An assessment of the quality of a tourist destination: The case of Nerja, Spain

López-Toro, Alberto Antonio; Díaz-Muñoz, Rocío; Pérez‐Moreno, Salvador

doi:10.1080/14783360903553164

“…Loyalty is both attitudinal in terms of intent to purchase and behavioral through word-of-mouth referrals and repeat purchase. Previous research suggests a positive relationship between brand image and destination loyalty (Pike et al, 2010;Lopez-Toro et al, 2010). Thus, we can hypothesize the following:…”

Section: Hypotheses Developmentmentioning

confidence: 94%

“…Destination brand loyalty has become one of the most vital tourism marketing strategic elements that is linked to organizational performance and destination reputation in many countries and tourism places. Destination brand loyalty measurement has recently been highlighted by theoretical and empirical research, primarily because loyalty is seen as a better predictor of actual behavior (Lopez-Toro et al, 2010;Kim et al, 2013). The degree of a tourist's brand loyalty to a destination is reflected in his/her intentions to revisit the destination and also to recommend this place or site (Oppermann, 2000;Faullant, et al, 2008).…”

Section: Perceived Destination Brand Loyaltymentioning

confidence: 99%

“…A brand which triggers emotions is most likely to have an influence on creating consumer experience, resulting in a purchase, and if justifying expectations, making brand loyalty. Furthermore, tourist satisfaction contributes to longer stay ratios, loyalty and increased spending (Lopez-Toro et al, 2010). As the number of tourists increases, tourism income increases, and so does the achievement of goals for organizations and governments alike.…”

Section: Perceived Destination Brand Loyaltymentioning

confidence: 99%

See 1 more Smart Citation

Perceived brand salience and destination brand loyalty from international tourists’ perspectives: the case of Dead Sea destination, Jordan

Jraisat

¹

,

Akroush

²

,

Alfaouri³

et al. 2015

International Journal of Culture, Tourism and Hospitality Research

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Purpose-The purpose of this paper is to examine an integrated model of perceived brand salience, perceived brand quality, perceived brand image and perceived brand loyalty in the Dead Sea tourism destination of Jordan from international tourists' perspectives. Design/methodology/approach-A structured and self-administered survey was employed targeting international tourists who were visiting the Dead Sea tourism destination. The authors delivered 300 questionnaires to international tourists, from which 237 were retained and valid for the analysis. A series of exploratory and confirmatory factor analyses was used to assess the research constructs dimensions, unidimensionality, validity and composite reliability. Structural path analysis was also used to test the hypothesized relationships of the research model. Findings-The structural findings show that perceived brand salience has positively and significantly affected each of perceived brand quality and perceived destination loyalty. Perceived brand quality has positively and significantly affected each of perceived brand image-physical environment, perceived brand image-people characteristics and perceived destination loyalty. Each of perceived brand image-physical environment and perceived brand image-people characteristics has positively and significantly affected perceived destination loyalty. The structural findings indicate that perceived brand quality has exerted the strongest effect on each of perceived brand image-physical environment and perceived brand image-people characteristics. Further, the structural results show that R 2 result of 0.48 indicates that 48 per cent of variation in perceived destination loyalty was caused by perceived brand quality, perceived brand image dimensions (physical environment and people characteristics) and perceived brand salience path. Research limitations/implications-This paper has examined only three drivers of destination loyalty; meanwhile, other factors such as tourists' satisfaction and retention are potential areas of future research. Also, this study investigated international tourists' perspectives in the Dead Sea tourism destination only, which means that its generalization potential to other destinations is limited. Therefore, comparative studies inside and outside Jordan's tourism destinations are potential areas of future research. Other limitations and future research areas are also outlined. Practical implications-The paper highlights the strategic importance of perceived brand quality and perceived brand image dimensions (physical environment and people characteristics) on perceived destination loyalty. Perceived brand quality acts as strong antecedent to perceived brand image dimensions, and perceived brand salience is an essential element of perceived destination loyalty. Perceived brand quality, perceived brand image dimensions and perceived brand salience are major drivers of perceived brand destination in an integrated manner. Also, perceived brand image dimensions of the physical environment and pe...

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“…The links between marketing, destination image and expectations are already underpinned by a large body of research and practice (Wang & Pizam, 2011) and the development of quality assurance schemes (Lopez-Toro et al, 2010) is one response to dealing with 'rip offs'. More challenging are the issues raised with regard to not over-managing coupled with the intangible and subjective nature of what constitutes a good destination.…”

Section: Discussionmentioning

confidence: 99%

Destination management: The tourists’ perspective

Pearce

¹

,

Schänzel

²

2013

Journal of Destination Marketing & Management

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Although tourists are frequently cited as the central focus of much destination management activity little is known about how they regard destination management. Through a series of focus groups with guests at youth hostels in three locations in New Zealand, this study provides empirical evidence as to whether tourists consider destinations need to be managed; why destination management is needed; what it should involve; and what differentiates good destinations from poor ones. Their views are then compared with destination marketing and management strategies in the three locations to assess how well current practices match the tourists' perspective. The tourists' responses endorse the need for destination management and show a broad appreciation of why destinations should be managed. The participants see a need for destination marketing, value the provision of information and acknowledge the importance of visitor management. However, they strongly expressed the view that destinations should not be over-managed, raising the question of where the boundaries lie between effective destination management and over-management. The factors which differentiate good destinations from poor ones might be grouped under two broad themes: those associated with tourists' motivations and expectations and those related to a range of destination attributes. Comparison of the focus group participants' views with the strategies and plans of the three destinations reveals a degree of concordance but also emphasizes that consideration of their perspective alone is critical but insufficient for comprehensive destination management which needs to take account of the views of all stakeholders.

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“…Although the various definitions and concepts mentioned incorporate in different ways and to varying degrees a range of stakeholderstourists, destination management organizations, service providers and residents À the literature provides little insight into what they conceive destinations to be. Certainly, there are many studies that examine aspects of destinations from the perspective of the tourist or some other set of stakeholders (Snepenger et al, 2007;Bornhorst et al, 2010), notably those dealing with destination image (Gallarza et al, 2002;Pike, 2002) and destination quality or competitiveness (Cracolici and Nijkamp, 2008;Lopez-Toro et al, 2010;Eusébio and Viera, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Destinations: Tourists' Perspectives from New Zealand

Pearce

¹

,

Schänzel

²

2013

Int. J. Tourism Res.

View full text Add to dashboard Cite

Although tourists are frequently cited as the central focus of much destination management activity little is known about how they regard destination management. Through a series of focus groups with guests at youth hostels in three locations in New Zealand, this study provides empirical evidence as to whether tourists consider destinations need to be managed; why destination management is needed; what it should involve; and what differentiates good destinations from poor ones. Their views are then compared with destination marketing and management strategies in the three locations to assess how well current practices match the tourists' perspective. The tourists' responses endorse the need for destination management and show a broad appreciation of why destinations should be managed. The participants see a need for destination marketing, value the provision of information and acknowledge the importance of visitor management. However, they strongly expressed the view that destinations should not be over-managed, raising the question of where the boundaries lie between effective destination management and over-management. The factors which differentiate good destinations from poor ones might be grouped under two broad themes: those associated with tourists' motivations and expectations and those related to a range of destination attributes. Comparison of the focus group participants' views with the strategies and plans of the three destinations reveals a degree of concordance but also emphasizes that consideration of their perspective alone is critical but insufficient for comprehensive destination management which needs to take account of the views of all stakeholders.

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An assessment of the quality of a tourist destination: The case of Nerja, Spain

Cited by 30 publications

References 35 publications

Perceived brand salience and destination brand loyalty from international tourists’ perspectives: the case of Dead Sea destination, Jordan

Perceived brand salience and destination brand loyalty from international tourists’ perspectives: the case of Dead Sea destination, Jordan

Destination management: The tourists’ perspective

Destinations: Tourists' Perspectives from New Zealand

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