P Reinhold, M Rosenbruch, A Gröschel
2015 Pneumologie  
A s advocates of a fascinating research context and an applied discipline, tourism and hospitality, scholars are developing unique concepts to explain travel-related phenomena and are on the lookout for new theories and theoretical frameworks from other disciplines that help them make sense of the shifts and swings in market behavior. The focus of this special issue, the business model concept, is part of the latter category and aligns with Tourism Review's aspiration to advance our
more » ... nce our understanding of tourism value creation from a multidisciplinary, holistic perspective. The concept had started its ascend in the mid-to-late 1990s in the management sciences (Zott et al., 2011) . In short, the business model is a comprehensive analytical framework to explain how specific actors (such as entrepreneurs, firms or collaborative networks) create, capture and disseminate value. As such, it seems to be an intuitive fit to address the erosion of perceived customer value as well as new forms of intermediation and competition threaten existing revenue models. All those challenges are relevant to tourism and hospitality. For example, price comparison and distribution platforms have shifted the power of established hospitality chains to capture margins per unit booked along their supply chains. Services such as Uber Eats and Deliveroo challenge the profitability and value offered of traditional fast food franchises. Yield management backend solution providers engage in a fierce optimization race driven by advances in machine learning to outpace alternative revenue management applications and increase their clients' revenue per available room. Health tourism is inspired by advances in rehabilitation robotics. And finally, some tourism organizations seem to start shifting their existing value proposition from information services and placing promotion in its broadest sense to a development platform for tourism entrepreneurship and new attractions. The increase in academic interest for the business model concept has been paralleled in public discourse and industry practice. Newspaper articles and investor reports regularly reference the concept; corporate entrepreneurs and startup teams use different variants of business model frameworks for ideation and venture development; and Alexander Osterwalder's business model canvas is available in the business section of many airport bookstores. However, the business model is much more than a visual consulting tool. It is sometimes mistaken for one because of both the prominence of Osterwalder and Pigneur's (2009) canvas and the evolution of studies on business models as a research program (Lecocq et al., 2010) . Like any new, challenging concept developed in the management disciplines, the business model's conceptual boundaries have shifted and evolved into different streams of research (Massa et al., 2017) that are at times hard to identify from outside the research communities that drive the research agenda at its core. We content that this is, however, a necessity to unlock its potential for hospitality and tourism research. With this special issue on business models in tourism and the review article "Business Models in Tourism: A review and research agenda" (Reinhold et al., 2017), we have attempted to start a conversation on where business model research in tourism stands and clarify some challenges and misconceptions in applying the business model concept as a theoretical lens to study tourism and hospitality research questions. As a guest editorial team, we unite those
doi:10.1055/s-0035-1552900 fatcat:bzhj4luydbh5rfg7e6eemw5g3u