An exploratory study into managing value creation in tourism service firms: Understanding value creation phases at the intersection of the tourism service firm and their customers

To satisfy customers, managers of tourism services need to understand their customers' value requirements and then develop a unique service value offering based on those requirements. This understanding underpins their effort to provide superior value to customers and deliver the proposed services through employees. Problematically, previous work on value creation (i.e. customer value) has focused separately on either the firm or customer. This theoretical separation does not allow investigation of whether there may be discrepancies between what value firms offer and what value customers perceive they have received. We bring tourism service firms (manager and employee) and customers together and examine the nature of a tourism service provider's value proposition, its contribution to the value offering, and subsequent impact on customers' perceived-value-in-use. We focus on the important role that employees play as boundary spanning workers in the value creation phases, linking the tourism service provider and customer.

Destinations, disasters and public relations: Stakeholder engagement in multi-phase disaster management

Research about disasters in tourism has emerged in earnest since the 1990s covering insights for preparedness and response. However, recently, authors have called for more systematic and holistic approaches to tourism disaster management research. To address this gap, this study adopted a public relations perspective to refocus attention to relationships and stakeholder expectations of destination communities across multiple phases of disaster management. The authors used a mixed method approach and developed a battery of disaster management attributes by conducting interviews and analyzing industry documents and the extant literature. These attributes formed part of a survey of tourism businesses. Exploratory factor analysis resulted in a two factor solution: - i) business disaster preparedness, and; - ii) destination disaster response and recovery. Findings also show that participants reported a gap between the importance and destination performance of these attributes. In particular, tourism businesses perceived destinations did not adequately engage in disaster preparedness activities, which had implications for disaster response and recovery.

Competences in Masters in Tourism Management and Planning

Presentación sobre las competencias del Máster en Dirección y Planificación del Turismo realizada en el marco de un proyecto TEMPUS.

Standards for Tourism Management Success: U.S. National Park Managers

National park managers are the subjects in the fifth segment of a study examining the skills and abilities needed to be successful tourism managers. The authors discuss these skills and their impact on successful tourism management.

Tourism Management Profiles: Implications for Tourism Education

Studies of state tourism directors and convention and visitor bureau directors show that there is a need for organized tourism management educations. The author discusses these studies and how they can be used in the development of tourism management education.

Enrolment, student retention and attrition in the tourism management program.

This paper examines the factors motivating students to enrol in the Tourism Management program at Champlain College, St-Lambert and why a large number of students abandon the program before obtaining their DEC. There is a great deal of literature on student attrition, however there is little consensus on why students withdraw from college programs and the results cannot be easily generalized to this particular set of students at this time. Understanding the factors that influenced the students to choose Tourism Management at Champlain, St-Lambert and why they then leave before completing the six semesters will help with student success and with the marketing of the program.||Résumé : Ce travail s'intéresse aux facteurs qui motivent les étudiants à s'inscrire au programme de tourisme offert au Collège Champlain de St-Lambert. Il cherche à établir les raisons qui font en sorte qu'un si grand nombre d'étudiants abandonnent le programme avant d'obtenir leur DEC. Plusieurs recherches ont été effectuées sur l'abandon scolaire, mais il n'y a pas de consensus quant aux raisons pour lesquelles les étudiants se retirent du programme collégial. Actuellement, il est difficile d'établir des liens entre les résultats de ces recherches et ce groupe d'étudiants. La compréhension des facteurs qui influencent les étudiants à choisir le tourisme au Collège Champlain et les raisons qui font en sorte qu'ils quittent avant d'avoir complété leur formation, nous permettront d'améliorer le taux de rétention des étudiants dans ce programme. De plus, cela favorisera le marketing du programme.

Extreme sports as a precursor to environmental sustainability

Extreme sports have unfortunately gained a reputation for being risk focused and adrenaline fuelled. This perspective has obscured the place of the natural world, making extreme athletes appear to seek to conquer, compete against or defeat natural forces. In contrast, this paper explores findings from a larger hermeneutic phenomenological study that suggests extreme sports can initiate a positive change in participants’ relationships with the natural world. Data sources include first-hand accounts of extreme sports participants such as biographies, videos, papers and journals as well as interviews with ten male and five female extreme sports participants. Reports indicate that extreme sport participants develop feelings of connection to the natural world and describe themselves as being at one with the natural world or connected through a life enhancing energy. The paper draws on theoretical perspectives in ecopsychology which suggest that feeling connected to nature leads to a desire to care for the natural world and contributes to more environmentally sustainable practices.

Valuing brand equity of a geographic region

There is much anecdotal evidence and academic argument that the location of a business influences its value. That is, some businesses appear to be worth more than others because of their location. This is particularly so in the tourism industry. Within the domain of the destination literature, many factors can be posited on why business valuation varies, ranging from access to markets, availability of labor, climate, and surrounding services. Given that business value is such a fundamental principle that underpins the viability of the tourist industry through its relationship with pricing, business acquisition, and investment, it is surprising that scant research has sought to quantify the relative premium associated with geographic locations. This study proposes a novel way in which to estimate geographic brand premium. Specifically, the approach translates valuation techniques from financial economics to quantify the incremental value derived from businesses operating in a particular geographic region, and produces a geographic brand premium. The article applies the technique to a well-known tourist destination in Australia, and the results are consistent with a positive value of brand equity in the key industries and are of a plausible order of magnitude. The article carries strong implications for business and tourism operators in terms of valuation, pricing, and investment, but more generally, the approach is potentially useful to local authorities and business associations when deciding how much resource and effort should be devoted to brand protection.

Destination competitiveness through the lens of brand positioning : the case of Australia’s Sunshine Coast

The purpose of the paper is to provide a collaborative practitioner/academic interpretation of a destination’s competitiveness through the lens of brand positioning in the domestic short break drive market. A 173 item questionnaire, which was mailed to a systematic random sample of 3000 households in the target market, attracted a 17% useable response. The paper compares how one destination, the Sunshine Coast, is positioned in its most important market, in relation to the brand identity intended by the destination marketing organisation (DMO). Key constructs were brand salience, brand associations and brand resonance. The Sunshine Coast was found to hold a leadership position in the minds of consumers, and the results indicated a strong level of congruence between actual market perceptions and the brand identity intended by the DMO. There were strong associations between brand salience, brand associations and brand resonance. The findings provided the destination of interest with both a measure of past marketing effectiveness as well as positive indicators of future performance. The paper represents collaboration between a tourism practitioner and a tourism academic, and attempts a contribution to the emerging literature on destination competitiveness through the lens of positioning theory.