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Vertical integration in airline ticket distribution: A transaction cost analysis.

機譯：機票分銷中的垂直整合：交易成本分析。

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This empirical study investigates whether vertically integrated firms perform better operationally than non-integrated firms. The setting is the U.S. airline ticket distribution industry. All U.S. carriers own and operate their own direct distribution channels. Some have formed integrated airline agencies such as Orbitz, a distribution powerhouse, while others still heavily rely on independent representatives (or travel agents managed through contracts) instead of integrated sales forces.;Whether the transaction of ticket distribution should be performed within a firm or across a market has been a long-lasting debate between airlines and travel agencies. To understand what determines where firm boundaries are drawn, transaction cost analysis is performed based on transaction cost economics and vertical integration theory. DEA (data envelopment analysis) is used to assess operational performance by analyzing sixteen years (1992 through 2007) of detailed data. The data is extracted from annual reports of eleven major U.S. carriers on Form 10-K filed with the SEC (U.S. Securities and Exchange Commission) and Form 41 filed with the DOT (Department of Transportation). In addition, Tobit model regression methods are used to test the relationship between distribution efficiency scores obtained from DEA and proposed determinants.;The results reveal that airlines with vertically integrated airline agencies do not necessarily perform systematically better than those without. These findings suggest that the benefit of ownership of the distribution channel cannot improve airline operational efficiency. This empirical work provides evidence to airline ticket distribution's key stakeholders, the airlines, GDS (Global Distribution System) firms, meta online search agents, and travel agents on whether vertical integration decisions are beneficial to their roles in the distribution industry.
機譯：這項實證研究調(diào)查了垂直整合的公司在運營方面是否比非整合的公司更好。設(shè)置是美國飛機票發(fā)行行業(yè)。所有美國運營商都擁有并運營自己的直接分銷渠道。有些人已經(jīng)組建了一家綜合性的航空公司代理機構(gòu)，例如Orbitz，一家發(fā)行公司，而另一些公司仍然嚴重依賴獨立代表（或通過合同管理的旅行社），而不是整合的銷售人員。整個市場上，航空公司與旅行社之間一直存在著長期的爭論。為了了解確定企業(yè)邊界的位置的決定因素，交易成本分析是基于交易成本經(jīng)濟學(xué)和垂直整合理論進行的。 DEA（數(shù)據(jù)包絡(luò)分析）用于通過分析十六年（1992年至2007年）的詳細數(shù)據(jù)來評估運營績效。該數(shù)據(jù)是從11家美國主要承運人的年度報告中提取的，這些報告是通過SEC（美國證券交易委員會）提交的表格10-K和通過DOT（交通運輸部）提交的表格41制成的。此外，使用Tobit模型回歸方法測試從DEA獲得的分配效率得分與提議的決定因素之間的關(guān)系。結(jié)果表明，擁有垂直整合的航空公司的航空公司的系統(tǒng)績效不一定比沒有航空公司的航空公司更好。這些發(fā)現(xiàn)表明，擁有分銷渠道的利益無法提高航空公司的運營效率。這項實證研究為機票分銷的主要利益相關(guān)者，航空公司，GDS（全球分銷系統(tǒng)）公司，元在線搜索代理商和旅行代理商提供了證據(jù)，證明垂直整合決策是否對其分銷行業(yè)的角色有利。

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