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Article
Publication date: 11 June 2018

Peter Schofield, Phil Crowther, Leo Jago, John Heeley and Scott Taylor

This paper aims to contribute to theory concerning collaborative innovation through stakeholder engagement with reference to Glasgow City Marketing Bureau’s (GCMB’s) management…

1505

Abstract

Purpose

This paper aims to contribute to theory concerning collaborative innovation through stakeholder engagement with reference to Glasgow City Marketing Bureau’s (GCMB’s) management strategies, which represent UK best practice in events procurement, leveraging and destination branding.

Design/methodology/approach

The research adopts a case study design to facilitate an in-depth evaluation of the destination marketing organisation’s (DMO’s) critical success factors. Multiple perspectives on GCMB’s collaborative innovation are achieved through semi-structured interviews with senior managers from the bureau, key stakeholders and other DMOs.

Findings

GCMB’s success results from long-term, extensive, collaborative engagement, a unique institutional structure and sustained political and financial support through to transformational leadership, strategic event selection and targeted marketing through “earned” distribution channels.

Research limitations/implications

The study takes a single case study approach and focusses on GCMB’s event-led branding strategy. Given the importance but relative neglect of long-term inter-personal relationships in collaborative innovation, future research should focus on the development of social capital and adopt a longitudinal perspective.

Practical implications

The paper provides insights into the collaborative innovation process with a range of stakeholders, which underpins GCMB’s events strategy and its leveraging of the city brand. In particular, the study highlights the need for entrepreneurial leadership and the development of long-term relationships for effective engagement with stakeholders.

Originality/value

Previous research has focussed on outcomes and neglected pre-requisites and the process of collaborative innovation between destination stakeholders. This study examines this issue from the perspective of a successful DMO and presents a conceptual framework and new engagement dimensions that address this gap in knowledge.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 6
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 7 March 2008

Youcheng Wang and Shaul Krakover

The purpose of this paper is to understand the business relationships among the tourism industry stakeholders in conducting collaborative destination marketing activities.

10953

Abstract

Purpose

The purpose of this paper is to understand the business relationships among the tourism industry stakeholders in conducting collaborative destination marketing activities.

Design/methodology/approach

This research takes a case study approach by focusing on the investigation of the business relationships among tourism industry stakeholders in Elkhart County, Indiana. Interviews with five staff members from the Elkhart County Convention and Visitors Bureau as well as 32 tourism industry representatives were conducted in order to answer the research questions.

Findings

The interview results indicate that different relationships of cooperation, competition and coopetition coexist among the tourism stakeholders. Four cooperative relationships with various degrees of formalization, integration, and structural complexity are involved. In addition, four factors have been identified as affecting this relationship configuration. The perceived relationship between cooperation and competition was also found to be vital with reference to the marketing of a destination.

Research limitations/implications

Given the exploratory nature and case study approach of the research, caution is required in interpreting the results of the study, particularly in generalizing the study results to other destinations.

Originality/value

The paper provides practical implications to tourism businesses in their efforts to collectively market their destination, particularly in relation to how they balance the relationship between cooperation and competition, individual benefits and common benefits in order to achieve success for both the destination and their individual businesses.

Details

International Journal of Contemporary Hospitality Management, vol. 20 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 7 April 2014

Marianna Sigala

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and…

1535

Abstract

Purpose

Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues.

Design/methodology/approach

The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles.

Findings

The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS.

Research limitations/implications

The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts.

Practical implications

The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests.

Originality/value

The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.

Details

Marketing Intelligence & Planning, vol. 32 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 21 May 2019

Erisher Woyo and Elmarie Slabbert

The success of tourism destinations is in many cases measured from a competitive advantage perspective, not from a collaborative advantage perspective, which limits the…

Abstract

Purpose

The success of tourism destinations is in many cases measured from a competitive advantage perspective, not from a collaborative advantage perspective, which limits the possibilities of destination marketing in a collaborative cross-border context. Currently, the marketing efforts of Victoria Falls are highly fragmented as each country promotes the attraction separately. The purpose of this paper is to explore the cross-border destination marketing possibilities and realities of Victoria Falls from a demand and supply side perspective.

Design/methodology/approach

A quantitative approach was applied in this study, with two separate surveys being conducted. Data for the demand side were collected by means of a questionnaire that was distributed by fieldworkers, while data for the supply side were collected online. The data were analysed using descriptive statistics, factor analyses and one-way analysis of variance.

Findings

Five specific tourist motivations for visiting Victoria Falls were identified using demand data, of which sightseeing and destination attributes were the most important. Significant differences were found for tourists’ cross-border experiences using different border access points. Using supply data, challenges and opportunities of cross-border marketing were analysed. The most important opportunity was identified as cooperation, while the key challenges were economic and policy related. It is important to see the bigger picture and how cooperation can benefit both countries, which is unfortunately not currently the case for Zambia and Zimbabwe.

Practical implications

There is a need for tourism destinations to shift from competition-based strategies to collaboration-based strategies in order to be successful. Cross-border marketing requires that each country understands tourists’ motivations and experiences. For Zambia and Zimbabwe to increase their tourist arrivals, income and investment opportunities, both countries must move away from isolating their marketing efforts of Victoria Falls. It is important to look beyond the individual benefits for each country and focus on the combined benefits. The challenges identified in this study must be addressed if Zambia and Zimbabwe’s cross-border marketing of Victoria Falls is to be effective. The integration of demand and supply views is thus critical for cross-border marketing to be effective and successful.

Originality/value

Research on cross-border destination marketing of shared border attractions is limited. With regard to Victoria Falls, such research has never been explored in an academic context. This study has value for destination marketers of Zambia and Zimbabwe, especially for attractions that are shared between their borders such as Victoria Falls and Kariba Dam. Additionally, the study has implications for attractions that are shared across the borders of southern African countries like Zimbabwe, South Africa and Mozambique, as well as other attractions shared between borders in the global context.

Details

Journal of Hospitality and Tourism Insights, vol. 2 no. 2
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 3 June 2014

Asli D.A. Tasci, Robertico Croes and Jorge Bartels Villanueva

The aim of the current study is to use a city case study from Costa Rica to evaluate the Nash equilibrium point and Anna Karenina Principle in relation to community-based tourism…

1537

Abstract

Purpose

The aim of the current study is to use a city case study from Costa Rica to evaluate the Nash equilibrium point and Anna Karenina Principle in relation to community-based tourism (CBT), collaborative destination marketing (CDM) and strategic destination branding (SDB) – all of which require similar facilitators and suffer from similar inhibitors.

Design/methodology/approach

The study combines a case study approach with in-depth interviewing of local business stakeholders as the aim is to reveal a specific event in a specific setting.

Findings

In-depth interviews with local tourism product and service suppliers provided evidence that numerous deficiencies stem from the lack of collaborative destination marketing and branding in Costa Rica. This undermines the Nash equilibrium, namely successful CBT marketing and branding.

Research limitations/implications

The results support the theory that the success (i.e. Nash equilibrium) or the failure situation (i.e. Anna Karenina Principle) in CBT – similar to CDM and SDB – depend on similar critical factors, including a shared vision, all-inclusive stakeholder involvement and participation; and cooperation and collaboration.

Practical implications

Results indicated an urgent need for governments, donor organizations, universities and NGOs to partner to collectively develop campaigns and educational and training programs for human and social capital development.

Originality/value

This study integrates sustainable tourism, tourism development, poverty alleviation, community-based tourism (CBT), collaborative destination marketing, strategic destination branding (SDB), Nash equilibrium and Anna Karenina Principle to explain the successful application of community-based tourism, which has not been previously reported.

Details

Worldwide Hospitality and Tourism Themes, vol. 6 no. 3
Type: Research Article
ISSN: 1755-4217

Keywords

Book part
Publication date: 29 November 2018

Rauno Rusko

This chapter focuses on the coopetition features of tourism and specifically of tourism destinations. Because of the typical features of tourism destinations, coopetition might be…

Abstract

This chapter focuses on the coopetition features of tourism and specifically of tourism destinations. Because of the typical features of tourism destinations, coopetition might be a particularly important theme in the literature on tourism. However, the number of tourism studies that have focused on, or at least mentioned, coopetition is surprisingly small. Regarding tourism destinations, co-location causes different forms of coopetition situations, which are not very common in geographically diffused industries. Furthermore, the basic idea of one joint tourism product, such as the experiences of a tourist in a tourism destination, forces the (competing) suppliers of services in the resort to cooperate. Co-location causes a situation in which the competing firms in the area have joint branding and marketing activities. Destination marketing organisations are an important form of coopetition activities in tourism. In addition to co-location, seasonality is one of the specific features of coopetition in tourism destinations. This study combines the outcomes of several publications and other empirical materials about coopetition in tourism.

Details

Tourism Planning and Destination Marketing
Type: Book
ISBN: 978-1-78756-292-9

Keywords

Article
Publication date: 9 March 2012

Peter Atorough and Andrew Martin

Destination Management Organisations (DMOs) are very much a part of the Scottish tourism landscape in 2011. Some regional tourism stakeholders have created DMOs to manage their…

1665

Abstract

Purpose

Destination Management Organisations (DMOs) are very much a part of the Scottish tourism landscape in 2011. Some regional tourism stakeholders have created DMOs to manage their respective regional attractions, but until now, this has not been the case with north‐east Scotland. As a prelude to the potential creation of a regional DMO, the purpose of this paper is to empirically evaluate tourism business leaders' attitudes and likely acceptance of the DMO's structure and functions.

Design/methodology/approach

The Thomas‐Kilmann Conflict Mode (TKCM) was utilised to provide an evaluative framework, with discussion of the assertiveness versus cooperativeness needs of tourism business stakeholders in the region. The TKCM's measurement instrument was utilised along with a purpose‐built questionnaire to gather information about tourism leaders' interaction orientations and their level of support for the formation of a DMO, its structure and functions.

Findings

Tourism leaders in north‐east Scotland are collaboration‐oriented. Initial findings indicate that on balance, tourism businesses (as expressed by their managers/owners) are persuaded by the attractiveness of collaboration at an integrated regional level, but would nevertheless prefer a certain degree of competition. In addition, organisational size and membership of existing destination management networks appear to moderate the interaction choice preference.

Research limitations/implications

First, the scale and questionnaire instrument developed to test attitudes toward a DMO formation have not been exhaustively evaluated, nor have the potential moderating factors been comprehensively assessed. A more robust and validated scale should be developed and moderators clearly modelled. Second, current sample size is limited and may not provide an adequate basis for generalisation. In future, a larger sample should be employed. Finally, this research is exploratory in scope, and future research, designed along an evaluative and analytical basis, is encouraged.

Practical implications

Collaboration within a new DMO in marketing to new markets and the support for this is not challenged, but some competition among tourism providers will continue. It is likely that the disparity between tourism performance in the city and rural areas will continue in the near future. The role of the DMO will therefore involve enlarging the customer base and raising the tourism profiles of both city and rural locations, in order to create a level playing field.

Originality/value

This research is the first to utilise the TKCM and Instrument to assess tourism business leaders' assertiveness versus cooperativeness orientations, prior to the initiation of an alliance in a region. The paper shows that this approach holds viability for future research in this direction, especially the potential of TKCM as a predictive framework for interorganisational interaction and collaboration.

Content available
Book part
Publication date: 7 July 2017

Abstract

Details

Knowledge Transfer to and within Tourism
Type: Book
ISBN: 978-1-78714-405-7

Article
Publication date: 20 June 2008

Raquel Camprubí, Jaume Guia and Jordi Comas

The aim of the paper is to develop a conceptual model of the process by means of which the induced tourism image of a destination is created. The model focuses on the role tourism…

8573

Abstract

Purpose

The aim of the paper is to develop a conceptual model of the process by means of which the induced tourism image of a destination is created. The model focuses on the role tourism agents' relational networks play in this process and particularly on the effects of the links with external actors – i.e. tour‐operators – on the destination's induced image.

Design/methodology/approach

Based on Gartner's definition of image formation agents, it is assumed that there are tourism agents that use the tourism image as a pull factor to influence the buying behaviour of potential visitors. Basically, these agents are: internal actors, located within a particular tourism destination, and external agents – i.e. tour‐operators – which are not normally associated with any particular destination, but have stakes in the travel decision process of potential visitors. In parallel, it is assumed that the tourism destination is a web of relational networks where the agents are connected by means of collaborative links that facilitate the supply of a tourist product or experience to the visitors.

Findings

In this paper two potential gaps in the induced tourism destination image formation process are found, and that the position of relevant actors in the network and the structure of the network are two determinant factors of the emergence – or inhibition – of these gaps. It is also suggested that these gaps and the lack of collaborative links among internal and external actors would affect the coherence of the supplied tourist products and the satisfaction with the tourist experience.

Originality/value

The relevance of the paper lies in a new approach to the induced tourism image formation process focusing on the destination's relational network and, in particular, the network of relations with external agents (i.e. tour‐operators).

Details

Tourism Review, vol. 63 no. 2
Type: Research Article
ISSN: 1660-5373

Keywords

Abstract

Details

Contemporary Destination Governance: A Case Study Approach
Type: Book
ISBN: 978-1-78350-113-7

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