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This study aims to apply the relatively new concept of customer experience management (CXM) to the pre-consumptive stage within a cruise tourist’s journey.

The work will apply CXM to the tourism sector and, in particular to the cruise market. Academics have noted how CXM needs to takes a holistic integrated approach and focus on the complete customer experience. The cruise sector has been selected for this research because, it is the fastest growing tourism sector globally and the pre-consumption stage for cruise passengers is longer than for other vacation types.

This study has shown how CXM has emerged from the more traditional marketing concept of relationship marketing and has highlighted its relevance within the tourism industry, in particular, the cruise sector. In addition, the work has shown how adapting CXM to the pre-consumptive phase more fully will enhance consumer relationships and improve business performance.

This work is conceptual. It is proposed that the research propositions should be verified within the pre-consumptive stage of cruise passenger journeys. Another limitation is that the focus has been solely on the cruise sector and future research could be extended to other tourism service industries.

This work will provide tourism and other service industry managers with a new strategy to enhance consumer experience and improve business performance in the pre-consumptive stage and extend academic understanding within this stage of a cruise tourist’s vacation.

This research is significant because CXM is a model, which has been used within service businesses, but had a limited application to the cruise sector and to the pre-consumption timeframe. It is important to understand cruise passengers in this time-frame to encourage positive relationships, to potentially increase revenue opportunities and provide an overall improved consumer experience.

This paper aims to investigates the use of internal communications to foster workforce resilience in the cruise industry during a crisis. Drawing on the regulatory focus theory, this study explores how internal communication strategies can build employee resilience particularly at a time of difficulty. The regulatory focus theory explores the employee’s rationale for goal pursuit. Prevention-focused individuals are concerned with safety and responsibility while promotion-focused individuals focus on goal advancement. The authors seek to broaden the existing understanding of the application of the regulatory focus theory as a lens to inform internal communications crisis strategies.

Qualitative research using 15-semi structured interviews with cruise industry experts was undertaken during the pandemic. Applying a sensemaking and sense giving approach the researchers thematically analyzed the data in three stages, allowing for new theoretical insights to be uncovered.

The findings suggest that internal communication strategies should include prevention-focused messages emphasizing the cruise companies’ responsibility to employees, and promotion-focused communications, to include social interaction and individual growth opportunities.

This study’s contribution is three-fold. First, the authors extend the theoretical application of the regulatory focus theory to internal communication and identify a novel concurrent application of both prevention- and promotion-focused messages for developing a resilient workforce. Second, the authors introduce a preliminary conceptualization of an internal crisis communication strategy, emphasizing the concurrent application of prevention- and promotion-focused messages. Finally, the author offer practical suggestions for managing crisis communication strategies.

本文研究了在危机中利用内部沟通来建立邮轮业员工的复原力。借鉴规范方法理论, 本研究探讨了内部沟通策略如何促进员工的复原力, 尤其是在困难时期。规范性关注理论探讨了员工追求目标的原因。注重预防的人关注安全和责任, 而注重晋升的人则关注目标的实现。我们旨在扩展现有的知识, 将规范性焦点理论作为一个镜头, 为危机情况下的内部沟通策略提供参考。

我们对邮轮行业的专家进行了15次半结构化的访谈。 研究人员使用感性认识和感性方法, 分三个阶段对数据进行了主题分析, 发现了新的理论观点。

研究结果表明, 内部沟通策略应该包括以预防为主的信息, 强调邮轮公司对员工的责任, 以及以宣传为主的沟通, 包括社会互动和个人成长的机会。

本研究的贡献有三点。首先, 我们扩展了监管焦点理论在内部沟通中的理论应用, 并确定了一个新的同时应用预防和宣传为重点的信息来发展一个有弹性的员工队伍。其次, 我们提出了内部危机沟通连续体的初步概念化。最后, 我们为管理危机沟通策略提供了实用建议。

Este artículo investiga el uso de las comunicaciones internas para fomentar la resiliencia de los trabajadores del sector de los cruceros durante una crisis. Basándose en la teoría del enfoque normativo, este estudio explora cómo las estrategias de comunicación interna pueden fomentar la resiliencia de los empleados, especialmente en un momento de dificultad. La Teoría del Enfoque Normativo explora las razones del empleado para perseguir un objetivo. Los individuos centrados en la prevención se preocupan por la seguridad y la responsabilidad, mientras que los centrados en la promoción se centran en la consecución de objetivos. Pretendemos ampliar el conocimiento existente sobre la aplicación de la Teoría del Enfoque Normativo como lente para informar las estrategias de comunicación interna en situaciones de crisis.

Realizamos 15 entrevistas semiestructuradas con expertos del sector de los cruceros. Aplicando un enfoque de creación y transmisión de sentido, los investigadores analizaron temáticamente los datos en tres fases, lo que permitió descubrir nuevas perspectivas teóricas.

Los resultados sugieren que las estrategias de comunicación interna deben incluir mensajes centrados en la prevención, que hagan hincapié en la responsabilidad de las compañías de cruceros para con los empleados, y comunicaciones centradas en la promoción, que incluyan la interacción social y las oportunidades de crecimiento individual.

La contribución de este estudio es triple. En primer lugar, ampliamos la aplicación teórica de la Teoría del Enfoque Regulador a la comunicación interna e identificamos una novedosa aplicación concurrente de mensajes centrados tanto en la prevención como en la promoción para desarrollar una plantilla resiliente. En segundo lugar, presentamos una conceptualización preliminar del continuo de la comunicación interna de crisis. Por último, ofrecemos sugerencias prácticas para gestionar las estrategias de comunicación de crisis.

This paper charts the history and development of Chilean wines. The incredible growth of Chile's wine output is a textbook example of how aggressive private enterprise can combine with enthusiastic government backing. In 1988, Chile shipped 185,630 hectolitres abroad. By 1998, this had grown to an impressive 2.3 million hl worth US$500 million. Equally, instead of sending 88% of its wine to Latin America, as it had in the 1980s, in 2001 it sold in high‐profit markets like Europe (41% of all exports), North America (34%) and, increasingly, Asia, where in 1998 Chile sold 14% of its wine. The only country spared from the devastating blight of phylloxera, Chile's wine industry boomed in the early years of the 20th century. In 1981, there were 100,000 hectares (one ha = 2.47 acres) under vines, which sank to 67,000 in 1985, the nadir of the industry. Then, a new sense of identity and purpose swept Chile's winemakers and investors. Suddenly, the wine revolution which had earlier had its impact on California and Australia caught on in Chile. There were gigantic investments in land, plantings and equipment. Old‐fashioned vines were uprooted. In the late 1990s, Cabernet Sauvignon doubled from 11,000 to 20,000 hectares. Merlot vineyard acreage quadrupled between 1994 and 1999, similar growth was seen with Chardonnay and Sauvignon blanc. Winemakers were also experimenting with Pinot Noir and with Shiraz, which loves the dry, hot Chilean autumn. Chile today has 75,600 hectares under vine about two‐thirds of them red grapes. That prime fruit is being pressed by the latest equipment from Europe, Australia and North America.

This paper examines the development of Wine Tourism in the country of Chile. In particular it looks at the different approaches that are being adopted by both private and public organisations in Chile, in order to promote the country to the ‘Wine Tourist’, as both an attractive holiday destination and, as a provider of quality wines. Chile has much to offer the tourist. A unique landscape, a wide range of climates, and an interesting culture and history which together provide a wealth of differing holiday opportunities. Although wine can be a prime motivator for tourists visiting the country, for example, embarking on wine tours with specialist international travel companies, such as Arblaster and Clarke (http://arblaster&clarke.ww‐c.co.uk), wine can also be a secondary activity that can be enjoyed as just part of a holiday. For example, tourists might take an opportunity to ‘sign up’ for a half day tour to a winery provided by a local company or simply ‘drop in’ to a winery in order to taste and possibly buy some wine when travelling through a wine growing area.

This paper examines the development of a small, yet highly significant section of the UK wine market with the arrival of a limited range of organically produced wines on to our mainstream supermarket shelves and highstreet restaurant wine lists. Until recently, UK demand for all organic produce was relatively small, the total size of the UK retail organic market during 1993/1994 being only £105 million (Soil Association Certification Ltd., 2000). The last five years has seen a period of rapid growth, with the same report predicting that the 1999/2000 total sales figure will have increased to £546 million (Soil Association Certification Ltd., 2000). Organic wine still features as a small category within the complete organic picture but experts indicate that the UK market is in a period of significant growth with estimated sales of approximately £7–8 million per annum (Gardener, 2000). The nature of consumers and suppliers involved with the organic food market also appears to be changing. Multinationals have entered the market alongside whole‐food independents, (Blythman, 2000) and the market is seemingly no longer limited to the ‘select few’ of the population willing to seek out and pay the price for a premium product. A recent report suggested that as many as one third of the UK population now buy organic produce of one category or another (Soil Association, 1999). The organic market has apparently ‘come of age’ and as the debate of ‘natural is better’ takes hold, fuelled by continual media coverage, in both the broad‐sheet (Slater, 1998; Dimbleby, 1999) and popular press (Organic Living, 2000). It will be interesting to observe the hospitality industry's response in attempting to keep pace with this developing market.

This analysis of the literature examines the implications of the changes in the National Health Service workforce and the ramifications for multi‐professional working practices, patient care and delivery of health services. Changes in medical working practices and education, together with the increasing numbers of doctors, have resulted in proposals for nurses to extend their role and the removal of professional restrictions. Whilst the numbers of nurses in the workforce have marginally increased, the qualified nurse ratio has declined, as has the balance between medical and registered nurses. Few attempts have been made to evaluate these changes in relation to the quality of service and patient outcomes. The changing roles of nurses and their value need to be quantified. Demographic trends, together with international shortages and the lack of educational capacity have also been understated. Adequate and accurate workforce information should be regularly collated and analysed.

This index covers all issues between February 2005 (Volume 9, Issue 1) and November 2008 (Volume 12, Issue 4). Numbers in bold refer to yolume, numbers in brackets refer to issue, with subsequent numbers to pages.

The two major entrepreneurial motivations of being “pushed” or “pulled” to start a business have been frequently explored in the entrepreneurship literature. In the global wine industry, thousands of small entrepreneurial wine businesses are flourishing, but few have been started by Black entrepreneurs. What is missing from the research is an exploration of the motivations of these entrepreneurs and what the industry can do to encourage the entrance of more minority entrepreneurs. The purpose of this study is to apply push–pull theory to better understand the motivations and challenges of what prompts Black entrepreneurs to start and succeed in the wine industry.

This exploratory study uses a qualitative methodology of 42 in-depth interviews with US Black winemakers, retailers, and other wine business owners conducted over Zoom. The data were analyzed using Otter software and a thematic coding process for 2,120 pages of rich text.

Findings included 12 motivation themes and 12 challenges for Black wine entrepreneurs, with more emphasis on “push” versus “pull” motivation factors. Many of these entrepreneurs were “pushed” to participate in the industry to create a more inclusive space for Black wine consumers and to create opportunities for other Black professionals and minorities in the industry. Managerial implications include solutions for more inclusive marketing and workplace culture.

This study contributes to push–pull theory by offering a unique perspective on the motivations of Black wine entrepreneurs, as well as being the first study, to the best of the authors’ knowledge, to focus on this issue.

The purpose of this paper is to present a model for promoting professional sales in winery visitor centers, as well as the results of an exploratory study to test the model.

A survey methodology was used to evaluate the sales behavior of winery personnel in three popular wine tourist regions of California, USA. In total, 284 mystery shopper evaluations were completed and analyzed. In addition, a professional sales model for winery visitor centers was developed based on secondary sources drawn from the literature.

Results indicate that some of the winery visitor centers have adopted professional sales techniques and trained their staff to perform these tasks, but there is still ample opportunity to improve. Sales presentations could become more interactive in many cases, and relationship and trust building actions could be emphasized more.

The study was limited to three wine regions in California, and only provides descriptive statistics of service and sales in the tasting room. Further testing of the model in new locations with expanded statistics would be useful.

The study highlight effective professional selling tactics used in winery visitor centers which could be adopted by managers. It also identifies areas for improvement.

This paper introduces a new model on professional sales in winery visitor centers. This is the first of its type to be applied to the wine industry for direct to consumer sales.