The relationship between CRM, RM, and business performance: A study of the hotel industry in Taiwan

This study aims to investigate the implementation of customer relationship management (CRM) and its effect on relationship marketing (RM) and business performance, through an analysis of the hotel industry in Taiwan. A survey on hotels, including general and tourist hotels, and bed and breakfasts (B&Bs) was conducted, and a total of 560 questionnaires were returned. The results showed that implementing CRM has a significant and positive influence on the RM effect, positively affecting business performance for both hotels and B&Bs. However, a comparison of the influential paths of relationship models between hotels and B&Bs showed that, for hotels, the Internet service and customer support functions of the CRM strategy are the main sources of influence on the RM effect and business performance, whereas for B&Bs, the marketing support function of the CRM strategy alone influences the RM effect and business performance. To achieve higher performance, the different types of hotel enterprises should understand their main advantage before implementing key CRM strategies.     

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.     

Destination marketing and the service-dominant logic: A resource-based operationalization of strategic marketing assets

Despite the popularity of the resource-based view of the firm as a theoretical mechanism for the explanation of organizational performance, this framework has received surprisingly little attention within the context of destination marketing organizations (DMOs). The purpose of this research is to enhance extant perspectives of destination competitiveness by considering the destination marketing function from the dual theoretical lenses of the resource-based view of the firm and the service-dominant logic of marketing. In particular, this research focuses on the resource classification schemas underpinning these two frameworks and proposes a conceptual extension of their core phenomena to the domain of destination marketing. Within this discussion, a conceptual and operational definition of competitive market-based assets is proposed. This multifaceted construct is discussed as a potential outcome of market-oriented destination marketing and as an antecedent to DMO performance.     

Comparison between hotels and motels using CRM effect model – An empirical study in Taiwan

This study aims to explore the influence of customer relationship management (CRM) on the relationship marketing effect (RME) and business performance (BP) for hotels and motels in Taiwan, and compare the differences between the two. After surveying 224 hotels and 114 motels, the study establish a CRM effect model and finds that the implementation of CRM can have a significant and positive impact on the RME and BP for both types of establishments. However, enterprise type has an interference effect on the intensity of the relationship paths in the CRM effect model. Therefore, different enterprise types should plan CRM strategies that are based on individual advantage, which will not only increase the RME, but also further enhance BP by improving customer relationships.     

Developing a holistic framework for analysis of destination management and/or marketing organizations: six Danish destinations

This paper presents a holistic framework for analysis of destination management and/or marketing organizations (DMOs) and explores how these work in a highly complex tourism environment. Six destinations are investigated through 61 qualitative interviews with representatives from tourism businesses and organizations. The analysis reveals a number of important factors, including whether the DMOs are focused on survival or development, on experiences or communication, and on internally or externally oriented governance. Finally, it reveals that Danish DMOs constantly negotiate between their various roles at the destination, creating discrepancies between ideals, goals and practices.     

A destination-branding model: An empirical analysis based on stakeholders

The purpose of this study is to develop a destination-branding model based on stakeholders’ interests. It is subsequently applied to a tourist destination, namely Castilla-La Mancha (CLM), thereby creating an index that measures destination branding’s success based on similarities and differences among the different stakeholders. The index, called Success Index of Triple-Diamonds (SITD), provides an empirical evaluation of the destination brand’s degree of success and confirms the existence of differences among stakeholders. The current study offers useful information for developing strategy on the part of Destination Management Organizations (DMOs) and reveals the risks of a traditional strategy focused only on visitors that ignores the objectives of local people and entrepreneurs.     

Branding destinations versus branding hotels in a gaming destination—Examining the nature and significance of co-branding effects in the case study of Macao

This paper considers destinations and hotels operating within a gaming destination as co-branded experiential choice products. Specifically, it examines the overall and individual effects of visitors’ perceived brand equity of a gaming destination and their perceived brand equity of various hotels, including ‘flagship’ or branded hotels, in terms of influencing their reaction to a hypothetical brand loyalty scenario in which their intended and preferred hotel was unable to provide accommodation thus forcing them to either: (1) choose an alternate hotel in the destination and continue with the visit, (2) cancel the trip and choose another destination to visit, or (3) insist on staying at the preferred hotel but postpone the trip at another period. The study's expectation is that visitors’ response to such a hypothetical scenario is moderated by the relative influence of their perceived brand equity for the destination and for hotels. The emergent gaming destination of Macao is used as a case study for this purpose. The study's findings indicate that visitors’ overall destination brand equity perceptions—rather than hotel brand equity perceptions—is robustly significant when it comes to influencing visitors’ response to the brand loyalty scenario. Results of the study indicate several relevant implications for destination management organizations (DMOs) seeking to enhance their destination-branding efforts and for hotel operators, especially internationally branded hotel chains.     

The Effectiveness of Post-Disaster Recovery Marketing Messages—The Case of the 2009 Australian Bushfires

An understanding of how best to communicate with the tourism market in the wake of a disastrous event is essential for destination marketing organizations seeking to manage the misperceptions and media-imposed attitudes held by potential visitors. To date, the literature remains silent in terms of the types of messages destination marketing organizations are best to employ when a disaster has hit and consequently marketers often take an “ad hoc” approach to their post-disaster communications that may or may not be effective in terms of encouraging visitation. In response to this knowledge gap, the research presented in this article adopted an experimental methodology to examine the effectiveness of nine disaster recovery message themes commonly used by destination marketing organizations. The messages were presented to respondents via a print advertisement promoting the Victorian region of Gippsland—a tourism region severely affected by the 2009 Black Saturday Bushfires. The results revealed that a marketing message endorsed by a well-known and well-associated celebrity figure is likely to be most effective in encouraging tourists to return to or visit a disaster-affected destination 12 to 24 months following the event. The findings also revealed a significant relationship between past visitation and the time frame in which visitors will visit a disaster-affected region. Those who had visited the region four times or more were much more likely to return within 6 months of the event than less frequent visitors. A final important message revealed in this study was the fact that the tourism market is not averse to disaster recovery promotional activities, a concern often considered by destination marketers when planning their post-disaster recovery campaigns.     

The Influence of Travel Motives on Visitor Happiness Attending a Wedding Expo

Events are an important motivator in travel and tourism, therefore contributing to related benefits at the tourism destination. This study presents the findings of a structural equation model used to investigate the factors that motivate visitors attending a Wedding Expo and how these travel motives influence their happiness. A self-administered questionnaire was distributed to visitors attending the Wedding Expo in Johannesburg, South Africa. The data from 375 (N) eligible questionnaires was captured and analyzed using SPSS. From the study’s findings, managerial recommendations were made with the aim of maximising the happiness of visitors attending the Wedding Expo. The study found that satisfaction with life and happiness of visitors attending a Wedding Expo is enhanced more by the event’s attributes/attractiveness and enhancement of kinship/relationship than by the event’s novelty. The research contributes to the literature related to events management, happiness, and marketing management in tourism.     

Assessing the Visibility of Destination Marketing Organizations in Google: A Case Study of Convention and Visitor Bureau Websites in the United States

Search engines are playing an increasingly dominant role in providing access to tourism information on the Internet. As such, it is argued that destination marketing organizations (DMOs) must have a substantial understanding of the visibility in search engines in order to create competitive positions within this important marketplace. The goal of this study was to develop a process to assess the visibility of DMO websites in one of the major search engines (i.e., Google). A set of 18 cities in the United States were selected to be used as case studies of the visibility of their convention and visitor bureau (CVB) websites in relation to travel queries identified using Google Adwords Keyword Tool. The results indicate that there are substantial differences in the relative positions of CVB websites on Google. In particular, there seems to be huge gaps among the search domains within CVB websites in terms of their visibility to online travelers and volume of search within those domains. This study offers a number of implications for research and practice of search engine marketing for tourism destinations.     

Destination marketing during and following crises: combating negative images in Asia

The goal of this study is to analyze which strategies Asian officials and marketers have adopted in order to combat stereotypes, negative perceptions, and crises in order to repair destination images and bring back visitors. The study includes qualitative content analyses of news reports, press interviews, and campaigns in order to uncover media policy, strategies, events, and marketing initiatives used since 2008. The conceptual framework used was the “multi-step model for altering place image”, which offers three types of strategies to use in order to repair a destination’s negative image during and after a crisis: source, message, and audience.     

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.     

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.     

From Guanxi to customer relationship marketing: How the constructs of Guanxi can strengthen CRM in the hospitality industry

Abstract

Business today has recognized the cost advantages of customer retention. In reaction to decades of industrialization and mass production, the pendulum has slowly swung back toward more one‐to‐one customer relations and mass customization. One‐to‐one personal attention and relationship building is widely perceived as a desirable method for increasing customer loyalty. Such concepts, however, are not new. Over thousands of years, the Chinese have been practicing “Guanxi,” which Davies (1995) defines as the social interaction within a networked group where repeated favor exchanges ensure a measure of trust among the participants of this network. The constructs of Guanxi, namely bonding, trust, empathy, and reciprocity, can be combined with customer relationship marketing (CRM) and strengthen what a business can offer its customer. This paper, therefore, discusses the history and development of Guanxi in China and its similarities to customer relationship marketing that is practiced today in the Western world. It also presents how the constructs of Guanxi can be combined with CRM. Tips for good Guanxi and CRM to ensure success are also highlighted.     

Application of Perception-Promotion Matrix Model—The Case of Kaohsiung City

While a substantial amount of destination image research has been performed, few researchers have explored image perception gaps between tourists and government promotions. This study examines the perception gap between blogs and destination marketing organizations (DMOs) promotions by introducing a four-quadrant diagnostic tool: the Perception-Promotion Matrix (PPM). This case study collected data from 168 domestic and 64 international blogs, and 70 Chinese and 36 English official Kaohsiung City promotional websites to investigate image gap. The findings revealed significant “Tourist Infrastructure” image perception gaps, both from domestic and international traveler perspectives. The PPM suggests Kaohsiung City DMOs successfully promote an image of culture by hosting events and festivals. However, analysis indicates failure on the part of these DMOs to promote an image of Kaohsiung as an Ocean capital. Recommendations resulting from this study are provided for Kaohsiung City DMO consideration.     

London Tourism

SUMMARY

Global tourism demand has been subject to fluctuation in recent years, and London as a tourist destination has recently had to cope with both the significant forces at play in the wider environment and radical change in the way that tourism is to be managed across the UK. The purpose of this paper is to review the post-disaster destination marketing activity conducted by London in its attempt to regain its position as a premier destination for domestic and international visitors, set within the wider context of the devolution of tourism across the country. A number of the issues arising from London's post-disaster marketing campaign are identified, and a set of guiding principles for any future such action are discussed. The paper concludes that diversification of both the product and market is necessary if London is to retain its position as one of the world's leading ‘iconic’ city destinations.     

Online tourism destination marketing in Kumasi Ghana

This study develops a conceptual research model to identify and induce local and international tourists to visit historical attractions and facilities in Kumasi the Ashanti region of Ghana. Websites provide valuable information about tourism destination marketing and tourism products to visitors and enhance tourists purchasing intentions. Data from a judgemental sampling technique were used for the research. Full time front desk employees from 36 hotels and 396 customers contributed to the study. A confirmatory factor analysis was used to evaluate the reliability and validity of the model measurements. The analytical results indicate that online destination image, online word of mouth, online security vulnerability test significant with tourists’ satisfaction as a mediator. The results also provide reliable reference for tourism administrators and researchers interested in online destination marketing and suggest that tourists perceive online security vulnerability as a menace to society and should be prevented.     

国外旅游目的地营销研究综述

本文对国外旅游目的地营销研究进行综述.近10年来国外研究主要涉及旅游目的地形象、旅游目的地营销组织、旅游目的地促销、信息技术与目的地营销4大方面.文章在简要评述我国旅游目的地营销研究现状的基础上,结合国外研究情况,认为强化实证研究及定量分析、旅游目的地品牌及定位研究、旅游目的地营销组织、信息技术的促进作用和旅游目的地营销绩效评价应是我国近期旅游目的地营销研究的主要方向.     

Exploring event bundling: The strategy and its impacts

The objectives of this article are to explore the strategy of event bundling from the perspectives of varied event stakeholders including event organizers, event attendees, and destination marketing organizations (DMOs); and to examine the strategy's impacts on the relationships between perceived event value and visitors' trip outcome (perceived trip value and destination loyalty intention). Based on a mixed-method approach, the research first investigates stakeholders' perceptions and perceived value of event bundling from a qualitative approach in Study 1. It further tests a proposed framework through a quantitative approach in Study 2, in which two well-known events in Macau, China were chosen as an event bundle and a large sample of over 800 respondents were surveyed. Findings from the research advance the literature on event tourism and tourism product bundling practices. They further provide insights for DMOs and event planners in event policymaking and destination marketing.