Market-Driven Management, Market Space and Value Proposition

Gnecchi, Flavio

doi:10.4468/2009.2.04gnecchi

Cited by 20 publications

(4 citation statements)

References 18 publications

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“…It can take years to regain a good reputation after a major crime spell, health disaster, or environmental crisis. It is less expensive to prevent a tourism crisis than to recover the destination's reputation (Gnecchi, 2009;Brondoni, 2008). At the national level, the political parties should provide law enforcement against crime and protect tourists.…”

Section: Global Safety and Security Management Key Issuesmentioning

confidence: 99%

Global Tourism and Terrorism. Safety and Security Management

Brondoni¹

2017

Symphonya. Emerging Issues in Management

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In the last two years, some Mediterranean regions have obtained significant benefits from the contraction of large tourist investments marking contrasting trends, as in the case of Sardinia and other Italian and Spanish sub-regions (conceivably due to their perception as safer locations). In global tourism, security and safety have become complex issues with a wide range of components including consumer protection, legal protection of tourists, environmental security, disaster protection, data safety, personal safety in communication, quality assurance of services. The vulnerability of tourism to external negative events, such as tourism terrorism, has defined the increasing importance of tourism safety and security management in a global approach as an integral part of the tourism industry's operations.

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Section: Global Safety and Security Management Key Issuesmentioning

confidence: 99%

Global Tourism and Terrorism. Safety and Security Management

Brondoni¹

2017

Symphonya. Emerging Issues in Management

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“…valid for a certain time period). Gnecchi (2009) opines that the benefits that contribute to customer value proposition are of two types, economical and emotional. Rintamaki et al (2007) list four types of needs namely, economic (price oriented), functional (specifications), emotional (experiential requirements), and symbolic (self-expression needs) and emphasize delivering customer experience through addressing these needs.…”

Section: Literature Reviewmentioning

confidence: 99%

Brand value proposition for bank customers in India

Moorthi

Mohan

2017

IJBM

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Purpose The purpose of this paper is to relate the customer value proposition offered by a bank with its structure of ownership. Design/methodology/approach The study adopted a combination of exploratory and descriptive approaches. The attitudes and opinions of bank customers were gauged through a survey. Based on literature, a pool of items was identified to measure the construct of value proposition. It was hypothesized that different types of banks in India are chosen for different benefits offered by them. The relationship between value proposition and its constituent variables functional, emotional and self-expressive benefits was analyzed using multiple regression. Findings Results prove that while self-expressive benefits drive the choice of foreign banks (FBs), functional benefits are important for all types of banks. Research limitations/implications The research intends to study only the perceptions of customers having an account in Indian public sector banks, private sector banks or FBs. Practical implications The study helps to relate the type of bank (public, private or foreign) a customer chooses, with the value proposition it offers. Using this study, banks can configure the value proposition that is appropriate for their target segment. Originality/value The paper examines the value proposition offered by the three different types of banks (public, private and foreign) empirically. It links bank choice of the customer to the benefit assortment offered by different types of banks.

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“…In general, the slow innovation in traditional mass tourism products has also been considerably damaged by the rapid return on investments that today characterize global mass tourism products (time-based competition) (Brondoni, 2002). Furthermore, the corporate policies of global tourism companies focus on competitive market-driven management policies (Arrigo, 2009;Gnecchi, 2009;Salvioni, 2008;Brondoni, 2008;Day, 2001) and can thus only adapt to the choices of national tourism operators. Such policies, usually without planning and programming bases, increasingly lead global tourism companies to disregard the Mediterranean as a primary investment area.…”

Section: Global Mass Tourism Management Traditional Tourism Experiementioning

confidence: 99%

Global Tourism Management. Mass, Experience and Sensations Tourism

Brondoni

2016

Symphonya. Emerging Issues in Management

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The globalisation of tourism is the result of a more general trend of growing economic globalisation and technological advancements in communications and transportation. Over the years, travel and tourism have transformed into the world's largest economic sector, with enormous ramifications. Globalisation has determined new landscapes of tourism growth with the emergence of a new tourist profile. This new panorama imposes tourism management with a global approach and corporations structured on networks where management faces two specific supply and demand drivers. Global demand drivers require developing different segments of global mass tourism while the offer drivers relate to corporate transfer pricing and sustainability policies, often-opposing forces, but always correlated with short-and long-term profit.

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Market-Driven Management, Market Space and Value Proposition

Cited by 20 publications

References 18 publications

Global Tourism and Terrorism. Safety and Security Management

Global Tourism and Terrorism. Safety and Security Management

Brand value proposition for bank customers in India

Global Tourism Management. Mass, Experience and Sensations Tourism

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