분야
docⅠ.1.Introduction
Ⅰ.2.Rosenbluth International overview
Ⅱ. Digital Revolution Crisis
Ⅱ.1. Basic Business Model of the Traveling Industry
Ⅱ.2. Digital Revolution Crisis
Ⅱ.3. The impacts of crisis
Ⅲ. Changing the Business Model
Ⅲ.1. Comparing leisure travels and business travels
Ⅲ.2. New Business Model of Rosenbluth International
Ⅲ.3. Innovative Information System
Ⅲ.4. Business Process Reengineering
Ⅳ. Result Evaluation
Ⅳ.1. Increase in Sales
Ⅳ.2. M&A
Ⅳ.3. Background of Success
ⅴ.Conclusion
There is endless and enormous amount of pressure constantly put on the firms. If you include even the smallest ones, you could say firms are always and restlessly under pressure and in order to respond to these pressures the firms must constantly think and change. But sometimes there are pressures that a firm cannot control and eventually has to endure. When this happens, in other words, when the pressure is one which cannot be taken care of with the present 'Business Model', we must make a decision. Will we endure it? Or run away from it? Fix and adjust to it? Or start all over?
The target firm we will take a look at today is a firm which overcame such a crisis wisely.
Ⅰ.2.Rosenbluth International overview
Rosenbluth International is a travel agency founded in 1892 in Philadelphia, U.S.A., and according to the data in the year 2000, it was ranked the 3rd in the world traveling market with the sales of 6 billion dollars. In addition, in the year 1998's Fortune Magazine, it was selected as 29th of the 100 firms with most convenient working conditions.
Besides the facts that have been mentioned about this firm, it has an important history of change which we can learn from. We focused on the changing process of this firm beginning from 1994 to 1999 and tried to analyze it broadly.
