Economic impact: sport tourism and the city

Kurtzman, Joseph

doi:10.1080/14775080500101551

Cited by 62 publications

(18 citation statements)

References 8 publications

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“…Clearly the spatial and temporal elements of any elite sporting event can play a significant role in the degree of impact witnessed within the host destination. Kurtzman (2001) estimates the net worth of attending sports events to be approximately 30% of all international tourism-generated revenue. However, due to their temporary and rare nature, elite sports events can often require a substantial degree of investment (Jones, 2001).…”

Section: Planning Elite Sports Event Tourismmentioning

confidence: 99%

Planning for the great unknown: the challenge of promoting spectator‐driven sports event tourism

Wright

2007

Journal of Tourism Research

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Sports event tourism has rapidly evolved into one of the most fashionable facets of the 21st Century. As a result, staging highprofile fixtures are increasingly being seen as a prominent method of strengthening a destination's domestic and international image. Despite the plethora of academic interest in special event management, there remains an apparent lack of knowledge surrounding the role played by public sector tourism planners. This paper examines narratives from representatives of New Zealand-based regional tourism organisations responsible for maximising the local benefits associated with hosting the 2005 British and Irish Lions Tour. While the 'once in a lifetime' nature of the six-week nationwide series was undoubtedly its biggest selling point, it was equally to blame for a multitude of hurdles encountered by regional operators. The findings identify a host of logistical and resource-based challenges, along with the manner in which such threats were overcome. Several recommendations are introduced, highlighting the need for consistent, yet flexible, approaches to regional sport event planning.

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Section: Planning Elite Sports Event Tourismmentioning

confidence: 99%

Planning for the great unknown: the challenge of promoting spectator‐driven sports event tourism

Wright

2007

Journal of Tourism Research

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“…The combination of active or passive participation and the unique characteristics of sports resources and a destination as a whole can provide tourists with extraordinary experiences. Indeed, it could be said that sports experiences are a particular type of tourist experience [37] and greater understanding of the nature of the sport tourism experience will aid in providing a more detailed explanation of participation in sport tourism [16]. However, the approach implemented in this paper suggests that experience is a complex (and) individual construct involving motivational, emotional, social, environmental, organisational, and physical attributes [38][39][40].…”

Section: New Bm Element: Experiencementioning

confidence: 99%

Conceptualising innovative business models for sustainable sport tourism

Perić¹,

Vitezić²,

Mekinc³

2016

Int. J. SDP

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In today's complex business environment, creating and delivering value to the customer, as the ultimate goal of business models, implies continuous research of elements and relationships within the business model. Despite the growing level of quality research in the field of business models, there seems to be a remarkable gap in the topic of tourism, especially in sport tourism. Being a unique combination of an experience-oriented activity (i.e. tourism) and a performance-oriented activity (i.e. sport), sport tourism presents many challenges to service providers. In fostering sustainable and profitable sport tourism, it is reasonable to ask how complex challenges affect business models and whether new model definitions and elements should be propounded. The aim of this paper is to propose a conceptual business model for sport tourism that will consider some critical issues that challenge the industry. First, a range of contrasting perspectives regarding business model elements will be analysed. Second, three potentially significant issues for sport tourism operators-tourist experience, safety and security, and the importance of the environment-will be analysed, and their position within the context of the business model will be discussed. Finally, a new conceptual business model framework for sport tourism will be proposed. This framework would facilitate research into the managerial aspects of sport tourism supply to provide additional guidelines for practitioners, particularly for small, private-owned businesses.

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“…Including some sports activities or watching sports events in the tourist itinerary has become one of the major development projects of the tourism industry [1]. Sports tourism is defined as "combining sports events with tourism" and can be divided into six types, including sports events, sports resorts, sports cruises, sports attractions, sports adventures and sports tours [2]. Many studies have pointed out that organizing related sports tourism in cities is conducive to the development of social image and local economy.…”

Section: Introductionmentioning

confidence: 99%

“…In addition, some well-known cities have been successfully transformed into sports tourism attractions and have established their image as sports cities. For example, Perth is known as the City of Sporting Events, Lausanne is known as Olympic Capital City and Lake Placid is billed as the Winter Sports Capital of the United States [2].…”

Section: Introductionmentioning

confidence: 99%

A Two-Stage MCDM Model for Exploring the Influential Relationships of Sustainable Sports Tourism Criteria in Taichung City

Yang

Chuang

et al. 2020

IJERPH

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Many countries advocate sports for all to cultivate people’s interest in sports. In cities, cross-industry alliances between sports and tourism are one of the common practices. The following two important issues need to be discussed, namely, what factors should be paid attention to in the development of sports tourism, and what are the mutual influential relationships among these factors. This study proposes a novel two-stage multi-criteria decision-making (MCDM) model to incorporate the concept of sustainable development into sports tourism. First, the Bayesian best–worst method (Bayesian BWM) is used to screen out important criteria. Bayesian BWM solves the problem of expert opinion integration of conventional BWM. It is based on the statistical probability to estimate the optimal group criteria weights. Secondly, the rough decision making trial and evaluation laboratory (rough DEMATEL) technique is used to map out complex influential relationships. The introduction of DEMATEL from the rough set theory has better practicality. In the calculation program, interval types are used to replace crisp values in order to retain more expert information. A city in central Taiwan was used to demonstrate the effectiveness of the model. The results show that the quality of urban security, government marketing, business sponsorship and mass transit planning are the most important criteria. In addition, in conjunction with local festivals is the most influential factor for the overall evaluation system.

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Economic impact: sport tourism and the city

Cited by 62 publications

References 8 publications

Planning for the great unknown: the challenge of promoting spectator‐driven sports event tourism

Planning for the great unknown: the challenge of promoting spectator‐driven sports event tourism

Conceptualising innovative business models for sustainable sport tourism

A Two-Stage MCDM Model for Exploring the Influential Relationships of Sustainable Sports Tourism Criteria in Taichung City

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