Authority allows start-ups to implement new ideas and business models, freeing them from the consequences of their possible violation of regulatory requirements.
- To support electronic commerce between countries. Organize taxes and standards, protect consumer rights, contract law and logistics infrastructure.
- Invest in digital infrastructure. For example, the European Directive on Payment Services (PSD2) will help start-ups expand the reach of customers and introduce innovative business tourism models.
- Act more decisively. Educate small and medium-sized businesses in the use of alternative sources of funding (for example, crowdfunding and equitable lending), as well as the principles of protecting personal data and consumer rights. Support small and medium-sized businesses through the organization of digital economic zones that facilitate the development of electronic commerce.
Digital platforms form various services that will expand the possibilities of transactions. This is beneficial both for buyers in terms of demand, and for service providers in terms of supply. Personalization. Specifically, interact with customers on all channels, use customer data to understand their needs and create individual offers. Price. Use new pricing models, including payment on use, a shareware model and a subscription model to meet demand. Protection. It is important to build customer trust. Provide both preventative data protection measures and incentive methods for providing information, this is necessary to attract customers and differentiate your platform.
The creation of a unified platform is the provision of integrated services for the planning and implementation of travel by all means of transport. This and the provision of additional services along the way, this is tourism – we very much hope that our initiatives, our projects will help seriously develop tourism in our country.
Obviously, digital platforms are a springboard for the development of the digital economy, for the formation of its own digital assets. How are we going to regulate and stimulate their creation, development, integration with other platforms in the framework of end-to-end digital economic processes? The existing potential, actual challenges and mechanisms for working out new business models, value chains were discussed in the context of the creation of digital markets in the EEA until the year 2030. Participants of the foresight session considered approaches to the formation of a single market for the circulation of medicines and medicines on a digital (basi Petkovi? and Agi?-Molnar., 2018).
Conclusion
Digitalization” is considered as a stage of integration in the Eurasian space, within which another freedom of information movement is added to the freedom of movement of goods, services, capital and labor. The digital platform of the EAPS is considered as an environment for the formation of digital ecosystems, providing conditions for the development of new digital markets and the demand for new services and services. During the foresight session, the need to accelerate the processes of digital transformation of the Union’s economy and the formation of the necessary federal legal framework, the consolidation of the positions of business structures, and the establishment of a systematic dialogue with the authorities were emphasized.
Reference List
Faroldi, E., Capolongo, S., Vettori, M.P., Fabi, V., Gola, M., Allegri, D., Rebecchi, A. and Brambilla, A., 2018. Italian SPAs and healthcare tourism. A multidisciplinary tool to foster attractiveness of high-specialised services. SCIENZE DEL TURISMO, pp.237-247.
Hassan, A. and Rahimi, R., 2016. Consuming “Innovation” in Tourism: Augmented Reality as an Innovation Tool in Digital Tourism Marketing. In Global dynamics in travel, tourism, and hospitality (pp. 130-147). IGI Global.
Petkovi?, G., Pindžo, R. and Agi?-Molnar, M., 2018. Digital economy and (non) incremental changes in tourism and retail business model. Ekonomika preduze?a, 66(1-2), pp.151-165.
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