Search results

The role of firm attributes as a source of competitive advantage has been discussed previously in the tourism marketing strategy field. Benchmarking, a recognized learning model, is recommended as a tool to identify and improve the competitiveness of a firm. The present study employs the importance–performance analysis (IPA) to benchmark five nature- and culture-based attractions in Northern Norway. Altogether, 701 respondents participated in the on-site survey, i.e., during their vacation experiences. The present study reveals several interesting and useful managerial insights and implications for the tourist attraction industry in general as well as for the individual tourist attraction firm measured. Consequently, this study contributes to management by integrating theory and empirical data to investigate whether benchmarking, as a company learning tool, may lead to improved performance. Based on the study results, the present work suggests strategies and potential improvements for the respective tourist attractions.

The present work assesses destination and service quality attributes, in terms of exploring the stronger and weaker points within these entities. In addition, it explores the relative effect of holistic experiences of destinations and the service-specific attributes on tourists’ overall satisfaction with destinations. Building on the perception, performance, and service quality literature a survey is carried out at 5 different tourist attractions among 701 tourists from over 15 countries worldwide visiting Northern Norway. The results divulge that many destination attributes are important; however, tourists find that the destination performs correspondingly with the perceived importance of destinations. The service quality attributes are also important, but reveal a perceptual gap between importance and performance. The study finds that Northern Norway as a tourist destination should concentrate on “uniqueness” and “novelty” to enhance tourist satisfaction. Service providers are advised to keep up the good work on “giving a good impression and a nice welcome” to enhance tourist satisfaction.

Industrial tourism involves visits by tourists to operational industrial sites where the core activity of the site is non-tourism oriented. Although industrial tourism exists around the world, and is expanding rapidly, earlier terms used to describe the industrial tourism phenomenon reflect a narrow focus on particular sectors, such as farm tourism or factory tourism, or an impression of marginality, such as sideline tourism. This chapter proposes an integrated conceptualization of industrial tourism to embrace the production of virtually all goods and/or services, and indicates the ramifications for the management of industrial tourism attractions of the concurrent management of non-tourism enterprises.

This chapter introduces its readers to the concept of tourism. It sheds light on the rationale for tourism, as it explains the tourists’ inherent motivations to travel. It also describes different aspects that together make up the tourism industry. Tourists travel to destinations that are accessible to them. They require accommodation if they are visiting a place for more than 24 hours. Leisure and business travellers may also visit attractions, and engage in recreational activities. Hence, the tourist destinations should have the right amenities and facilities. In this light, this chapter clarifies how destinations may offer different products to satisfy a wide array of tourists. Tourism products can include urban (or city) tourism, seaside tourism, rural tourism, ecotourism, wine tourism, culinary tourism, health tourism, medical tourism, religious tourism, cultural (or heritage) tourism, sports tourism, educational tourism, business tourism (including meetings, incentives, conferences and events), among others.

Customer experience (CX) has become a major concern of business managers around the world and is considered a determinant factor of continuing corporate success. Despite the growing number of research studies focusing on the topic, knowledge remains underexamined in general, and specifically in terms of online users. Understanding how online platforms inspire travel experience is increasingly pertinent as visual contents acquire insignificance. This is especially relevant when travel is restricted such as during the COVID-19 outbreak. Nevertheless, there is a gap in the literature research on online CX in online visitor attractions. The study aimed to investigate the visitors' reviews of online visits during the lockdown. The research has followed the Netnography approach as modern qualitative research to understand the online CX of visiting virtually the attractions.

The results revealed three dimensions of cyber-tourist experiences related to the tourism-driven with its four subdimensions, the emotional reaction and expectation, and satisfaction and behavior intentions. The study adds to the better knowledge of the modern research methods dealing with the cyber-customer experience (CCX) by examining the Netnography method.

This research is a pioneering attempt to mitigate the impact of COVID-19 on tourists' experience and to highlight the opportunities for tourism practitioners to profit from the online presence, to be more accessible, and to increase their traffic to guaranty their online visibility.

The aim of this chapter is to delineate a product framework concerning managed visitor attractions (MVA), which highlights the supply-chain aspects of destinations. It first touches on the rationales for developing such a framework and then constructs a framework composed of a set of product components deriving from the extant literature. Consequently, an version of a product component framework, fastening on an accumulated sample of attraction cases, is presented through three illustrative cases. In the conclusion section, this study elaborates on the study limitation while connoting how the resultant data could shed light on the role of the components of the MVA product in the creation of visitor experiences.

Iran, home to 22 World Heritage Sites in 2017, is blessed with an abundance of breathtaking scenery and a multitude of historic environments for tourists to enjoy. This exploratory chapter investigates tourists’ perceptions about the nature of heritage tourism in Iran, using the five most important cultural attractions as a starting point. A total of 25 photos and 60 reviews constitute the sample. The data were content-analyzed using a deductive and inductive procedure. The results show the relevance of sensory perceptions as a way of creating a bond with cultural heritage that should be considered in the future when defining a brand for Iran as a destination.

This chapter addresses the emerging trends in Australia’s food destinations and analyzes different demands for this experience from a Korean tourism market perspective. Tourism Australia’s report on the international market research was analyzed, and the findings indicate that four main food experiences were sought by Koreans. A sense of landscapes plays an important role in enhancing their local food experiences. Multicultural food, health conscious markets, and food shopping are also crucial for developing Australia’s competitive advantage in this area. This chapter suggests marketing implications and directions for future research to explore cross-cultural gaps in food culture and behaviors from the perspectives of Asian tourism markets.

This chapter estimates the economic contribution of Keraton (Palace) in Java, Indonesia. Questionnaires were distributed among its tourists to gather information on their profiles, trip characteristics, experience, trip segments, and spending; it was concluded that Sekaten makes a significant economic contribution to the economy of the city of Yogyakarta and this value can be enlarged. Attention to the quality of facilities and services, local attitudes, restructuring pricing, and focusing on more affluent attendees are areas for future improvement. Better partnerships among stakeholders hold the key to improving the marketing, investment, and support services.