旅行業의 危機管理를 통한 經營成果 提高에 관한 硏究

Abstract

The environmental factors surrounding the recent tourist industry are largely external factors, which are the spread of diseases and economic instability. Fluctuations of the international oil price and exchange rate, political regulations, etc could exist, and internally, cutthroat competitions among companies in the same business, abolition of airlines’ mileage system that gives diversification of earnings structure with similar businesses, etc the environment the recent tourist industry is facing. At this point, establishment of crisis management system has been conducted in order to derive an agreement that the system could have direct influences on competitive superiority and management accomplishments of the tourist industry. Based on the issue being suggested, this study conducted document researches and empirical researches simultaneously, and on a theory study, crisis factors of the tourist industry and a theoretical stage of crisis management were arranged.

Based on a theoretical inquiry, an empirical analysis was conducted by acquiring 310 copies of valid samples from employees working at travel agencies in Seoul. By conducing frequency, factor, dispersion, and regression analysis using a statistic program of SPSS/WIN 15.0, the following results were obtained. First, the crisis factors that could occur most frequently in the tourist industry could be categorized according to the frequencies. Thus, it is meaningful that this study could be used as basic data to prepare and react by preferentially considering possibilities of these crisis factors’ occurrences. Second, at this time, when the current tourist industry is suffering a significant crisis as the demand for genuine tourism has bee decreased excluding mandatory overseas business trip due to the spread of Novel Influenza A, it is regarded that grasping the tourist industry’s crisis statues was timely. In other words, on an item related to existence or nonexistence of crisis management manuals, 60 % of the respondents responded that there are crisis management manuals, but they handle investment or plans to prepare for the future’s crisis insufficiently, and for crisis travel agencies face, all employees want to know about them, and hope to have trainings or education to handle the crisis regularly. Also, the respondents responded that countermeasures for external and internal crisis factors have to be made separately, and preparing concrete plans for crisis situations was also suggested. Third, what were obtained from hypothesis verification of the tourist industry are; if external crisis factors occur frequently, reduced management, dispersed management, and selection of alternatives were statistically significant from the empirical analysis result that there are differences in crisis management activities according to frequency of crisis factor’s occurrences. For to the tourist industry’s internal financial crisis factors’ occurring frequency, reduced management, dispersed management, and selection of alternatives were statistically significant. For the tourist industry’s internal, non-financial crisis factors’ occurring frequency, evasion, reduction, dispersion, transfer, selection of alternatives activities were all significant statistically. These will be standards for preparing alternatives for appropriate crisis management activities by examining types of crisis management according to occurring frequency, and will eventually play positive roles in overcoming the managerial loss and crisis of the tourist industry. Fourth, crisis management activities will be developed according to the degrees of crisis awareness, in other words, awareness on importance, awareness on immediateness, and awareness on uncertainty. Except for supernatural catastrophes, it is a deplorable fact that members of the tourist industry will take all efforts to find alternatives to overcome the crisis. In the end, it can be considered that subjective awareness that can be viewed differently according to individuals’ mental or psychological states that can be excluded when measuring objective crisis can be viewed mutually. Lastly, crisis management of the tourist industry ultimately has influences on manageability and profitability, which emphasizes that crisis management of the tourist industry can be a prerequisite factor in order to secure competitive superiority in the tourist industry. The limitations of this study are: First, this study could not suggest synthetic crisis management alternatives due to limitations of inability to handle risk factors of the tourist industry as a whole. Second, detailed follow-up studies on crisis factors are required. In the current circumstance where the tourist industry’s environment changes constantly, internal crisis factors could emerge in various forms. These would have to be studied in follow-up studies. Third, qualitative studies on comparative studies and cases of overcoming through overseas cases related to the tourist industry’s crisis management would be required. Lastly, although this study was started from an objective of studying schemes to overcome as the recent tourist industry has been contracted too much, suggesting substantial alternatives based on sufficient theory studies had to be left for follow-up studies due to lack of study data in the similar fields and studies on crisis management of tourist service in the process of the study.