Convention and Visitor Bureaus in the USA: A Profile of Bureaus, Bureau Executives, and Budgets

Morrison, Alastair M.; Bruen, Stacey M.; Anderson, Donald J.

doi:10.1300/j073v07n01_01

Cited by 62 publications

(44 citation statements)

References 2 publications

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“…Therefore, the first studies were focused on the organizational structure and functions of destination management (Pearce, 1992;Bieger, 1996;Bratl & Schmidt, 1998;Morrison, Bruen & Anderson, 1998). Pearce (1992) applied the inter-organizational analysis to assort tourism organizations according to the extent Andrea Holešinská • DMO -A dummy-made organ or a really working destination management organization of their functions (activities) into multi-function and mono-function.…”

Section: Theoretical Basismentioning

confidence: 99%

DMO – A dummy-made organ or a really working destination management organization

Holešinská¹

2013

Czech Journal of Tourism

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Destination management is considered as an advanced form of cooperation among tourism stakeholders who are associated in a destination management organization (DMO). in developed tourist destinations such as the Alpine regions, these institutions were formed spontaneously after a few years dealing with the socio-economic changes in demand to prove their competitiveness. this process strengthened their cooperation. in the czech and slovak republic destination management does not have a long tradition. Although numerous tourism organizations have been established, their identification as DMOs is questionable especially considering the length of cooperation development in the Alpine regions. therefore the article examines on an example of the slovak republic.

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Section: Theoretical Basismentioning

confidence: 99%

DMO – A dummy-made organ or a really working destination management organization

Holešinská¹

2013

Czech Journal of Tourism

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“…A correct perspective involves a clear understanding of the product or service features and the resulting customer benefits. This in turn involves customer segmentation on the basis of benefits, which many marketing experts feel is the best and most effective manner in which o segment the market (Morrison 1998). This form of market segmentation is considered effective because customers do not necessarily buy the facility or the service; they buy the benefits they receive from the service or facility.…”

Section: Recommendation For Product Aspectsmentioning

confidence: 99%

“…Product positioning involves the development of an appropriate marketing orientation, or service and marketing mix, to occupy a specific place in the mind of the customers within the market segments targeted (Morrison 1998). Positioning involves communicating the product or service benefits that meet the needs of the particular target.…”

Section: Recommendation For Product Aspectsmentioning

confidence: 99%

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The Perception of Marketing Mix of TICA by Convention Providers in Bangkok

Qiu¹

2016

Proceedings of the 2016 International Conference on Economics, Social Science, Arts, Education and Management Engineering

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Abstract. Convention is one of the most important sectors within the business travel and also one of the fastest growing segments in world tourism. Thailand is recognized as one of the region's finest and best-equipped venues in Southeast Asia. This research is aimed to study the perception of marketing mix of TICA (Thailand Incentive and Convention Association) by the convention providers in Bangkok.This research studies the perception of convention providers towards TICA in marketing mix, which are product, price, promotion and distribution. Three hundred and eighty four questionnaires were distributed to the staff of convention hotels and convention centers in Bangkok. The respondents were asked to mark the TICA in eight aspects of marketing mix separately.From data analysis, the researcher found that there is a significant difference between convention hotels and convention centers in their perception of four aspects of marketing mix of the TICA in Bangkok.

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“…The past ten twenty years have seen an increasing number of research focusing on destination branding as it is viewed to some extent different from products or services. Morrison and Anderson [9] define destination branding as a process of building the unique identity of a destination that distinguishes it from other destinations. Pike [10] suggested that destination branding is more complex than product branding because a destination brand is more multidimensional than product brands, has heterogenous stakeholders, is politically more complex, requires a bottom-up approach that encapsulates community consensus, is hard to measure in terms of its brand loyalty and often faces problems in funding in both scale and consistency.…”

Section: Destination Brand and Brand Equitymentioning

confidence: 99%

Exploring Lenggong Valley World Heritage Site’s Brand Equity Dimensions

Noor

Kuthoos

2014

SHS Web of Conferences

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Abstract. This study explores the brand equity dimensions of a world heritage destination brand, namely the Lenggong Valley World Heritage Site. The study adopted a survey-based brand equity metrics from a previous study that features 27 brand equity dimensions for products. The 27 dimensions were used as the start-off point in exploring the brand equity dimensions for the focal destination brand. The questions were modified to reflect features of heritage destinations. Principal factor analyses were run on data collected from 100 local tourists. The factor analyses yielded 10 factors,

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Convention and Visitor Bureaus in the USA: A Profile of Bureaus, Bureau Executives, and Budgets

Cited by 62 publications

References 2 publications

DMO – A dummy-made organ or a really working destination management organization

DMO – A dummy-made organ or a really working destination management organization

The Perception of Marketing Mix of TICA by Convention Providers in Bangkok

Exploring Lenggong Valley World Heritage Site’s Brand Equity Dimensions

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