| An outside observer of the
travel industry might well describe 1997 as the year suppliers attempted
to put their agents out of business—and the conclusion would be
reasonable. Rarely within memory have so many structurally and
financially injurious practices been launched almost simultaneously upon
agents who are ill-prepared to deal with them.
In a capitalist economy, put very basely, individuals
are free to pursue their own self-interests and do whatever, in a
business sense, they can get away with. The perplexing question about
travel distribution is why all segments of the industry feel, at least
for the present, that they can get away with a great many things that
are injurious to long-standing relationships, if not to the fundamental
structure of the distribution system.
Many suppliers (not just airlines) appear convinced
that they can do without agents—if not today then fairly soon. This
behavior is nourished by technology and is part of a larger trend, not
confined to travel, that has been called "disintermediation."
Let's be clear: the financial and structural turmoil
agents experience clearly evidence that many vendors believe those
agents no longer add sufficient value to travel distribution. There can
be no rationalization that agents will suddenly cope with these changes
by becoming more efficient—there are few tools or readily available
processes that would make this happen and little money to pay for them.
The only options for many are to shrink or disappear.
Disintermediation means suppliers getting closer to
their customers and eliminating all types of intermediaries that impede
this process and add needless costs. Technology encourages this thinking
because is fosters an illusion of closeness—that somehow wires and
electrons bring principals and customers into the same happy camp and
that very distant and illusive customers are now just an e-mail message
away.
Thus self-booking tools and services continue to
proliferate, online comprehensive service offerings expand, and a few
large players invest in new reservation centers and tools that are
intended to make them efficient, low-cost, and surviving distributors.
Despite its high-tech enchantment, travel
disintermediation has serious problems:
- There is no cost-effective alternative to the
current travel distribution system if establishing local offices is
the goal.
- The real number of people making direct electronic
(agentless) bookings is very small overall and, in some areas
(notably vacation), trivial.
- Most electronic booking tools sadly lag performance
expectations and are, on the whole, a poor alternative to existing
distribution.
- Beyond motivated self-bookers, customers are
usually quite vocal about their desire to retain a human,
agent-based presence in the travel process.
- As travel distribution is concentrated into large
call centers built for cost-efficiency, customer service is almost
invariable sacrificed.
- Beyond reservation centers and technology-based
tools, there is nothing to take the place of agent-based
distribution.
The job of blending existing limited technology with
what will realistically emerge in the future, and describing how this
will produce sustainable, large-scale businesses without intermediaries
is very difficult. Despite the obvious benefits of getting closer to the
customer, the disintermediation revolution in travel many expect is
hampered by real-world technology and process limitations.
Those who are most enthusiastic about displacing
agent-based distribution should be cautious about evaluating such a
strategy through the prism of their own values and experiences—always
a risky proposition where delivering customer satisfaction is key.
Agents would do well to forsake attempts to resurrect
the status quo and focus upon why, for many, their value is so
ill-perceived. As with any commercial enterprise, there is always uneven
value delivered by various individuals and businesses, but for the
foreseeable future the true benefits of travel disintermediation remain
undefined. |