Conceptual foundations for understanding smart tourism ecosystems

People often ask others for restaurant recommendations as a way to discover new dining experiences. This makes restaurant recommendation an exciting scenario for recommender systems and has led to substantial research in this area. However, most such systems behave very differently from a human when asked for a recommendation. The goal of this paper is to begin to reduce this gap. In particular, humans can quickly establish preferences when asked to make a recommendation for someone they do not know. We address this cold-start recommendation problem in an online learning setting. We develop a preference elicitation framework to identify which questions to ask a new user to quickly learn their preferences. Taking advantage of latent structure in the recommendation space using a probabilistic latent factor model, our experiments with both synthetic and real world data compare different types of feedback and question selection strategies. We find that our framework can make very effective use of online user feedback, improving personalized recommendations over a static model by 25% after asking only 2 questions. Our results demonstrate dramatic benefits of starting from offline embeddings, and highlight the benefit of bandit-based explore-exploit strategies in this setting.

/pdf/towards-conversational-recommender-systems-t6x4xs04bw.pdf

Towards Conversational Recommender Systems

Setting B2B digital marketing in artificial intelligence-based CRMs: A review and directions for future research

The future success of these systems depends on more than a Netflix challenge.

Recommender systems — beyond matrix completion

This paper aims to research, identify and discuss the benefits and overall role of big data and artificial intelligence (BDAI) in the tourism sector, as this is depicted in recent literature.,A systematic literature review was conducted under the McKinsey’s Global Institute (Talwar and Koury, 2017) methodological perspective that identifies the four ways (i.e. project, produce, promote and provide) in which BDAI creates value. The authors enhanced this analysis methodology by depicting relevant challenges as well.,The findings imply that BDAI create value for the tourism sector through appropriately identified disseminations. The benefits of adopting BDAI strategies include increased efficiency, productivity and profitability for tourism suppliers combined with an extremely rich and personalized experience for travellers. The authors conclude that challenges can be bypassed by adopting a BDAI strategy. Such an adoption will stand critical for the competitiveness and resilience of existing established and new players in the tourism sector.,Besides identifying the benefits that BDAI brings in the tourism sector, the research proposes a guidebook to overcome challenges when introducing such new technologies. The exploration of the BDAI literature brings important implication for managers, academicians and consumers. This is the first systematic review in an area and contributes to the broader e-commerce marketing, retailing and e-tourism research.,本论文旨在研究、指出、和讨论大数据和人工智能（BDAI）在旅游业中的优势和整体作用。这些方面也在近文献中有所提到。,本论文采用系统综述方式, 在McKinsey’s Global Institute方法论的指导下, 确认BDAI可以在四种方面（预测、产出、提高、以及提供）创造价值。我们也通过阐述相关挑战来增强这个分析方法。,本论文结果显示BDAI通过适当的传播方式来为旅游业中创造价值。采用BDAI战略的好处包括：对旅游提供商带来高效、多产、盈利, 以及对旅游者们带来极度丰富和个性化的旅游体验。我们还总结了采取BDAI战略带来的诸多挑战。采用BDAI战略对旅游业中现有和新参与者的竞争力和弹性起到至关重要的作用。,除了指出了旅游业中BDAI带来的优势, 本论文还提出了一个指南, 来指导当新科技被引进时如何克服挑战。本论文通过对BDAI文献的梳理, 其文献综述结果对经理、学者、和消费者都有重要的启示作用。本论文是首篇在BDAI领域的系统综述, 对拓展电子商务营销、零售、和电子旅游科研有着重大贡献。

Artificial intelligence and big data in tourism: a systematic literature review

Inter-organizational systems have significantly been affected by service-oriented architectures (SOA) and Web services - the state-of-the-art technology to implement SOA. SOA is said to enable quick and inexpensive changes of the IT in order to establish new business partnerships or to reflect changes in existing partnerships. However, current approaches to inter-organizational systems focus too much on existing Web Services standards and, thus, on the technology layer. In such an approach the technology drives the business. In this paper we analyze the shortcomings of this bottom-up approach. As an alternative we suggest a top-down methodology where the business requirements drive the technology. This methodology starts off with the business value perspective, leading to a business process perspective and resulting in an IT execution perspective. We do not invent any new approaches on each of these layers, rather we outline how existing approaches are used and combined into a business requirements driven approach to inter-organizational systems.

/pdf/inter-organizational-systems-from-business-values-over-4f3a754fst.pdf

Inter-organizational systems: From business values over business processes to deployment

The United Nation's Centre for Trade Facilitation and Electronic Business (UN/CEFACT) is an e-business standardization body. It is known from its work on UN/EDIFACT and ebXML. One of its on-going work items is the UN/CEFACT modeling methodology (UMM) for modeling global choreographies of B2B scenarios. The goal of UMM is defining a shared business logic between business partners and fostering reuse of standardized process building blocks. The latest UMM version is defined as a UML 1.4 profile. In this paper we introduce the main concepts of UMM to realize its vision. Furthermore, the paper elaborates on the necessary UML meta model work-arounds we – as part of the specification's editing team – took in order to accomplish the B2B requirements. Then we propose a move towards UML 2 that eliminates some of those workarounds.

/pdf/un-cefact-s-modeling-methodology-umm-a-uml-profile-for-b2b-e-30gxvu8awz.pdf

UN/CEFACT'S modeling methodology (UMM): a UML profile for b2b e-commerce

UN/CEFACT's modeling methodology (UMM) is a UML profile for modeling global B2B choreographies. The basic building blocks of UMM are business transactions, which describe the exchange of a business document and an optional response. In addition to these business document exchanges, UMM business transactions mandate business signals that acknowledge the correctness of business documents. It is expected that a business service interface (BSI) on each business partner's side reacts on incoming messages and on messages expected but not received. However the internal orchestration of the BSI is open to interpretations. In this paper we demonstrate an unambiguous mapping from global choreographies described by UMM transactions to a BPEL-based orchestration of the business service interface. It becomes obvious that rather simple looking UMM transactions lead to a more complex message exchange mechanism when implemented on top of Web services.

/pdf/deriving-executable-bpel-from-umm-business-transactions-ik25qe4gkh.pdf

Deriving executable BPEL from UMM Business Transactions

The development of inter-organizational systems requires a well defined development process. UN/CEFACT's Modeling Methodology (UMM) provides such a development process. We served as the editing team of the UMM 1.0 foundation module, which is defined as a UML profile. First experiences of applying UMM in real world projects have disclosed some limitations. Accordingly, we propose integrating new concepts into a new version 2.0 of UMM. In this paper, we show the adapted UMM development process, which is demonstrated by means of a waste management example.

/pdf/the-development-process-of-the-un-cefact-modeling-45fsct4voe.pdf

The development process of the UN/CEFACT modeling methodology

Destinations face the already well known problem of a proper positioning in the electronic market place. This includes, besides other issues, mainly the problem of a sustainable business model and booking support. In this paper the Austrian case is described, which is somehow special since Austria was once a leader in e-tourism, both w.r.t. to academic as well to industrial achievements. However, this has changed over the last years. This change was also recognized by major stakeholders, leading to a study to (a) analyse the current situation, and (b) to identify strategic alternatives as future options. These strategic alternatives were based on the results of a status quo analysis of the national and international e-tourism situation, including a website analysis of national and international tourism organisations, interviews with representatives of Austrian organisations and an analysis of IT trends relevant to the tourism industry. The paper describes the results of these analyses, specifies the problem and, finally, presents the identified alternatives. Regarding the latter, the focus is on the description of a so-called “open service platform”, which contains means to support cooperation, online distribution, innovation as well as research.

/pdf/strategic-e-tourism-alternatives-for-destinations-2s7ydknp43.pdf

Strategic E-Tourism Alternatives for Destinations

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