Search results1 – 10 of 10
The purpose of this paper is to focus on the Sourtoe Cocktail, a custom in Dawson City, Canada’s Yukon, in which participants drink a shot of alcohol with a dehydrated…
The purpose of this paper is to focus on the Sourtoe Cocktail, a custom in Dawson City, Canada’s Yukon, in which participants drink a shot of alcohol with a dehydrated human toe in it. Springing from a local legend, the thrill-inducing Sourtoe Cocktail has attracted the attention of tourists. The paper reveals insights from this particular case study in order to discuss potential future tourism trends within the Arctic, especially in regard to the development of a sustainable tourism industry. Additionally, it illustrates how local communities can avoid negative effects of “Arctification.”
The case study is deconstructed through Dean MacCannell’s (1976) framework of sight sacralization. The Sourtoe Cocktail is analyzed based on the five stages of the framework, which helps to reveal the various elements at play at the local level. The framework specifically highlights linkages between society and the Sourtoe Cocktail as a product in order to understand how it became a tourist attraction.
The use of MacCannell’s sight sacralization framework reveals the intricate relationship of the Sourtoe Cocktail to both the Arctic and the local folklore of the Klondike Gold Rush. In addition, it is argued that the activity can serve as an example of avoiding “Arctification” processes for northern communities.
The originality of the study lies in the application of the sight sacralization framework to an ordinary object – a toe – instead of an object of inherent historical, aesthetic or cultural value. The paper proposes a complementary study to the recommendations provided in the Arctic Tourism in Times of Change: Seasonality report (2019) for the development of sustainable Arctic societies.
This paper aims to investigate whether this savored relationship goal within business‐to‐business selling will survive through this century's formidable stumbling blocks…
This paper aims to investigate whether this savored relationship goal within business‐to‐business selling will survive through this century's formidable stumbling blocks. The fundamental question may very well be, if not the present sales model(s) then is it time to formulate a new sales models?
The research examines the relevant sales challenge elements and sales beneficial factors as components of a new sales return on investment (ROI) model. This has generated a series of subordinate research objectives, which attempt to rationalize the contribution and weighted value of each of the modeled elements. The use of secondary research reveals a consistent thread of relationship‐selling challenges for sales teams.
Client management and sales are key functions in most organizations, and companies are increasingly realizing the importance of preserving and developing relationships with their existing clients, in addition to developing new clients. The challenge is to manage customers strategically, by constantly expanding the scope of the offering and the strength of the impact on the customer's business performance. Achieving differentiation with strategic customers requires new buyer‐seller relationship strategies that assist customers in implementing their own strategies. The capability to manage strategic customer relationships as the most critical assets in the business remains elusive.
Effective salesperson follow‐up would logically include specific components designed to interact, connect, know, and relate with their customers: interact – the sales person acts to maximize the number of critical encounters; connect – the salesperson maintains contact with the multiple individuals in the buying; know – the salesperson coordinates and interprets the information gathered; relate – the salesperson applies relevant understanding and insight to create value‐added interactions.
The contribution of this paper have been directored towards offering sales and marketing organizations the foundational elements of a grass‐roots ROI modeling technique to apply towards their respective sales endeavors. This author believes that successful implementation of these key factors should enable sales teams and their sale management to achieve their respective institutional sales, client, and growth targets.
This paper adds to the subject knowledge of sales and sales techniques by creating new sales models, which address the twenty‐first century marketing environment challenges.