From mobility space towards experience space: implications for the competitiveness of destinations

Abstract

PurposeDestinations are embedded in a competitive environment, in which quality and service alone do not satisfy the customer, and are no longer useful for differentiation. Thus experiences, as a source of customer value, are gaining importance in destination management. Experiences are provided at isolated attraction points, rather than as networks within spaces. Thus, destinations are forced to provide emotional experiences along the entire tourist service chain within the destination space. The challenge is to transform the space of the tourist's movements into one of experiences. The main purpose of this study is to develop a conceptual framework for the mobility offer in the destination, the realised mobility and the relative experience.Design/methodology/approachThe construct was empirically tested on the culture event MANIFESTA 7, one of Europe's biggest events for contemporary art, which took place on four different, spatially unconnected locations in the northern Italian region of Trentino‐South Tyrol. In total 1,394 quantitative face‐to‐face interviews were conducted.FindingsThe results of the study show that the concept of different spaces can be elaborated and measured. Further, a causal relationship between the spaces was found. Thus, the spaces build on one another. It was also found that the experience space has a strong influence on overall satisfaction of the visitors and likelihood of recommendation.Research limitations/implicationsThis study has some limitations, including that further research on this approach is needed in order to find ways to measure individual experiences and spatial behaviour simultaneously.Originality/valueThe findings from this study constitute an attempt to determine a structured approach to this interdisciplinary field of research. They should also help managers and planners to improve the attractiveness and competitiveness of destinations.

Tourism service quality and destination loyalty – the mediating role of destination image from international tourists’ perspectives

“…Destination loyalty has been highlighted by many researchers as an important driver to the future stability and growth of any organisation and a tourism destination (Pechlaner et al , 2012; Vinh and Long, 2013; Kim et al , 2013). The success of a destination strongly depends on a thorough environmental analysis of tourist motivations and on customer satisfaction and loyalty (Yoon and Uysal, 2005; McKerchera and Prideauxb, 2011).…”

Destination Competitiveness—A Comparison of Subjective and Objective Indicators for Winter Sports Areas

“…Measuring competitiveness of destinations has been a dominant theme in the tourism and sport tourism literature (Andrades, Sanchez, and Pulido 2014; Croes 2011; Dwyer and Kim 2003; Crouch 2011; Enright and Newton 2004; Pechlaner, Pichler, and Herntrei 2012). Within the management strategy literature, the distinction between comparative advantage (resources available to a destination) and competitive advantage (effective usage of the resources) is common to understand a company’s success (Porter 1990; Grant 1991).…”

Location decisions of sport manufacturing businesses in tourism destinations – analysing factors of attractiveness

“…It consists of five dimensions (Crouch, 2011) and could be seen as the most comprehensive, rigorous and complex approach of all (Tsai, Song, & Wong, 2009). Consequently, the analysis and measurement of the attractiveness and subsequently of the competitiveness of a destination have been dominant themes in recent tourism literature (Andrades, Sanchez, & Pulido, 2012;Crouch, 2011;Dwyer & Kim, 2003;Pechlaner, Pichler, & Herntrei, 2012). In addition to the development of comprehensive frameworks (Dwyer & Kim, 2003;Ritchie & Crouch, 2003;WEF, 2015), studies on single destinations (d 'Hauteserre, 2000;Enright & Newton, 2004;Dwyer, Knežević Cvelbar, Edwards, & Mihalič, 2013;Dwyer, Knežević Cvelbar, Mihalič, & Koman, 2014;Omerzel, Gomezelj, & Mihalič, 2008), on comparisons of destinations (Enright & Newton, 2005;Kozak, 2003), and studies focusing on specific attributes of competitiveness such as price competitiveness, environmental competitiveness, and business performance (Assaf & Dwyer, 2013;Barros, Botti, Peypoch, Robinot, Solonandrasana, & Assaf, 2011;Buhalis, 2000;Dwyer, Forsyth, & Rao, 2000;Mihalič, 2000 ) have been conducted.…”