Global Tourism Management. Mass, Experience and Sensations Tourism

Competition among airline companies demands for a constant and careful evaluation of emerging consumer trends. The demand for on-board services was explored through a means-end study. 40 first and business class frequent flyers were interviewed in order to uncover the individual values associated with their motivations towards products and services. Results showed the significance of spiritual self-development, self-care and relational values as main drivers for multiple needs explaining preferences for health, information and communication related products within an experiential framework. Managerial implications for innovation are discussed.

Section: Discussion Of Resultsmentioning

confidence: 99%

‘On-Board Experience’: A Study on First and Business Class Frequent Flyers

Olivero¹

2017

“…Globalisation has forced changes in market competition -one-dimensionality and physical and administrative borders have all but vanished (Brondoni, 2002) -and has also reshaped the spaces in which multiple tourist actor-to-actor interactions, and the consequent value formation, take place. ICTs have further accelerated these processes, causing a paradigm-shift (Buhalis & Law, 2008) in the competitiveness of tourism organisations and destinations around the world (UNWTO, 2001), reshaping the role of tourism in affluent societies and newcomer countries (Brondoni, 2016) and re-inventing tourist products and experiences. E-tourism has transformed the way in which consumer and experience tourism products are produced and purchased, turning these exchanges into a dynamic co-creation (Gretzel, Fesenmaier, Formica, & O'Leary, 2006;Neuhofer, Buhalis, & Ladkin, 2012;Xiang & Gretzel, 2010;Munar, 2012;Bellini & Brondoni, 2016).…”

Section: E-tourism and The Web Of Communication In Destination Marketingmentioning

confidence: 99%

Toward Web 5.0 in Italian Regional Destination Marketing

Trunfio¹,

Lucia²

2017

The exploitation of Web opportunities for market destinations fosters the cocreating destination value through engaging diverse stakeholders in social communication and knowledge sharing. Leveraging the body of destination management literature focused on Web 2.0, we introduce the debate on the Web's evolution from 2.0 to 5.0, identifying best practices in digital marketing and the use of innovative Web tools in four Italian regional destinations. DMOs have largely adopted Web 2.0 tools fostering strong forms of stakeholder engagement in destination marketing and implementing Web 3.0 and Web 4.0 tools to support innovative forms of destination marketing. Of the Web 2.0 applications, social media marketing via Facebook seems to play the biggest role in engaging potential tourists, but performances differ among destinations, depending on the extent of community participation in content generation and the speed of reaction to content.

“…However Faranda andSchmidt (1999, p. 24 in Wang, 2005, p, 3 ) suggest that marketers that wish to tap into this market, they should note three critical components: the aging process comprehended from multiple disciplines, the acknowledged 'heterogeneity and dynamic nature' of the mature market and the necessity for 'sound segmentation'. In conjunction with this we are presented with the profile of the 'sensation seeking' tourist as "an older age group, well-travelled, educated, discerning, demanding, environmentally aware and prepared to pay a premium for high quality products and services" (Heath, 2001, in Brondoni, 2016. This indicates that it is a worthwhile investment to upgrade the service and product delivered at tourist attractions.…”

Section: One Profile Fits All?mentioning

confidence: 99%

Managing Heritage Site Interpretation for Older Adult Visitors

Stewart¹

2017

An increasing silver tourists market generates challenges and opportunities for tourist destinations, heritage and tourist attractions that can be exploited by a professional interpretive experience which forges emotional and intellectual connections between the interests of the audience and the meanings inherent in the resource. In catering for senior visitors, managers of heritage sites at both the European as well at the global level, should not just focus on physical accessibility but also on the intellectual and socio-cultural needs of the older generations around the world. Heritage sites and museums are not necessarily simply spaces in which memories are reconstructed; they are settings where visitors come to negotiate cultural meanings.