Developing a destination image through the perceptions of stakeholders: A case study

Rosa, Paulo; Carvalhinho, Luís; Soares, Jorge

doi:10.1002/jtr.2153

Cited by 8 publications

(2 citation statements)

References 47 publications

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“…A case study of an attraction (Deszczynski, 2017;Tsaur, Chiu & Wang, 2007) is elaborated to provide rich insights into the workings of a tourism organization for theory building (Fiss, 2013). Case studies in tourism have provided insights in destination management situations, e.g., destination image of protected areas (Rosa, Carvalhinho, & Soares, 2018), effect of information source on country and destination image (Alvarez & Campo, 2011), and stage of industry development on tourist expenditures and attraction toward destinations (Catlin, Jones, Norman, & Wood, 2010). Data were collected within a zoo to understand the dynamics present (Eisenhardt, 1989) for uniquely increasing brand value during an SMS and to preserve the integrity of the case and understand it as a particular configuration of features embedded in a specific context and time.…”

Section: A "Wild" Case Studymentioning

confidence: 99%

Threat or treat for tourism organizations? The Copenhagen Zoo social media storm

Rydén

Kottika

Hossain

et al. 2019

Journal of Tourism Research

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Social media have emerged as a game changer for tourism by empowering consumers to collectively approve or oppose organizational behaviors. When consumers rise against organizations, social media storms (SMSs) can be an outcome. This research proposes a conceptual framework to help tourism organizations understand SMSs and to guide more effective decision making. Contextualized by a case study of the Copenhagen Zoo, it is shown how and why SMSs are an expression of negative consumer empowerment that brings challenges as well as opportunities. As demonstrated, an SMS can lead to a helix for value creation for the organization, consumers, and society. KEYWORDSSocial media storm (SMS); tourist attraction branding; consumer empowerment; negative customer emotions; marketing management; Copenhagen Zoo 1 | INTRODUCTION Social media have profoundly impacted tourism and marketing (Leung, Law, van Hoof, & Buhalis, 2013) by fundamentally changing the way organizations interact with customers. Booking sites have diminished the role of travel agents as consumers can plan their holidays more expediently, conveniently, and cheaply. Social media and sites based on customer reviews, like TripAdvisor, have gained momentum (Oriade & Robinson, 2019). Tourism organizations may benefit from their global range, but Wee (2017) warns organizations and researchers not to ignore the role of social media as they enable consumers to become critics in their own rights. Though social media communication strongly impacts tourism firms and tourist decision-making (Moro and Rita, 2018), it is scarcely investigated in tourism research.This research aims to fill this void by showing why consumer empowerment in the tourism sector is not only realized through online consumer-centric marketing (Niininen, Buhalis, & March, 2007), but also by openly sharing opinions, attitudes, and emotions towards service providers. While consumers embrace the empowerment, organizations struggle to manage the process (Shankar, Cherrier & Caniford, 2006). In an increasing number of cases, negative emotions having retaliatory intent and anger (Grégoire & Fisher, 2008) accumulate on social media, and are being referred to as social media storms (SMSs).An SMS refers to a sudden and explosive social media dissemination of negative consumer emotion towards an organization (Pfeffer, Zorbach, & Carley, 2014). Consumer empowerment is defined as a state of mind, often accompanied by a physical act, which enables consumers to push through their needs, wants, and demands with other individuals or organizations in the marketplace (Pires,

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Section: A "Wild" Case Studymentioning

confidence: 99%

Threat or treat for tourism organizations? The Copenhagen Zoo social media storm

Rydén

Kottika

Hossain

et al. 2019

Journal of Tourism Research

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“…In fact, the power relations between DMOs (be they public, private or mixed) and the local enterprises have been intensively researched. The literature repeatedly posits that place branding must be carried out in agreement with all of the concerned stakeholders (Rosa et al , 2018; Zenker and Seigis, 2012); otherwise, these will “disengage” from the place brand (Bassols and Leicht, 2020).…”

Section: Introduction and Goalsmentioning

confidence: 99%

Place attributes and company names: an empirical and conceptual study into public branding and business strategies

Bassols i Gardella,

Acevedo,

Orjuela Martínez

2023

JPMD

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Purpose This research finds out to what extent companies’ names are influenced by the place’s attributes versus the official branding policies of a place and, consequently, whether and how local companies “buy into” the place’s strategies put forth by official bodies. Design/methodology/approach This paper is both conceptual and empirical, as a mixed quantitative and interpretive approach is used. The companies’ names of a tourist industry (the tour and guiding companies) in three destinations are compared and pitched against the branding of these cities. The companies' names are classified into categories to ascertain whether they reflect (or diverge from) the official strategies. Finally, a conceptual model is developed to explain the findings: the strategic naming model (SNM). Findings Our main finding is that the overall business features of a place being stronger determinants to the naming strategies than tourist destination branding initiatives. The intrinsic features of a place seem thus to be “above” destination branding policies. The researched features account for different naming strategies, such as highly original names, flat names or non-strategic names. Research limitations/implications As the work is based on a convenience sample, it cannot claim strong representativity. The fact that each of the three data sets was processed by a different researcher might bring up personal biases. Practical implications This work is a call for a more intensive use of naming strategies to the companies’ advantages, as naming is found out to be strategy used to a very low degree. Thanks to this research, companies will understand the different naming possibilities and be able to apply them to their strategies by choosing names which express “uniqueness” or “belonging”. Practitioners will also be aware of whether they are communicating towards the industry or towards the market. Originality/value No works were found that empirically pursue our research goals. Therefore, this research might be considered as a novelty. The proposed SNM model explains and relates the most usual company naming techniques, which were unrelated up to date.

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Deconstructing the Emotional and Cognitive Response to Cultural Heritage: A Virtual Reality Experiment

Paredes

Vela

2022

Advances in Tourism, Technology and Systems

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Developing a destination image through the perceptions of stakeholders: A case study

Cited by 8 publications

References 47 publications

Threat or treat for tourism organizations? The Copenhagen Zoo social media storm

Threat or treat for tourism organizations? The Copenhagen Zoo social media storm

Place attributes and company names: an empirical and conceptual study into public branding and business strategies

Deconstructing the Emotional and Cognitive Response to Cultural Heritage: A Virtual Reality Experiment

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