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This paper aims to explore how different levels of involvement in the prevacation phase affect vacationers’ subsequent satisfaction, word of mouth (WOM) recommendations and loyal behavior with regard to the planning/booking process.

Data from a field study (N = 5,158) in a travel planning context are used to investigate the differences in WOM recommendations and loyalty between self-packagers (higher involvement) and package buyers (lower involvement).

Tourists who are less involved in the prevacation phase are more likely to recommend the planning/booking process, while more involved tourists are more likely to repeat the same planning/booking process than package buyers.

The findings have implications for tourist agencies, tour operators, tourism suppliers and tourism marketers in terms of customer retention and WOM communication. These findings also have theoretical implications for the WOM and loyalty literature.

This paper reveals how involvement in travel planning may affect satisfaction, WOM recommendation and loyalty behavior. These relationships have not been investigated before.

本文探讨了度假规划和预订模式的选择（自我安排行程与购买套餐）是否会影响度假者随后的满意度、口碑（WOM）推荐以及与规划和预订过程相关的忠诚行为。

使用在旅游规划背景下的一项实地研究（N = 5158）数据来研究自我安排行程者与套餐购买者之间的WOM推荐和忠诚度的差异。

较之自我安排行程者, 套餐购买者更有可能推荐规划/预订过程, 而自我安排行程者比套餐购买者更有可能重复相同的规划过程。

本文对参与旅游规划如何影响满意度、WOM推荐和忠诚度行为进行了深入探讨。尚无研究对这些关系进行探讨。

研究结果对旅游机构、旅游经营者、旅游供应商和旅游营销人员的客户保留和客户WOM沟通有启发意义。研究结果对WOM和忠诚度文献也有理论上的意义。

Este artículo explora si la elección de la planificación de vacaciones y la modalidad de reserva (independiente vs compra de paquetes) afecta la satisfacción posterior de los turistas, las recomendaciones boca a boca (WOM) y la fidelización relacionada con el proceso de planificación y reserva.

Se utilizaron datos de un estudio de campo (N = 5158) en un contexto de planificación de viajes para investigar las diferencias en las recomendaciones WOM y la fidelización entre viajeros independientes (mayor participación) y compradores de paquetes (menor participación).

Es más probable que los compradores de paquetes recomienden el proceso de planificación/reserva que los viajeros independientes, mientras que estos últimos tienen más probabilidades de repetir el mismo proceso de planificación que los compradores de paquetes.

El documento proporciona información sobre la manera como la participación en la planificación de viajes puede afectar la satisfacción, recomendaciones WOM y fidelización. Estas correlaciones no han sido investigadas anteriormente.

Estos hallazgos tienen implicaciones para las agencias, operadores, proveedores y comercializadores turísticos en términos de retención de clientes y comunicación WOM con el cliente. Los hallazgos también tienen implicaciones teóricas para el WOM y la literatura sobre fidelización.

This paper aims to examine the value proposition of developing a vacation ownership project in Florida and Hawaii by analyzing actual company data.

The study is based on a net present value model approach that was used for analysis of the company financial data.

Results suggest that the vacation ownership alternative produces better financial performance than traditional hotel development.

Research is limited to the case of a company in two main destinations.

The paper helps practitioners by presenting a current approach to consider in their understanding and perception of vacation ownership.

Research is limited to the case of a company in two main destinations.

This study is one of the few investigations about applying real company data and comparing the main timeshare markets.

Generation Y is a new sizable market that is fast changing as the landscape of the internet rapidly evolves. Until now, research has examined mainly the perceptions of different online buyers of accommodation in specific geographical areas, with little attention devoted to Generation Y. This study examines Generation Y travelers’ perceptions of hotel disintermediation in France. The results, based on a sample of 378 French travelers, show four underlying dimensions of perceptions. Findings also reveal that only gender and age significantly influence perceptions. The chapter closes with implications for increasing trust and attractiveness of the online accommodation offer to French Generation Y.

The case was developed from two 2-h interviews with the Chief Operating Officer of A-Basin, Alan Henceroth; there is no CEO of A-Basin. The second interview was recorded on a Zoom call to provide accuracy of quotations and information. A variety of secondary sources were used in terms of better understanding the current state of the ski industry, as well as its history.

Arapahoe Basin (A-Basin) is a historic, moderately sized, ski area with proximity to metropolitan Denver, Colorado. For over 20 years A-Basin partnered with Vail, allowing skiers to use the Vail Epic Pass, for which A-Basin received some revenue from Vail for each skier visit. The Epic Pass allowed pass holders unlimited days of skiing at A-Basin. More and more skiers were buying the Epic Pass, thus increasing the customer traffic to A-Basin. However, the skier experience was compromised due inadequate parking, long lift lines and crowded restaurants. The renewal of the contract with Vail was coming due, and A-Basin had to consider whether to renew the contract with Vail. The case is framed primarily as a strategic marketing case. The authors use Porter’s five forces model to assess the external environment of A-Basin, and the authors use the resource-based view and the VRIO tool to assess A-Basin’s internal strengths. Both frameworks provide useful analysis in terms of deciding whether to continue A-Basin’s arrangement with Vail or end the contract and pursue a different strategy. In 2019, after consultation with the Canadian parent company Dream, A-Basin made the decision to disassociate itself from the Epic Pass and Vail to restore a quality ski experience for A-Basin’s customers. No other partner had ever left its relationship with Vail. An epilogue details some of A-Basin’s actions, as well as the outcomes for the ski area. Generally A-Basin’s decision produced positive results and solidified its competitive position among competitors. Other ski areas have since adopted a similar strategy as A-Basin. A-Basin’s success is reflected in a pending offer from Alterra, Inc., to purchase the ski area.

The A-Basin case can be used in both undergraduate and graduate strategic (or marketing) management courses. It is probably best considered during the middle of an academic term, as the case requires students to apply many of the theoretical concepts of strategy. One of the best books to enable students to use Porter’s five forces is Understanding Michael Porter by Joan Magretta (Boston: Harvard Business Review Press, 2012). Magretta was a colleague of Porter for many years and was an Editor of the Harvard Business Review. For a discussion of the VRIN/VRIO concept, see Chapter 4 of Essentials of Strategic Management by Gamble, Peteraf and Thompson (New York: McGraw-Hill Education, 2019).

Being asked by the president of AIEST, Dr. Keller, to summarize the multitude of approaches and views being expressed in more than 30 papers by over 30 speakers represented both an honour but more so a challenge. Hence the notion of only an attempted review, which cannot possibly do full justice to the contextual and intellectual diversity of both the subject matter and the papers within the confines of this short summary.

Over the past two decades, wedding tourism has been booming. Despite this, very little research has investigated this phenomenon. This chapter discusses the findings of 15 in-depth interviews with Italian wedding planners, which were carried out to analyse their views on what a destination wedding is, and how frequently they are able to influence the final choice of a site. Further, it discusses four case studies of the most important Italian wedding destinations in order to analyse their offer and related marketing strategy. Findings revealed that wedding destinations can be considered as a complex cluster of interrelated stakeholders; hence, a high degree of coordination and cooperation is needed for destination competitiveness. Further, results suggest that wedding destinations are currently opting for a product/service-oriented strategy with very little attention to a more appropriate experiential and emotional approach.

Advances in information communication technologies (ICTs) have changed the tourism distribution channels model, as traditional players continue to disappear or change their business model, while new players and channels emerge because of technological developments. Therefore, this study aims to propose a tourism distribution channels model for European island destinations.

Using an exploratory approach, interviews with 34 tourism stakeholders were conducted at ITB Berlin and WTM London in March 2014 and March/November 2016, and analyzed using thematic analysis.

The findings revealed that a number of changes have taken place within the distribution channels market over the past six years. The disappearance of incoming travel agents has increased, while new forms of online communication and distribution have appeared. In particular, social media, online review sites and mobile channels play an increasingly important role for hoteliers.

ICTs change the online landscape for tourist distribution in island destinations, and practitioners should make use of new online channels and be aware of disappearing tourism players to remain competitive.

First, this paper provides indications for the increased disintermediation in regard to incoming travel agents within the Cretan hospitality and tourism industry. Second, it investigates the issue of tourism distribution channels using a broad range of key tourism and hospitality players to provide a tourism distribution channels model for future reference. Finally, this study offers implications for the development of distribution strategies for tourism businesses and hoteliers in Crete.

The purpose of this paper is twofold. First, to explore the intricacies of culture along with the complex contextual factors that affect the selection, implementation and use of social media as an organizational communication channel in emerging markets. Second, by using Hofstede’s dimension of cultural variability as a framework, the paper identifies different variables that impact usage and adoption of social media in emerging markets.

A review of literature was employed for this study to glean different factors that influence social media use in less economically developed countries and emerging markets. The selected literature consisted of the following keyword phrases “social media” and “emerging markets.” The term “culture” was used to narrow the scope of the analysis.

The analysis provides insights about how elements such as context, culture, communication preference, trust, gender and literacy affect social media use of individuals within organizations and merchants operating in emerging markets. The paper, in particular suggests that all social media campaigns contain important cultural considerations for potential users who will interact with the social networks in emerging markets.

The review of literature may not have been all inclusive. Hence, certain relevant studies may have been excluded based their lack of selected keywords. Furthermore, currently there are not enough published studies in social media usage and emerging markets to fully explore the topic. Therefore, a call for more empirical research utilizing mixed method approach will provide a more comprehensive analysis.

The paper includes implications for the development of technological and cultural fit in the diffusion of social media technologies in an attempt to achieve desired results in emerging markets.

This paper identifies the need for clarity or understanding of culture when crossing cultural boundaries in particular West vs East through the use of new and social media within emerging markets.

The purpose of this paper is to examine visitors’ perceptions and relevant importance of social media when choosing a Mediterranean destination and also to explore the extent in which they believe it is important for them to belong to an online community with shared characteristics among its members.

A stratified, based on nationality and gender, sample of 301 respondents of foreign arrivals of visitors in the Athens airport, Greece was collected in June and July 2014 based on the official Athens Airport Authorities Arrival Research. This is a partially exploratory research.

Differences between age groups as far as the importance attributed to social media as sources of information about a tourism destination were found. The respondents, when using the internet for gathering information about a tourism Mediterranean destination, consider different online channels. Facebook is among the most important sources of information for them associated with the tourism destinations. Official web sites/blogs of the destination are the first source and photo sharing sites are the second most preferred source; sharing aesthetics of photos was found to contribute to the feeling of belonging to an on line travel community.

Further research will contribute to the development of greater understanding of the strategic approaches to social media and their use to promote a destination. Greek diaspora would be interesting to examine and geographical differences among groups.

The paper denotes the importance for destination management organizations and companies, to fully employ the social media in their marketing efforts.

The present study increases our understanding of the adoption of online and traditional communications in the visitor’s process for Athens, Greece, shedding light to the literature existing on the significance attributed to the online travel community belonging from visitors through sharing aesthetics of photos and associations of ideas based on age differences.