機(jī)票代理商的業(yè)務(wù)拓展模式研究（本科畢業(yè)論文設(shè)計(jì)）
摘 要

在全面實(shí)現(xiàn)無紙化的情況下，傳統(tǒng)機(jī)票代理商必須在保持傳統(tǒng)優(yōu)勢(shì)的基礎(chǔ)上開展具有自我特色的商務(wù)模式來響應(yīng)競(jìng)爭(zhēng)激烈的市場(chǎng)。本論文通過對(duì)國(guó)內(nèi)電子客票發(fā)展現(xiàn)狀和傳統(tǒng)機(jī)票代理商的現(xiàn)狀分析，提出了三個(gè)轉(zhuǎn)型方案：發(fā)展網(wǎng)上機(jī)票銷售業(yè)務(wù)，開展電子商務(wù)；發(fā)展產(chǎn)品的綜合服務(wù)，包括“門對(duì)門”和“打包——機(jī)票加旅游”的服務(wù)；以及將客戶關(guān)系管理應(yīng)用到機(jī)票代理企業(yè)的經(jīng)營(yíng)中。并對(duì)這三個(gè)方案進(jìn)行比較分析，將轉(zhuǎn)型方案中最有效、最現(xiàn)實(shí)的“門對(duì)門”服務(wù)，以一種全新的商務(wù)模式引用到傳統(tǒng)機(jī)票代理商的轉(zhuǎn)型中。
在對(duì)“門對(duì)門”服務(wù)這種商務(wù)模式進(jìn)行詳細(xì)分析時(shí)，通過對(duì)重慶到各個(gè)城市的航班信息進(jìn)行整理，對(duì)重慶到各個(gè)城市的客流量進(jìn)行排名，從而確定了開展“門對(duì)門”服務(wù)的城市：重慶、深圳、昆明、廣州、上海、北京；通過對(duì)各個(gè)城市需要“門對(duì)門”服務(wù)的客流量占總客流量的比例進(jìn)行假設(shè)，可以確定出需要“門對(duì)門”服務(wù)的客流量；再具體以重慶和北京為例，對(duì)各個(gè)時(shí)間段的航班數(shù)進(jìn)行分析，得到了需要“門對(duì)門”服務(wù)的時(shí)間段；接著運(yùn)用統(tǒng)計(jì)方法分析航班信息得出各個(gè)時(shí)間段的客流量，再利用公式的推導(dǎo)和各條件的假設(shè)確定出每天需要車輛的數(shù)目。最后對(duì)“門對(duì)門”服務(wù)這個(gè)商務(wù)模式進(jìn)行定性和定量的可行性分析，通過機(jī)票利潤(rùn)和項(xiàng)目成本的簡(jiǎn)單計(jì)算，對(duì)開展“門對(duì)門”服務(wù)的收益和基本成本進(jìn)行比較，認(rèn)為“門對(duì)門”服務(wù)在經(jīng)濟(jì)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 錄

中文摘要 Ⅰ
ABSTRACT Ⅱ
1 緒論 1
1.1 研究的目的與意義 1
1.2 研究?jī)?nèi)容及實(shí)現(xiàn)途徑 1
1.3 論文的組織結(jié)構(gòu) 2
2 國(guó)內(nèi)電子客票發(fā)展現(xiàn)狀分析 3
2.1 國(guó)內(nèi)電子客票現(xiàn)狀 3
2.2 電子客票的購(gòu)買與支付 3
2.3 電子客票的分銷渠道 4
2.4 電子客票對(duì)乘客和航空公司的影響 4
3 傳統(tǒng)機(jī)票代理商的現(xiàn)狀分析 6
3.1 傳統(tǒng)機(jī)票代理商的SWOT分析 6
3.2 傳統(tǒng)機(jī)票代理商的需求分析 6
3.3 傳統(tǒng)機(jī)票代理商的目標(biāo)分析 7
4 機(jī)票代理商業(yè)務(wù)模式轉(zhuǎn)型方案 8
4.1 機(jī)票代理商業(yè)務(wù)模式轉(zhuǎn)型方案分析 8
4.1.1 開展電子商務(wù) 8
4.1.2 開展綜合服務(wù) 8
4.1.3 開展客戶關(guān)系管理 9
4.1.4 機(jī)票代理商轉(zhuǎn)型方案的比較分析 11
4.2 “門對(duì)門”服務(wù)商務(wù)模式分析 11
4.2.1 “門對(duì)門”服務(wù)的城市選擇 11
4.2.2 “門對(duì)門”服務(wù)的客流量分析 12
4.2.3 “門對(duì)門”服務(wù)的時(shí)間段劃分 15
4.2.4 車輛數(shù)及運(yùn)輸規(guī)模確定 16
4.2.5 “門對(duì)門”服務(wù)商務(wù)模式總結(jié) 23
5 “門對(duì)門”服務(wù)商務(wù)模式經(jīng)濟(jì)可行性分析 24
6 結(jié)論 26
參考文獻(xiàn)