Destination Marketing Organizations and destination marketing: A narrative analysis of the literature

Pike, Steven; Page, Stephen J.

doi:10.1016/j.tourman.2013.09.009

Cited by 544 publications

(418 citation statements)

References 378 publications

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“…Konecnik (2006) published the first journal article addressing the consumer-based brand equity for a tourism destination (Pike & Page, 2014). In that article, Konecnik discussed the four components based on the Keller's (1998) generic brand equity model.…”

Section: Tourist Based Brand Equitymentioning

confidence: 99%

“…This dimension is investigated under the topic of destination selection or the travel decision process (Konecnik, 2010). Awareness represents the strength of the brand presence in the mind of the target market (Pike & Page, 2014). It is a major factor, but it is not an indicator of intent to visit (Milman & Pizam, 1995).…”

Section: Destination Awarenessmentioning

confidence: 99%

“…The reason for this is the nature of the statistical technique been utilized to analyze the topic, which is mostly the structural equation modeling. Most measurements were done utilizing Likert-type scales in which a named destination is measured (Pike & Page, 2014).…”

Section: Destination Awarenessmentioning

confidence: 99%

“…The recommendations from tourists who have a favorable experience will help potential tourists' development of a positive image regarding the destination, and it will influence their destination choice (Qu et al, 2011). Otherwise, assessment done by Pike and Page (2014) to the research studies regarding brand image concluded that this dimension had been measured with only a few scale items. This limitation was also triggered by the utilization of the structural equation modeling.…”

Section: Destination Imagementioning

confidence: 99%

“…There are numerous studies on the different brand elements such as brand images, brand loyalty, applied to various destinations (Jenkins, 1999;Konecnik, 2004;Lee, Lee & Lee, 2005;Matzler, Fuller & Faullant, 2007;Prayag, 2008;Scherrer & Sheridan, 2009;Tak & Wan, 2003;Watkins, Hassanien & Dale, 2006). The concept of customer-based brand equity was introduced for measuring the performance of destination branding in new studies done recently (Pike & Page, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Place branding in tourism: a review of theoretical approaches and management practices

Almeyda-Ibáñez¹,

George²

2017

TMS

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This paper draws from the generic literature on branding to develop the idea of tourist based destination branding. Tourist based brand equity is proposed as an alternative to the more traditional destination resource centered idea of brand equity. In that process, it identifies various tourism related nuances that obfuscate brand building. Measurement approaches to quantify destination brand equity are compared, highlighting the pros and cons of each approach. Throughout the discussion, examples of successful destination branding practices are integrated.Keywords: Place branding, brand equity, brand assessment, destination marketing, case studies. ResumenEste documento se basa en la literatura genérica sobre marcas para desarrollar la idea de la marca destino. La equidad de la marca basada en el turismo se propone como una alternativa a la idea más tradicional centrada en los recursos del destino de la equidad de la marca. En ese proceso, identifica diversos matices relacionados con el turismo que ofuscan la construcción de la marca. Se comparan los enfoques de medición para cuantificar el valor de la marca de destino, destacando los pros y los contras de cada enfoque. A lo largo de la discusión, se integran ejemplos de prácticas exitosas de marca de destinos.Palabras clave: Marca destino, valor de marca, evaluación de marca, mercadeo de destinos turísticos, estudios de caso.

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Section: Tourist Based Brand Equitymentioning

confidence: 99%

Section: Destination Awarenessmentioning

confidence: 99%

Section: Destination Awarenessmentioning

confidence: 99%

Section: Destination Imagementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Place branding in tourism: a review of theoretical approaches and management practices

Almeyda-Ibáñez¹,

George²

2017

TMS

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The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

Sheehan

Sánchez

Presenza

et al. 2016

Journal of Tourism Research

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Over time, the acronym DMO has evolved from a meaning centered on marketing (i.e. Destination Marketing Organization) to a meaning centered on management (i.e. Destination Management Organization). Expanding the role of DMOs to one of management implies a greater need to engage stakeholders both within the destination and external to the destination. We assert that this places the DMO in a fundamentally unique position of being a boundary spanner between the internal destination environment and the external competitive environment. This boundary-spanning role requires higher capabilities in knowledge management. The successful DMO of the future will be an intelligent agent of the destination that is able to identify, engage and learn from disparate stakeholders both within and outside the destination. It must acquire, filter, analyze and prioritize data and information from various sources to create knowledge that can be used to fulfill its role in destination management. Our paper is conceptual in nature, advocating an organizing framework to help understand the DMO's role as an intelligent agent that acts as a boundary spanner between the destination and the external competitive environment generating and disseminating knowledge. Outside the destination, the DMO must gain knowledge about the competitive environment, opportunities and threats, and trends that will change the future competitive landscape. Within the destination, the DMO must use this knowledge to strategically assess the strengths and weaknesses of the destination, align the resources of stakeholders and develop adequate competencies to formulate a strategy that is both competitive and sustainable. We conclude with a set of prescriptions for destination managers seeking to create an intelligent DMO that maximizes their knowledge management capabilities.

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Developing a Country‐wide Tourist Loyalty Scheme: A Barren Landscape

Zopiatis

Theocharous

Kosmas

et al. 2016

Journal of Tourism Research

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Loyalty programs, popular in today's competitive business environment, have been capturing the attention of the tourism industry since the mid 80's. While many segments of the industry have successfully utilized loyalty programs, the development of a country‐wide loyalty scheme still poses major challenges. Reflecting the findings of an extensive mixed methods research, the paper set out to empirically investigate tourists' willingness to participate in a country‐wide loyalty scheme, define the incentives they expect from such a scheme, and, explore the perceptions of hospitality stakeholders towards this potential development. Findings are of interest to both academic scholars and industry stakeholders. Copyright © 2016 John Wiley & Sons, Ltd.

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Destination Marketing Organizations and destination marketing: A narrative analysis of the literature

Abstract: This article presents the first narrative analysis of the areas of research that have developed within the destination marketing field since its commencement in 1973. Given the broad extent of the field, and the absence of any previous reviews in four decades, a key challenge

Cited by 544 publications

References 378 publications

Place branding in tourism: a review of theoretical approaches and management practices

Place branding in tourism: a review of theoretical approaches and management practices

The Use of Intelligence in Tourism Destination Management: An Emerging Role for DMOs

Developing a Country‐wide Tourist Loyalty Scheme: A Barren Landscape

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