全球旅遊市場出現細分化及個性化的趨勢，現今許多旅遊業者推出客製旅遊，其不僅具有自由行的特點，且在行程中增加更多專屬於顧客的元素，讓顧客感受到量身訂做的體驗，促使旅遊服務轉向「為客服務」的模式。過去客製旅遊的研究多從資訊科技及建構模型角度切入，然客製旅遊存在同質性太高的問題，若旅遊業者未有具體的商業模式維持企業競爭力，將難以在競爭激烈的環境中長久發展，故本研究將以商業模式理論探討客製旅遊之商業模式，訪談對象為兩岸地區共六間客製旅遊業者，為達到深度訪談的效果，研究者親自前往北京訪談大陸業者，期透過半結構式深度訪談找出兩岸客製旅遊的商業模式，提供臺灣客製旅遊業者在競爭激烈的環境中，維持企業競爭力。研究結果顯示：一、客製旅遊的目標客層不限制；二、價值主張在於了解顧客需求；三、線上通路輔以線下通路；四、顧客關係之維護從顧客的角度出發；五、導入服務費，引領市場尊重旅遊業者的專業及服務；六、系統、人才及AI為客製旅遊帶來新樣貌；七、關鍵活動在於透過溝通將顧客需求化為實際體驗；八、與地接社合作為顧客帶來更好的體驗以及；九、人事成本及元件採購仍為主要成本結構。再者，本研究針對兩岸客製旅遊之商業模式及異同處加以說明，提供客製旅遊業者在競爭激烈的環境中，能有讓企業維持競爭力的關鍵，然本研究囿於時間及成本因素，僅以臺灣及大陸地區之旅遊業者作為研究對象，建議未來研究對象可增加不同國家之業者並結合顧客的角度進行客製旅遊之研究，將使客製旅遊的商業模式更加具體完善。

The gobal market has the trend of segmentation and personalization. Therefore, many tour operators promote customized tour. Compared with FIT, customized tour not only possesses the characteristics of FIT, but also adds more exclusive elements to customers’ itineries, letting customers experience tailor-made experience. This trend has also led to a shift in travel service to “service for customers” model. However, in the past, the studies of customized tour were mostly focused on IT (Information Technology) and model construction. Nevertheless, there exists the problem of homogeneity in customized tour. If the tour operators don’t have a concrete business model to maintain the competitiveness of the enterprise, it will be difficult to have long-term development in the highly competitive enviorment. Therefore, this study will explore the business model of customized tour based on the business model theory. The interviewees are six professional customized tour operators in the cross-strait area. In order to achieve the effect of in-depth interviews, the researcher personally has been to Beijing to interview the customized tour operators in China. Through semi-structured in-depth interviews, we find out the business model of customized tour in the cross-strait area, and it can further probide for Taiwan’s tourism industry as suggestions to develop the customized tour operation strategies in the future. The study shows: (1) the target audience of customized tour should not be limited; (2) the most important value proposition is to understand the customers’ needs; (3) the channel should use online access and be accompanied by offline access; (4) customer relationships maintenance is from the customer's point of view; (5) lead the market to respect and tourism industry’s professionals and service through the charging of service fees; (6) talents and AI bring new propect to customized tour; (7) the key activities are to transform customers’ needs into practical experience through communication; (8) cooperation with local agencies to bring better experience to customers, and (9) personnel costs and component procurement takes up the main part of cost structure. Furthermore, this study illustrates the differences and similarities of the business models between the cross-strait customized tour, providing the customized tour the key competititve advantage in the highly competitive environment. However, due to the time limitation and cost factor, the study on ly choose Taiwan and mainland China’ s travel agencies as the research object. It is suggested that in the future research, the researcher can choose more countries as the reseach objects and combine the customer-oriented perpective, which will make the business model of customized tour more specific and concrete.

一、中文文獻
卜唯平 (2016)。線上共同設計過程中情感與心流體驗對顧客行為意圖之影響：以客戶滿意度為中介變數 (未出版博士論文)。國立成功大學，臺南市。
中國旅遊研究院國家旅遊局數據中心 (2017)。旅遊經濟邁入繁榮增長、理性發展新通道—2018年《中國旅遊經濟藍皮書 (No.10)》。取自http://www.shujuju.cn/lecture/detail/3762 [2018, October 12]
中國國家旅遊局規劃財務司 (2017)。2016中國旅遊上市企業發展報告。取自：http://www.tripvivid.com/articles/10397 [2018, October 12]
尤紀凡 (1999)。第一次自助旅行就上手。臺北市：易博士出版社。
尤傳莉 (2012)。獲利世代 Business Model Generation。臺北市：早安財經文化
方志民 (2006)。策略管理：建立企業永續競爭力。新北市：前程文化。
王承博、李小平、趙豐年、張琳 (2015)。大數據時代碎片化學習研究。電化教育研究，36(10)，26-30。
王計平、趙雲丹、倪菁 (2011)。定制旅遊對旅行社供應模式的影響研究—以上海市為例。淮海工學院學報 (自然科學版)，20(1), 66-69。
付超 (2016)。定制旅遊在我國的發展現況。保定學院學報，29(1)，23-27。
交通部觀光局 (2018)。觀光統計圖表。取自https://admin.taiwan.net.tw/BusinessInfo/TouristStatistics/Tubiao01.htm [2018, October 12]
安呈君 (2015)。旅遊電子商務個性化定制元數據模型研究。現代營銷 (下旬刊)，11，139。
吳元熙 (2017)。新的時代，臺灣旅遊新創抓對了這些趨勢。取自https://www.bnext.com.tw/article/43472/what-did-taiwanese-travel-startups-do-that-they-can-raise-lots-of-funds [2018, October 18]
吳佳 (2014)。進入智慧旅遊時代我國定制旅遊發展探究 (未出版碩士論文)。鄭州大學，鄭州。
李宗麗、王計平 (2016)。基於大數據的定制旅遊網站創新設計研究。設計，(19)，58-59。
李炎憶、於越嵩 (2017)。論個性化旅遊市場的發展前景。教育現代化，(41)，176-177。
李茜燕 (2018)。體驗經濟視域下定制旅遊發展研究。江蘇商論，(4)，75-78。
李菲菲、田劍 (2016)。在線旅遊企業商業模式創新研究:以「同程旅遊」為例。江蘇科技大學學報 (社會科學版), 16(4), 96-101。
杜彥德 (2018)。燦星旅遊「開始旅行」APP 推客製化行程。取自http://play.nownews.com/archives/204924 [2018, November 27]
林怡宣 (2017)。客製化深度遊，旅遊業轉型求生。取自：https://tw.news.yahoo.com/客製化深度遊-旅遊業轉型求生-215007894--finance.html [2018, October 12]
林東清 (2005)。資訊管理:e化企業的核心競爭力。臺北市：智勝文化。
林祥生 (2018)。搶救觀光…快推動智慧旅遊，取自https://money.udn.com/money/story/5629/3161247#prettyPhoto [2018, October 27]
林華英 (2014)。定制旅遊的興起與發展建議。河北旅遊職業學院學報，19(2)，16-18。
林逸辰 (2011)。網路創業的商業模式及可行性分析：以旅遊網站為例 (未出版碩士論文)。國立臺灣大學，臺北市。
林雅惠 (2016)。百分百客製化、划算價格的體驗行程！KKday 造出東南亞最大旅遊平台──專訪創辦人陳明明。取自https://buzzorange.com/techorange/2016/12/05/kkday-interview/ [2019, Janurary 10]
林愛芳 (2012)。定制旅遊研究綜述。中國科技資訊，(12)，214。
林耀欽 (1994)。資訊科技對企業程式之影響研究 (未出版博士論文)。國立政治大學，臺北市。
欣傳媒編輯部 (2018)。旅@天下超越自己　征服世界。臺北市：欣傳媒。
欣傳媒編輯部 (2016)。旅@天下目的地旅遊管理　旅業變革決勝球。臺北市：欣傳媒。
胡幼慧 (2008)。質性研究—理論、方法及本土女性研究實例。臺北市：巨流。
原磊 (2007)。國外商業模式理論研究評介。外國經濟與管理，29(10)，17-25。
孫彬訓 (2017)。國人海外旅遊 偏愛自由行。取自https://www.chinatimes.com/newspapers/20171017000280-260208 [2018, November 20]
孫曜樟 (2018)。陸高端旅遊潛力大 5年內主導全球。取自https://www.chinatimes.com/newspapers/20180531000226-260301 [2019, Janurary, 25]
容繼業 (2001)。台灣地區旅行業發展析論。國立高雄餐旅學報，4(4)，1-21。
徐雅琪 (2016)。目的地旅遊平台之創新商業模式─以KKday.com為例 (未出版碩士論文)。國立中山大學，高雄市。
翁韵純 (2018)。為什麼客製化包團行程價差這麼大？資深導遊揭露：旅行社不會告訴你的價格秘密。取自https://www.storm.mg/lifestyle/747773，[2018, March 7]
張存金、鄭振茂 (2014)。旅遊行程規劃與設計群體知識創造模型：知識螺旋理論之觀點。觀光與休閒管理期刊，2(2)，118-126。
張芹 (2012)。定制旅遊在旅遊企業營銷中的創新研究。中國商務，(4)，187-188。
張紅 (2012)。定制旅遊的特徵及其在旅遊企業中的應用研究。旅遊研究，(2)，58-61。
張曉曉 (2015)。定制旅遊的運作難點及策略探討。旅遊縱覽 (下半月)，(1)，73-74。
曹勝雄 (2001)。觀光行銷學。臺北市：揚智文化。
梁三勇、于朝東 (2018)。旅行社定制旅遊發展現狀研究及對策分析。對外經貿，(1)，78-79。
盛琦 (1999)。新時期「一對一」顧客定制化旅遊營銷戰略。南開管理評論，(3)，30-33。
莊舒仲 (2015)。精緻客製化 兩岸旅遊未來式。取自https://m.ctee.com.tw/dailynews/20150628/n21ac1/630242 [2019, Janurary 28]
許世軍 (2014)。為什麼客製化將成為今後消費的主流。產業管理評論，6(2)，4-5。
郭又榮 (2016)。「互聯網+」 下旅遊電商個性化旅遊產品營銷策略—以途牛網為例。改革與戰略，(2)，110-112。
郭姿吟 (2014)。服務創新對顧客知覺價值、顧客滿意度 與顧客忠誠度影響之研究—以旅行業者為例 (未出版碩士論文)。逢甲大學，臺中市。
陳文裕 (2008)。BPM導入成功模式之個案研究 (未出版碩士論文)。國立中山大學，高雄市。
陳向明 (2002)。社會科學質的研究。臺北市：五南文化。
陳佳利 (2004)。自助旅行知識之概念化與衡量 (未出版碩士論文)。國立嘉義大學，嘉義市。
陳姿妙 (2015)。Uber經營模式與法律爭議之探究 (未出版碩士論文)。國立政治大學，臺北市。
陳素燕、劉修祥 (2010)。網路旅行社商業模式之個案研究-以易遊網為例。休閒暨觀光產業研究，5(1-2)，90-99。
陳健銘 (2012)。旅遊動機、遊後滿意度與忠誠度之研究-以不同出國旅遊方式為例 (未出版碩士論文)。國立交通大學，新竹市。
陳莉 (2017)。在線旅遊定制服務的創新研究。恩施職業技術學院學報，(1)，40-42。
陳愛蓮 (2015)。陸客來臺個人遊客製化行程之安康旅遊 (未出版碩士論文)。國立高雄餐旅大學，高雄市。
陳靜玫 (2017)。網路旅遊平台的商業模式創新—以雄獅旅遊網為例 (未出版碩士論文)。國立臺灣大學，臺北市。
陳巍 (2012)。個性化背景下的旅遊發展新趨勢─定製旅遊。全國商情經濟理論研究，20，28-29。
彭慧明 (2019)。KKday引資國際，做大市場。取自https://money.udn.com/money/story/5649/3703108 [2019, April, 25]
景秀麗、文雨晨 (2017)。移動端定制旅遊的資源整合—以「6人遊旅遊網」為例。遼寧大學學報 (哲學社會科學版)，45(1)，73-80。
智小慧 (2015)。C2B反向服務模式—傳統旅行社的機遇。取自https://mp.weixin.qq.com/s?__biz=MjM5NTQ1NjY0MQ==&mid=400573019&idx=1&sn=a6767a5c42c560db32c9dc4f81f6ce38&scene=0#wechat_redirect [2018, September 19]
程德通 (2011)。大規模定制:旅遊業服務運作新模式。哈爾濱學院學報，32(11)，29-33。
黃志偉 (2019)。可樂旅遊要協助同業升級為自由行旅遊規劃師。取自https://www.ttnmedia.com/可樂旅遊要協助同業升級為自由行旅遊規劃師/ [2019, July 14]
新京報 (2016)。定制旅遊：流量貴獲客成本高，「規模化」盈利難。取自https://www.pinchain.com/article/100087 [2018, October 12]
楊淑玲 (2014)。製造業服務化經營模式策略之研究—以陶瓷產業為例 (未出版碩士論文)。中原大學，桃園市。
楊博凱 (2016)。【產業專欄】旅遊新創：旅遊產業只有可樂、雄獅嗎？旅遊新創，你不可不知道的新興趨勢。取自https://ntuibsa07.wixsite.com/ntuibsa/single-post/2016/12/28/【產業專欄】旅遊新創：旅遊產業只有可樂、雄獅嗎？旅遊新創，你不可不知道的新興趨勢 [2018, November, 18]
鄒敏 (2004)。對旅遊業個性定制化營銷的探析。中國西部科技，(9)，88。
趙宇 (2017)。技術的力量 BPM平台助力企業騰飛。取自https://read01.com/zh-tw/nG6mjG.html#.W9nYcC_W6qA [2018, November 20]
趙明月、劉瑞 (2017)。淺析我國個性化旅遊的現狀及發展趨勢。中國市場，(24)，247-248。
劉劍敏、李潤權 (2011)。論網絡的碎片化特徵。新聞愛好者，18，42-43。
潘自然 (2018)。旅行社電子套票整合平台建構及商業模式之研究 (未出版碩士論文)。銘傳大學，臺北市。
蔡宗保 (2016)。旅遊服務設計的策略思維。取自https://travel20.blogspot.com/2016/08/blog-post.html [2018, November 12]
蔡美玲 (2017)。旅行業創新商業模式之研究—以個案WD公司為例 (未出版碩士論文)。靜宜大學，臺中市。
鄭桂芳 (2014)。旅行社之創新商業模式探討- 以A公司為例 (未出版碩士論文)。國立臺北科技大學，臺北市。
盧希鵬 (2018)。C2B逆商業時代：一次搞懂新零售、新製造、新金融的33個創新實例。臺北市：商業周刊。
錢浩瀚（2014）。以時空模型為基礎客製化旅遊行程決策支援系統 (未出版碩士論文)。國立臺灣大學，臺北市。
謝安（2015）。臺灣旅遊業創新商業模式研究-以燦星國旅為例 (未出版碩士論文)。國立臺灣大學，臺北市。
謝琦強、莊翰華、曾宇良 (2011)。臺灣的全球化旅遊市場行銷策略初探。嶺東學報，(29)，133-158。
謝謹如 (2018)。智慧觀光平台經營模式之研究 (未出版碩士論文)。國立體育大學，桃園縣。
鍾佳琳 (2016)。旅行業創新商業模式之個案研究 (未出版碩士論文)。國立中央大學，桃園縣。
韓菡，(2016)。初論動態打包旅遊在我國的現狀及發展趨勢，旅遊縱覽 (下半月)，1，76-77。
魏小安 (2018)。關於文化和旅遊產業的民生領域隨想。取自http://travel.china.com.cn/txt/2018-03/29/content_50767919.htm [2018, December 8]
Lee, W. (2018)。Klook客路創辦人：如何打造跨境企業。取自https://tw.asiatatler.com/generation-t/klook-s-founder-on-how-to-build-a-business-across-borders [2019, May 8]
ttn旅報 (2016)。 以「分享智慧 兩岸互動」為主題 首次納入ITF旅展系列論壇。取自https://www.ttnmedia.com/?p=3970 [2018, October 20]
Visa. (2017)。 Visa旅遊調查：4成5臺灣民眾海外遊偏好自助旅行 首度超越跟團旅遊。取自https://www.visa.com.tw/about-visa/newsroom/press-releases/nr-tw-170920.html [2018, November, 2]
Wu, D. (2014)。旅遊C2B將翻轉旅遊業，現在狼煙剛起。取自https://medium.com/deantalks/旅遊c2b將翻轉旅遊業-現在狼煙剛起-6bd79811aa78 [2018, December, 12]

二、英文文獻
Achtenhagen, L., Melin, L., & Nald, L. (2013). Dynamics of business models–Strategizing, critical capabilities and activities for sustained value creation. Long Range Planning, 46(6), 427-442.
Ahlstrom, P., & Westbrook, R. (1999). Implications of mass customization for operations management. International Journal of Operations & Production Management, 19(3), 262-274.
Altexsoft (2018, March 30). Dynamic packaging solutions for online booking engines: Building one-stop shop for travel experience. Retrieved from https://www.altexsoft.com/blog/travel/dynamic-packaging-solutions-for-online-booking-engines-building-one-stop-shop-for-travel-experience/ [2018, October 19]
Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22, 493-520.
Ayazlar, R. A. (2014). Dynamic packaging applications in travel agencies. Procedia-Social and Behavioral Sciences, 131, 326-331.
Bainbridge, W.S. (1989). Survey research: A computer-assistant introduction. Belmont, CA: Wadsworth.
Ben-Elia, E., Alexander, B., Hubers, C., & Ettema, D. (2014). Activity fragmentation, ICT and travel: An exploratory path analysis of spatiotemporal interrelationships. Transportation Research Part A: Policy and Practice, 68, 56-74.
Berelson, B. (1952). Content analysis in communication research. New York, NY: Free Press.
Berrada, M. (2017). Co-creation of the tourist experience via internet: Towards exploring a new practice. Journal of International Business Research and Marketing, 2(5), 18-23.
Brohman, M. K., Piccoli, G., Martin, P., Zulkernine, F., Parasuraman, A., & Watson, R. T. (2009). A design theory approach to building strategic net-based customer service systems. Decision Sciences, 40(3), 403–430.
Cardoso, J. (2005, June). E-tourism: Creating dynamic packages using semantic web processes. Paper presented at W3C Workshop on Frameworks for Semantics in Web Services, Innsbruck, AT. Abstract retrieved from https://eden.dei.uc.pt/~jcardoso/Research/Papers/Old%20paper%20format/W3C-Workshop-05-e-Tourism-Dynamic%20Packaging-small.pdf
Cardoso, J. (2006). Developing dynamic packaging systems using semantic web technologies. WSEAS Transactions on Information Science and Applications, 3(4), 729-736.
Carlsen, J. (1996). Tourism destination image. Asia Pacific Advances in Consumer Research, 2, 90–91.
Carpinetti, L. C., Buosi, T., & Gerolamo, M. C. (2003). Quality management and improvement: A framework and a business-process reference model. Business Process Management Journal, 9(4), 543-554.
Casadesus-Masanell, M., & Ricart, J.E. (2010). From strategy to business models and onto tactics. International Journal of Strategic Management, 43, 195-215.
Chang, Y.L., Wang, K.C., Wu, B., Chen., H. (2018, June). The future business model of ten leading travel agencies/OTAs: A cross-strait approach Mainland China and Taiwan. Paper presented at fourty-ninth TTRA Annual International Conference, Miami, FL. Abstract retrieved from https://scholarworks.umass.edu/ttra/2018/Academic_Papers_Visual/19/
Chen, C. P. (2012). Online group buying behavior in C2B e-commerce: Understanding consumer motivations. Journal of Internet Commerce, 11(3), 254-270.
Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from xerox corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3), 529-555.
Coates, J. F. (1995). Customization promises sharp competitive edge. Research Technology Management, 38(6), 6.
Colombo, E., & Baggio, R. (2017). Tourism distribution channels: Knowledge requirements. Bingley, UK: Emerald.
Coner, A. (2003). Personalization and customization in financial portals. Journal of American Academy of Business, 2(2), 498-504.
Couclelis, H. (2003). Housing and the new geography of accessibility in the information age. Open House International, 28(4), 7-13.
Creswell, J. W. (1994). Research design: Qualitative and quantitative approaches. Thousand Oaks, CA: SAGE Publications.
Da Silveira, G., Borenstein, D., & Fogliatto, F. S. (2001). Mass customization: Literature review and research directions. International Journal of Production Economics, 72(1), 1-13.
Davis, S. M. (1989). From “future perfect”: Mass customizing. Planning Review, 17(2), 16-21.
De Chernatony, L., & Riley, F. D. O. (1999). Experts' views about defining services brands and the principles of services branding. Journal of Business Research, 46(2), 181-192.
DeToro, I., & McCabe, T. (1997). How to stay flexible and elude fads. Quality Progress, 30(3), 55‐60.
Douglas, N., & Derrett, R. (2001). Special interest tourism. Melbourne, AU: Wiley
Dubosson-Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
Elzinga, D. J., Horak, T., Lee, C. Y., & Bruner, C. (1995). Business process management: Survey and methodology. IEEE Transactions on Engineering Management, 42(2), 119-128.
George, G., & Bock, A. J. (2011). The business model in practice and its implications for entrepreneurship research. Entrepreneurship Theory and Practice, 35(1), 83-111.
Gilmore, J. H., & Pine, B. J. (1997). The four faces of mass customization. Harvard Business Review, 75(1), 91-101.
Gofman, A., Moskowitz, H. R., & Mets, T. (2010). Accelerating structured consumer-driven package design. Journal of Consumer Marketing, 27(2), 157-168.
Guha, S., Kettinger, W. J., & Teng, J. T. (1993). Business process reengineering: building a comprehensive methodology. Information Systems Management, 10(3), 13-22.
Gursoy, D., & McCleary, K. W. (2004). An integrative model of tourists’ information search behavior. Annals of Tourism Research, 31(2), 353-373.
Hamel, G. (2000). Leading the revolution. Boston, MA: Hardvard Business School Press.
Hart, C. W. (1996). Made to order. Marketing Management, 5(2), 10-23.
Heger, T., & Rohrbeck, R. (2012). Strategic foresight for collaborative exploration of new business fields. Technological Forecasting and Social Change, 79(5), 819-831.
Hoffman, C., & Offutt, B. (2015). Travel innovation and technology trends 2015. Retrieved from https://www.thinkdigital.travel/wp-content/uploads/2015/12/2015-Travel-Innovation-and-Technology-Trends-.pdf [2018, October, 22]
Honda, K. (2017). Why dynamic packaging method is important in Japan’s travel industry. Retrieved from https://medium.com/@kanakohonda/why-dynamic-packaging-method-is-important-in-japans-travel-industry-f3582b60e6c [2018, September, 19]
Hyde, K. F., & Lawson, R. (2003). The nature of independent travel. Journal of Travel Research, 42(1), 13-23.
Jensen, A. B. (2013). Do we need one business model definition? Journal of Business Models, 1(1), 61-84.
Jiang, P. J. (2002). Exploring consumers’ willingness to pay for online customization and its marketing outcomes. Journal of Targeting, Measurement and Analysis for Marketing, 11(2), 168-183
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 51–59.
Kasanoff, B. (2002). Making it personal: How to profit from personalization without invading privacy. Cambridge, MA: Perseus Publishing.
Kassarjian, H. H. (1977). Content analysis in consumer research. Journal of Consumer Research, 4(1), 8-18.
Kay, M. J. (1993). Making mass customization happen: Lessons for implementation. Planning Review, 21(4), 14-18.
Kearney, S. (2012). Package holiday? No, a dynamic package! Retrieved from https://www.euronews.com/2012/05/28/package-holiday-no-a-dynamic-package [2018, December, 19]
Keaveney, S. M. (1995). Customer switching behavior in service industries: An exploratory study. Journal of Marketing, 59(2), 71-82.
Kolbe, R. H., & Burnett, M. S. (1991). Content-analysis research: An examination of applications with directives for improving research reliability and objectivity. Journal of Consumer Research, 18(2), 243-250.
Kotler, P. (1989). From mass marketing to mass customization. Planning Review, 17(5), 10-47.
Lampel, J., & Mintzberg, H. (1996). Customizing customization. Sloan Management Review, 38(1), 21-30.
Lee, H. (2012). Priceline boss claims dynamic packaging ‘has not taken off.” Retrieved from http://www.travelweekly.co.uk/articles/42299/priceline-boss-claims-dynamic-packaging-has-not-taken-off [2018, September, 2]
Liang, T. P., Lai, H. J., & Ku, Y. C. (2006). Personalized content recommendation and user satisfaction: Theoretical synthesis and empirical findings. Journal of Management Information Systems, 23(3), 45-70.
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Newbury Park, CA: Sage.
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80, 86-92.
McCormack, K., & Johnson, W. (2001). Business process orientation: Gaining the E-business competitive advantage. Delray Beach, FL: St. Lucie Press.
Merriam, S. B., & Tisdell, E. J. (2015). Qualitative research: A guide to design and implementation. San Francisco, CA: Jossey-Bass.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15-21.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735.
Moutinho, L. (1987). Consumer behaviour in tourism. European Journal of Marketing, 21(10), 5-44.
Murray, K., & Schlacter, J. (1990). The impact of services versus goods on consumers’ assessment of perceived risk and variability. Journal of the Academy of Marketing Science, 18(1), 52–65.
Nishimura, S., King, B., & Waryszak, R. (2007). The use of travel guidebooks by packaged and non-packaged Japanese travellers: A comparative study. Journal of Vacation Marketing, 13(4), 291-310.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. New York, NJ: John Wiley & Sons.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16(1), 1-25.
Peters, L., & Saidin. H. (2000). IT and the mass customization of services: The challenge of implementation. International of Information Management, 20(2), 103-119.
Pine, B. J. (1993). Making mass customization happen: Strategies for the new competitive realities. Planning Review, 21(5), 23-24.
Poon, A. (1993). Tourism, technology and competitive strategies. Oxford: CAB International.
Porter, M. E. (1980). Industry structure and competitive strategy: Keys to profitability. Financial Analysts Journal, 36(4), 30-41.
Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14.
Rappa, M. (2001). Business models on the web: Managing the digital enterprise. Retrieved from digitalenterprise.org/models/models.html [2018, October 11]
Richards, G., & Wilson, J. (2004). The impact of cultural events on city image: Rotterdam, cultural capital of Europe 2001. Urban studies, 41(10), 1931-1951.
Romano, A. (2005) Dynamic packaging as a strategic solution for the future of european mass-market tour operators: The example of the Swiss and Dutch markets. Retrieved from http://du.se/PageFiles/5052/Romano%20Anna%20.pdf [2018, December, 11]
Rose, N. (2004). Selling complex leisure travel online: Focus on dynamic packaging technology. Retrieved from http://lib.store.yahoo.com/lib/phocuswright/dynamicpreview.pdf. [2018, October 26]
Ross, A. (1996). Selling uniqueness. Manufacturing Engineer, 75(6), 260-263.
Sahut, J. M., & Hikkerova, L. (2014). The impact of internet on pricing strategies in the tourism industry. The Journal of Internet Banking and Commerce, 14(1), 1-8.
Sandelands, E. (1994). Making mass customization happen. International Journal of Physical Distribution & Logistics Management, 24(3), 11.
Saraf, N., Langdon, C. S., & Gosain, S. (2007). IS application capabilities and relational value in interfirm partnerships. Information Systems Research, 18(3), 320–339.
Schabell, E. (2014). How to excite the travel industry with a BPM story. Retrieved from http://www.schabell.org/2014/10/how-to-excite-travel-agencies-with-bpm-story.html [2018, November, 2]
Schmeing, T.; Cardoso, J.; Fernandes, J.D., (2006, June). Knowledge-based dynamic packaging model. Paper presented at IEEE International Conference on Management of Innovation and Technology, Singapore, SG. Abstract retrieved from https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1001&context=iceb2017
https://ieeexplore.ieee.org/abstract/document/4037188
Sigala, M. (2006). Mass customisation implementation models and customer value in mobile phones services: Preliminary findings from Greece. Managing Service Quality: An International Journal, 16(4), 395-420.
Silayoi, P., & Speece, M. (2004). Packaging and purchase decisions: An exploratory study on the impact of involvement level and time pressure. British Food Journal, 106(8), 607-628.
Sinfield, J. V., Calder, E., McConnell, B., & Colson, S. (2012). How to identify new business models. MIT Sloan Management Review, 53(2), 85-90.
Skerlavaj, M., Indihar Stemberger, M., Skrinjar, R., & Dimovski, V. (2007). Organizational learning culture—the missing link between business process change and organizational performance. International Journal of Production Economics, 106(2), 346–367.
Smaliukiene, R., Lai, C. S., & Sizovaite, I. (2015). Consumer value co-creation in online business: The case of global travel services. Journal of Business Economics and Management, 16(2), 325-339.
Smith, H., & Fingar, P. (2003). Business process management: The third wave. Tampa, FL: Meghan-Kiffer Press.
Strnadl, C. F. (2006). Aligning business and it: The process-driven architecture model. Information Systems Management, 23(4), 67–77.
Sung, H. H., Morrison, A. M., & O'Leary, J. T. (1996). Definition of adventure travel: Conceptual framework for empirical application from the providers’ perspective. Asia Pacific Journal of Tourism Research, 1(2), 47-67.
Teece, D. J. (2010). Business models, business strategy and innovation. International Journal of Strategic Management, 43, 172-194.
Thomas, D. R. (2006). A general inductive approach for analyzing qualitative evaluation data. American journal of evaluation, 27(2), 237-246.
Timmers, P. (1998). Business models for electronic markets. Electronic Market, 8(2), 3-8.
Wang, W. T., Wang, Y. S., & Liu, E. R. (2016). The stickiness intention of group-buying websites: The integration of the commitment–trust theory and e-commerce success model. Information & Management, 53(5), 625-642.
Wang, Z., Peng, Z., Gui, X., & Ding, C. (2017, December). A crowdsourcing mode of tourism customization based on sharing economy. Paper presented at the seventeenth International Conference on Electronic Business, Dubai, UAE. Abstract retrieved from https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1001&context=iceb2017
Wirtz, B. W., Pistoia, A., Ullrich, S., & Gottel, V. (2016). Business models: Origin, development and future research. Long Range Planning, 49, 36-54.
Yeh, K.H., & Chu, C.H. (1991). Adaptive strategies for coping with product variety decisions. International Journal of Operations & Production Management, 11(8), 35-47.
Zairi, M. (1997). Business process management: a boundaryless approach to modern competitiveness. Business Process Management Journal, 3(1), 64-80.
Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019-1042.