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Journal articles on the topic 'Destination management'
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1
Ryglová, K. "Destination management." Agricultural Economics (Zemědělská ekonomika) 54, No. 9 (September 24, 2008): 440–48. http://dx.doi.org/10.17221/2703-agricecon.
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This paper deals with the problems of destination management. It focuses on describing the crucial principles of destination management and consecutively on proving the functionality of these principles in practice in an area with a high potential for tourism development. In the selected South-Moravian region (JMK), we have explored whether an existing organization of destination management can be found in this region (DMC Destination Management Company) and to which extent it participates in the management and efficient development of tourism. To reach the set targets, we have used a secondary analysis of current data, a depth interview with a destination agency manager and an orientation questionnaire survey among business subjects. The results have shown that the level of cooperation between the destination agency in the JMK and the subjects of tourism is not on such a level and not as intensive as proclaimed by the South-Moravian Tourist Authority (CCRJM – the organization established with the aim of destination management in the JMK). For example, 50% of the addressed subjects have not been aware of the existence of this organization and only 10% of the companies have been addressed to cooperate with the CCRJM. The insufficient cooperation of public and private sectors appears to be the weakest segment. This causes an inconsistent presentation and isolation in preparing projects for the region development. It is the task for destination management, a new organization of tourism, to find the way how to cope with these difficulties and how to make the JMK a unified and quality destinations that would be attractive for tourists.
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Čavlek, Nevenka, Chris Cooper, Vanja Krajinović, Lidija Srnec, and Ksenija Zaninović. "Destination Climate Adaptation." Journal of Hospitality & Tourism Research 43, no. 2 (August 17, 2018): 314–22. http://dx.doi.org/10.1177/1096348018793507.
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A key element in the product mix of destinations is climate. Climate represents a critical part of a destination’s economic and resource base such that changes in climate will trigger human responses in terms of demand and the type of activities that the climate will support. This threatens the competitiveness, sustainability, and economic viability of destinations. This research note focuses on destination adaptation to climate change that is anticipatory not reactive, based on projecting future climate scenarios for a destination and then assessing the tourism products that the future climate will support. It outlines an original data-driven approach to adaptation that is generalizable to other destinations. The research note describes an exploratory research collaboration in Croatia between tourism and climate scientists that allows, first, the modeling of a destination’s projected climate conditions and, second, the products and activities that can be supported by these climate scenarios using climate indices for tourism.
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Dania, Tomáš, Kateřina Mlejnková, and Ida Rašovská. "Quality Destination Management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 67, no. 4 (2019): 1027–37. http://dx.doi.org/10.11118/actaun201967041027.
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Tourism is recognized as a significant industry worldwide, a key sector and source of development and income in several countries. The article focuses on quality management in tourist destinations in the Czech Republic. The overall objective of the present study is to uncover the evaluation of destination management by tourist organisations. Hence, the importance of destination management for each organisation based on the model of excellence EFQM (European Foundation for Quality Management) is evaluated. Moreover, the article highlights and assesses the difference between organisations which possess a certificate of quality and those which do not. Furthermore, the findings of the research, the data for which were collected from respondents at tourism organisations in the Czech Republic, can be used for assessing the competitiveness of destinations and for recommendations for sustainable development in the future.
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Fyall, Alan, and Brian Garrod. "Destination management: a perspective article." Tourism Review 75, no. 1 (August 30, 2019): 165–69. http://dx.doi.org/10.1108/tr-07-2019-0311.
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Purpose Destinations are focal points for tourist activity and thus for the study of tourism. They are, however, notoriously difficult to manage due to their complex systems of stakeholders. Such complexity implies that destinations are driven by a wide range of forces in their internal and external environments. The purpose of this paper is to highlight the diversity and depth of the challenges at play in destination management and, in doing so, review the primary contributions in the field. Design/methodology/approach This is a "perspective" paper (i.e. critical literature review). Findings The study of destinations remains an area of active research interest, with the many challenges that arise from within and external to destinations offering much food for thought with respect to their longevity as viable, sustainable and competitive places for tourists to visit. For the future, the need to view destinations as part of a wider system is paramount with them being inescapable from debates on urban planning, economic inequality, transportation and housing and the omnipresence of all things “smart”. Such debates need to incorporate both tourists and resident communities, as the well-being and quality of life of both groups is under threat in many destinations, particularly heritage and culturally rich city destinations around the world, where the term “overtourism” is increasingly heard. Research limitations/implications This study has implications for the integrated and more holistic management of tourist destinations. Practical implications This is a "perspective" paper, so it does not offer individual practical implications for destinations. Moreover, it offers a concise and precise summary of core studies in the field and provides a platform for a more future-looking critical debate on the sustainable management of tourist destinations. Social implications Looking ahead, destinations need to be considered as part of a wider system, one that is inclusive of urban planning, economic inequality, transportation and housing, and “smart” initiatives among others. Most importantly, the views of tourist and resident communities need to be considered and incorporated into future planning at the destination level with wellbeing and quality of life indicators being used to identify the real benefits of tourism to both communities. Originality/value Integrated and holistic forms of destination management is the way forward, with the exponential growth of technology, as well as the need to manage the exchange of knowledge and data at the destination level, critical to the sustainability of the competitive destination long into the future.
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Zehrer, Anita, Frieda Raich, Hubert Siller, and Franz Tschiderer. "Leadership networks in destinations." Tourism Review 69, no. 1 (April 14, 2014): 59–73. http://dx.doi.org/10.1108/tr-06-2013-0037.
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Purpose – Co-operation activities play a central role for the development of a tourism destination, and require a co-operative approach among numerous different actors to manage and market a tourism destination. This paper aims to describe the characteristics of leadership networks in tourism destinations and their impact on destination development. Design/methodology/approach – The paper discusses network relationships of destination leaders, as in their collectivity, leaders shape and influence the destination's core services, strategic orientation and innovation capability. The research is based on the examination of relevant literature and a quantitative survey conducted in five selected tourism destinations in the Tirol, Austria. Findings – The article discusses leadership networks in community-structured destinations, providing insights into its organizational structure and dynamic behaviour. Moreover, the paper illustrates the network characteristics and its influence on the development of the tourism destination. Thus, implications for destination management can be derived. Originality/value – Discussions on leadership have usually been limited to firms and have not yet fully embraced the network and destination level. The originality of the paper is to provide insights in destination leadership and networking activities of leaders within destinations by means of a quantitative approach and thus adds to the growing body of literature on the functionalities of destination leadership networks, their structures and mechanisms.
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Abiola-Oke, Elizabeth, and T. O. Fakokunde. "Effect of Destination Brand on Destination Competitiveness in Southwest Region of Nigeria." International Journal of Hospitality and Tourism Studies 3, no. 1 (June 2022): 10–19. http://dx.doi.org/10.31559/ijhts2022.3.1.2.
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The image and competitiveness are essential aspects to its promotion and continuous existence in the marketplace. Both destination competitiveness and its brand image are individual concepts with significant influence on the destination. Hence this study is focused on how destination brand image can influence the competitiveness of a destination. To carry out this study, six destinations of the South-West region of Nigeria were the study area, and with the aid of a structured questionnaire, the data was collected. A total of 1530 questionnaires were distributed in the various attractions of the destinations, 1008 was recovered. From the analysis of the data through Structural equation Modelling, Path analysis, it was discovered that destination brand image does have a significant effect on the destination's competitiveness. Therefore, it is concluded that management organizations should give adequate attention to the brand image as it plays a significant role in the competitiveness of a destination.
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Berc Radišić, Branka, and Biljana Mihelić. "THE TOURIST DESTINATION BRAND." Tourism and hospitality management 12, no. 2 (December 2006): 183–89. http://dx.doi.org/10.20867/thm.12.2.16.
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Through its growing importance to tourism, the tourist destination is increasingly attracting the attention of researchers and tourism managers. The rationale lies in efforts to gain deeper insight into travel motivations and tourist demands and needs. In destinations, tourists can meet many of their needs, above all, the need for leisure and entertainment. Comfortable accommodations, recreation services and facilities, natural and cultural sights, as well as various entertaining events make the destination attractive to tourists. In competing, the destination that has a more organised offering and an established image of the market will have a higher degree of success. The best way to express a destination’s identity is through a well-crafted umbrella brand. This type of brand allows the promotion of all of the destination’s tourism supply providers, as well as their joint tourism product, on the market.
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Ceylan, Demet, Beykan Cizel, and Hatice Hatice. "The symmetric and asymmetric impacts of cognitive attitude components on overall mass tourism destination image: gender comparison." European Journal of Tourism Research 28 (March 15, 2021): 2805. http://dx.doi.org/10.54055/ejtr.v28i.2250.
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Mass tourism has become the preferred travel type for millions of people. All-inclusive (AI) initially emerged as an accommodation type for mass tourism destinations but has evolved to become its own form of tourism. Factors motivating tourists towards a mass-tourism destination offering all-inclusive products may vary according to market segments and demographic attributes. Research shows that cognitive factors that affect a destination’s image, which is one factor that attracts tourists, are not symmetrical in all cases. This study examines the effect of cognitive attitude components on the general destination image perception of tourists by using Asymmetric Impact-Performance Analysis (AIPA) to assess Antalya, a prominent AI mass-tourism destination. Regression analysis results provide important insights for destination management organisations (DMO) by classifying the asymmetric effects of each destination’s cognitive attitude component on overall destination image perception, according to gender.
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Bagarić, Lidija, and Danko Žitinić. "Competitiveness of Kvarner region: challenges for destination management and branding." Tourism and hospitality management 19, no. 2 (December 10, 2013): 217–31. http://dx.doi.org/10.20867/thm.19.2.5.
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Purpose – Tourism demand for destinations, services and facilities is changing rapidly and only the destinations with high adaptability can expect to survive. Tourists prefer destinations with strong brands that guarantee a high level of service quality and are prepared to pay for it. Design – This study designs to determine that destination has to recognize the importance of tourism, but, as a brand, Kvarner is not distinctive enough. Based on its natural beauty, rich heritage and its vicinity and accessibility to a large part of Europe, it has the potential of becoming a leading destination. Methodology – Research was carried out in accordance with the Integrated Model of Destination Competitiveness based on 85 indicators. Various statistical methods like T-test, Wilcoxon signed rank test and Shapiro-Wilk test were used. Approach – The research was conducted using a questionnaire, through a dissemination of emails and personal interviews with tourist officials and people involved in the development of tourism in the Kvarner area. Findings – This study finds that destination management is the weak point of destination competitiveness and hypotheses that resources strongly support the overall competitiveness of destination Kvarner, than the elements of destination management and that destination brand is not sufficiently distinctive are confirmed. Originality of the research – This study provides valuable information and comparable data about competitiveness of Kvarner destination and points at brand influence on destination competitiveness.
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Magaš, Dragan, and Lorena Bašan. "TOURISM DESTINATION MANAGEMENT COMPANY (DMC): A CENTRAL ACTOR OF A DESTINATION AS A MILIEU." Tourism and hospitality management 13, no. 3 (2007): 615–26. http://dx.doi.org/10.20867/thm.13.3.8.
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Today in Croatia, discordant views can be encountered at local and regional levels regarding responsibilities for the development of towns, municipalities and counties as tourism destinations. This underlines the necessity of establishing a superior tourism organisation that would integrate the interests of local authorities, tourism organisations, tourism supply providers and residents, and that would, on the one hand, possess the legitimate authority, knowledge and vision needed for destination development, while, on the other hand, it would be accountable for the destination’s development.
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Ye, Sheng, Julie A. Lee, Joanne N. Sneddon, and Geoffrey N. Soutar. "Personifying Destinations: A Personal Values Approach." Journal of Travel Research 59, no. 7 (October 23, 2019): 1168–85. http://dx.doi.org/10.1177/0047287519878508.
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In this article, we examine whether tourists ascribe value priorities to destinations in a way that is consistent with the structure of the Schwartz theory of human values. In study 1, we test a new measure of destination values to elicit tourists’ perceptions of the values of a recent memorable holiday destination and whether these values reflect their holiday experiences. In study 2, we use the same measure to elicit tourists’ perceptions of four popular international destinations (London, New York, Paris, and Bangkok) and examine whether person–destination values congruence influences visit intentions. Across both studies we show that tourists’ perceptions of a destination’s values share a common structure consistent with values theory, but they differ widely in the value priorities they ascribe to destinations. We also found that destination values reflect tourist’s value-expressive holiday experiences and that self-congruity was associated with intentions to visit a destination.
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Tanrisevdi, Abdullah, Osman Nuri Ozdogan, Vedat Acar, and Sibel Kilicdere. "Destination management: Right or wrong measures." Journal of Global Business Insights 6, no. 1 (March 2021): 1–21. http://dx.doi.org/10.5038/2640-6489.6.1.1137.
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Planning studies are important for the competitiveness of destinations and their actions with the principles of sustainability. Kuşadası and Didim, which have been among the most important mass tourism destinations in Turkey since 1960, have also long experienced common problems such as lack of coordination, environmental and infrastructural problems, and a lack of an integrated destination approach. Although a series of initiatives have been attempted to solve these problems—with a series of initiatives and good intentions—these initiatives have ultimately failed to achieve their outcomes. The current study aims to present the problems faced with destination management in both destinations. Specifically, it explains the whole process of destination management, including an attempt to guide and play a mediating role for stakeholders through a participatory approach. Therefore, revealing salient problems experienced in both destinations and preparing action plans for the solution of these problems are possible. The research is based on qualitative data from key stakeholders and opinion leaders. The process of data collection took almost two years, including one kick-off meeting, four workshops, and five mini-meetings. In addition, seven in-depth interviews were carried out to follow up on the outcomes. Although common problems such as lack of cooperation, coordination, budget, qualified workforce, infrastructure, and promotion have been identified, establishing a coordination platform and preparing action plans seems to remain remote. Therefore, despite all efforts, attempts at management planning may be regarded as an example of destination management failure.
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Chin, Chee-Hua, May-Chiun Lo, and T. Ramayah. "Rural Tourism Sustainable Management and Destination Marketing Efforts: Key Factors from Communities’ Perspective." Journal of Sustainable Development 9, no. 4 (July 30, 2016): 179. http://dx.doi.org/10.5539/jsd.v9n4p179.
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Rural tourism is seen as a potential sector in promoting country to the world and at the same time generates incomes to local communities. However, due to the lucrative economic benefits, tourism destination’s sustainability and quality of services is often being ignored. Thus, this study highlights the importance of sustainable management and destination marketing efforts in rural tourism destinations with identified significant contributively factors from local communities’ perspective. A total of 168 respondents comprising of local communities from <em>Kampung Telaga Air</em> and <em>Kampung Semadang</em>, Kuching, Sarawak took part voluntarily in this study. To assess the developed model, SmartPLS 2.0 (M3) is applied based on path modelling and bootstrapping. Interestingly, the findings revealed that local communities believed factors like climate change, carrying capacity of a destination, and environmental education are significantly affect both tourism destination sustainable management and destination marketing efforts. Furthermore, community support is also found to be important too for tourism destination marketing efforts. Surprisingly, community support was found no relations with destination sustainable management from local communities’ point of view. This study further discussed on the implications of the findings, limitations, and direction for future research.
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Kovačević, Zoran, and Senka Šekularac-Ivošević. "Management Framework for Sustainable Nautical Destination Development: The Case of Montenegro." Sustainability 14, no. 18 (September 13, 2022): 11476. http://dx.doi.org/10.3390/su141811476.
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This paper examined ten main components of a nautical destination and the level of satisfaction with them by the nautical tourists visiting Montenegro. The goal is to propose the strategic management directions for sustainable development of Montenegro as an attractive, new Adriatic and Mediterranean nautical destination. A sample of 609 nautical tourists was examined on different dimensions of Montenegro as a destination; their obtained responses used exploratory factor analysis. All categories of respondents expressed the greatest level of satisfaction with the natural beauties of Montenegro, while being least satisfied with the nature protection. Given that strategic decision-makers are still in the process of considering the options for the development of the researched destination, and that foreign investors have recognised its attractiveness, this paper aims to offer to all stakeholders—the central government, local self-governments, investors, managers and tourism organisations—a framework for sustainable nautical destination management. The survey focuses on satisfaction defined quite broadly, since the aim is to gain an insight into crucial elements threatening the destination’s sustainability to be able, in the next steps, to examine the specificities of the problems detected. An added value is the applicability to similar nautical destinations, which very much like Montenegro, invest considerable efforts in boosting the development of this segment of tourism supply.
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Mariani, Marcello, Stefano Bresciani, and Giovanni Battista Dagnino. "The competitive productivity (CP) of tourism destinations: an integrative conceptual framework and a reflection on big data and analytics." International Journal of Contemporary Hospitality Management 33, no. 9 (April 9, 2021): 2970–3002. http://dx.doi.org/10.1108/ijchm-09-2020-1102.
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Purpose The purpose of this study is twofold. First, this study elaborates an integrative conceptual framework of tourism destination competitive productivity (TDCP) by blending established destination competitiveness frameworks, the competitive productivity (CP) framework and studies pertaining to big data and big data analytics (BDA) within destination management information systems and smart tourism destinations. Second, this study examines the drivers of TDCP in the context of the ongoing 4th industrial revolution by conceptualizing the destination business intelligence unit (DBIU) as a platform able to create sustained destination business intelligence under the guise of BDA, useful to support destination managers to achieve the tourism destination’s economic objectives. Design/methodology/approach In this work, the authors leverage both extant literature (under the guise of research on CP, tourism destination competitiveness [TDC] and destination management information systems) and empirical work (in the form of interviews and field work involving destination managers and chief executive officers of destination management organizations and convention bureaus, as well as secondary data) to elaborate, develop and present an integrative conceptual framework of TDCP. Findings The integrative conceptual framework of TDCP elaborated has been found helpful by a number of destination managers trying to understand how to effectively and efficiently manage and market a tourism destination in today’s fast-paced, digital and hypercompetitive environment. While DBIUs are at different stages of implementation, often as part of broader smart destination initiatives, it appears that they are increasingly fulfilling the purpose of creating sustained destination business intelligence by means of BDA to help tourism destinations achieve their economic goals. Research limitations/implications This work bears several practical implications for tourism policymakers, destination managers and marketers, technology developers, as well as tourism and hospitality firms and practitioners. Tourism policymakers could embed TDCP into tourism and economic policies, and destination managers and marketers might build and make use of platforms such as the proposed DBIU. Technology developers need to understand that designing destination management information systems in general and more specifically DBIUs requires an in-depth analysis of the stakeholders that are going to contribute, share, control and use BDA. Originality/value To the best of the authors’ knowledge, this study constitutes the first attempt to integrate the CP, TDC and destination management information systems research streams to elaborate an integrative conceptual framework of TDCP. Second, the authors contribute to the Industry 4.0 research stream by examining the drivers of tourism destination CP in the context of the ongoing 4th industrial revolution. Third, the authors contribute to the destination management information systems research stream by introducing and conceptualizing the DBIU and the related sustained destination business intelligence.
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De Carlo, Manuela. "A model for destination strategy assessment: an analysis of Italian urban destinations." International Journal of Tourism Cities 1, no. 2 (May 5, 2015): 103–18. http://dx.doi.org/10.1108/ijtc-08-2014-0005.
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Purpose – This study aims to develop and validate a scale for the assessment of the quality of the meta-management process that helps urban destinations to identify potential improvement in their strategy and possible paths to enhance destination competitiveness. Design/methodology/approach – In particular, through an empirical analysis of all the Italian cities with tourism certification (138 urban destinations), a model is proposed, linking specific portal functions to the achievement of six meta-management processes (product development, segment selection, customer relation management, promotion, destination image and brand management and management of distribution channels). Through a comparison with a competitive set of excellent international destinations, the study identifies priorities for competitiveness enhancement. Findings – The results of the study contribute to the ongoing debate on destination competitiveness and destination web site evaluation. Originality/value – From the managerial point of view, the model helps destination managers to control destination strategy and create consensus among all the stakeholders on the actions to achieve them.
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Neupane, Prakash Chandra. "Destination Management: Nepalese Efforts, Experiences & Challenges." Gaze: Journal of Tourism and Hospitality 10, no. 1 (February 18, 2019): 51–66. http://dx.doi.org/10.3126/gaze.v10i1.22777.
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Nepal with diverse geographical landscapes, rivers, mountains and alluring religious and cultural sites, has been declared as top first destination amongst various global destinations. Standardized destination management efforts with designated entities has not gone satisfactorily as expected, resulting poor inbound tourism in Nepal. This article will go around the various initiatives taken for the destination management from both government and non-government level and their implications for successful ecotourism practices in Nepalese perspective. Ideal destination management is all about providing convincing safety and security, logistics, entertainment, health and sanitation and much other to the tourists.
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Xu, Jing (Bill), Kim Ieng Loi, and Weng Hang Kong. "The effects of perceptions of flagshipness and iconicity on word of mouth for attractions and destinations." Journal of Vacation Marketing 26, no. 1 (August 2, 2019): 96–107. http://dx.doi.org/10.1177/1356766719867387.
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Many destination loyalty studies have explored the antecedents of loyalty and the related relationships. Few studies have attempted to show how the specific attributes of a destination, such as visitor attractions, affect destination loyalty. This study fills the gap by investigating how word of mouth about a destination, a meaningful surrogate of loyalty in the international tourism market, can be developed through perceptions of the destination’s tourist attractions. Further, a new way of differentiating attractions through the perception of flagshipness and iconicity is identified. Using Macao as the research context, this study shows how perceptions of attraction flagshipness and iconicity can help Macao formulate marketing strategies and position itself as a choice destination, both regionally and globally. The results indicate the sophisticated relationships between attraction flagshipness and iconicity and word of mouth about attractions and destinations. It also enriches knowledge and discussion by discussing the theoretical and practical implications for destination marketing and management.
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Kucheriava, Hanna. "Tourist branding as a tool for tourist destination management." 30, no. 30 (June 10, 2021): 32–40. http://dx.doi.org/10.26565/2076-1333-2021-30-03.
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The article reveals the essence of tourist branding as a modern tool for managing tourist destinations. It is established that in an increasingly competitive environment in the world market of tourist services marketing means of promotion of tourist destinations allow influencing effectively the target audience, which resulted in an increase in the number of tourists and incomes from tourism. The paper examines the essence of tourist destinations, approaches to their definition provides examples of destinations in terms of the size of the territory. It is pointed out that it is the attractiveness factor that is decisive in the competition between them. It is pointed out that the attractiveness factor is the determining factor in the competition between them. Differences between the concepts of “brand of a tourist destination” and “brand of a territory” have been established. It is proved that the implementation of targeted territorial branding technologies helps to increase the attractiveness of tourist destinations for consumers of tourist services, investors, and local residents, and it influences the development of various spheres of their life. The usage of branding technologies in the tourism industry is of great importance, since it enables identifying a destination among other similar entities, emphasizing its uniqueness. It is proved that a necessary condition for positioning a tourist destination in the world tourist arena is the formation and promotion of its specific attractive image. The given examples show the successful implementation of the concept of tourist branding of the destination. The objectives of the national tourist branding of Ukraine and the country's existing achievements in this direction have been defined. It has been proposed the stages of destination tourism branding, including the identification of competitive advantages, their assessment from the consumer’s perspective, the formation of the idea and the concept of the destination branding, the definition of ways how to promote the brand, monitoring, and evaluation of the effectiveness of the tourist destination branding, elimination of shortcomings and rebranding.
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Swanson, Kathryn. "Destination brand love: managerial implications and applications to tourism businesses." Journal of Place Management and Development 10, no. 1 (March 6, 2017): 88–97. http://dx.doi.org/10.1108/jpmd-11-2016-0073.
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Purpose In an increasingly competitive marketplace and with homogenization of destination brands occurring alongside globalization, enticing tourists to travel at all, let alone to a particular destination, can be a significant challenge. This paper aims to address this issue through exploration of the utility of the concept of brand love in the context of tourism destinations. Design/methodology/approach The investigation of the problem involved three large cities in the USA and utilized a variety of qualitative research methods, including tourist interviews, photos and collages. Additionally, the research included key informant interviews. Findings In total, 13 themes through which participants articulated their love were identified through thematic analysis of the tourist data, and these themes were drawn together in a model of destination brand love. Furthermore, three types of destination brand love were identified, and these coincide with three words for “love” in the Greek language. Practical implications The most significant managerial value of the article’s findings likely would come from tourism destination marketing organizations determining what type(s) of love is/are (or could be) prevalent among that destination’s most loyal tourists. Steps to do this are provided. Originality/value The complexity in tourists’ relationships with, and feelings of love for, destinations and their brands that this research has revealed demonstrates that there is opportunity for deeper understanding of how and why tourists come to love a destination and its brand. With this more complete knowledge, marketers would be better prepared to foster and grow brand love among their destinations’ tourists, resulting in increased visitation and revenue.
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Aleksandrova, Anna. "The integration of event management in promoting tourist destinations based on co-branding principles." Moscow University Economics Bulletin 2015, no. 6 (December 31, 2015): 135–62. http://dx.doi.org/10.38050/01300105201568.
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The article focuses on event marketing potential in branding tourist destinations. It examines destination branding through new conceptualization - destination brand experience, which provides a more holistic view of the tourist destination brand. The study identifies events portfolio for a destination as a brand building tool and provides a conceptual model of creating a brand identity for tourist destination with the use of events.
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Wiartha, Nyoman Gede Mas, I. Ketut Suda, and Ida Bagus Dharmika. "Management of community-based Melasti beach tourism destinations." International research journal of management, IT and social sciences 9, no. 6 (December 8, 2022): 863–67. http://dx.doi.org/10.21744/irjmis.v9n6.2253.
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Communities in a tourism destination have the potential for a variety of activities that can be created into attractive tourism products. Tourism destinations encourage the emergence of new trends towards community-based tourism development. Planning and developing tourism destinations so as to have opportunities for the community to get hopes, wishes from the development of existing tourism destinations in Ungasan Village, Badung Regency. Based on this phenomenon, there are three main problems in this study. First, why can Melasti Beach become a tourist destination in Ungasan Village, Badung Regency? How is the management of the community-based Melasti Beach tourist destination carried out with the relevant government in Badung Regency, Bali? These problems are studied with several theories, namely imperative functionalism theory, management theory. Management of community-based Melasti Beach Tourism Destinations in Ungasan Village, Badung Regency because Melasti Beach has beautiful beach tourism attractions, complete facilities and infrastructure, and there are institutions that regulate the course of tourism activities.
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Luvsandavaajav, Oyunchimeg, Gantuya Narantuya, Enkhjargal Dalaibaatar, and Zoltan Raffay. "A Longitudinal Study of Destination Image, Tourist Satisfaction, and Revisit Intention." Journal of Tourism and Services 13, no. 24 (June 30, 2022): 128–49. http://dx.doi.org/10.29036/jots.v13i24.341.
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International tourists’ perceptions of the destination’s image, travel satisfaction and revisit intentions are crucial to effective destination marketing and overall destination competitiveness. Tourist destinations often compete through their image in potential tourists’ minds. Therefore, a destination image is central due to its influence on tourists’ decision-making and destination selection. Successful destination marketing depends on the in-depth understanding of the destination image held by tourists. This study investigates the destination image changes of Mongolia for specific periods of time. The research examines the attributes of destination images through a longitudinal comparison of data sets from 2004 to 2019 to determine if any change in destination images existed over time. The research model was developed on the attributes of cognitive and affective images, tourist satisfaction, and revisit intentions. The first set of data was obtained from the 280 international tourists who travelled to Mongolia in 2004. The second set of data was obtained from 310 international tourists who travelled to Mongolia in 2019. The research model was validated using structural equation modelling. Independent sample t-tests were performed using two data sets to examine changes in the destination image over the years. The result shows that there are positive changes in the cognitive and affective image of the destination in a given period of time, which influenced tourist satisfaction and their revisit intentions. The implications of the research findings for the travel intermediaries, destination marketing organizations, and potential future research are also discussed.
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Choi, Miju, Rob Law, and Cindy Yoonjoung Heo. "An Investigation of the Perceived Value of Shopping Tourism." Journal of Travel Research 57, no. 7 (September 20, 2017): 962–80. http://dx.doi.org/10.1177/0047287517726170.
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Managing shopping risk is a prerequisite to ensuring business prosperity in shopping destinations, as risk is likely to influence perceived value and the choice of future shopping destinations. Previous studies have shown that enhancing trust is a means of avoiding or minimizing perceived (shopping) risk. Increased trust is expected to reduce shopping risk and ultimately foster the impression of a shopping destination as reliable. Despite its important role, trust has received limited, if any, attention in shopping- and tourism-related research. As shopping behavior while traveling abroad differs from ordinary shopping in one’s home country, tourists’ shopping activities require in-depth research grounded in psychological theory. This study aimed to examine the influence of trust in a shopping destination on the value of that destination as perceived by tourist shoppers. The findings suggest that trust in a shopping destination positively influences perceptions of the destination’s value in every value category.
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Guerreiro, Sérgio. "Destination management in a post-covid environment." Worldwide Hospitality and Tourism Themes 14, no. 1 (December 31, 2021): 48–55. http://dx.doi.org/10.1108/whatt-10-2021-0137.
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PurposeThis paper seeks to reflect on the impacts of the pandemic on the management of tourist destinations, discussing the role of destination-management organizations in the tourism development model, as well as the challenges that these organizations must address to ensure an effective construction of a more sustainable and competitive tourism.Design/methodology/approachThe methodology is based on a literature review linking destination management with pandemic and post-pandemic responses.FindingsThe COVID-19 pandemic represents an unprecedent shock to the tourism industry's growth model since World War II, challenging tourism stakeholders (destinations and companies) with several threats and opportunities to their future competitiveness. In addition to the massive impacts in terms of business development, the abrupt reduction of tourism demand and the significative loss of jobs, the pandemic also caused significant disruption in terms of destination-management models. In less than four months, the focus of Governments and Destination Management Organizations shifted from defining development models compatible with improving the quality of life of residents due to the emergence of the so-called overtourism phenomenon, to the urgent need to support the industry's survival, to preserve jobs and ensure conditions of safety for tourists and workers.Originality/valueDemonstrates the need for a profound change in the paradigm of destination management so that the sector is prepared to face future shocks. It also proposes further discussion on the role of destination management in the recovery process of the tourism sector in global terms, given the challenges that these organizations face. The article also considers the ways in which destination management can be a fundamental tool in the process of building a more inclusive, sustainable and competitive future.
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Gajdošík, Tomáš. "Network Analysis of Cooperation in Tourism Destinations." Czech Journal of Tourism 4, no. 1 (December 1, 2015): 26–44. http://dx.doi.org/10.1515/cjot-2015-0002.
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Abstract Globalisation on the tourism market causes that the competition is not formed only between stakeholders in a destination, but more and more it is created among destinations. Therefore tourism stakeholders in a destination have to act together and cooperate. The cooperative behaviour of destination stakeholders is seen as a main prerequisite of applying the cooperative destination management, which influences the competitiveness of destination on tourism market. The aim of the paper is to analyse and measure cooperation of stakeholders in the selected destinations in Slovakia and Switzerland and to show the contribution of the network analysis to the quantitative research in tourism destinations. The article presents the network analysis of cooperation in product development and integrated marketing communication in the High Tatras, Liptov, Davos - Klosters and Engadin St. Moritz. The measurement of the cooperative behaviour helps to better understand the problems of cooperative destination management and creates a tool for comparing the destinations.
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Iglesias-Sánchez, Patricia P., Marisol B. Correia, Carmen Jambrino-Maldonado, and Carlos de las Heras-Pedrosa. "Instagram as a Co-Creation Space for Tourist Destination Image-Building: Algarve and Costa del Sol Case Studies." Sustainability 12, no. 7 (April 1, 2020): 2793. http://dx.doi.org/10.3390/su12072793.
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Instagram is a popular social media platform. Its ability to convey feelings through photographs has become a valuable communication tool for tourism destination branding. The cases of two destinations in Southern Europe provide an understanding of how Instagram can be used to promote a destination’s image by Destination Management Organizations (DMOs). For this purpose, a content analysis is carried out, first of the official Instagram accounts of Algarve (Portugal) and Costa del Sol (Spain), and then of the most popular hashtags related to them, showing User-Generated Content (UGC) from the points of view of both destination managers and tourists. The results show that Instagram is a strategic social media platform for enhancing the brand image by engaging customers. Destinations seize content generated by tourists; therefore, the hermeneutic circle of representation is inverted, as photos taken by tourists aim to reproduce the perceived image of a destination and motivate tourists to capture their experiences with the best picture. Additionally, it is worth highlighting, as a main finding, the role of sustainability as a key factor in UGC for DMOs and for Instagram users. This research provides valuable information about designing promotion strategies for DMOs, in order to understand the potential of Instagram in building a destination’s image and inspiring tourism through images.
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Hatzithomas, Leonidas, Christina Boutsouki, Fotini Theodorakioglou, and Evanthia Papadopoulou. "The Link between Sustainable Destination Image, Brand Globalness and Consumers’ Purchase Intention: A Moderated Mediation Model." Sustainability 13, no. 17 (August 25, 2021): 9584. http://dx.doi.org/10.3390/su13179584.
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The present study investigates the effect of a tourism destination’s perceived sustainable image on the globalness of brands named after the destination and attests the mediating role of brand globalness on the relationship between destination image and purchase intention. A model that incorporates identification with local and global consumer culture as moderators of the relationship between brand globalness and purchase intention is proposed. A 2 (Destination: Santorini vs. Serres) × 2 (Product: tomato paste, yogurt) online experiment was designed through Prolific Academic for the purposes of the study. As Greece is a top destination among British tourists, a British audience was addressed, resulting in 425 participants. Britons with high identification with global consumer culture indicated higher purchase intentions for brands named after a sustainable destination. It also appears that a sustainable destination image is a critical factor in creating brand globalness and purchase intention for a brand named after this destination. Hence, destinations with a sustainable image can be used as a basis for the development of exports. An in-depth understanding of the international image of popular destinations will help indigenous companies create and maintain strong global brands. Significant implications for exporting companies are highlighted.
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Mills, Stephen. "Tourist destination management." Tourism Management 17, no. 5 (August 1996): 389. http://dx.doi.org/10.1016/0261-5177(96)84083-0.
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Karl, Marion, and Christine Reintinger. "Investigating Tourists’ Destination Choices – An Application of Network Analysis." European Journal of Tourism Research 15 (March 1, 2017): 112–30. http://dx.doi.org/10.54055/ejtr.v15i.266.
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A better understanding of the complex destination choice process is highly relevant, both for academia and practice. Tourism research tends to focus either on actually executed or hypothetical destination choices. However, a discrepancy exists between these two types of destination choices which has hardly been investigated. Moreover, past research often studies tourists and their attitudes, needs or perceptions of destinations but not how destinations’ attributes affect destination choices. To approach these two research gaps, this study concentrates not only on actual but also on hypothetical destination choices to better understand differences in the evaluation of alternative destinations. This study furthermore examines the role of the destination itself to discover the influence of destination characteristics on destination choices. Therefore, network analysis and set theory are combined in a new research approach which allows to analyse destination choices with varying closeness to reality whilst preserving destination information. The analysis is based on a quantitative survey of German tourists’ travel decision-making behaviour. The results reveal changes in destination choices from multidimensional hypothetical choices to unidimensional actual and past choices. Furthermore, only few destinations have a consistent position whilst most destinations are either more relevant for hypothetical or actual destination choices.
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Foris, Diana, Adriana Florescu, Tiberiu Foris, and Sorin Barabas. "Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques." Sustainability 12, no. 23 (December 7, 2020): 10201. http://dx.doi.org/10.3390/su122310201.
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Destination management organizations have a key role to play in the governance of tourism destinations, in managing destination networks and in ensuring good cooperation between stakeholders. Although, destination management organizations (DMOs) are atypical organizations, their operations are evaluated according to their organizational efficiency and effectiveness. This study aims to propose a framework to improve the management of the tourist destination through an innovative approach that interconnects strategic management and Lean techniques to increase efficiency and productivity in operational processes, organizational efficiency and effectiveness at the DMO level. The framework developed in this study interconnects the analysis of the internal environment through the Value Chain and the Lean Six Sigma methods identified to be suitable for application in the management of the tourist destination. Testing of the practical application of this framework was done for Association for the Promotion and Development of Tourism (APDT), which is the DMO that ensures the management of the tourist destination of Brasov, Romania. The research contributes to the optimization of the processes at the DMO’s level. The framework developed in this study can be implemented by practitioners to improve the management of the tourist destination. The paper also offers future research directions.
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Novotny, Michelle, and Rachel Dodds. "Developing a Destination Management Information System: A Case Study of Ottawa, Canada." International Conference on Tourism Research 15, no. 1 (May 13, 2022): 278–85. http://dx.doi.org/10.34190/ictr.15.1.253.
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Over the last decade, the concept of smart destination management has been gaining momentum (Boes et al, 2016; Buhalis and Amaranggana, 2013, 2015; Del Vecchio et al, 2018a; Gretzel et al, 2015; Ivars-Baidal et al, 2019; Lamsfus and Alzua-Sorzabal, 2013; Xiang et al, 2015). As the tourism industry seeks recovery from the devastations of the COVID-19 pandemic, however, several authors have argued that it is more important than ever for destinations to become “smart” in efforts to build back in a more sustainable and regenerative way (Abbas et al, 2021; Assaf and Scuderi, 2020). Though called on globally to guide destinations through this era of change and adaptation, Destination Marketing Organizations (DMOs) continue to struggle to obtain adequate and reliable data. Specifically, those representing smaller regions often lack the internal capacity to perform the analyses required to become smart destinations (Dodds and Butler, 2019; Dredge, 2016; Gretzel et al, 2006). While the literature has pointed to Destination Management Information Systems (DMISs) as the solution to smart destination management, current applications have been limited and evidence remains primarily anecdotal. Therefore, guided by Höpken et al’s (2011) Knowledge Destination Framework Architecture, this study aimed to develop and empirically test a DMIS for Ottawa Tourism in its capacity to support smart destination management. Findings indicated that while it serves as a valid process in the development of a DMIS, a DMIS’s capacity to support smart destination management is limited by the quality of its inputs. Opportunities for future knowledge generation and knowledge application in the tourism industry are discussed along with areas for future research.
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Bobková, Markéta. "The Process of Managing a Destination in Lower and Upper Austria." Czech Journal of Tourism 4, no. 1 (December 1, 2015): 5–25. http://dx.doi.org/10.1515/cjot-2015-0001.
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Abstract The focus of the submitted article is to introduce the findings of author’s research in the area of destination management process conducted in the developed (Alpine) tourist destinations in the year of 2014. The theoretical part based on a literature review summarizes current knowledge dealing with the destination management process in terms of approaches and research findings. Problems influencing either positively or negatively this process, e.g. financing, legislation or cooperation among stakeholders are also defined. The practical application part includes an analysis of model destinations in Lower Austria and Upper Austria and presents the results of qualitative research conducted in these destinations. The collected information can be used to design methods leading to the improvement of the destination management process in tourist less developed destinations.
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Hanafiah, Mohd Hafiz, and Muhammad Izzat Zulkifly. "Tourism destination competitiveness and tourism performance." Competitiveness Review: An International Business Journal 29, no. 5 (October 21, 2019): 592–621. http://dx.doi.org/10.1108/cr-07-2018-0045.
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Purpose This study aims to examine the relationships between tourism destination competitiveness (TDC) determinants and tourism performance. This study specifically assessed the soundness of the TDC attributes and evaluated their ability in explaining tourism performance. Design/methodology/approach The Dwyer and Kim’s (2003) destination competitiveness integrated model (IM) was used. Secondary data of 115 nations available from the Travel and Tourism Competitiveness Index (TTCI) and other international reports were also used. The hypothesised relationships were tested via partial least square-structural equation modelling (PLS-SEM). Findings This study confirms that the core resources, complementary condition, globalisation and tourism price significantly explain tourism performance. Results have shown differences in the competitiveness level and actual performance among nations, highlighting specific limitations of the current TDC model and TTCI report reliability. Research limitations/implications Future study could segment the sample base on destinations characteristic and then analyse it based on smaller sub-samples of similar destinations. Moreover, drivers of destination performance in developed and less develop destinations are quite diverse. Practical implications The incorrect competitiveness ranking evaluation will affect inward investment decisions. This study framework enables policymakers to arrive at more informed decisions than merely relying on the original competitiveness rankings. Originality/value The widespread acknowledgment of the importance of competitiveness for a tourism destination's success suggests that there is a crucial need for sound benchmarking of countries’ competitive capabilities. The proposed competitiveness determinants aid the policymakers in identifying the best competitiveness and tourism performance predictors, as well as how to identify crucial factors affecting the rankings.
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Cetinski, Vinka, and Violeta Šugar. "TOURIST DESTINATION QUALITY MANAGEMENT SYSTEM (CASE STUDY - PULA)." Tourism and hospitality management 10, no. 3-4 (December 2004): 1–30. http://dx.doi.org/10.20867/thm.10.3-4.1.
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The contemporary tourist product includes attractions, created by nature as well as humans. Attractions represent a part o f some specific destination, place, city, region, even continent. Destination is to be viewed as a whole, which requires the quality management of both its development and the foundation of attraction resource. Quality management of a tourist destination is based on a synergy, meaning cooperation of all stakeholders in public and private sector. Without attractions there is no tourism, no tourist destination. Without quality management, precisely quality development management, a tourist destination would be left to a random, chaotic construction, the maximum usage o f resources, in short, to the threat o f loosing any attractiveness in the future. The quality management system of Pula as a tourist destination, suggested in this paper, should be established on the quality databases, available to the users connected through a network, all the stakeholders in both private and public sector. On-line users would constitute a Destination Management Network (DMN), i.e. a competitive diamond of Pula, a pilot-project whose success could become a parameter, a standard for other similar destinations. On-line information, from those statistical to the ones attached to tourist supply, products and attractions o f the destination, would refer to the Pula know-how. Knowledge, information and human capital are the starting point of the quality management and the competitive diamond framework of the Pula Destination Management Network.
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Ghimire, Ananda, and Deep Kumar Baral. "Destination Management for Sustainable Tourism: A Case Study of Bungamati and Khokana." Interdisciplinary Journal of Innovation in Nepalese Academia 1, no. 1 (December 31, 2022): 1–15. http://dx.doi.org/10.3126/idjina.v1i1.51961.
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Development is a peaceful transformation of all round betterment. Tourism is one of the best means to attain development at the local level. To be sustainable, it must be accepted by the local people. The local people need to be aware of tourism, involve in tourism activities, realize its benefit, and impacts to be sustainable. Nepal, as a destination, includes many destinations within it such as Everest region, Annapurna region, Pokhara, Chitwan, and so on. Kathmandu Valley as a destination contains seven World Heritage Sites, which is a world record by itself. Among several local heritage sites, culturally rich Newar villages of Bungamati and Khokana have all the basic elements to be a tourism destination. The comparative analysis of these two destinations analyze the local perception about tourism, sustainable tourism, impacts and benefits of tourism and identifies the variables and factors needed to be studied to be a sustainable tourism destination.
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Hamilton, John R., Singwhat Tee, and Murray C. Prideaux. "Inbound event tourism attendees: a group qualities-values approach at destination." TQM Journal 27, no. 2 (March 9, 2015): 197–212. http://dx.doi.org/10.1108/tqm-10-2014-0092.
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Purpose – The inbound event tourists drawn to an Australian destination to participate in one of 14 annual international auto racing (AR) events can be sectioned to release each group’s behavioural perspectives around their tourism-related impacts on the destination. The paper aims to discuss these issues. Design/methodology/approach – Inbound event tourists attending the destination are surveyed during the three-day major event. Each respondent displays non-uniform, personally driven agendas and varying degrees of local tourism acceptance. Findings – Inbound event tourists self-select into one of six psychologically framed AR sport groupings, and exhibit micro-differences that can then be used to align local tourism around future. Research limitations/implications – The authors do not consider locals attending this international series AR event, but project their destination tourism and event impacts to be less than those of inbound event tourists. Totally, 90 per cent of inbound AR event tourists each fit one of six motive groups and each group exhibits behaviours, decision-making and spending patterns which can be later optimized in preparation for the destination’s next major event. Practical implications – AR attendees self-select into just one behavioural attendance motive. Group approaches unlock new understanding of event attendees and their behaviours. Inbound event tourists spend 2 to 1 on the destination’s tourism vs its major event. Destinations targeting inbound event tourists should grow their spend ratio by bundling local tourism offerings into short length-of-stay requirements offering conservatively priced (under $100/activity), adventure focused, tourism options. Originality/value – This study links inbound event tourist groupings; acquisitions; stay patterns and spending. It captures the economic components and their relative impact on the destination. By combining all the sub-groups of inbound (and local) AR event attendees, a better representation of their economic impact on the destination can be determined.
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Hernández-Martín, Raúl, Yurena Rodríguez-Rodríguez, and Dominique Gahr. "Functional Zoning for Smart Destination Management." European Journal of Tourism Research 17 (October 1, 2017): 43–58. http://dx.doi.org/10.54055/ejtr.v17i.293.
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Recent developments in destination management suggest that administrative divisions may be misleading as a unit of decision making for tourism planning and management, since they may comprise several areas with different tourism functionality. Identifying homogenous areas of tourism activity and delimiting their boundaries can enhance the utility of information for smart management purposes. The objective of this paper is to highlight the relevance of the geographical dimension of smart destinations by showing how functional areas can be delimited and how this smaller unit of analysis can improve destination management in the new context of improved availability of data and smart decisions supported by technology. The paper illustrates its key ideas with an application to the island of Gran Canaria.
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Gato, Mafalda, Álvaro Dias, Leandro Pereira, Renato Lopes da Costa, and Rui Gonçalves. "Marketing Communication and Creative Tourism: An Analysis of the Local Destination Management Organization." Journal of Open Innovation: Technology, Market, and Complexity 8, no. 1 (February 16, 2022): 40. http://dx.doi.org/10.3390/joitmc8010040.
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Delivering a positive tourism experience is an expanding concern of destinations because of the growth of the tourism industry. The emergence of creative tourism has led to a continued necessity for local destination management organizations to pursue innovative and versatile strategies. This study aims to evaluate the organizational capabilities of local destination management organizations to promote a creative tourism context and develop related activities. The conceptual model was tested using a mixed-methods approach, combining a focus group with local destination management organizations with a quantitative study using multivariate statistical analysis through structural equational modeling. The findings showed that local destination management organizations ought to prioritize organizational culture by coordinating learning and effective knowledge training to strengthen marketing communication capabilities while focusing on potentiating their resources to develop the destination by implementing a local creative tourism destination, thereby generating value for a greater creative tourism local destination where tourists play an active role.
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Hua, Yidi, Chompunuch Jittithavorn, Timothy J. Lee, and Xiaohua Chen. "Contribution of TV Dramas and Movies in Strengthening Sustainable Tourism." Sustainability 13, no. 22 (November 19, 2021): 12804. http://dx.doi.org/10.3390/su132212804.
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This study aims to (a) identify the relationship between travel motivation and popular media (mainly films or TV programs), (b) examine the relationship between destination images and popular media as an information source, and (c) investigate the influence of popular media on destination’s decision-making process. The relationship is focused on three aspects: motivation, destination image, and the decision-making process for tourists. This study employed a self-administered questionnaire survey. The questionnaire was composed of (i) respondents’ motivation and general information about their visit to the destination (Jeju Island in Korea), (ii) attributes of the film-induced tourism of their visit to the destination, and (iii) respondents’ socio-demographic elements. A correlation analysis and a standard multiple regression analysis were employed. The results discovered that there is a significant relationship (a) between a destination and popular media, (b) between destination image and popular media, and (c) between the decision-making process and popular media. The implications of this study can help destination marketers and managers build competitive strategies using the effective management of film-related tourist attraction sites to increase visitor numbers and ensure that a sustainable long-term relationship is encouraged between destinations and tourists.
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Nadalipour, Zahra, Mohammad Hossein Imani Khoshkhoo, and Abdolreza Roknoddin Eftekhari. "An integrated model of destination sustainable competitiveness." Competitiveness Review: An International Business Journal 29, no. 4 (July 15, 2019): 314–35. http://dx.doi.org/10.1108/cr-12-2017-0086.
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Purpose This study aims at developing a framework to investigate and analyze sustainable competitiveness in tourism destinations. Design/methodology/approach This study has a qualitative approach, and it has been conducted by use of a comprehensive literature review. First, the key concepts of the study such as destination competitiveness, sustainable development, stakeholders’ attitude and performance and tourist loyalty were identified. Then, an integrative review was conducted on literature regarding the mentioned keywords. More related resources were selected and critically reviewed to explore gaps. For this purpose, a search was conducted at databases such as Emerald, Elsevier and ScienceDirect. Findings An appropriate framework for tourism sustainable development and, in particular, for its sustainable competitiveness, requires considering economic, sociocultural and ecological dimensions on the one hand, and considering all stakeholders participating in tourism process on the other hand. Research limitations/implications The model suggested in this study can be applied by managers and policymakers in various destinations to investigate true competitiveness situation of their tourist destinations. It also can be theoretically a start point to raise further issues and studies on destination competitiveness by adopting a new sustainability approach. Originality/value From reviewing previous studies, it is clear that most models developed on destination competitiveness only consider creation of competitiveness and destination’s characteristics. In addition, a sustainability approach has rarely been considered in these studies. A model or a framework specially designed for evaluating and investigating sustainability of destination competitiveness has not been developed yet. In this sense, the proposed framework in this study is a new one. What differentiates this model with previous ones is the sustainability approach to the competitiveness and taking all stakeholders of the competition process into account.
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Hristov, Dean, and Anita Zehrer. "The destination paradigm continuum revisited: DMOs serving as leadership networks." Tourism Review 70, no. 2 (June 15, 2015): 116–31. http://dx.doi.org/10.1108/tr-08-2014-0050.
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Purpose – This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving as leadership networks in destinations drawing on what is to be called the DMO Leadership Cycle – a guiding framework integrating the perspectives of management, governance and leadership to influence destination development trajectories. Design/methodology/approach – A synthesis of the extant literature on destination management and governance, coupled with the latest academic contributions in destination leadership serves to uncover the existence of a gap in the way leadership is seen in the underpinned domain. DMOs are conceptualised and their role in serving as leadership networks in destinations is then critically discussed. Findings – Perspectives of destination management, governance and leadership and their interaction with one another is fundamental to DMOs serving as leadership networks. The paper provides justification for and indicative definition of contemporary DMOs serving as leadership networks in destinations. Research limitations/implications – The conceptual nature of this paper calls for empirical evidence where DMOs serving as leadership networks are further investigated in practice and across diverse political and economic contexts. Practical implications – This paper aims to shape destination leadership practice by introducing an alternative, yet inclusive approach to leadership focussing on collective orchestration in destinations undertaken by DMO networks. Social implications – The paper aims to trigger a discussion on the importance of all-encompassing and integrative leadership as a means for widening participation across diverse destination groups; to serve as an input into and ultimately – shape policy development. Originality/value – This discussion provides an alternative perspective to the way we see leadership in destinations. The paper argues that “impactful” leadership is rather embedded in a formal structure and distributed in nature.
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Chin, Chee Hua, May Chiun Lo, and Poh Ming Winnie Wong. "THE CONNECTION BETWEEN COMPETITIVENESS AND SUSTAINABILITY IN TOURISM DESTINATIONS: EXAMINING THE HARD, SOFT, AND MODERATING EFFECTS OF KNOWLEDGE SHARING." ENLIGHTENING TOURISM. A PATHMAKING JOURNAL 12, no. 1 (June 6, 2022): 1–32. http://dx.doi.org/10.33776/et.v12i1.5524.
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This paper aims to assess the impact of hard and soft measures on the competitiveness of tourism destinations. Additionally, this article examines the impact of tourism destination competitiveness on rural tourism sustainability management. Following that, knowledge sharing is used as a moderator variable to demonstrate its moderating effect on the relationship between tourism destination competitiveness and rural tourism sustainability. A total of 390 respondents, including both domestic and international tourists, who visited the six rural tourism destinations in Sarawak, Malaysia, voluntarily participated in this study. A PLS-SEM approach was used to evaluate the developed model, and WarpPLS software was used to perform the PLS estimate and hypotheses testing. The empirical findings indicated that destination appeal, tourism infrastructure, and service quality all have a significant and positive effect on the competitiveness of tourism destinations. Additionally, it was discovered that tourism destination competitiveness has a positive and significant effect on the sustainable management of rural tourism destinations.
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Blumrodt, Jens, and Adrian Palmer. "On-Line Destination Branding: An Investigation Into The Divergence Between Brand Goals And On-Line Implementation." Journal of Applied Business Research (JABR) 30, no. 6 (October 21, 2014): 1597. http://dx.doi.org/10.19030/jabr.v30i6.8877.
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The marketing of tourism destinations has become increasingly competitive. However, a tourism destination cannot be seen as a single destination-based entity competing with other destinations. Each tourism destination manager must typically integrate a network of interested stakeholders and mediate between political aims and operational realities. Websites are an increasingly important focus for competitive differentiation of tourism destinations. This research examines the effects of cultural differences on website development by comparing cultural environments typified by a prevalence of collectivism with those typified by individualism. Websites from a sample of French and English seaside tourism destinations are compared, with a focus on tourism destination brand image elements. Our approach combines two methods. First, we analyse specific communicated images. Second, interviews with officials of these cities are undertaken to compare the communicated image to the desired one. We find that cities with a similar environment communicate elements of their natural settings as well as other brand elements, but the communicated image often does not correspond to the desired brand image. Therefore we propose a model to promote the desired destination brand image.
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Chan, Arianis. "Brand Element: Exploring the Effect on City Branding." International Journal of Professional Business Review 7, no. 4 (November 1, 2022): e0750. http://dx.doi.org/10.26668/businessreview/2022.v7i4.e750.
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Purpose: This study evaluates the contribution of symbolic brand elements such as the destination name, logo, and tagline to forming a destination brand.
Theoretical framework: Branding is identified with a symbolic element in a product. In the context of destination branding, an emblem or logo promises a tourist experience that can be remembered and associated with a particular destination by tourists or visitors. (Mihalis Kavaratzis & Hatch, 2013)
Design/methodology/approach: The article reports on field research that operationalizes a theoretical framework to examine visitor perceptions of West Java—involving 322 respondents, namely visitors to tourist destinations in West Java.
Findings: The name of the destination is the most contributing element to the formation of the West Java destination brand. In addition, the name of the destination is accessible for visitors to remember and influences their visit decision. However, according to respondents, taglines and logos are also essential elements in branding destinations in West Java.
Research, Practical & Social implications: We suggest a future research agenda and highlight the symbolic brand elements in the form of brand names, logos, and slogans (or taglines) that contribute to overall destination branding in other city or country.
Originality/value: The results of this study indicate the role of the brand element of the destination name can also influence the decision of tourists to visit the destination. The results refer to brand elements (at least the tagline and logo) which are “important” for branding West Java city/district destinations.
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Studzieniecki, T., A. Jakubowski, and B. Meyer. "Transnational tourist destination management: a case study of the Baltic sea region." Baltic Region 12, no. 3 (2020): 127–46. http://dx.doi.org/10.5922/2079-8555-2020-3-8.
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The issue of tourist destination management has been widely reflected in scientific literature. However, transnational destinations, i.e. those that are located on the territory of several countries, have not been given enough attention. The development of transnational destinations can occur provided there is close cooperation among key stakeholders. In the Baltic Sea Region (BSR) conditions for effective cooperation were created at the end of the 20th century when integration processes intensified. Currently, the BSR is the first macro-region of the European Union to implement a transnational strategy, in which tourism is recognised as a development priority. Creating an effective tourist destination management system has become a key challenge in this process. This article aims to identify and critically analyse the concept of transnational tourist destination management. Another goal is to identify the changing determinants of tourism management in the BSR and to explore relations between key stakeholders. To this end, we conducted a review of literature on destination management. We carried out a critical analysis of secondary sources (documents, information materials, the Internet resources) and supplemented the review with our insights from participatory observation. We also obtained additional information from interviews. Three models of destination management were identified: marketing-oriented, planning-oriented, and governance-oriented. Our research shows that the evolution of destination management is characterised by a gradual increase in the participation of public entities. This is related to the marginalisation of the tourism industry, which resulted in a systematic decrease in state funding for maintaining destination management structures. Acquiring the European Union funds from the European Territorial Cooperation Programs has become a partial but not entirely effective solution to this problem.
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Jin, Xin, and Karin Weber. "Exhibition destination attractiveness – organizers' and visitors’ perspectives." International Journal of Contemporary Hospitality Management 28, no. 12 (December 12, 2016): 2795–819. http://dx.doi.org/10.1108/ijchm-01-2015-0023.
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Purpose The purpose of this study was to provide a holistic view of exhibition destination attractiveness by examining perceptions of two of the three key stakeholders (exhibition organizers and visitors) and contrasting them with those of exhibitors. Design/methodology/approach This research used a mixed method approach, collecting 535 responses from visitors attending nine business-to-business exhibitions in four major cities in China via structured surveys. In addition, eight in-depth interviews with CEOs/owners of leading global and Chinese exhibition companies were conducted. Findings The findings revealed that exhibitors may go almost anywhere where there is potential for successful business. In contrast, visitors prefer exhibition destinations with good accessibility to minimize travel time and an attractive leisure environment that offers a degree of enjoyment in addition to taking care of business. A destination’s “economic environment” and “cluster effects” were comparatively less important to them. Organizers were cognizant of these differences, contributing to their reluctance in taking large-scale, branded exhibitions to second-tier destinations, despite considerable efforts by these cities to improve their infrastructure. Practical implications This study offers practical guidelines for destination administrators and exhibition organizers with regard to evaluating destination resources for long-term exhibition development. Originality/value In contrast to prior studies, this research identifies significant differences in perceptions of exhibition destination attractiveness among all three key industry stakeholders. It also presents a persuasive case for the need to clearly differentiate between the attractiveness of a destination for attracting/hosting exhibitions versus conventions, rather than approaching the subject from a more generic meetings, incentives, conferences, and exhibitions (MICE) segment/business events perspective.
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Ćulić, Milan, Miroslav D. Vujičić, Časlav Kalinić, Milosav Dunjić, Uglješa Stankov, Sanja Kovačić, Đorđije A. Vasiljević, and Željko Anđelković. "Rookie Tourism Destinations—The Effects of Attractiveness Factors on Destination Image and Revisit Intention with the Satisfaction Mediation Effect." Sustainability 13, no. 11 (May 21, 2021): 5780. http://dx.doi.org/10.3390/su13115780.
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Emerging tourism destinations repeatedly face many managerial challenges, often leading to common pitfalls and rookie mistakes. The current study aims to analyze relationships between destination attractiveness factors (Destination Amenities, Tourism Infrastructure and Accessibility, Active Family Destination, Hospitality and Services, and Social–Safety–Economic Values), satisfaction, destination image, and revisit intentions to test a mediating role of satisfaction between destination attractiveness factors and both destination image and revisit choices within so-called rookie destinations. For this purpose, a quantitative study was carried out using a questionnaire as an instrument for data collection. Data were collected from a sample of 2030 visitors to Serbia. Structural equation modeling (SEM) in R was applied to analyze the data. The results revealed the positive direct effects of destination attractiveness factors on satisfaction, destination image, and revisit intentions. Moreover, the research confirmed the mediating role of satisfaction in the relationship between destination attractiveness and destination image, and revisit intentions. The results are further discussed from the perspective of emerging tourism destinations to make their management more sustainable for the future and mitigate the repetition of rookie mistakes.
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Gretzel, Ulrike. "The Smart DMO: A new step in the digital transformation of destination management organizations." European Journal of Tourism Research 30 (October 14, 2021): 3002. http://dx.doi.org/10.54055/ejtr.v30i.2589.
Full textAbstract:
Smart tourism development has been adopted by destinations around the world to strengthen their long-term competitiveness in light of rapid technological, societal and environmental change. Destination management organizations (DMOs) are generally endowed with smart tourism governance at the destination-level and typically see it as a great opportunity to prove their relevance. However, these organizations also face enormous challenges and often lack the capacities and competencies needed to successfully govern smart destinations. While recent literature highlights the importance of smart destination governance, it does not provide much guidance in terms of the functions and roles of smart DMOs. This paper presents a preliminary conceptualization of six smart DMO functions that support smart governance roles, namely mobilizing, match-making, managing, sensing, shapeshifting and stewardship. As such, it presents practical guidance for DMOs trying to implement smart destination governance and outlines the need for research on smart DMOs.
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Farmaki, Anna, and Nikolaos Pappas. "Poverty and tourism decision-making: a chaordic perspective." International Journal of Contemporary Hospitality Management 34, no. 3 (December 20, 2021): 1012–36. http://dx.doi.org/10.1108/ijchm-07-2021-0859.
Full textAbstract:
Purpose The influence of destinations’ poverty on tourism decision-making and, more precisely, destination selection has received scant attention despite the increasing importance of poverty. The purpose of this study is to examine the combination of factors influencing tourists’ destination selection in relation to developed destinations’ rising poverty levels through the adoption of complexity theory. Design/methodology/approach This study used fuzzy-set qualitative comparative analysis to examine the combinations of factors that are significant in influencing destination selection whereas necessary condition analysis was used complementarily to evaluate the size effect of the examined conditions. Moreover, semi-structured interviews with industry stakeholders were performed to examine the relationships that describe the generated configurations. Findings In total, four solutions were generated: the cultural influence and poverty, the destination aspects, the poverty issues and the travel experience and poverty while qualitative data reveal that industry policymakers and practitioners hold different perceptions of tourists’ destination selection process. Research limitations/implications Study results show that poverty perceptions influence destination selection. Hence, poverty must be considered in travel behaviour investigations beyond the developing destination context, whereas destinations may select either one or a combination of the generated sufficient configurations when deciding on their tourism development plans. Originality/value To the best of the authors’ knowledge, this is the first study examining the effects of developed destinations’ increasing poverty levels on tourism decision-making and specifically on destination selection.