Cooperation among prominent actors in a tourist destination

Beritelli, Pietro

doi:10.1016/j.annals.2010.11.015

Cited by 324 publications

(258 citation statements)

References 74 publications

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“…A análise discriminante (Tabela 6) permitiu inferir que todos os 3 fatores apresentaram-se significativos e, ao examinar cada indicador separadamente na função discriminante, observou-se que apenas 3 desses grupos apresentavam um p (BUHALIS, 2000, YOON, 2002, HEATH, 2003, XAVIER, 2004, BERITELLI, 2011COSTA, COSTA E MIRANDA JÚNIOR, 2012 …”

Section: Referencial Teóricounclassified

Avaliação De Competitividade E Gerenciamento De Destinos Turísticos: Uma Aplicação No Sul Do Brasil

Viera

Hoffmann

2013

REGEPE Entrep. Small Bus. J.

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Resumo: A competitividade tem muitas definições, e para determiná-la no contexto de um destino turístico (atratividade) é preciso considerar dimensões, variáveis e indicadores para que se possa mensurá-la com maior exatidão. Nesse sentido, este estudo teve por objetivo identificar e analisar os recursos de apoio e gerenciamento das cidades de Santana do Livramento e Uruguaiana por meio da aplicação do modelo de Dwyer e Kim (2003), bem como verificar a relação existente entre os elementos de competitividade e o desempenho socioeconômico percebido em cada cidade. O estudo teve caráter exploratório, descritivo e conclusivo, e consistiu em um estudo comparativo realizado em duas etapas: uma exploratória e outra descritiva-conclusiva. Os stakeholders turísticos selecionados para este estudo foram os hotéis, os restaurantes e o comércio, sendo o questionário aplicado a 192 respondentes entre as cidades de Santana do Livramento e Uruguaiana, RS. Os dados foram tratados com instrumental estatístico descritivo e inferencial, utilizandose da análise univariada e multivariada. Os resultados evidenciaram, que apesar das semelhanças, as cidades são competitivas distintivamente, ou seja, uma valoriza aspectos de forma positiva que a outra não percebe dessa forma. Palavras-chave: Competitividade; Destino turístico; Stakeholders; Modelos de competitividade; Análise fatorial. COMPETITIVENESS EVALUATION AND MANAGEMENT OF TOURIST DESTINATIONS: AN APPLICATION IN SOUTHERN BRAZILAbstract: Competitiveness has many definitions, and to define it in the context of a tourist destination (attractiveness) it is necessary to consider dimensions, variables and indicators to measure it with greater accuracy. In this sense, this study analyzes the elements of competitiveness of the tourism destinations of Santana do Livramento and Uruguaiana, based on the model of Kim (2001, 2003). The elected model proposed by Dwyer and Kim (2001) consists of seven variables. . This is an exploratory, a descriptive and a conclusive study, which consisted of a comparative study carried out in two stages: one exploratory, and the other descriptive-conclusive. The first part sought to identify who are the most important tourist stakeholders, as the basis for the application of a survey in the conclusive research. The tourism stakeholders selected for this study were hotels, restaurants and commerce (stores), and the questionnaire was applied to 192 people for both towns. The data were analyzed using descriptive and inferential statistical analysis, 1

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Section: Referencial Teóricounclassified

Avaliação De Competitividade E Gerenciamento De Destinos Turísticos: Uma Aplicação No Sul Do Brasil

Viera

Hoffmann

2013

REGEPE Entrep. Small Bus. J.

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“…Quantitative data analysis using forecasting techniques and econometric modelling (Seetanah, 2011;Shen et al, 2011), factor analysis, regression analysis; structural equation modelling (Beritelli, 2011;Biran et al, 2011;Lorenzini et al, 2011;Nicolau, 2011;Nunkoo & Ramkissoon, 2011;Rittichainuwat, 2011;Vargas-Sanchez et al, 2011) predominated.…”

Section: Reflections On Methodsmentioning

confidence: 99%

The reflexive journal: Inside the black box

Tribe

Xiao

Chambers

2012

Annals of Tourism Research

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“…Ling et al [44] develop a pricing model between small-and medium-sized hotels and a third-party website, considering that these hotels are not likely to run websites of their own because of high costs. Beritelli [45] presents evidence on how to choose cooperative actors in tourism destinations. Huang et al [46] outline how tour operators contribute to a tourism supply chain composed of multiple hotels and travel agencies.…”

Section: Cooperation With Third-party Websitesmentioning

confidence: 99%

Hotel Overbooking and Cooperation with Third-Party Websites

Dong

Ling

2015

Sustainability

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Hotels cooperate with third-party websites to enhance their competitive position and attain sustainable development in the era of e-commerce. Furthermore, hotel managers overbook to hedge against last-minute cancellations and customer no-shows. This paper discusses pricing and overbooking strategies of a hotel in the context of cooperation with multiple third-party websites and analyzes how these strategies influence the cooperation process. The increase in profits resulting from the overbooking strategy is also examined. A model of a Stackelberg game between the hotel and third-party websites and a Nash game among the third-party websites are developed to analyze the process. Results indicate that the compensation coefficient has a slight influence on hotel pricing strategy, but causes a sharp decrease in overbooking level. As the hotel demands to lessen the probability of denying under higher compensation rate, the third-party websites would exert less sales effort to reduce the demand of online customers. Results also show that under a given market demand, hotel effort only serves to redistribute market shares among the hotel and third-party websites, without influencing hotel pricing and overbooking decisions. Specifically, the market shares of the third-party websites decrease in the effort level of the hotel resulting from an increase in the hotel market share. Finally, in the numerical example where one hotel and two websites are analyzed, hotel overbooking strategy improves hotel profit by 4.20%, whereas profit improvements for Websites 1 and 2 are as high as 5.26% and 5.21%, respectively. Managerial implications of the study are also provided.

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Cooperation among prominent actors in a tourist destination

Cited by 324 publications

References 74 publications

Avaliação De Competitividade E Gerenciamento De Destinos Turísticos: Uma Aplicação No Sul Do Brasil

Avaliação De Competitividade E Gerenciamento De Destinos Turísticos: Uma Aplicação No Sul Do Brasil

The reflexive journal: Inside the black box

Hotel Overbooking and Cooperation with Third-Party Websites

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