دانلود رایگان ترجمه مقاله استراتژی بلیط الکترونیکی و پیاده سازی آن در سیستم دسترسی باز (سال 2006)

استراتژی بلیط الکترونیکی و پیاده سازی آن در سیستم دسترسی باز: مطالعه موردی Deutsche Bahn

e-Ticketing Strategy and Implementation in an Open Access System: The case of Deutsche Bahn

Abstract

The paper describes the opportunities and challenges of e-ticketing in public transportation. While the concept of eticketing is prevalent in the airline industry, it is difficult to implement in an operating environment where the entire business strategy is based on an “open access” system for flexible travelling. We present here the case study of Deutsche Bahn Mobility as the world’s largest logistic network, in its successful e-Ticketing implementation strategy. First we describe e-ticketing strategies in transportation and briefly differentiate two closely related industry: airlines and railways. Then we describe the strategy and challenges faced by DB in its e-Ticketing implementation follow by proposals of future market expansions areas based on existing platforms and infrastructure. Finally we conclude by setting out implications of this case study for the broader business and research community as agenda for future research.

1 Introduction

E-ticketing in tourism as a “paperless” revolution, first hit US based airlines in the 80s. It was used primarily by domestic carriers operating point to point flights (BusinessTraveller, 2004). The first airline to start experimenting with e-ticketing, in 1984, was United Airlines but it took six years before the procedure was actually implemented. But once it got started, the travel industry globally saw the opportunity for a dramatic transformation in ticketing systems. E-ticketing is a method for documenting sale, tracking usage and accounting for a passenger’s transportation without requiring the issue of paper “value documents”. Passengers are able to book, pay for and print their e-tickets online from any point in the world. The main users of this system are business travellers as this market segment accounts for 70 per cent of all travel (BusinessTraveller, 2004). The business segment, being more “technology savvy”, was also better prepared to adopt this new booking method. The two main advantages for travellers are convenience and a more secure way of travelling. Under the traditional system, most travellers have to carry physical tickets at all time of travelling. With e-ticketing, all associated information will be stored digitally in a central database and therefore there are no chances of the traveller losing them or having them stolen. All the passenger needs to do is to carry the ubiquitous “photo identification” (Anonymous, 2006).

When a public transportation company determines a ticket sales distribution system, it is vital foremost to identify the market segment for which it will be adopted (LaPlaca, 1997). Figure 1 illustrates a generic example of two types of mass public transportation systems – that of airlines and railways: The first row denotes the market segment – charter, business and leisure which are differentiated into residents and non-residents travellers (Fisher, Coogan and MarketSense, 2002). The second row of boxes describes the marketing tools to be applied to each segment with the related distribution channels for the issuance of tickets. For instance, for the charter flight travellers, the strategy would be to sell advanced tickets through tour operators directly. For the local market, the strategy calls for the use of locally available national trip-planning system. A good example in Germany, would be the Deutsche Bahn Internet information system for railway travellers primarily, as well as for other connecting public transportations, excluding the airlines although there are special connecting trains in cooperation with Lufthansa Airlines departing from specific stations. For the technology savvy and mainly higher-scale local business markets, the strategy emphasizes the use of e-ticketing (IATA, 2005) and evolving smartcards and mobile phones1 concepts. For the lower-scale, local short distance travelling, the strategy emphasizes sales at kiosks. For those requiring international travel within Europe, until an international standard is achieved for tickets control for railway, travel agents or sales offices are emphasized. The types of tickets sold can again be differentiated by the time of travelling. The first type would be advanced ticket sales or sales at the time of trip planning which is requires sales via vending machines, at sales offices or self printed tickets – thus e-tickets. The second type will be the strategies for sales while en route—for example, on board the German ICE trains.

The e-ticketing strategy has been well exploited in the airline segment, however in public transportation as a whole, especially the railway/metro/bus travel segments, implementation techniques have been mixed due to the varying business environment and travel culture. This paper describes the opportunities and challenges of e-ticketing in “open access” public transportation, focusing on the example of the railways.

While the concept of e-ticketing is prevalent in the airline industry, it is difficult to implement in an operating environment where the entire business strategy is based on an “open access” system for flexible travelling. We present here the case study of Deutsche Bahn Mobility (DB) as a pioneering example within this “open access” travelling context. First we briefly differentiate two closely related industry: airlines and railways. Then we describe the strategy and challenges faced by DB in its e-Ticketing implementation follow by proposals of future market expansions areas based on existing platforms and infrastructure. Finally we conclude by setting out implications of this case study for the broader business and research community as agenda for future research.