基于地方情感的旅游目的地选择模型建构研究

旅游目的地选择模型建构的研究多数以微观经济学、认知心理学与市场营销学等为基础理论，较少从个体与地方感情连结的视角探讨游客旅游目的地选择决策行为。文章以旅游目的地选择为研究主轴概念，结合地方情感概念中的旅游目的地意象和地方依恋，根据研究文献梳理结果、基础理论界定模型建构的路径变量与逻辑框架，进而提出基于地方情感的旅游目的地选择模型及模型过程步骤。文章建构模型表明，游客旅游目的地选择始于旅游目的地意象的形成，随着整体认知意象的深化，游客对旅游目的地将产生地方认同感，再通过选择决策行为选择意向的旅游目的地从事旅游活动，通过对旅游目的地旅游体验的功能满足产生依赖感，最终形成对旅游目的地的地方依恋感。研究成果对于旅游目的地选择具有交叉研究的创新价值，对于旅游目的地市场战略规划实践活动而言具有参照价值。     

人口特征对居民出境旅游目的地选择的影响——一个基于TPB模型的实证分析

2012年,中国已跃居世界出境旅游市场第一大国地位.中国居民出境旅游消费问题成为社会各界关注的焦点,但鲜有文献关注中国居民出境旅游目的地选择个体差异问题.该研究以西方经典的计划行为理论为基础,创新性地将人口特征变量引入TPB模型,采用全国性大规模调查数据,对TPB模型在中国情境下居民出境旅游目的地选择行为研究的适用性进行检验的基础上,重点对人口特征在行为意向与行为关系中所起的调节作用进行实证检验.结果表明:(1)TPB模型对中国情境下居民出境旅游目的地选择行为问题具有很好的解释力;(2)以年龄、受教育程度和收入为代表的人口特征在旅游目的地选择行为意向与选择行为之间起显著调节作用;(3)居民对旅游目的地态度作为人口特征影响目的地选择意向的中介作用并不显著.研究不仅为中国出境旅游组团社经营出境游产品提供理论依据,而且为旅游目的地国家针对中国市场制定营销策略提供决策参考.     

旅游目的地间共生的市场驱动机制研究

旅游目的地共生机制是一个基础性课题,基于旅游者需求视角探究目的地共生,意义重大.文章基于认知、情感、行为三者间的逻辑思辨关系,构筑市场驱动机制的结构模型,以长沙居民对“韶山—花明楼”共生目的地系统的态度为调查对象,使用问卷工具以抽样调查获得基础数据,采用结构方程模型分析得到结论:第一,对成本比较和价值比较的认知借助情感的中介影响行为意向的形成,这是旅游者对目的地间共生的需求产生的机制;第二,旅游者的价值认知通过情感的中介影响行为意向,这是“一同游览目的地”的市场需求产生的主要作用路径;第三,旅游者的成本认知通过情感的中介影响行为意向是“一同游览目的地”的市场需求产生的次要作用路径.     

跨文化旅游态度和行为研究述评

本文通过对主要的国际性旅游和接待业管理期刊中有关旅游态度和行为跨文化研究的深入分析,归纳了旅游态度和行为跨文化研究的几个主要领域:旅游动机、旅游信息搜集、旅游目的地形象、旅游决策和目的地选择、旅行行为和旅游活动、旅游满意度和服务质量感知、跨文化交流.     

国家形象与目的地形象：概念的异同和整合的可能

国家形象是国际商务和国际营销领域的重要概念，目的地形象是旅游领域的重要概念。在竞争日益激烈的全球化市场上，国家形象和目的地形象对于产品和旅游目的地获得竞争优势具有重要的战略价值。目前，国家形象和目的地形象研究基本上是独立的，文章在全面回顾两个领域最新研究进展的基础上，分析两概念定义、理论基础、形象主体和客体、形象内容等方面的异同；根据对国家形象、目的地形象与旅游研究中的其他社会心理变量之间关系的分析，提出整合这些变量的旅游意向模型以及相应的三个命题，以引导下一步的实证研究。     

中国旅游发展笔谈——后现代主义视角下的旅游消费者行为研究（一）-后现代主义视角下旅游目的地选择行为的解读

在旅游相关研究中，旅游者和旅游目的地仿佛是一对孪生变量。没有旅游者也就没有旅游目的地可言；没有旅游目的地，旅游者无处可去，也就不能称其为旅游者。旅游目的地的选择因而也成为了旅游研究中的一个核心问题，可以从不同的视角，通过不同学科的“透镜”进行研究。本文从后现代主义视角出发，结合对后现代主义的反思和批判，对旅游目的地选择行为进行解读，同时也是对笔者近些年对这一问题思考的一个小结。本文的讨论围绕三个例子，或者说三个片段展开。     

旅游目的地形象的认知与推广模式

探讨了旅游目的地形象概念及其认知的多层面性，分析了旅游目的地形象形成过程，提出了旅游目的地形象推广模式。作者从旅游目的地形象推广组织、旅游目的地形象测量、旅游目的地形象载体与形象推广整合等方面，重点阐述了旅游目的地推广的有关问题。     

乡村旅游景观认知对重游意愿的影响——基于目的地依恋和游客满意度的链式多重中介效应分析

<正>文章以广东省乡村旅游游客为研究对象，基于“认知—情感—行为”理论和自我调节态度理论，构建目的地依恋与游客满意度的链式多重中介模型，研究乡村景观认知对重游意愿的影响，使用自制量表收集数据，应用SPSS 26和AMOS 24软件对研究模型进行实证分析。结果表明：(1)乡村景观认知对重游意愿存在显著的正向影响；(2)乡村景观认知正向影响目的地依恋，目的地依恋正向影响重游意愿；(3)乡村景观认知正向影响游客满意度，游客满意度正向影响重游意愿；(4)目的地依恋和游客满意度在乡村景观认知与重游意愿之间存在链式多重中介效应。文章深入探究游客旅游行为动机和心理机制，可以为制定乡村旅游营销策略提供理论基础，有利于提高乡村旅游服务质量。     

文化距离对旅游目的地选择的影响--以日本和中国大陆出境游为例

在全球化和出境旅游日益发展的大背景下，了解国家文化和文化差异对出境旅游的影响越来越重要。文章以日本和中国出境旅游市场为案例，定量研究客源国与目的地国家之间的文化差异对旅游者出境旅游目的地选择的影响。文章数据来源于对日本和中国城市居民的一手数据，包括受访者的过往出境目的地选择和计划前往目的地选择情况。条件Logit模型的估计结果显示，日本居民在过往目的地和计划前往目的地的选择上都显著偏好总体与日本文化差异大的国家。具体而言，他们偏好在“权力距离”和“不确定性避免”维度差异较小，而在“集体主义“”性别气质”和“长远考虑”维度差异较大的目的地。相比而言，中国大陆居民在出境目的地选择上受文化距离的影响较少。     

基于出游动机的游客目的地选择的离散选择模型研究

旅游目的地选择是游客选择行为研究中研究较为广泛的领域之一.现有文献利用了社会、经济、地理等诸多模型和理论对目的地选择进行了研究和探讨.基于随机效用最大化的离散选择模型在游客目的地选择研究中有广泛的应用,但是缺乏属性交互项对于目的地选择的抑制或者激励作用的研究.本文利用2002年江苏省国内游客抽样调查原始资料数据这一选择完成式类型的数据构建了两个二项Logistic回归模型,讨论了寻求闲适安静环境、探亲访友、公务出游3种出游动机对于出游距离以及旅行花费的影响.研究发现寻求闲适安静环境出游动机的游客倾向于选择远距离的目的地,且这类游客也愿意增加旅行花费;出于探亲访友这一动机出游的游客则更愿意选择靠近自己居所的旅游目的地,且不倾向于增加自身的旅行花费;公务出游的游客倾向于选择远距离目的地,也倾向于增加他们的旅行花费.     

Destination management organizations and destination marketing: adopting the business model of e-portals in engaging travel agents

ABSTRACT

Destination management organizations (DMOs) have an important role in engaging stakeholders in collaboration. Collaborating with stakeholders is useful for both stakeholders and destinations. However, it takes time and needs rigorous coordination to avoid conflicts with stakeholders. This study measures travel agencies’ attitudes towards engaging in online collaboration with DMOs for marketing purposes. It incorporates collaboration and technology acceptance models to predict the attitudes and intentions of travel agents using structural equation modeling. Data were collected from travel agents in Cairo, Egypt, using the random sample technique. This study will be useful for travel and tourism stakeholders and governmental marketing bodies.     

论旅游目的地联合营销的理论基础及其对中国的启示

时于以旅游经济为支柱的地区来说,目的地营销一直是一项极具挑战性的任务.联合营销可能为目的地旅游组织解决这一挑战提供有效的路径.本文以组织关系理论为基础,探讨和阐述旅游目的地联合营销的先决条件、动机成因、合作过程和预期成果,并对其理论和实战两个层面的影响进行阐述.     

Best Practice Marketing for Regional Tourism Destinations

This article reports on destination marketing best practices from 21 regional destinations around Australia. The results advocate an integrative approach to destination marketing that aligns with destination management and development objectives. From this, a framework is developed, within which nine best practice principles are identified as essential to successful and sustainable marketing of regional destinations. The key initiatives used to achieve success are discussed in detail, highlighting the need for destination stakeholders to foster a cooperative and strategic approach and ensure consistent design and delivery of a destination brand and image which is supported by tactical advertising and promotional strategies, effective visitor information services, and events to support the destination brand and image to target appropriate visitor markets.     

Tourism in India: Policy pitfalls

Tourism destination marketing is now widely recognized as an essential component in the management of destinations. In harmony with the general marketing literature, which understands marketing as a management tool, some researchers understand destination marketing as a form of ‘market-oriented strategic planning’ and hence as a strategic approach to place development rather than a promotional tool. Based on the results of a case study of tourism destination marketing in the Nelson/Tasman Region, New Zealand, this article examines the suitability of tourism destination marketing as a tool and of Destination Marketing Organizations (DMO) as a vehicle for tourism destination management and development. A discussion of several difficulties in the implementation of tourism destination marketing in Nelson/Tasman Region leads to the conclusion that DMOs are unlikely to be able to claim too much responsibility for destination management but that they can play an important part in the management of the destination product.     

A comparison of the National Geographic Stewardship Scorecard Ratings by experts and stakeholders for selected World Heritage destinations

The National Geographic Society Center for Sustainable Destinations Stewardship Scorecards for 2003 and 2006 compared ratings by “experts” for 33 World Heritage Site destinations. Nine (27.3%) improved by four or more points and six (18.2%) decreased by four or more points in the three years. In 2006, local stakeholders rated these World Heritage destinations using the same criteria as the experts. Stakeholders rated six destinations (18.2%) lower and almost half of the 33 destinations (48.8%) increased by five or more points. A moderate positive correlation was determined between the ratings of the experts and stakeholders. Comments by experts and stakeholders related to each of the scorecard criterion measures were analyzed. ANOVA and t-test were performed to examine the six stakeholder categories ratings for each of the six criteria and the results are presented. The assumptions and limitations of the survey methodology are discussed along with recommendations for improving the Destination Stewardship Scorecard Survey.     

In Search of Competitive Advantage in Caribbean Tourism Websites

Abstract

The intense competitiveness of the global tourism industry increasingly demands the most effective possible marketing for individual destinations. The strategic management literature suggests that competitive advantage can be gained through capitalizing on a destination's unique attributes. In marketing terms, this translates as “competitive positioning.” To what extent do the individual destinations of the Caribbean seek to competitively position themselves as unique attractions among their many competitors? This paper returns to the concept of the Unique Selling Proposition (USP) as a practical and straightforward framework for analyzing distinctiveness in tourism marketing. An exploratory analysis of web-based marketing in the Caribbean suggests widespread failure of destinations to market themselves in terms of unique competitive positioning. The analysis also reveals several exemplary models of the USP concept in tourism marketing, suggesting opportunities for greater regional cooperation through stronger individual destination identities.     

Trip destinations, gateways and itineraries: the example of Hong Kong

Trip itinerary data present analytical problems because of the great diversity of routes that travelers follow and the varying significance of destinations along those routes. Most of the models that have been proposed to deal with this complexity have focused either on the total number of travelers from one country to another, or on the overall pattern of entire trips. An alternative and complementary approach is to examine the relative location of a destination within the larger itinerary pattern. Depending on their location within the overall trip itinerary, places can exhibit characteristics of one or more destination types: Single Destination, Gateway Destination, Egress Destination, Touring Destination, or Hub Destination. Data collected on international air travelers to Hong Kong exhibited the first four of these five patterns. Taiwan and Singapore residents primarily used Hong Kong as a Single Destination for short break shopping holidays and for business. US and Australian residents were the most likely to use Hong Kong as a trip Gateway and as a Touring Destination, especially as the Gateway for a trip to China, but Hong Kong also served as a Gateway for trips to destinations in East and Southeast Asia and, for US residents, to Australia. Residents of China were more likely to use Hong Kong as a trip Egress Destination than were others. Hong Kong has traditionally considered itself primarily as a ‘gateway to China’ and an ‘Asian travel hub’. Hong Kong, and other destinations, could benefit from being more aware of their role as an Egress Destination and of their relationships with destinations that travelers visit before and after their arrival.     

Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives

What is tourism success? Specifically, what does tourism success mean for a destination as opposed to a destination management organization (DMO)? The main objectives of this study were to examine the concept of tourism success as it relates to both destinations and to DMOs, and to determine if a relationship or distinction exists between the two. Eighty-four (84) knowledgeable tourism managers and stakeholders from twenty-five (25) Canadian destinations were interviewed. Responses were used to identify variables and build a model that supports the existence of a relationship between the success of tourism destinations and DMOs with respect to community relations, marketing, and economic indicators. Unique to DMO success were supplier relations, effective management, strategic planning, organizational focus and drive, proper funding, and quality personnel. Unique to destination success were location and accessibility, attractive product and service offerings, quality visitor experiences, and community support.     

Building the Destination Brand: An Empirical Comparison of Two Approaches

Destination brand strategies have in the main assumed that consumers actively seek and process information about potential destinations with their choice determined on the basis of a favorable attitude toward the destination. This article examines an alternative approach to destination branding, which relates to building the salience of the destination to increase the likelihood that the destination will be considered in purchase situations. The study examines the predictive validity of brand salience measures for a set of travel destinations compared with the predictive validity of traditional attitude-based measures. The results of the research provide empirical support for a salience approach to destination marketing for domestic tourism in Australia.