| Title | The business model as a compass in dynamic environments: the case of Amadeus |
|---|---|
| ID_Doc | 71785 |
| Authors | García-Muiña, FE; González-Sánchez, R; Medina-Salgado, S |
| Title | The business model as a compass in dynamic environments: the case of Amadeus |
| Year | 2014 |
| Published | |
| Abstract | Given the dynamic conditions of the tourism environment, the ability of firms to both analyze it and adapt to its evolution is determinant, not only for firm survival but also for creating sustainable competitive advantages and value creation. In addition, the tourism industry has been one of the great forgotten in studying the role of resources and capabilities. Taking into account the assumptions of the Resource Based View, the business model is a useful strategic tool for these objectives. Therefore, we offer a definition for business model and a description of its main dimensions - content, structure and governance mechanisms; in addition, in this paper it is analyzed how Amadeus, a technology leader in the field of tourism intermediation, is facing these changes. Technological innovation distribution became a strategic factor in the tourism sector in general, and airlines in particular. The analysis of these dimensions let us recognize the dominant logic of Amadeus' model and provide a holistic view of the company, contributing to better understand how the organization works, how resources and core competencies are employed through its entire value chain and, how the company redefines its operations when necessary. It is considered that the business model of Amadeus is virtuous, among other reasons, the complementarity between the different capabilities that make the structure dimension; It rests on a heavy investment in human and technological resources that allows the firm to develop innovation capabilities, stable relationships with customers and strong brand recognition. However, we have detected an issue that will demand special attention in the future: the appropriation of rents; in spite of the positive evolution of its revenues and results, profitability does not show the same trend. |
Similar Articles
| ID | Score | Article |
|---|---|---|
34217
|
Carignani, F; Iodice, G; Greco, F; Bifulco, F Sustainable Business Model in the Cultural Tourism Industry(2022) | |
| 71531
|
Barna, M; Biletska, I Strategic Management of Innovation Development of Tourism Businesses: Multi-Systematic Approach(2021)Quality-Access To Success, 22.0, 180 | |
| 65600
|
Szromek, AR; Naramski, M A Business Model in Spa Tourism Enterprises: Case Study from Poland(2019)Sustainability, 11.0, 10 | |
| 76974
|
Valeri, M; Poloni, P; Fortuna, F Governance and sustainability of the tourist destination(2014) | |
| 74379
|
Macak, T; Hron, J; Jadrna, M Diversification of accommodation offers depending on critical economies of scale for travel business(2020)Cogent Business & Management, 7, 1 | |
| 78103
|
Samuil, I; Ionica, AC; Leba, M Business Model for Post-industrial Tourism from a System Dynamics Perspective(2021) | |
| 76919
|
Revilla, MRG; Campos, EJB The role of knowledge management in the creation of social capital and sustainable development of organizations. Evidence in tourism enterprises(2014) | |
| 78671
|
Souto, JE Business model innovation and business concept innovation as the context of incremental innovation and radical innovation(2015) | |
| 34243
|
Presenza, A; Petruzzelli, AM; Natalicchio, A Business Model Innovation for Sustainability. Highlights from the Tourism and Hospitality Industry(2019)Sustainability, 11, 1 | |
| 75898
|
Tuckova, Z; Jurigova, Z; Kuncova, M Knowledge as a Basis for Sustainable Tourism in Terms of V4 Countries(2017) |