Keywords
online tourism platforms
revenue structure
digital tourism
commission-based model
subscription economy
platform economy
How to Cite
Abstract
This study comprehensively examines the monetization models and revenue structures of online travel platforms (OTPs) operating in the global digital tourism market. The relevance of this research is driven by the rapid digitalization of the tourism industry and the need to understand revenue generation mechanisms in an increasingly competitive environment. Using a mixed methodological approach combining financial analysis of 45 major online travel agencies and platform operators with survey data from 380 tourism enterprises across various regions worldwide, the study identifies and systematizes five dominant monetization models: commission-based, subscription-based, freemium, marketplace, and hybrid. Each model possesses unique characteristics, advantages, and limitations. Quantitative analysis reveals that commission-based models generate the highest average revenue per transaction (ARPT = $ 18.47), while subscription-based models demonstrate superior customer lifetime value (CLV = $ 847), ensuring more stable and predictable cash flows. An econometric model using fixed-effects panel regression shows that platform diversification (β = 0.412, p < 0.01) and technological integration (β = 0.298, p < 0.01) have a statistically significant positive impact on revenue sustainability. Industry development forecasts through 2028 suggest continued intensive growth of hybrid monetization models with an expected compound annual growth rate (CAGR) of 14.7 % for platforms successfully combining commission and subscription elements. Practical and managerial recommendations emphasize the critical importance of adaptive revenue generation strategies, customer-centric value propositions, and continuous technological modernization in the dynamically evolving digital tourism ecosystem.
References
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1. Gretzel, U., Werthner, H., Koo, C., Lamsfus, C. (2015). Conceptual foundations for understanding smart tourism ecosystems. Computers in Human Behavior, 50, 558–563.
2. Osterwalder, A., Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken: John Wiley & Sons.
3. Rochet, J.C., Tirole, J. (2003). Platform competition in two-sided markets. Journal of the European Economic Association, 1(4), 990–1029.
4. Srnicek, N. (2017). Platform capitalism. Cambridge: Polity Press.
5. Standing, C., Tang-Taye, J.P., Boyer, M. (2014). The impact of the Internet in travel and tourism: A research review 2001–2010. Journal of Travel & Tourism Marketing, 31(1), 82–113.
6. Online travel market worldwide – Statistics & facts. URL: https://www.statista.com/topics/2704/online-travel-market/ (Accessed on January 10, 2026).
7. Täuscher, K., Laudien, S.M. (2018). Understanding platform business models: A mixed methods study of marketplaces. European Management Journal, 36(3), 319–329.
8. Teece, D.J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.
9. Travel and Tourism Development Index 2024. Geneva: World Economic Forum.
10. Jafarova, K.K. (2025). Mechanism of digital technologies’ impact on regional tourism competitiveness: Analysis and forecasting model. American Journal of Social and Humanitarian Research, 6(12), 2827–2832.
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