Innovation in Tourist Management through Critical Success Factors: A Fuzzy Map

Ortigueira, Luis C.; Gómez-Selemeneva, Dinaidys

doi:10.1007/978-3-642-30451-4_25

Cited by 8 publications

(4 citation statements)

References 28 publications

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“…Marais and colleagues (2017) stress the importance of the tourism product as a critical success factor and contend that attention be given to ensure the availability, thoroughness, and efficiency of the tourism product to secure visitor satisfaction. For example, Ortigueira and Gómez-Selemeneva (2012) highlighted a strong link between the richness of Cuba's culture as a tourism product and the motivations of tourists to travel to the location. However, Dwyer and Edwards (2009), in their study of tourism product and service innovation, caution against "strategic drift" which could occur if strategies adopted by a destination are not consistent with changes taking place in the external environment.…”

Section: Effective Tourism Product Developmentmentioning

confidence: 99%

Rethinking destination success: An island perspective

Lewis-Cameron¹,

Brown-Williams²

2022

ISJ

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The global tourism industry has shifted due to COVID-19, with tourism-dependent islands facing a dire need to realign and reconstruct their tourism offerings to remain competitive. The traditional mass tourism model that has dominated island development has to be re-examined in this new tourism environment with new mindsets regarding the current conditions for destination success. This paper aims to promote an understanding of destination success in an island context and to identify which determinants are critical during this period to achieve optimal destination success. The findings from this study suggest that island destinations are at a critical turning point, and key strategic shifts are necessary to enable future destination success as defined by the Destination Management Organisations. There is a need to shift from management to stewardship, from product to experience, from quantity to quality, and from stakeholder presence to engagement. Core to these strategic shifts is an incorporation of locals as central to the quality of the overall experience, with less reliance on the natural resources (sun, sea, and sand) to which these island destinations have been beholden to for decades.

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Section: Effective Tourism Product Developmentmentioning

confidence: 99%

Rethinking destination success: An island perspective

Lewis-Cameron¹,

Brown-Williams²

2022

ISJ

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“…Visitors' perceptions regarding short break destinations have not been studied deeply in the travel and tourism literature (Alegre & Pou 2006;Dune, Flanagan & Buckley 2007;Tsiotsou & Vasioti 2006). The instruments that have been developed mainly measure the attitudes that determine the choice of the destination (Um & Crompton 1990), critical success factors (Ortigueira & Gómez-Selemeneva (2012), motivation and satisfaction (Yoon & Uysal 2005) and consumer behavior (Cohen, Prayag, & Moital 2014;Hu & Ritchie 1993), but no instrument has been developed to measure the dimensions that a visitor would like to find in a short break tourist destination.…”

Section: Introductionmentioning

confidence: 99%

Validation of a Scale for the Evaluation of the Dimensions of Short Break Tourist Destination

Hamann,

Hernani-Merino,

Tarazona Vargas

2023

J. Bus.

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The present study’s aim is to design, construct and validate an instrument that allows for the measurement of the dimensions for short break tourist destination. The instrument was comprised of 29 items that were applied to 400 university students from diverse undergraduate in Lima, Peru through a convenience sampling. The analysis of the psychometric properties of the instruments and the construction of the perception scale of the short break destinations was carried out through application of Exploratory Factor Analysis and the Graduated Response Model from Item Response Theory. The results show a valid and reliable scale to measure a short break tourist destination. Moreover, show that evaluated individuals tend to positively rate the attributes of the short break destinations they have visited and that tourist perceive the measured attributes as expected characteristic when they visit that destination. The scale proposed fills the gap to measure the dimensions that the visitor would like to find in a short break destination, to group the perception of the attributes that tourists seek in a holistic way. In so doing, the tourist will visit a place that is capable of meeting their expectations and that allows them to establish a link with the destination.

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“…Tourist experience can be understood as the interaction of tourists with the Park, which entails the attractions' views and the tourist's emotional description (Sheng and Chen 2011). The tourist experience is a product of five phases; the planning phase, the journey to the destination, the experience at the Park, the return journey and the recovery phase (Sugathan and Ranjan, 2019:207-217; Park and Santos 2017: [16][17][18][19][20][21][22][23][24][25][26][27]. All these phases influence and contribute to the tourist experience, which determines tourist satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Key Success Factors in managing customer satisfaction with the quality of services delivered: A case of Kruger National Park

Dlamini,

Mabunda

2022

IJASR

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Kruger National Park (KNP) is a major destination for domestic and international visitors and plays a significant role in tourism and nature conservation. However, KNP is increasingly facing stiff competition from local and regional players. Therefore, KNP needs to deliver quality services to ensure visitors’ satisfaction and remain competitive by comprehending factors influencing visitors’ satisfaction. If KNP is to develop effective strategies to improve visitors’ satisfaction, prioritising key success factors (KSFs) that determine customer satisfaction is a prerequisite. This study, therefore, aims to identify the KSFs that KNP needs to prioritise in managing customer satisfaction. In order to achieve this, data were collected from 227 KNP visitors using a questionnaire and analysed using logistic regression. Logistic regression analysis was used to estimate the KSFs in managing customer satisfaction with the quality of service delivered at KNP. This study identified eight KSFs that determine the visitor’s satisfaction with the services; safety, wildlife experience, availability of information, booking experience, guiding experience, accommodation, facilities, and direction and signage.

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Innovation in Tourist Management through Critical Success Factors: A Fuzzy Map

Cited by 8 publications

References 28 publications

Rethinking destination success: An island perspective

Rethinking destination success: An island perspective

Validation of a Scale for the Evaluation of the Dimensions of Short Break Tourist Destination

Key Success Factors in managing customer satisfaction with the quality of services delivered: A case of Kruger National Park

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