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This chapter enhances insights into destination image and competitor assessments by extending the research framework of perception-based market segmentation by two perspectives: allowing generating individual sets of competitors and contrasting two stages of travel experience: pre- and after trip. The empirical study is based on two samples of leisure travelers: a mix of international travelers who just finished their trip to Thailand and a group of European travelers interested in visiting Thailand. Against conventional assumptions though supporting more recent findings on destination decision making the majority of travelers did not identify any direct competitor.

This chapter investigates the outcome of the ongoing interactions between the Danish University College of Northern Denmark and stakeholder networks in the Italian destination Campi Flegrei. The findings of this study show that the benefits of the interactions among students, lecturers, and destination stakeholders are manifold and show that the challenge resides in strengthening the flux of knowledge sent back to destination stakeholders. Thus, the authors suggest an action- and stakeholder-oriented approach for future knowledge transfer from the educational institution to the destination stakeholders.

With increasing investments being made in brand development by destination marketing organisations (DMO) since the 1990s, including rebranding and repositioning, more research is necessary to enhance understanding of how to effectively monitor destination brand performance over time. This chapter summarises key findings from a study of brand performance of a competitive set of destinations, in their most important market, between 2003 and 2012. Brand performance was measured from the perspective of consumer perceptions, based on the concept of consumer-based brand equity (CBBE). The results indicated almost no change in perceptions of the five destinations over the 10-year period. Due to the commonality of challenges faced by DMOs worldwide, it is suggested the CBBE hierarchy provides destination marketers with a practical tool for evaluating brand performance over time; in terms of measures of effectiveness of past marketing communications, as well as indicators of future performance.

Purpose of this study was to understand intention of tourists to visit a destination by exploring factors related to destination image and self-congruity of tourists with destination image. A quantitative survey-based methodology was employed for gathering data. Study used a convenience sample of 225 students and faculty members from a leading university in India. Regression analysis was carried out for testing the main effect and moderation impact. The results revealed that cognitive destination image and self-congruity had a direct impact on destination image. However, the results did not establish a moderating effect of self-congruity on relationship between destination image and return intention. The study findings have direct implication for destination marketing managers for drafting a positioning strategy for their destinations.

A sample of 234 U.S. travelers was surveyed at various U.S. airports. A survey instrument was used to measure their perceptions of Mississippi as a vacation destination, their intentions to visit and to reveal their socio-demographic characteristics including their place of residence. The factor analysis of 14 tourist-oriented attributes related to participants' perceptions of Mississippi as a tourist destination revealed three factors: “Cultural and Natural Experience,” “Scenery and Environment,” and “Entertainment.” The environmental factor revealed a significant difference between groups; participants residing in the Western region were not strongly attracted by Mississippi's environmental factor. On the contrary, participants residing in the Southern region perceived strongly Mississippi's entertainment components, especially casinos. In term of intentions to visit, 73% of participants from the Southern region indicated that they would somewhat unlikely or very unlikely visit Mississippi compared to 71% of participants from the Western region who indicated a desire to visit the mentioned destination. This study offers substantial theoretical and practical implications about geographical and cultural distances and their effects on a destination's tourist image.

This chapter examines the role that strategic marketing plans play throughout the process of destination recovery post terrorist attack for the purpose of encouraging the return of tourists. It investigates the impact that strategic marketing plans have as a part of crisis management applying a mixed-method approach which utilises survey data examining future industry leaders to quantify perspectives regarding the relationship between terrorism, tourism and destination marketing. Furthermore, this chapter reviews destination marketing techniques employed by international locations to determine recovery strategies utilising marketing plans. Bali, Paris, Northern Ireland, New York, Sri Lanka, Syria, Tunisia and Turkey were selected as case studies because they have been the focus of significant research studies to date (Asia-Pacific Economic Cooperation (APEC): BBC News, 2019; Ferreira, Graciano, Leal, & Costa, 2019) which have primarily focused on the relationship between terrorism and tourism regarding the collapse of the tourism industry. A survey was issued to gain perspectives regarding the relationship between terrorism, tourism and destination marketing. Second, case study analysis was conducted to examine both successful and unsuccessful destination recovery strategies. Results indicate that destinations that utilised strategic marketing as a part of crisis management frameworks experienced the return of tourists and recovered. This research contributed to the development of an inclusive, universal crisis management framework encompassing strategic marketing plans as a tool for recovery.

To identify the trajectories of occupational mobility among non-EU immigrant workers in Europe and to test empirical data against neoclassical human capital theory that predicts upward occupational mobility and labor market segmentation theories proposing immigrant confinement to secondary segments.

Data from survey and semi-structured interviews (2,859 and 357, respectively) with immigrants from Brazil, Ukraine, and Morocco in the Netherlands, the United Kingdom, Portugal, and Norway. Multinomial regression analysis to test the likelihood of moving downward, upward, or stability and identify explanatory factors, complemented with qualitative evidence.

We found support for the thesis of segmented labor market theories of limited upward occupational mobility following migration. However, immigrants with longer residence in the destination country have higher chances of upward mobility compared to stability and downward mobility, giving also support for the neoclassical human capital theory. Frail legal status impacts negatively on upward mobility chances and men more often experience upward mobility after migration than women.

Findings reflect the specific situation of immigrants from three origin countries in four destination areas and cannot be taken as representative. In the multinomial regression we cannot distinguish between cohort effects and duration of stay.

Education obtained in the destination country is very important for migrants’ upward occupational mobility, bearing important policy implications with regards to migrants’ integration.

Its focus on trajectories of mobility through migration looking at two important transitions: (1) from last occupation in the origin country to first occupation at destination and (2) from first occupation to current occupation and offers a wide cross-country comparison both in terms of origin and destination countries in Europe.

The valley of Altmühltal is a good example of community-based destinations, where a variety of stakeholder relationships exists. These stakeholders, all with their own expectations, needs, and interests, work together in the form of a network. Based on the resources and competencies of the destination, private and public sector actors cooperate in order to develop products and services attractive to the market. Private and public actors do not perceive themselves as competitors, but rather as partners who promote joint objectives. However, they nevertheless act in a utility-oriented way and focus on their own benefits. Development and consensus are ensured through a central organization responsible for the management and governance of the destination. The interplay of the different stakeholders as well as the governance structure in this valley is characterized by mutual trust.

In today's globalising conditions, tourism is marketed as a combined product because the demand for tourism increases as the product differs. It is very difficult for tourism destinations, which emerge as a result of the combination of attractiveness, accessibility, tourism businesses, activity and image elements, to survive because tourism destination stakeholders have different goals and objectives. Therefore, there is a need for an effective destination management in which management functions (planning, organising, coordination, commanding (leading) and control) will be employed. Together with the destination management, stakeholders with different goals and objectives are expected to operate in line with a common goal. The clustering of tourism businesses, one of the stakeholders of the tourism destination, plays a very important role in the emergence of destination management. In addition, this situation causes businesses to act not only in line with their own interests but also in the interests of the destination. While avoiding activities that would endanger the existence of the destination with the unions they establish, they cause local administrations and fund managers to act in line with the infrastructure, superstructure and development opportunities needed. In addition to this, while ensuring the use and protection of social capital in that region, it also enables the development of intellectual capital. On the other hand, it causes the opening of new main and auxiliary enterprises and plays an active role in increasing the welfare level of the region. Therefore, clustering is very important in successful destination management.

Alpine destinations have a large number of decentralized actors who behave autonomously, but they jointly contribute to the tourism product of the destination. Guests expect quality standards comparable to those they experience in large businesses. Leadership is needed that goes beyond pure management tasks. The analysis of “Showcase Stubai” reveals how leadership for an alpine destination in Austria initiated a successful development of summer tourism by means of courageous goals, simple processes, and regionally adapted measures. The destination of Stubai is increasingly becoming a model for the hiking theme in the alpine region. Impressive numbers, data, and facts have confirmed the achievement of this development throughout the last five years.