This article contributes to the study of information sourcing behavior in the travel decision process. It focuses on the differences between information sourcing before and after a definite trip decision (characterized either by an irreversible choice with regard to destination or by a legal contract such as a reservation or purchase of one or multiple elements of a trip). The study identifies typical patterns of information search behavior for different travel types, grouped by means of clusters along two stages of the information sourcing process, thus forming paths of information sourcing. The data are representative for the case of Switzerland, serving as a model for a well-developed travel market. Descriptors such as type of trip, degree of packaging, choice of destination, and choice of accommodation showed significant explanatory power, while sociodemographic variables proved to be of less value. The results give the industry the possibility of improving information distribution systems throughout the travel decision process.

This article adds to the ongoing debate on the performance of corporate-based versus community-based destination management models. New forms of integrated, centrally managed destinations challenge the business models of traditional, historically grown destinations driven by decentralized ownership. This article analyzes the contribution of corporate governance theories to the explanation of destination governance structures and evolution. The research uses six selected dimensions of corporate governance, and the operationalization through concrete items, to analyze and assess twelve destinations in the Swiss Alps. Various destination governance forms and mechanisms reveal the context for conditions for success.

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This contribution is about the segmentation of mature travel markets, as exemplified by Switzerland. Based on an extensive and representative travel survey covering 2,000 households and more than 11,000 trips, a situational, motivation-based travel market segmentation is proposed.The clustering of motivations proves to be a valuable means to segment markets. The results reveal a diminishing role of socio-demographic segment descriptors. It is more the (anticipated) travel profile and the attraction of a certain destination which determines Swiss travel behavior.

This contribution is about the segmentation of mature travel markets, as exemplified by Switzerland. Based on an extensive and representative travel survey covering 2,000 households and more than 11,000 trips, a situational, motivation-based travel market segmentation is proposed. The clustering of motivations proves to be a valuable means to segment markets. The results reveal a diminishing role of socio-demographic segment descriptors. It is more the (anticipated) travel profile and the attraction of a certain destination which determines Swiss travel behavior.

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Purpose – Starting from the tenet that destination management deserves a systemic approach the authors first explain the meaning of systemic leadership and then discuss its relevance for tourist destinations. The aim of this paper is twofold. First, it develops a concept of destination leadership based on a systemic perspective and therefore prevents a common misunderstanding, namely that destination leadership may simply generate from organizational leadership. Second, the concept builds on extant literature on destination governance and in so doing it stretches the vector of this research stream (governance) into a supplemental field (leadership). Design/methodology/approach – Based on recent empirical research in the field of systemic research in destinations, the concept of destination leadership is elaborated in a wider context of destination management. Findings – As a result, a set of dimensions and mechanisms which drive the systemic development of destinations can be distilled. A framework for further research is proposed and tested with the help of an empirical study with a set of influential actors from four destinations in Switzerland, Austria, and Italy. Originality/value – The results reveal that influence as a proxy for systemic leadership is supported by trust and effective communication. Other leadership dimensions derived from traditional leadership literature such as mutual understanding, accessibility (non-significant) or likeability (negatively affecting influence) prove to be irrelevant to systemic leadership. The implications underline the need to differentiate between leadership in inter-organizational arrangements and leadership in destinations, understood as communities and complex social systems.

The challenge of globalisation 1.2. Destinations as strategic business units in tourism 1.3. A concept for new structures in alpine tourism marketing based on destinations 2. Change in Switzerlands tourism structures-first experiences 2.1. Analytical framework 2.2. Survey of practical experiences 3. Conclusions 3.1. Role of the different agents 3.2. Change strategy 3.3.