Tale of two cities’ collaborative tourism marketing: Towards a theory of destination stakeholder assessment

d’Angella, Francesca; Go, Frank M.

doi:10.1016/j.tourman.2008.07.012

Cited by 232 publications

(93 citation statements)

References 56 publications

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“…Prior research indicates that effective strategic marketing planning requires the involvement of key stakeholders in the planning process (Aas et al, 2005;D'angella and Go, 2009;Bornhorst, Ritchie and Sheehan, 2010). Given these considerations, the marketing of heritage tourism relies on an infrastructure of key stakeholders, operating across different levels, carrying out a number of strategic functions, underpinned by a strategic process.…”

Section: Heritage Tourism Marketing Planningmentioning

confidence: 99%

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

McCamley

Gilmore

2016

Journal of Strategic Marketing

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This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions; strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.

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Section: Heritage Tourism Marketing Planningmentioning

confidence: 99%

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

McCamley

Gilmore

2016

Journal of Strategic Marketing

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“…It can also function as a 'controller', permitting firms to carry out certain activities, such as hosting congresses, leisure events and exhibitions. In general, the main purpose of the DMO is to improve the development and management of tourism processes by enhancing coordination and collaboration between the stakeholders concerned at all levels" (Dwyer & Kim, 2003) (as cited in D'Angella and Go, 2009, p. 431) [19].…”

Section: Features Roles and Activities Of A Dmomentioning

confidence: 99%

“…For prompt response from both business to business and business to customer, needs are to be catered, as only then there would be value creation, which a DMO should cater to corporate value and systems (as cited in D'Angella & Go, 2009, p. 430, 431) [3]. The following literature reviews help understand the concept and cover intricate details of the DMO.…”

Section: Introductionmentioning

confidence: 99%

A Strategic Evaluation on Competency of Karnataka Destinations through Destination Management Organizations

Varghese¹

2016

AJIBM

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The urban and territorial changes caused by tourism are well introspected areas in contemporary scientific literature. This article adopts an integrative approach with a framework connecting scientific traditions of destination management and competitiveness with a case study of Karnataka's destinations. Tourism is a strategic economic activity in Karnataka, but the uniqueness of the governing bodies accentuates integrated planning pioneering with several distinguishing features. The collective investigation of the development of tourism in the state and the recent narration of territorial planning directs towards conclusions regarding the role of Destination Management Organizations in tourism with urban and contemporary development, which has resulted in the creation of a competency model, and the role methodical planning. This paper accentuates the role of DMOs, responding to the need for a destination management. For this purpose the various functionalities, activities and roles of DMOs are evaluated though literature reviews.

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“…Much of the recent research in this domain concentrates on organizational and resourcing matters, frequently with a focus on the roles and activities of destination management organizations (DMOs) (d 'Angella & Go, 2009;Presenza et al, 2005;Sainaghi, 2006;Singal & Uysal, 2009;Wang, 2011). Sainaghi (2006Sainaghi ( , p. 1054 goes so far as to argue that the key question 'is not what to do, so much as how to do it.'…”

Section: Introductionmentioning

confidence: 99%

“…Effective stakeholder management involves identifying stakeholders and their stakes and establishing processes to manage relationships and transaction with and between them. Given the multi-faceted nature of tourism and the range of interested or affected parties implicated in its development, it is not surprising that stakeholder theory has been widely applied to destinations and issues of tourism development and planning (d 'Angella & Go, 2009;Currie, Seaton &Wesley, 2009;Hardy & Beeton, 2001;Kimbu & Ngoasong, 2013;Morrison, 2013;Sautter & Leisen, 1999;. While some of these studies incorporate tourists (Hardy & Beeton, 2001;Sautter & Leisen, 1999), those concerned with destination management commonly do not or their results show that tourists are not considered particularly salient by destination managers.…”

Section: Introductionmentioning

confidence: 99%

Destination management: The tourists’ perspective

Pearce

Schänzel

2013

Journal of Destination Marketing & Management

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Although tourists are frequently cited as the central focus of much destination management activity little is known about how they regard destination management. Through a series of focus groups with guests at youth hostels in three locations in New Zealand, this study provides empirical evidence as to whether tourists consider destinations need to be managed; why destination management is needed; what it should involve; and what differentiates good destinations from poor ones. Their views are then compared with destination marketing and management strategies in the three locations to assess how well current practices match the tourists' perspective. The tourists' responses endorse the need for destination management and show a broad appreciation of why destinations should be managed. The participants see a need for destination marketing, value the provision of information and acknowledge the importance of visitor management. However, they strongly expressed the view that destinations should not be over-managed, raising the question of where the boundaries lie between effective destination management and over-management. The factors which differentiate good destinations from poor ones might be grouped under two broad themes: those associated with tourists' motivations and expectations and those related to a range of destination attributes. Comparison of the focus group participants' views with the strategies and plans of the three destinations reveals a degree of concordance but also emphasizes that consideration of their perspective alone is critical but insufficient for comprehensive destination management which needs to take account of the views of all stakeholders.

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Tale of two cities’ collaborative tourism marketing: Towards a theory of destination stakeholder assessment

Cited by 232 publications

References 56 publications

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

A Strategic Evaluation on Competency of Karnataka Destinations through Destination Management Organizations

Destination management: The tourists’ perspective

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