Index

Citation

(2018), "Index", Sotiriadis, M. (Ed.) The Emerald Handbook of Entrepreneurship in Tourism, Travel and Hospitality, Emerald Publishing Limited, Leeds, pp. 433-449. https://doi.org/10.1108/978-1-78743-529-220181010

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited

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INDEX

‘Access economy’. See Sharing economy (SE)

Accessible tourism, in Spain

, 389, 397–398

Accor Group

, 85, 282

Accuracy

, 217

Action-oriented bias

, 157–158

Adaptive innovations

, 74

Adventure Travel Mexico Expo (ATMEX)

, 165

Adventure Travel Trade Association

, 165

Affective experiences

, 193, 318

Agriculture domains

, 325

AHB management

, 383

Airbnb

, 356, 365, 407, 408

Airlines

, 266, 278

Air pass

, 12–13

Alcohol service and liquor liability

, 237–238

Alexa

, 292

Alipay

, 271–272, 281

Alliances

, 139–140, 268

Alsatian wineries

, 325

Amazon

, 292

American Green Hotel Association

, 375

American Marketing Association

, 305

Analytical techniques

, 171, 181–183

Annual cash flow forecast

, 162

Assessment procedures

, 211–213

types of

, 214

financial resources

, 215

human resources

, 216

physical control

, 215–216

Assurance

, 197

Aubusson Hotel, in Paris

, 281

Authenticity

, 43, 321, 325–326

Average achieved room rate (AARR)

, 177, 180

Average spending, projecting

, 125–126

Average total assets

, 177

Backward linkages

, 28

Balance sheet

, 118, 161, 171, 172

Barceló Hotel Group

, 84

Benchmarking

, 175, 176, 290, 382

Best Western Hotels & Resorts

, 145

Best Western International, Inc.

, 146

Big data mining and processing

, 292

Black box

, 96

Bottom-up growth

, 352

‘Boutique hotels’

, 111, 119, 142, 376, 383

Brainstorming

, 58

Break-even analysis

, 126–127, 162, 178, 181–182, 213

Brewster

, 414

Budgeting

, 173–174, 307

Budgets, uses of

, 174–175

‘Bundling’

, 82

Business alliances

, 139–140

Business creation, entrepreneurship and

, 390–391

Business environment

, 59, 66, 68, 73, 93, 98, 133

general conditions of

, 37

information technologies

, 38

providers in the tourism supply chain

, 38

tourists at the core of the supply chain management

, 37

Businesses, tourism related

, 37, 356, 392

features of

, 37–41

business environment, general conditions of

, 37–38

tourism services and markets, features of

, 38–40

Business expansion

, 211

Business-format franchising

, 144

Business level, value chain at

, 26–27

primary activities

, 26

support activities

, 26

value system

, 27

Business models, in sharing economy

, 410–414

Business network/networking

, 140–142

Business operations, controlling

, 174

Business opportunities and threats

, 416–418

challenges and issues

, 417–418

opportunities

, 416–417

Business owners

, 174, 183, 233, 248, 251, 253, 255

Business performance and improvement, monitoring

, 175

benchmarking/comparison

, 175

monitoring improvement

, 175–176

operational ratios

, 177–178

profitability ratios

, 176–177

Business planning

, 172

Business risk

, 237

Business-to-business (B2B)

, 404, 411, 418

Business-to-consumer (B2C)

, 404, 411–412

Bygrave’s model

, 98

Capital budget

, 174

Capital cow

, 251

Capital expenditure

, 185–187

CARDEX

, 280

Caring Luxury

, 147

Carpooling

, 413

Cash budget

, 174

Cash flow analysis and profitability

, 118

Cash flow forecast

, 161, 186

Cash flow statement

, 171, 172

Central Reservation System (CRS)

, 279

Centre for Social Entrepreneurship and the Social Economy (CSESE)

, 361

Challenges for tourism businesses and destinations

, 45–48

Chinese outbound tourism

, 271

‘Civic engagement’

, 336, 337

‘Cloud labour’

, 336, 337

Club Med Val Thorens experiment

, 339, 340

Clusters and clustering

, 138

Cognitive processes

, 96

Collaboration

, 44, 133–137

characteristics of business environment and tourism industries

, 134–135

potential benefits of

, 136–137

tourism offering and experiences

, 135–136

Collaboration forms at destination level

, 137–139

clusters and clustering

, 138

partnerships

, 137–138

product clubs

, 138–139

Collaborative consumption

, 404, 405, 406, 412

Collaborative economy. See Sharing economy (SE)

Collaborative strategies for business venturing

, 139

business alliances

, 139–140

business network/networking

, 140–142

consortium

, 145–147

franchising

, 143–145

management contracts

, 142–143

Collective creativity

, 336, 337

Collective knowledge

, 336, 337

Combined/mixed strategy

, 248

Communication and consultation

, 231

Community building

, 336, 337

Company building

, 334

Company infrastructure

, 26

Competencies and skills/abilities

, 9

Competition (or competitor) analysis

, 63–68

definition and purpose

, 63–65

process

, 65–66

tools for analysing competitors

, 66–68

competitor array

, 67–68

four corner’s analysis

, 67

Competition

, 301, 408

cooperative nature of

, 41

Competition portfolio, building

, 66

Competitiveness of Enterprises and Small and Medium-sized Enterprises (COSME) framework

, 11

Competitive rivalry

, 63

Competitor array

, 67–68

Computer-Aided Maintenance Management Tool (CAMM)

, 280, 282

Confirmation bias

, 157

Consortium

, 145–147

Consumer behaviour

, 323, 408, 409

Consumer experience, creating

, 315–320

Consumer Protection Legislation

, 104, 107

Consumption experience

, 314, 315, 317, 318, 319

Content Management System

, 291

Contractual relationship

, 142

Contribution margin pricing

, 180

Control function

, 155

Controlling risk

, 235, 236

Control measures

, 209–210

Convergent thinking

, 76, 378

Cookening

, 407–408

Cooperation for Fair Trade in Africa (COFTA)

, 361

Copyrights

, 103

Corporate Social Responsibility (CSR) Impact assessment

, 377

COSO 2004

, 228

Cost-benefit calculations

, 118

Cost-effective communications

, 286

Cost of natural resources, volatility in

, 410

Cost-plus pricing

, 179–180

Cost saving

, 211, 411

Cost-volume-profit analysis (CVP)

, 178, 181–182

Couchsurfing

, 414

Creative economy

, 388, 389

Creative themes

, 335

Creative tourism, contribution of

, 387

business ventures

, 394–396

collaboration and partnership between businesses and other stakeholders

, 396–398

creative industry

, 389–390

entrepreneurship, in tourism industry

, 391–393

characteristics and profile of

, 391–392

tourism entrepreneurship

, 392–393

entrepreneurship and business creation

, 390–391

Creative Tourism Network

, 140, 396

Creativity

, 7, 71, 72, 378

definitions

, 75–76

determining factors

, 80–81

imperative for

, 73–75

knowledge management

, 76–77

See also Innovation

Crowddonating

, 341, 343

Crowdfunding

, 336, 337, 340

advantages of

, 341

financial advantages of

, 342

non-financial advantages of

, 342, 343

Crowdinvesting

, 341, 342

Crowdlending

, 342

Crowdsourcing

, 331

design and examples

, 345–347

emergence of

, 333–336

engaging users in innovation process

, 333–334

from open innovation to crowdsourcing

, 334–336

evaluation phase

, 338

execution/implementation phase

, 338

for idea generation

, 336–340

initiation phase

, 338

preparation phase

, 338

private initiatives

, 340

process, phases of

, 338

public initiatives

, 339

typology of

, 336

for validating an idea and supporting projects in the tourism industry

, 340–344

valorisation phase

, 338

Crowdsourcing Canvas

, 346

Crowdsupporting

, 341, 343

Cultural and creative industries (CCI)

, 390

Cultural industries

, 388–389, 390

Cultural tourism

, 394

Current assets

, 162

Customer care

, 192, 193

relevance of

, 203

Customer choices

, 46

Customer creation

, 334

Customer discovery

, 333

Customer experience management (CEM)

, 318

Customer feedback

, 44, 319–320

Customer interface

, 413

Customer relationship management (CRM)

, 280, 292, 343

Customer validation

, 333–334

Customer volume, projecting

, 125

Data Protection Regulations

, 105, 107

Davos Klosters Innovation Initiative

, 339

Debtors, management of

, 280

Decision-making

, 155, 243, 249

identifying decision-making bias

, 157–158

management

, 155

operational decisions

, 156–157

strategic decisions

, 156

tactical decisions

, 156

Demand fluctuations

, 39

Demographic segmentation

, 305

Destination management/marketing organisation (DMO)

, 139

Destination production elements of tourism system

, 22

‘Digital detox’

, 44

Digitalization

, 73, 292

Digital revenue management tools

, 280

Digital tools

, 277

digital front-office technologies use

, 282–283

digital/online social media

, 283–288

in hospitality industry

, 286–288

importance of use

, 283–284

interesting uses of

, 284–286

recommendations regarding uses of

, 288–292

customer relations and customer experience

, 288–289

managerial tools

, 288

presence on digital social media

, 289–290

website update

, 291–292

use of digital back-office technologies

, 279–282

at level of commercialisation process

, 279–281

at organisational level

, 281–282

Directing

, 219

Direction function

, 155

Discounted cash flow (DCF)

, 186

Internal Rate of Return (IRR) method

, 186–187

Net Present Value (NPV) method

, 186

Disinvestment alternative

, 251

Divergent thinking

, 76, 378

Domestic tourism

, 195, 212, 354

EatWith

, 407

Eco-innovators

, 374

Eco-labels and certifications

, 381

E-commerce services

, 291

Economic feasibility study

, 112

Economic systems

, 360

ECO-Z

, 308–309

E Ilunion Hotels

, 397, 398

Electronic media

, 268

‘E-mediaries’

, 74

‘Emotional labour’

, 82

Empathy

, 197

‘Employee stock ownership plans’

, 250

Employment

, 5, 40, 357

Enterprise risk management (ERM)

, 233–235

Entrepreneurial activity

, 5, 8, 82, 358

Entrepreneurial alertness

, 95

Entrepreneurial decision-making

, 158

Entrepreneurial opportunities

, 93, 94, 95, 96, 316–317, 321, 326

Entrepreneurial passion

, 272

Entrepreneurial process

, 93–98, 242

entrepreneurial intent

, 97–98

four phases of

, 93, 97

ideas and opportunities

, 94–95

influencing factors and dynamics

, 98–101

dynamics of entrepreneurial process

, 101

environmental and sociological factors

, 100–101

personal attributes

, 99–100

influencing factors depending on the phase of

, 99

opportunity evaluation

, 95–96

opportunity exploitation

, 96–97

opportunity recognition

, 95

Entrepreneurial traits

, 99

Entrepreneurs, definitions of

, 7–8

Entrepreneurship, definitions of

, 6–7

Environmental awareness

, 44

Environmental discontinuity

, 214

Environmental Management System

, 382, 384

E-reputation

, 286, 288, 291

E-tourism

, 45

Euromonitor

, 59

European airline industry

, 63

European Commission (EC)

, 11

European Union (EU)

, 11

Evaluation process

, 209

Exit route, taking

, 241

harvesting, importance of

, 248–249

harvesting, methods of

, 249–252

forming alliance/partnership with another business venture

, 251–252

initial public offering

, 250

private equity recapitalisation, choosing

, 250–251

selling the business

, 250

harvesting, reasons for

, 244–245

external forces

, 245

personal goals

, 244

retirement

, 244

succession

, 244–245

willingness to make change

, 245

harvest plan, development of

, 253–255

anticipating the harvest

, 253

expecting conflict

, 253–254

good advice, obtaining

, 254

understanding motivations

, 254

situation and factors

, 245–247

strategic pressure

, 246

urgency and other factors

, 246–247

valuation and payment methods

, 252–253

harvest value

, 252

method of payment

, 252–253

within broader strategy

, 247–248

combined/mixed strategy

, 248

growth strategy

, 247

retrenchment strategy

, 247

stability strategy

, 248

Expedia

, 84, 265, 292

Experience economy

, 193, 317

‘Experience providers’ (ExPros)

, 318, 319

Experiential marketing

, 317

External environment factors

, 264, 266

External macro-environment

, 61

External management-related GEiT innovations

, 378, 379

Facebook

, 43, 210, 282, 283, 287, 289, 290, 291

Family-run enterprises

, 134

Feasibility study

, 109–128

business feasibility study, report on

, 119–127

break-even analysis

, 126–127

company

, 120

executive summary

, 119–120

financial performance

, 127

financial projections

, 124–126

management capability

, 123–124

market analysis

, 122–123

market assessment

, 121–122

marketing strategy

, 123

service/product description

, 120–121

economic feasibility study

, 112

financial feasibility

, 113

legal feasibility study

, 112

market feasibility

, 112, 114–115

operational feasibility study

, 112

organisational feasibility

, 113

overview and components

, 111–113

schedule feasibility study

, 112

technical feasibility study

, 112, 113

template of

, 113–119

business, description of

, 114

critical risks and problems, examination of

, 116–117

executive summary and introduction

, 113–114

financial feasibility

, 117–118

management team and staff members

, 115–116

market feasibility

, 114–115

marketing plans

, 117

products/services, description of

, 115

results, evaluation, conclusion/recommendations and decision

, 118–119

technical specification

, 116

Feasible business venture

, 111

Feedback control

, 214

Feedback mechanisms, implementation of

, 231

Feedforward control

, 214

Finance component

, 161–162

Financial buyers

, 250

Financial control

, 175, 209, 214, 220

Financial feasibility

, 113

financial analysis and projections

, 124–127

projections and plan

, 117–118

Financial forecasts and statements

, 162

Financial management

, 170

budgeting

, 173–174

budgets, uses of

, 174–175

financial statements/reports

, 171–172

balance sheets

, 172

cash flow statement

, 172

profit and loss statement

, 171–172

investment decisions

, 185–186

investment evaluation methods

, 186–187

meaning, objectives and functions of

, 170–171

monitoring business performance and improvement

, 175

benchmarking/comparison

, 175

monitoring improvement

, 175–176

operational ratios

, 177–178

profitability ratios

, 176–177

operational decisions

, 178–185

analytical techniques

, 181–183

pricing methods

, 178–181

revenue management technique

, 183–185

Financial model

, 413

Financial planning

, 117, 118, 173, 174

Financial projections

, 117–118, 124–126

Financial resources

, 170, 215

Fitness and experiential tourism

, 44

Five Forces Model

, 62–63

Fixed costs (FC)

, 39, 126, 181

Flexibility

, 217

Flexible budget

, 174

Flickr

, 43, 283

Forecasting

, 174

Four corner’s analysis

, 67

Fourth industrial revolution (FIR)

, 75, 363

Franchise agreements

, 144

Franchise method

, 144

Franchising

, 143–145

French Alps

, 280

Gastronomy

, 320, 322, 407

Generation Y

, 44

Generic contracts

, 104

Geographic segmentation

, 305

Geographic-specific alliance

, 140

Global Blue

, 272

Global distribution system (GDS)

, 43, 416

Global economic crisis

, 409, 419

Global Entrepreneurship Monitor (GEM)

, 358

Globalization

, 73

Global value chain, in tourism

, 28–29

Going rate pricing

, 180

Google Home

, 292

GPS positioning

, 398

Grand Hyatt Cannes Martinez

, 280

Green Boutique Hotel

, 383

Green entrepreneurship in tourism (GEiT)

, 369

best practice

, 383

green actions and sustainable initiatives

, 377–380

green entrepreneurship in tourism context

, 374–377

social responsibility and certifications

, 380–383

theoretical and knowledge background

, 371

categories of green entrepreneurs

, 373–374

concept of green entrepreneurship and forces driving green initiatives

, 372–373

Green followers

, 373

Green Globe 21 (GG21) scheme

, 382

Green innovators

, 374

Green laggards

, 373

Green practices

, 370, 372, 373–374, 375, 377, 378, 384

Gross domestic product (GDP)

, 41

Gross operating profit (GOP)

, 171, 176

Growth by acquisition

, 247

Growth strategy

, 247

Guest satisfaction, ensuring

, 217

Hall’s tourism system

, 21, 22–23

Harvesting

, 243, 255

importance of

, 248–249

methods of

, 249–252

reasons for

, 244–245

Harvest plan

, 253–255

Hedonists, hotels for

, 85

Heterogeneity

, 80, 195, 204

High capital investment and immobility

, 40

High-tech meeting rooms

, 283

High-tech reception areas/lobby

, 282

HomeAway, case study

, 408, 414–416

Hootsuite

, 290

Horizontal collaboration

, 38

Horizontal integration

, 216

Horizontal linkages

, 28

Hospitality business

, 197, 237

Hospitality business, monitoring and assessment procedures in

, 207

assessment processes

, 211–213

characteristics to consider for

, 216–218

control process in Romanian accommodation business

, 218–220

purpose for

, 210–211

types of assessment procedures

, 214–216

financial resources

, 215

human resources

, 216

physical control

, 215–216

Hospitality industry

, 371, 376, 381

Hotel consortium

, 145

Hotel Optimiser

, 280

Human capital

, 75, 82, 397

Human creativity and innovation

, 388

Human resource management

, 26

IHG (InterContinental Hotels Group)

, 291

Imitability

, 41

Inbound logistics, in value chain

, 26

Incremental innovation

, 78, 79, 80

Industries, tourism-related

, 4, 5, 10–11, 30, 72, 73, 79, 86, 134, 135, 319, 354

characteristics and profile of entrepreneur in

, 391–392

Industry/destination level, value chain at

, 27–28

Industry value chain

, 27

Inflexibility

, 40–41

Information and communication technologies (ICTs)

, 27, 38, 43, 73, 105, 134, 226, 298, 335, 373

In-house skills training

, 199

Innovation

, 71

definitions

, 7, 76, 77

and entrepreneurship

, 81–83

determining factors

, 80–81

forms and types of

, 78

imperative for

, 73–75

knowledge management

, 76–77

success cases/best practices

, 83–86

technological innovations

, 78–80

Innovation Grisons

, 339

Innovations Generator

, 339

Input providers

, 38

Inseparability

, 194–195, 204

Instagram

, 286, 289

Instant messaging

, 45

Intangibility

, 194, 204

Integration

, 216

Intended strategy

, 67

Internal management-related GEiT innovations

, 378, 379

Internal Rate of Return (IRR) method

, 186

International Hotel and Restaurant Association (IH&RA)

, 382

International tourism

, 5, 28, 29, 30, 42, 47, 212, 321, 354, 395, 396

International Tourism Partnership

, 377

International Trade Centre (ITC)

, 228

International transport

, 29

Internet

, 43–45, 79, 104, 140, 141, 266, 268, 278, 286, 290, 292, 298, 302, 335, 405, 410

Inventory control

, 215

Investment alliance

, 140

Investment decisions

, 185–186

Investment evaluation methods

, 186–187

discounted cash flow (DCF)

, 186

internal rate of return (IRR) method

, 186–187

Net Present Value (NPV) method

, 186

Investment funding

, 118

Invoicing

, 280

Island Safaris of Vanuatu and Vanair

, 12, 13

ISO 31000:2009

, 225, 227–228, 233, 238

ISO/IEC 31010:2009

, 228

Job creation

, 5, 353

Joint venture

, 140

Key performance indicators (KPIs)

, 216

Knowledge management (KM)

, 76

creativity and innovation in the context of

, 76–77

Knowledge transfer

, 80

Labour Law

, 104, 107

Leadership in Energy and Environmental Design (LEED) rating system

, 380

Legal enterprises

, 392

Legal feasibility study

, 112

Legal issues and aspects of entrepreneurship

, 102–106

appropriate business entity/structure, choice of

, 102

contracts

, 104–106

intellectual property rights, protection of

, 102–103

liability issues and insurance

, 103–104

Legal risk

, 104

types of

, 105

Legal structure

, 160

Leiper’s tourism system

, 21–22

Licensing

, 103, 417

Lifestyle entrepreneurship

, 356

LikeAlizer

, 290

Lilizela Awards

, 203

Lombok pottery making lessons

, 395–396

Long-term market development

, 40

Loss aversion bias/self-fulfilling prophecy

, 158

Lounge Up applications

, 280

Louvre Hotels group

, 281

Loyalty programmes

, 195, 202

Management, defined

, 154

Management and business plan

, 153

decision-making bias, identifying

, 157–158

finance component

, 161–162

market component

, 162–164

micro case study

, 164–166

making decisions based on suitable sources of information

, 164–165

using business plan

, 166

operational decisions

, 156–157

sources of information supporting management decision-making

, 158–159

strategic decisions

, 156

tactical decisions

, 156

venture component

, 160–161

Management contracts

, 142–143

Management team

, 115–116

MapMyFitness

, 48

Marginal cost pricing

, 180

Market, defined

, 37

Market analysis

, 122

competition analysis

, 122–123

concept evaluation and refinement

, 123

industry trends

, 122

location and facility

, 122

Market assessment

, 121

Market conditions

, 212

Market feasibility

, 112, 114–115

Marketing and purchasing consortia

, 145

Marketing and sales, in value chain

, 26

Marketing innovation

, 78

Marketing of tourism services/experiences

, 261

experience encounter

, 269–272

passion

, 272

people

, 269–270

physical environment

, 271–272

processes

, 270

pre-encounter

, 265–269

partners

, 267–268

place

, 265–266

presentation

, 268–269

pricing

, 266

product

, 265

promotion

, 267

10 Ps model

, 263–264

Marketing partnerships

, 268

Marketing plan

, 117, 297

case study

, 308–309

elements of

, 300

market analysis

, 300–304

competition analysis

, 301–302

gathering and analysing data

, 303–304

importance of technology

, 302

potential customers and potential of market

, 301

social, political, economic environment

, 302–303

market segmentation, targeting and positioning

, 304–307

budgeting

, 307

defining marketing strategy

, 305–306

marketing mix decisions

, 306

marketing tactics

, 306–307

monitoring, control and evaluation

, 307–308

setting marketing objectives

, 304

strategic marketing planning

, 299–300

Marketing presentation

, 269

Marketing strategy

, 123, 163, 305–306

Market positioning

, 162

Market potential

, 125

Market pricing

, 180

Market research

, 163, 164

Market segmentation process

, 305, 310

Market share

, 65, 125–126, 302

Market’s dynamism

, 309

Marriott/LiquidSpace

, 414

Master budget

, 174

Maya Boutique Hotel

, 345, 346

Measurement instrument

, 200

Meetings, Incentives, Conferences and Exhibitions (MICE)

, 287, 398

Meliá Hotels

, 86

Mental processing

, 96

Merapi Lava Tour

, 393

Millennials

, 44, 47, 85, 410

Mission statement

, 160

Mobile payment

, 280–281

Mobile phones

, 43, 45

Mobile smartphone technology

, 47

Mobile technology

, 46, 410

Mobile terminal

, 282

Modern software development methodologies

, 236

Monitoring and controlling

, 218, 219

Monumentality

, 395

Moontain Hostel

, 280

Multi-unit franchisee ownership

, 145

My Web Valet

, 282

Nagelkerke coefficient of determination

, 344

Nature-based tourism

, 164, 165

Net income projections

, 162

Net present value (NPV)

, 118, 186

Net promoter score (NPS)

, 319

Nett profit ratio

, 176

Nett return on total assets ratio

, 176–177

New consumers

, 73

New entry, threat of

, 63

New trends and fashions

, 73

Nou-u technology

, 398

Novices, wine tourism

, 326

Online check-in and check-out

, 282

Online co-innovation communities

, 79

Online platforms

, 301, 408

Online social media, typology of

, 285

Online travel agent (OTA)

, 46, 84, 278, 291, 416

Open innovation

, 334–336

Opera

, 280

Operating budget

, 174

Operational budget

, 211

Operational decisions

, 156–157, 178–185

analytical techniques

, 181–183

break-even analysis

, 181–182

profit sensitivity analysis (PSA)

, 182–183

pricing methods

, 178

contribution margin pricing

, 180

cost-plus pricing

, 179–180

factors influencing pricing decisions

, 179

going rate pricing

, 180

price promotions

, 181

rate of return pricing (ROR)

, 180

stages in setting prices

, 178–179

revenue management technique

, 183–185

Operational feasibility study

, 112

Operational ratios

, 177–178

Opportunity beliefs

, 94

Oracle

, 280

Organic growth

, 247, 352

Organisational feasibility

, 113

Organisational innovation

, 78

Organising process

, 220

Organizational skills

, 73

Organization for Economic Co-operation and Development (OECD)

, 8

Otium in Italy

, 142

Outbound logistics, in value chain

, 26

Outsourcing

, 236

Overconfidence bias

, 157, 335

Overoptimism bias

, 157

Ownership

, 195, 204

Oyster

, 319

P2P accommodation platform

, 414–416

P2P finance

, 406

Participatory web

, 43

Partners, marketing model

, 264, 267–268

Partnerships

, 137–138, 418

Passion, marketing model

, 264, 272

Patents on inventions

, 102–103

Payment, method of

, 252

Peer-to-peer

, 404, 405, 406, 411, 414–416

People, marketing model

, 264, 269–270

Performance dimensions

, 80, 81

Performance evaluation

, 270, 319

Performance management

, 216

Performance standards

, 211

Periscope

, 287

Perishability

, 195, 204

Personal safety and security

, 361

Personnel and training consortia

, 145

PEST (Political, Economic, Socio-cultural and Technological) analysis

, 61–62, 214

Phygitalization

, 293

Physical control, in the tourism business

, 215–216

Physical environment, marketing model

, 264, 271–272

PhytoTrade Africa

, 361

Pizza Hut

, 145

Place, marketing model

, 265–266

Planning

, 172–173, 211

Planning and management strategies

, 22

Planning process

, 219, 220

Porter’s model

, 62

Presentation, marketing model

, 264, 268–269

Price promotions

, 181

Pricing, marketing model

, 264, 266

Pricing methods

, 178

contribution margin pricing

, 180

cost-plus pricing

, 179–180

factors influencing pricing decisions

, 179

going rate pricing

, 180

price promotions

, 181

rate of return pricing (ROR)

, 180

stages in setting prices

, 178–179

Pricing tourism services

, 171, 178

Primary information

, 158, 159

collection and analysis of

, 165

Private equity recapitalisation

, 250–251

Processes, marketing model

, 264, 270

Process innovation

, 78

Procurement

, 26

Prodigy Network

, 340

Product, marketing model

, 264, 265

Product clubs

, 138–139

Product innovation

, 78

Product liability claims

, 103

Product partners

, 268

Profitability ratios

, 176–177

nett profit ratio

, 176

nett return on total assets ratio

, 176–177

profit before fixed charges ratio

, 176

return on owners’ equity ratio

, 177

Profit and loss statement

, 161, 162, 171–172, 174

Profit-based online platforms

, 408

Profit before fixed charges ratio

, 176

Profit multipliers (PMs)

, 182

Profit planning

, 174

Profit sensitivity analysis (PSA)

, 178, 182–183

Project management

, 112

Promotion, marketing model

, 264, 267

Promotional and PR partnerships

, 268

Property Management System (PMS)

, 279, 280

Prospective entrepreneurs

, 111–112, 115, 155, 163, 194

Psychographic segmentation

, 305

Psychological elements

, 23

Qantas Holiday

, 13

Qualities

, 8, 203

Quality control

, 215–216

Quality Management System (QMS)

, 280

Radical innovation

, 78, 79

Rate of return pricing (ROR) method

, 180–181

Referral consortia

, 145

Regulatory compliance

, 102

Relationship marketing

, 195

Reliability

, 197

ReportLinker Insight (2016)

, 408

Reputation management

, 286

Reservations systems

, 145

Resource allocation processes

, 56

Resource-based perspective (RBV)

, 95

Responsiveness

, 197

Restaurant industry

, 144

Retail business

, 246

Retrenchment strategy

, 247

Return on investment (ROI)

, 213, 315, 316

Return on owners’ equity ratio

, 177

Revenue management technique

, 183–185

Revenue partners

, 268

Revenue per available room (RevPAR)

, 177, 183

Review Express

, 290

RH Hotels

, 84–85

Ridesharing business models

, 413

Risk analysis

, 229–230

Risk and uncertainty

, 213, 229

Risk assessment procedures, establishing

, 233

Risk assessment process

, 229

Risk identification

, 229

Risk management (RM)

, 223, 225–226

definition of risk

, 225

enterprise risk management (ERM)

, 233–235

implementation and benchmarking

, 233–234

learning and reporting

, 234–235

measuring and monitoring

, 234

planning and design

, 233

plan

, 230, 231

principles

, 226–227

process of

, 228–232

standard of

, 227–228

strategies

, 235–238

risk avoidance

, 236

risk reduction

, 236

risk retention

, 237–238

risk sharing

, 237

Risk performance

, 231

monitoring

, 234

reporting

, 234

Risk transfer

, 237

Risk treatment

, 230

Romanian households

, 219

Room yield

, 183

Rural areas, improving life conditions in

, 357

Sales alliance

, 140

Sales estimation methods

, 125–126

Sales volume, projecting

, 125

SCEPTICAL

, 62

Schedule feasibility

, 112

Schumpeter’s innovation theory

, 76

Scribd

, 283

Search engines optimisation (SEO)

, 306

Seasonality

, 39, 40

Secondary information

, 159

collection and analysis of

, 164–165

Self-fulfilling prophecy

, 158

Self-interest bias

, 158

Sensory experiences (SENSE)

, 318

Service, in value chain

, 26

Service defectors

, 83

Service excellence

, 193, 194, 199, 204

after guests having an experience at the establishment

, 202

before guest visits the accommodation establishment

, 200–201

during the stay at accommodation establishment

, 201–202

in South Africa

, 202–203

Service industries, marketing in

, 263, 273

Service products, characteristics of

, 194–195

Service quality

, 192, 193, 195–196

Service Quality Scorecard (SQSC)

, 196

Service quality variables

, 196–199

Services and tourism services

general characteristics of

, 38–39

Sharing, defined

, 405

Sharing economy (SE)

, 44, 405–408, 410–411

business models in

, 411–414

business opportunities and threats

, 416–418

core pillars of

, 412

HomeAway, case study

, 414–416

key drivers for growth of

, 409–410

Sharing information

, 216

Small- and medium-sized enterprises (SMEs)

, 11, 228, 267, 300, 391

Small- and medium-sized tourism enterprises (SMTEs)

, 134, 135, 139

Small and micro enterprises

, 371

Small business networks

, 362

Small Luxury Hotels (SLH)

, 146–147

Small tourism enterprises

, 279, 362

Smart consumer

, 74

SMART marketing objectives

, 300, 304

Snapchat

, 287

Social enterprises

, 356, 360

Social entrepreneurship, in tourism

, 351

concept and context of

, 353–355

benefits for entrepreneur

, 355

benefits for society and tourism

, 354–355

in the context of developing country

, 355–357

importance of social entrepreneurship

, 355–356

improving life conditions in rural areas

, 357

low barriers of entry

, 356–357

fourth industrial revolution (FIR)

, 363–365

benefit to entrepreneurs and tourism

, 364

challenges and opportunities of

, 365

main features

, 363

new organisational models for tourism

, 364–365

South Africa

, 357–363

alternative model of entrepreneurship

, 360–362

basic needs approach

, 359

importance of SMMEs in

, 358–359

strengthening linkages between entrepreneurship and tourism

, 362–363

Social interaction

, 74

Social media (SM)

, 43, 210, 268, 283–288

Social networks sites (SNSs)

, 405, 411

Sociograph

, 287, 290

Solution-specific alliance

, 140

South African tourism industry

, 203

South Africa Web (2015)

, 359

Spain, accessible tourism in

, 397

Spectacularity

, 395

Stability strategy

, 248

Staff controls

, 238

Stakeholders

, 13, 37, 232, 397

STAR Alliance

, 140

Start-up business

, 173

Starwood Hotels

, 286, 287

State Secretariat for Economic Affairs (SECO)

, 339

STEEP (Socio-Demographic, Technological, Economic, Environmental and Political Influences )

, 62

Strategic alliance partnership

, 138

Strategic analysis

, 58–63

definition and considerations for application

, 58–60

tools of

, 60–63

Five Forces Model

, 62–63

PEST analysis

, 61–62

SWOT analysis

, 60–61

Strategic buyers

, 250

Strategic decisions

, 133, 148, 156

Strategic experiential modules (SEMs)

, 318

Strategic formation

, 55–56

Strategic marketing planning

, 299–300

Strategic planning

, 56–58

definition of

, 56–57

and management

, 54–56

practical tips

, 57–58

Strategy implementation

, 56

Substitution, threat of

, 63

Supplier power

, 63

Supply chain

, 27, 413

Supply chain management

, 37

Sustainability certification

, 380

Sustainability-oriented entrepreneurs

, 372

Sustainability Performance Operation Tool (SPOT)

, 377

Swiss Confederation

, 339

Swiss crowdfunding platforms

, 340

SWOT (strength, weakness, opportunism and threat) analysis

, 54, 60–61, 65, 163, 165, 300

Systems theory

, 21

‘Table d’hôte’

, 407, 408

Tactical decisions

, 156

Talent development

, 5

Tangibility

, 197

Tangible elements, quality of

, 265

Technical and maintenance services

, 281

Technical feasibility study

, 112, 113

Technological advancements

, 409

Technological development

, 26, 45

Technology operators

, 356

‘TELOS’ (technical, economic, legal, operational and schedule)

, 112

Tenacious and persistent entrepreneurs

, 9

Thai Soft

, 291

Tourism businesses

, 40–41, 134, 269, 273, 408–409

Tourism business managers and owners

, 199

Tourism consumer behaviour

, 42–44

trends in

, 74

Tourism Development Council Board meetings

, 13

Tourism experience

, 21, 23–25, 37, 313

added value for tourists

, 320–325

first case/best practice

, 321–322

second case/best practice

, 322–324

third case/best practice

, 324–325

authentic

, 43

consumer experience, creating

, 315–320

customer feedback

, 319–320

entrepreneurial opportunities

, 316–317

experiential marketing and experience economy

, 317–318

strategic experiential modules and experience providers

, 318–319

definitions of

, 23–24

phases in temporal terms

, 25

Tourism markets

, 72, 74, 263

Tourism offerings

, 36, 135, 321

Tourism products

, 36, 39, 262–263, 266

Tourism providers

, 43, 47, 72, 82, 133, 136, 196

Tourism services, particular characteristics of

, 39–40

Tourism services and markets, features of

, 38–40

Tourism supply chain, providers in

, 38

Tourist consumers

, 49, 74, 408

Tourist-generated content

, 287

Tourist service experience

, 194

Tour operators

, 29, 266

Toursbylocals

, 407

Tour wholesalers

, 266

Trademarks

, 103

Training programmes

, 202

Transport, international

, 29

Travel agents

, 29, 266

Travel and Tourism Intelligence

, 59

Travelblog

, 43

Travelocity

, 265

Travel technology

, 408

Travel trade

, 146

Trends in the tourism and travel markets

, 41

general situation

, 41–42

technological developments

, 45

tourism consumer behaviour, emerging trends in

, 42–44

TripAdvisor

, 43, 284, 286, 289, 290, 301, 303, 319

Tripforeal

, 407

TUR4all application

, 398

Turnover and cost structure

, 118

Twitter

, 289

Uber

, 356

Uncertainty, reducing

, 9

Uniqueness search

, 74

United Nations Organization for Industrial Development (UNIDO)

, 228

Urgency

, 246

Value chain

, 25–28

at business level

, 26–27

primary activities

, 26

support activities

, 26

value system

, 27

at industry/destination level

, 27–28

global

, 28–29

Value proposition

, 413

Vanpooling

, 413

Vanuatu Island Bungalow Association (VIBA)

, 12, 13

Vanuatu safaris air pass (VSAP)

, 12

Vanuatu’s tourism industry

, 12

Variable costs (VC)

, 126, 181

Venture component

, 160–161

Venture creation process

, 390

Vertical collaboration

, 38

Vertical integration

, 216

Vidivino

, 324

Virtual consumer community

, 286

Vision statement

, 160

VizEat

, 408

Vodafone Spain Foundation

, 398

Voluntary hotel chain

, 141

Wearable electronics

, 45

WeChat

, 45, 281, 291

WeMakeIt

, 344

WhatsApp

, 45, 282

Wi-Fi

, 282, 289

Wikipedia

, 335

Winemakers

, 317, 320, 323–324, 325, 326

Wineries’ investments

, 316

Wine Routes

, 79

Wine tasting

, 316, 322

Wine tourism

, 315, 317, 320, 321, 324–326

Wood’s model

, 96

World Tourism and Travel Council (WTTC)

, 382

World Tourism Day 2015

, 5

World Tourism Organisation

, 371

X generation, premium hotels for

, 85

Yield management (YM)

, 46, 178, 183, 184, 185

Yield percentage

, 177–178

YouTube

, 43, 288

‘Zeyssolff’s house’

, 321, 322