This article begins with a meta-analysis style review of the determinants of tourist spending according to more than 50 cross-sectional studies published in academic journal articles during the period 1995–2009. The studies are grouped using factor analysis based on the determinants included or not included in each study. Following the structured review, a conceptual model of the determinants of tourist spending is proposed. In the empirical part of the study, which is based on a survey with more than 11,000 respondents, the determinants of spending are analysed using multiple regression analysis. Eighteen determinants are tested in seven different models. All 18 determinants are significant in the ‘spending per person per night’ model. The additional six models include three subdivisions of this core ‘per person per night’ model into (ii) transport, (iii) accommodation and (iv) other spending. The other three are: (v) per travel party per night, (vi) per person per stay and (vii) per travel party per stay. The 18 sets of tested determinants are: type of accommodation, length of stay, travel party size, destination, travel distance, origin market, purpose of travel, mode of transport, activities, age group, packaging, income, purchase channel, information sources, gender, first-time versus repeat visit, motives and season.

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Based on two British case studies involving 25 companies, of which six industrial wholesalers are central actors, this research concluded that, overall, EDI strengthens industrial buyer‐seller relationships. Actors who use EDI in their role as purchasers do in fact experience the advantages normally associated with the use of EDI. But from the suppliers' point of view, the perceived strengthening is unrelated to how and how much EDI is used. Many suppliers have implemented EDI largely to retain their customers, but frequently gain no direct financial benefits from the use of EDI. Thus, the benefits of EDI are not equally distributed. Purchasers of the industrial products studied have not yet made EDI a condition for doing business. At the same time, most suppliers tend to overestimate the amount of additional business they are getting by implementing EDI. The article concludes with a discussion of the managerial implications of these findings – and four strategies for EDI implementation are proposed.

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