The business model and balanced scorecard in creative tourism: the ultimate strategy boosters

Mohammadi, Ali; Moharrer, Masoomeh; Babakhanifard, Mohammad Sadegh

doi:10.1080/13683500.2018.1437714

Cited by 12 publications

(5 citation statements)

References 51 publications

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“…Furthermore, in line with tourism competitiveness models, a creative tourism product should be considered a complex mix of variables. As such, several marketing variables must be taken into account, such as price and competition (Mohammadi, Moharrer, & Babakhanifard, 2019). Push motivations were found to have significant impact on visitor behavioral intention and are strengthened by experience quality and perceived value.…”

Section: The Creative Tourism Product and Processesmentioning

confidence: 99%

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Creative tourism destination competitiveness: an integrative model and agenda for future research

Dias

Rodríguez

Patuleia

2021

Creative Industries Journal

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Creative tourism has been approached from several points of view: products and processes, enabling elements, marketing, sustainability, etc. However, to our best knowledge, there is no integrative model that brings together all its dimensions and enables a 'bird's eye' perspective of creative destination competitiveness. As such, this article aims to present a competitiveness model for a creative tourism destination. The model presents four essential dimensions: core elements (products and processes, travelers and entrepreneurs), enablers (community engagement, stakeholders competences, and creative atmosphere), and developers (marketing and communication).Avenues for future research are presented based on the identification of areas to expand existing knowledge on creative tourism research, mainly by proposing measurement instruments which may contribute to operationalize the proposed model.

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Section: The Creative Tourism Product and Processesmentioning

confidence: 99%

“…Suhartanto et al (2020) also found these variables to be essential predictors of tourist loyalty. Experience quality is the results of the tourist's perceptions of several dimensions, such as easiness, authenticity, newness and emotional and visual attractiveness (Mohammadi et al, 2019).…”

Section: The Creative Tourism Product and Processesmentioning

confidence: 99%

Creative tourism destination competitiveness: an integrative model and agenda for future research

Dias

Rodríguez

Patuleia

2021

Creative Industries Journal

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“…Recent developments in cultural tourism are moving toward a more authentic approach between the tourists and residents (Chang et al , 2014; Mohammadi et al , 2019; Suhartanto et al , 2020). This new form of tourism emerged in response to specific market needs, and it is directed toward tourists interested in an engaged and authentic experience, with active and participative learning in the arts, heritage, or special character of a place, providing a connection with those who reside in this place and create this living culture (Masadeh, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Digital business models in cultural tourism

Ammirato

Felicetti

Linzalone

et al. 2021

IJEBR

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PurposeDigitalization had a relevant impact on the cultural tourism sector, both demand and supply. If, on the one hand, advances in digital technologies provided tourists with new mobile services able to amplify the cultural experience, on the other hand, they catalyzed the development of new business models by digital enterprises. This paper has a twofold purpose: to detect business models and key characteristics of mobile apps for cultural tourism and to analyze the offering of app-based services in this sector.Design/methodology/approachThe authors defined a methodology to identify, characterize and analyze a particular category of digital products for cultural tourism: app-based services. They are studied in terms of value creation, proposition and capture with the aim to identify the distinctive features of business models. As a result, the authors identified a classification framework on three main dimensions, namely “how to exploit mobile app features to create value for cultural tourists” (value creation), “which valuable services are delivered to cultural tourists” (value proposition) and “how companies are rewarded for the value they offered” (value capture). The authors apply the framework to perform a situation analysis of app-based services in the cultural tourism market.FindingsThe analysis highlights that digital enterprises offering app-based services do not fully exploit advances in technologies about users' value requirements. Hence, the results of our work suggest some directions that digital enterprises may follow to better exploit mobile app technology.Originality/valueTo date, little research has been devoted to investigating cultural tourism business models involving the exploitation of mobile app-based services. This research provides a useful framework to analyze fundamental aspects of business models in this sector. Such a framework represents a practical tool that provides fruitful insights for the design of a new generation of app-based services within the so-called “Internet of things” domain.

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“…Abdelghany and Abdel-Monem (2019) applied the BSC model that provided the utilities' managers with a fast but comprehensive view of the utilities' performance. Mohammadi et al (2019) developed a feasibility test model for creative experiences based on the BSC technique through qualitative content analysis.…”

Section: Introductionmentioning

confidence: 99%

Performance evaluation of an insurance company using an integrated Balanced Scorecard (BSC) and Best-Worst Method (BWM)

Dwivedi¹,

Prasad

Mandal³

et al. 2020

Decis. Mak. Appl. Manag. Eng.

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Recent economy and financial business environment is undergoing a quick and accelerating revolution and paradigm shift, resulting in growing uncertainty and complexity. Therefore, the need for an all-inclusive and far-reaching performance measurement model is universally felt as it can provide management-oriented information and act as a supporting tool in developing, inspecting, and interpreting policy-making strategies of an enterprise to achieve competitive advantages. Hence, this paper proposes an application of the balanced scorecard (BSC) model in an insurance organization for coordinating and regulating its corporate vision, mission, and strategy with organizational performance through the interrelation of different layers of business perspectives. In the next stage, a framework to unify both BSC and best-worst method (BWM) models is implemented for the very first time in the insurance domain to assess its performance over two-time periods. The integrated BSC-BWM model can help managers and decision-makers to figure out and interpret competing strength of the said enterprise and consecutively expedite inefficient and compelling decision making. Nevertheless, this integrated model is embraced and selected for a certain categorical business and there is enough future scope for its application to distinct industries.

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The business model and balanced scorecard in creative tourism: the ultimate strategy boosters

Cited by 12 publications

References 51 publications

Creative tourism destination competitiveness: an integrative model and agenda for future research

Creative tourism destination competitiveness: an integrative model and agenda for future research

Digital business models in cultural tourism

Performance evaluation of an insurance company using an integrated Balanced Scorecard (BSC) and Best-Worst Method (BWM)

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