Applying the tourist area life cycle within sport tourism: the case of Stellenbosch and German athletes

Heuwinkel, Kerstin; Venter, Gustav

doi:10.1080/14775085.2018.1504691

Cited by 9 publications

(3 citation statements)

References 24 publications

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“…Moreover, practices should be conducted with collaboration among neighboring countries, to develop sustainable sport tourism for economic development [46,47]. Lastly, training facilities for alternative sports could be one of the factors by which a tourist selects a destination [48,49]. Therefore, sustainable promotion of cycling in regional areas [50] should be considered to attract outdoor participants who select a destination with consideration of environmental issues [51].…”

Section: Tourism Destination and Sustainabilitymentioning

confidence: 99%

A New Paradigm of a Sustainability-Balanced Scorecard Model for Sport Tourism

2023

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An integration between the principles of supply chain management in sport tourism and a sustainability-balanced scorecard leads to the development of guidance and assessment criteria for a city to be a sustainable sport tourism destination. This paper aims to present a sport tourism sustainability management model (STSM) for the development of assessment indices when selecting a city to be developed as a sport tourism city. The model consists of five perspectives, namely the financial perspective, customer perspective, internal process perspective, learning and growth perspective, and sustainability perspective. By using the Delphi technique to obtain a consensus from experts, university lecturers, independent organizations/associations, and business entities in relation to sport tourism management, the researchers define elements to assess complex perspectives for the sustainable development of sport tourism. The results show that there are five perspectives and eighteen elements in relation to the sustainable development of sport tourism. All perspectives and elements have a high consensus, as measured by Kendall’s Coefficient of Concordance (W), of 0.488. To validate the model, the researchers examined the correlation among the five perspectives using a structural equation model and found that both the absolute fit and the incremental fit are satisfactory. As the model aligns and explains empirical data, it can support decision making for management teams, be used to effectively and efficiently draft a strategy for sustainable development in sport tourism, and improve the livelihoods of residents.

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Section: Tourism Destination and Sustainabilitymentioning

confidence: 99%

A New Paradigm of a Sustainability-Balanced Scorecard Model for Sport Tourism

2023

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“…With the opening of business opportunities, there is a positive interaction between the community and tourism objects so that it can create a sense of belonging and want to actively participate in regional security, public order, cleanliness, provision of facilities and infrastructure, accommodation, souvenirs, guide services, photography, and so on. While these training camps can therefore also be considered as a form of business tourism, it should be noted that additional leisure activities outside the sporting spheresuch as those pursued by tra-ditional tourists -will often form part of these training camps [15].…”

Section: A Positive Effectmentioning

confidence: 99%

Strategy and Effect of Sport Tourism Business

Sudiana¹,

Artanayasa²,

Ariani³

2022

Proceedings of the 2nd International Conference on Physical Education, Sport, and Health (ICoPESH 2022)

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This study aimed at describing the essence of sport tourism and its benefits for public, strategy of business and entrepreneurship development to empower natural resources potential and tourism organization to achieve the goal through proper and efficient use of resources. Sport tourism could revitalize attitudes and values of life which factually focuses on life balance including commercial interest barrier which is articulated by hedonist lifestyle of the sport lovers. Usually, a business strategy is a document which clearly articulates business direction to pursue its goal and the necessary steps to achieve it. In a standard business plan, business strategy result of its goal is formed to support other mission of the business. A typical business strategy is developed in three steps: analysis, integration, and implementation.

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“…The authors have used both quantitative and qualitative methodologies to evaluate destination development. The qualitative methodologies include case studies (Adamiak, 2020; Chapman and Light, 2016; Heuwinkel and Venter, 2018), comparative analysis (Kristjánsdóttir, 2016; Lundberg, 2015), theory-based and conceptual analysis (Albaladejo and González-Martínez, 2019; Avdimiotis and Poulaki, 2019; Lane and Kastenholz, 2015). The quantitative analysis includes studies based on surveys (Ferreira and Hunter, 2017; Lee and Jan, 2019; Nazneen et al , 2020; Yun and Zhang, 2017), time series analysis (Báez-García et al , 2018; Baggio and Sainaghi, 2016) and growth models (Albaladejo and González-Martínez, 2019; Falk and Lin, 2018).…”

Section: Introductionmentioning

confidence: 99%

Mapping tourism strategy patterns on tourism area life cycle

Gore

Borde

Desai

2023

JHTI

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PurposeTourist destinations are constantly changing products, evolving as per the controls exerted by the stakeholders. The study aims to map the pattern of tourism development and identify the strategies formed at the destination over a seven-decade period for a state as a unit of analysis.Design/methodology/approachThe paper evaluates tourism development through the tourism area life cycle (TALC) model and uses Mintzberg's strategy analysis process to identify strategies. The study involves time series analysis, pattern matching and explanation-building techniques. The TALC is plotted for the number of tourist arrivals from 1947 to 2019, and strategies are mapped for each stage.FindingsThe TALC shows a cycle-recycle pattern of tourism development. The research revealed several strategies at different stages. Both the central and state governments and entrepreneurs, distinctively and in conjunction, have formed strategies. The pattern shows the period of piecemeal and global strategic changes contributing to tourism development.Research limitations/implicationsThe research unearths the strategies that drive the development curves of TALC, emphasising the integration of TALC with other theories. The research also assesses the strategy formed in the pre-tourism stage.Practical implicationsThe research brings to light the use of TALC as a strategic road-mapping tool. In addition, the study emphasises the significance of global and piecemeal strategic periods and stakeholder's regulatory and operational roles.Originality/valueThe research uses a unique methodology that maps the strategies, periods of strategic changes and incremental strategies for each stage of TALC, along with identifying the stakeholders.

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Applying the tourist area life cycle within sport tourism: the case of Stellenbosch and German athletes

Cited by 9 publications

References 24 publications

A New Paradigm of a Sustainability-Balanced Scorecard Model for Sport Tourism

A New Paradigm of a Sustainability-Balanced Scorecard Model for Sport Tourism

Strategy and Effect of Sport Tourism Business

Mapping tourism strategy patterns on tourism area life cycle

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