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This paper aims to identify how community members of a long‐established service brand, Club Med, negotiate the strategic decision made by management in 2002 to substantially alter the brand positioning.

A mixed method approach relied on participant observations, interviews with managers and consumers, and a netnography of an independent website used by Club Med members to exchange information, advice and other holiday tips.

Brand community members responded differently to the repositioning of the brand, according to the core benefit or value they first sought by attending the Club, from the functional and practical to the emotional or experiential reward. Responses also differed according to whether consumers valued the collective ideals of the earlier Club Med or the individualism advocated in the latest positioning. Hence, the value match between brand and consumers appeared predictive of their response.

Although limited to the case of one iconic service brand, these findings have implications for marketers. In particular, they warn against unilateral decisions made without due consideration of the brand community which may have developed around the traditional meanings associated with the brand.

Given the paucity of evidence of service brand community, validating the existence of service brand community represents a first and important contribution of the paper. Brand communities have intrigued researchers and practitioners by their loyalty and resilience. Moreover, little or no research has examined how such communities cope with dramatic changes in the brand strategy.

The purpose of this viewpoint paper is to discuss whether children can play a role in the sustainability of the tourism industry as a whole.

The paper is based on a literature review of key terms: sustainable tourism; mountain tourism; children; and empowerment.

Children could potentially play a role in the sustainability of tourism if they are empowered to do so. mini-clubs in mountain resorts could, for instance, contribute to their social empowerment using a catalytic strategy.

Practitioners involved in the sustainability of the tourism industry should investigate ways to make the sustainability endeavour of the industry more inclusive. As for academics, they should devote time for research on children, as they are an important stakeholder group for the industry.

This paper focusses on children in the tourism industry. There is a dearth of research in this area.

This paper aims to examine the determinants of the expenditure for the all‐inclusive (AI) package tourists.

Using a visitor exit‐survey, a total of 843 all‐inclusive tourists visiting the Balearic Islands were involved. Then, a least square regression model was estimated, with the two dependent variables (logarithm of average daily expenditure in the country of origin and logarithm of average daily expenditure in the destination) while sharing the same explanatory variables (visitor and travelling attributes) to determine the variables which are more associated with the respective expenditure category.

It was found that the presence of the AI holiday experience at the destination as well as visitor and traveling attributes, were the important contributing determinants of expenditure either at home or destination economies. Noticeably, the tourist who could have visited the Balearics even in the absence of the AI holidays has spent more money compared to the tourist who could not have visited the destination. This implies that the kind of the customers the AI tourism tries to attract have the least economic contribution.

Expenditure patterns are always important element for tour organizers and marketers when planning, designing and delivering their products. With the intention of maximizing the tourism benefits the destination management could focus on the variables which have positive impact on the expenditure with the aim of capturing the consumer surplus which is central element of the economy. The study gives the insights.

While the determinants of tourism expenditure have been widely studied in tourism literature little is still known on the same determinants for the specific tourism segments like the all‐inclusive tourism. It is niches or segments that make up the total tourism market; unfortunately most researches focus on the total market while ignoring its niches. This study is an effort to focus on individual tourism niches.

This paper aims to examine the formation of Kavaklıdere as a ‘modern’ residential district during the 1950s. Contemporary urbanization brought about changes in various regions of Ankara, among which Kavaklıdere emerged as an important location with features that defined a new stage in the development of the identity of the capital city. The construction of houses in this district from the early 1950s onwards was in accordance with new functional requirements resulting from the needs of the contemporary socio-economic context, and exemplified the relationship between architectural approaches and social developments. In line with the rapid urbanization of Ankara throughout the 1950s, daily life in Kavaklıdere was transformed, as experienced in the apartment blocks that were the newly constructed sites of modernization. The contemporary transformation of Kavaklıdere was apparently formal and spatial, with the modernist architectural approach of the period, i.e. the so-called International Style, beginning to dominate in the shaping of its changing character. Nonetheless, the transformation was not only architectural but also social: the characteristics of this part of the city were then defined by structures like these apartment blocks, which brought modernist design features, together with modern ways of living, into wider public use and appreciation. The paper discusses how the identity of Kavaklıdere as a residential district was formed in the context of the mid-twentieth century, when these new residences emerged as pioneering modernist architectural housing, the product of social change, which housed and hence facilitated the ‘modern’ lifestyle of that time.

In markets that are increasingly competitive, building strong business-to-business (B2B) brands is a key success factor. With this in mind, the first chapter of the book presents the current research on B2B branding and discusses the main topics of the book by presenting internal branding, external branding, and the contemporary perspectives on B2B branding. After a review of these topics, the chapter analyses each of the following chapters by presenting their short introductions.

This paper aims to explore whether consumer goods brands (CGBs) have more brand equity than exclusively professional brands (EPBs) do in the context of the industrial detergents market.

The author conducted direct customer interviews at the outlets of two large wholesale distribution retail chains. The sample included 211 respondents.

The study shows that CGBs do have brand equity in business-to-business (B2B) market. First, they enjoy a greater top-of-mind awareness than do EPBs. Second, they have a distinctive brand image, as they are perceived as being more efficient and more expensive than are EPBs.

There are three main limitations. First, the results may reflect industry-specific factors that are not representative of all professional markets. Second, the products studied are relatively low in price compared to other categories of professional products. Third, the sample market is a mature market characterized by a modest growth rate and limited development in related markets. However, these limitations do not discredit the results of the study. Conversely, they invite further research on the subject of CGBs extending into professional markets. Future research could examine other product categories as well as the use of an experimental approach to validate and generalize the primary results.

This research has implications for business-to-consumer marketing professionals looking to leverage the equity of their CGBs in the B2B space. In addition, this work can help B2B marketing professionals better defend their market share in the face of well-known CGB entering their market.

This study represents an exploratory analysis, as the author has not any found prior work on this topic. In addition to these original results, the paper contributes to a better understanding of the concept of brand equity in B2B for academics and provides new insights for industrial marketers regarding branding in B2B.

The purpose of this paper is to determine the future of the tourism industry in Haiti. More specifically, the paper answers the following question: will Haiti be able to reclaim a positive image and leading position in the Caribbean as a tourist destination?

Within the paradigm of theory building and exploratory approach, this conceptual study is based on a narrative literature review.

The turning point in the development of the tourism industry in Haiti has been the 2010 earthquake which has triggered a will to provide quality products and service specifically in the hospitality sector, the most dynamic sector of the tourism industry. With the diaspora, Haiti has the potential to reclaim a positive image and a leading position in the Caribbean. That said, before performing at this level, the destination must first and foremost contribute to the wellbeing of its people as a sine qua non condition for the success of its tourism industry.

The findings of this research may help potential investors to decide whether or not they want to invest in Haiti. The findings of the paper may also assist the DMO in its branding and marketing strategy.

The alleviation of poverty using tourism as a tool in a post-colonial, post-conflict and post-disaster context should be analysed, understood and approached from a human aspect point of view and perspective. Resilience is what better describes the tourism industry and the locals in Haiti. The locals are neither passive nor powerless.

At the heart of Club Med's quality policy is the integration of customers and employees . This not only avoids the classic guest/staff relationship, but helps employees to pin‐point potential customer complaints and to evolve future quality standards.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In an international merger and acquisition, the merged company often faces many difficulties. If we look into this case, China’s Fosun took many measures to conquer barriers and set a solid foundation: aligning the strategy of the company, choosing the allies, understanding local legal system as well as taking special measures concerning the real conditions. These together raise the possibility for Chinese companies to overcome international challenges.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to look at the current and future role of corporate social responsibility (CSR) to see how it could be used more effectively by hospitality companies. The article examines the “Food with Integrity” initiative of Chipotle Mexican Grills Inc. and similar approaches being implemented by Club Med resorts and the LIFT program, composed of multiple grants aimed at empowering underserved youth interested in aviation, at Alaska Airlines to illustrate the importance of both large- and small-scale strategies in achieving quality of life (QoL).

This paper opens with a review of the historical, current and future context of CSR and its application in hospitality industry settings. Additionally, three case study examples are used to portray the evolving role of CSR in hospitality companies.

The findings of this paper show that CSR initiatives in hospitality settings must advance in order to embrace the concept of social justice for all employees and other company stakeholders. This is a challenging objective to set but it would enable CSR initiatives and QoL outcomes to improve.

It is the first time that the three features case studies (Chipotle Mexican Grill, Inc., Club Med and Alaska Airlines) are considered together, analyzed and compared in order to demonstrate the different aspects of effective CSR in hospitality settings.