A Proposed Enriched Travel Agencies’s Competencies Frameworks for Implementations: A Case Study of West Lake, Hangzhou, China

In recent years, the tourism industry has undergone a profound transformation from traditional standardized services to more flexible, intelligent and emotional service forms. Although existing studies have explored competency improvement in tourism, they mostly focus on single elements and lack a systematic competency framework for travel agencies. Based on this, this study focuses on six key competency dimensions of travel agencies to construct a systematic framework for competency enhancement and provide theoretical support for empirical research.

Travel agencies play a central role in the tourism industry by linking supply and demand, and their competencies are closely related to service quality, operational efficiency, and market competitiveness [5, 6]. Against the backdrop of the accelerated digital transformation of the tourism industry and the diversification of tourist demands, traditional intermediary-based models are becoming less competitive [7]. Research shows that competencies not only affect the adaptability and resilience of enterprises in highly uncertain environments, but also are significantly related to the stability of customer relationships and brand loyalty [8]. Meanwhile, with the popularization of digital technologies such as customer relationship management (CRM) systems, AI recommendations, and big data analysis, the management approaches of travel agencies are also evolving.

In the research of tourism and hospitality management, PKS are widely regarded as one of the core competencies affecting customer satisfaction, service quality, and organizational performance. This concept usually refers to the comprehensive professional competencies that employees should possess in actual service scenarios, including mastery of job knowledge, operational skills, interpersonal communication, cross-cultural understanding, as well as flexibility and judgment in dealing with emergencies [9-11]. Baum [12] pointed out that in the tourism industry, which is highly dependent on human interaction, employees’ PKS not only affect the delivery of service quality, but also serve as a key bridge connecting customer expectations with the realization of enterprise value. Kusluvan et al. [13] further emphasized that employees must not only have standardized operational skills but also possess comprehensive competencies to deal with diverse customer needs and cross-cultural communication scenarios.

MC as a core competency requires travel agencies to shift from “telling customers” to “interacting with customers and co-creating experiences”, establishing a communication system that covers the entire journey, enables real-time responses, and integrates multiple communication channels [2, 14]. Hudson and Thal [15] emphasized that effective communication lies not only in conveying product information but also in deeply understanding customer needs, presenting cultural characteristics of the destination, and creating emotional resonance, thereby influencing travel decisions. Integrated Marketing Communication (IMC) emphasizes unified, coordinated, and customer-centered communication across websites, social media, online travel agency (OTA) platforms, and offline channels [16].

Against the backdrop of the continuous growth in the demand for travel service in the tourism industry, "Organizational Management" is increasingly regarded as the key foundation supporting the smooth operation of service, the rational allocation of resources and the rapid response to customer demands. Simply speaking, OM is a systematic process in which an enterprise sets up a clear internal structure, coordinates different departments, clarifies the division of responsibilities, ensures smooth information flow and supervises the execution of tasks in order to achieve the established goals [17, 18]. Daft [19] pointed out that whether an organization is efficient depends not only on whether it has a standardized management structure, but also on whether it can effectively guide the behavior of employees, promote communication and collaboration among departments, and respond flexibly in the face of complex or sudden service scenarios.

In the tourism service industry, especially in the operation of travel agencies, T is generally regarded as the core ability to ensure service consistency, improve operational efficiency, enhance customer experience and promote innovation [20, 21]. The business processes of travel agencies often span multiple departments and positions, including product design, marketing promotion, sales booking, customer service, and supply chain management. The essence of effective teamwork lies in sharing common goals, mutual trust among team members, and having an open and continuous information exchange mechanism [22]. The team effectiveness model proposed by Salas et al. [21] emphasizes that communication, coordination, trust and shared goals are the core process elements driving team performance.

In the highly uncertain and competitive environment of the tourism industry, SA is gradually regarded as a key ability for travel agencies to maintain a competitive edge. Lu and Ramamurthy [23] pointed out that SA can not only help enterprises respond promptly in the face of emergencies, but also enhance the resilience and long-term performance of the organization through continuous adjustment and optimization. Overby et al. [24] further pointed out that to achieve this, within enterprises, there need to be flexible workflows, smooth cross-departmental collaboration mechanisms, and authorization systems that enable front-line personnel to make quick decisions.

This study focuses on six core competencies essential for travel agency competencies, namely PKS, TM, MC, OM, T, and SA. It explores how these competencies interact and complement each other to enrich the competencies of travel service within the context of West Lake, Hangzhou.

Guided by three central research questions, the study collected data through a combination of questionnaire surveys and in-depth interviews, ensuring both breadth and depth of evidence. A mixed-methods approach was adopted, integrating quantitative and qualitative analysis methods, including descriptive statistics, Priority Needs Index (PNI) analysis, and content analysis. Based on these analyses, the study proposed a systematic competency framework tailored to the operational realities of local travel agencies. Based on the above theoretical analysis, this study has constructed a conceptual framework for the core competitiveness of travel agencies, which consists of six core dimensions. The overall research framework is shown in Figure 1.

4.1 Quantitative analysis — Sample profile and measurement quality

The quantitative phase of this study collected data from four travel agencies in the West Lake area, targeting both department managers and frontline employees. A total of 409 valid questionnaires were obtained, covering six competency dimensions: PKS, TM, MC, OM, T, and SA.

In terms of sample characteristics, the respondents were mainly female (58.44%), with subordinates accounting for 90.95% of the total sample. Most participants had 1–10 years of work experience (77.75%), and the dominant age group was 26–35 years old (42.05%), indicating a relatively young and experienced workforce. In terms of education, 66.50% of respondents held a bachelor’s degree or above, reflecting a generally well-educated sample. The sample was distributed across four travel agencies, with Agency A accounting for the largest proportion (40.34%).

To ensure measurement quality, the study applied pilot testing, IOC evaluation, and reliability testing. The IOC results confirmed strong content validity, with all items exceeding the acceptable threshold. Reliability analysis showed that Cronbach’s Alpha values ranged from 0.795 to 0.956, indicating high internal consistency of the measurement scale. These results confirm that the questionnaire is both reliable and valid for further analysis.

4.2 Quantitative analysis — Priority Needs Index modified results

This study applied descriptive statistics and the PNI Modified to examine the gap between current and preferred competencies across six dimensions. Descriptive results show that employees’ current competency levels are generally at a medium-to-above-average level, while expected competencies are significantly higher, indicating strong development expectations across all dimensions.

Among the six dimensions, TM shows the largest competency gap (E–P = 1.47), followed by SA (1.34) and OM (1.23). In contrast, PKS (0.93) and T (0.99) show relatively smaller gaps, indicating more stable development at the individual level.

The PNI Modified results further clarify improvement priorities. TM ranks first (PNI = 0.47), indicating the most urgent need for improvement, particularly in system operation, digital tools, and technical support. SA ranks second (PNI = 0.42), reflecting strong demand for rapid response and adaptive service capability. OM (PNI = 0.38) shows moderate priority, highlighting the need for improved coordination and process efficiency. MC (PNI = 0.34) represents a mid-level improvement need, focusing on communication effectiveness and customer interaction. T (PNI = 0.28) and PKS (PNI = 0.27) show relatively lower urgency, suggesting these areas are relatively stable but still require gradual enhancement. As shown in Table 3, descriptive statistics, competency gaps, modified PNI scores and priority rankings for the six competency dimensions are summarized using data from 409 valid respondents.

Table 3. Descriptive Statistical results for each dimension and the priority need index (n = 409)

4.3 Qualitative findings: From experience fragments to well-being meaning

The qualitative phase of this study explored how managers and frontline employees perceive competency enrichment across six dimensions: PKS, TM, MC, OM, T, and SA. A total of 12 participants (4 managers and 8 subordinates) from four West Lake travel agencies were interviewed through semi-structured interviews conducted. Using inductive content analysis with a three-coder triangulation process, 18 initial themes were generated and further synthesized into six core competency categories. The analysis produced three key outputs, including transcribed interview data, coded thematic structures, and triangulated interpretations validated through expert discussion, ensuring analytical rigor and credibility.

The thematic analysis reveals a coherent and systematic structure of competency perceptions. In terms of PKS, employees emphasized experiential learning, professional knowledge accumulation, and customer response capability as the foundation of service performance, while also highlighting the need for more systematic training and structured capability development. For TM, findings show that although digital systems support operational efficiency and traceability, issues such as system usability limitations and fragmented data integration hinder effective decision-making and frontline efficiency. These constraints reflect a gap between technological design and practical workflow requirements.

Table 4. Summary of the qualitative results of the three coders

In MC, employees identified significant variation in communication styles, content completeness, standardization, and communication quality. While communication is widely recognized as central to customer satisfaction and trust building, inconsistent practices often lead to misunderstandings and reduced service reliability. Similarly, OM is characterized by relatively clear role division but limited process flexibility and insufficient management support in dynamic situations. Employees highlighted the need to better balance standardization with flexibility, supported by clearer authority structures and stronger coordination mechanisms. In addition, T is generally strong in terms of cooperation willingness, but inefficiencies arise due to delayed interdepartmental communication, fragmented information flow, and the absence of formal collaboration mechanisms.

Finally, SA emerges as a critical but underdeveloped competency. Employees frequently rely on experiential and ad-hoc responses when handling emergencies, such as sudden customer requests or environmental disruptions. While this approach enables basic problem-solving, respondents consistently emphasized the need for structured contingency plans, clearer authorization mechanisms, and standardized response procedures to improve responsiveness and reduce operational pressure. Overall, the qualitative findings indicate that travel agencies are currently transitioning from experience-driven practices toward more system-supported competency development.

The results demonstrate that competency enrichment is perceived as a multi-level process involving individual capability enhancement, technological system optimization, communication improvement, organizational restructuring, strengthened teamwork mechanisms, and improved SA. These findings provide a solid qualitative foundation for interpreting the quantitative gap analysis and support the development of an integrated competency framework for West Lake travel agencies. Table 4 summarizes the qualitative coding outcomes independently generated by three coders for the interview data.

4.4 Mixed-methods integration and Delphi validation

This study integrates quantitative and qualitative findings to develop a comprehensive understanding of competency gaps in West Lake travel agencies. The quantitative results, based on PNI Modified analysis, identify priority areas for improvement across six competency dimensions, while qualitative findings provide contextual explanations through employee experiences and thematic patterns. The juxtaposition of both datasets enhances the robustness and interpretive depth of the results, ensuring that statistical trends are supported by practical insights.

To further validate the proposed competency framework, a two-round Delphi method was conducted with seven experts from academia, industry, and human resource management. In the first round, results showed varying levels of agreement across dimensions. SA (μ = 4.86, σ = 0.38) and OM received high consensus, while TM and PKS showed greater divergence, indicating the need for clarification and refinement.

After revising and refining the competency definitions, the second round achieved strong consensus, with all dimensions scoring above 4. 0 and standard deviations below 0.55. TM (μ = 4.71) and T and execution ability (μ = 4.57) showed particularly high agreement. These results confirm that the final competency framework is both theoretically sound and practically applicable, providing a reliable foundation for competency enhancement in travel agencies. The statistical results of expert ratings for the two rounds of Delphi consultation are detailed in Tables 5 and 6.

In conclusion, based on the integration of quantitative PNI analysis, qualitative interview findings, and two rounds of Delphi expert validation, this study developed a comprehensive travel agency competency framework consisting of six dimensions: technical resource utilization and management, SA and responsiveness, organizational and process management, communication and customer interaction, teamwork and execution, and knowledge application and development. The framework is grounded in empirical evidence and refined through expert consensus, ensuring both theoretical rigor and practical applicability. Each dimension represents a key aspect of travel agency operations, ranging from technological support and organizational structure to customer interaction and employee capability development. Overall, the framework demonstrates strong logical coherence and high expert agreement, providing a systematic foundation for understanding and improving competency development in travel agencies. This study further constructs a targeted improvement implementation path for local travel agencies, namely the Strategic Execution Model of Improvement Program for Travel Agencies in West Lake, China, as visualized in Figure 2.