When detailed product information is not available to consumers inferences
Current operating practices of small businesses indicate that more time is devoted to the cosmetic side of corporate identity than managing service delivery. The main argument pursued in this paper is based on the view that both visual and behavioural corporate identity cues create impressions in the minds of corporate publics to form an overall corporate image. A set of bipolar adjectives was therefore used to test various visual, behavioural and core product elements of restaurant corporate image. A key finding was made that the joint customer service and employee dimension, was rated as the most important factor in the choice of fast food restaurants, which confirms that corporate image is created by visual and behavioural identity.
This is a specialised book primarily aimed at tourism policymakers at national and local level. The book covers an in-depth analysis of reasons for and consequences of competitive behaviour and strategy formulation in various tourism settings from an oligopolistic viewpoint. Tourism oligopoly is when few firms compete against each other to serve mainly mass leisure and business tourism markets. Even if you are not that interested in economics you may still find some of the chapters in the book an interesting read. This book might also be useful as an additional source for modules in strategic tourism management or tourism environmental analysis.The book starts with an overview of the main principles and issues in analysing competition and corporate rivalry in three main areas: transport for tourism, the accommodation sector and travel distribution. Zheng Lei, Gang Li and Haiyan Song set the theoretical foundations of the book in Chapters 2 and 3. Chapter 2 has the 'structure, conduct and performance' paradigm as its basis. Chapter 3 is an exhaustive mathematical/statistical read as various quantitative techniques concerning competitive issues in tourism are discussed. In Chapter 4 John F. O'Connell studies the evolution of the competitive airline industry. He explores the emergence of low-cost carriers as a competitive threat to the market dominance of traditional airlines. A very interesting chronological analysis is provided on six events or waves, which represent the different strategies that emerged from deregulation and subsequent competitive implications for the global airline industry. These waves were: hub-and-spoke operations; alliance formation; implementation of frequent flyer programmes; the emergence of low-cost airlines; the formation of equity partnerships through acquisitions; and finally, deregulation to create 'open skies'. It is advisable to read Porter's classical book on corporate strategy (1980) as it would lead to a better understanding of why these waves took place.Anne Graham discusses airport competition in Chapter 5. She focuses on competition between and within airports, provision of airport services and competing terminals. Airport competition is a complex matter and in the US certain drivers exist which created opportunities for increased competition. She highlights different types of competition, examines the need for economic regulation and concludes with a discussion on one of the most significant obstacles to competition, namely, the scarcity of landing and take-off slots. Chapter 6 synthesises competition issues in the hospitality and tour operations industry. Dimitris Koutoulas examines the relations between tour operators and resort hotels and the latter's competitive environment. He discusses the issue of distributing
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