The Identification and Implementation of Key Competitive Factors for Tourism Based Firms

Abstract

The main aim of this conceptual paper is to propose means of extending current theoretical approaches to understanding the traveller destination decision process. In order to achieve this, a means of better identifying and implementing strategies within the service system, by utilising a strategic management approach, is proposed. In addition, a 2 number of researchers have argued that service leaders successfully introduce products and services to the market far in advance of customer expectations. It is argued in this paper that such products and services are delivered by innovative organisations, able to assess that the benefits of such innovations will outweigh the costs. The firm attempts to tap 'latent' demands that have yet to be fully articulated by the consumer through established expenditure patterns. By tapping into such latent demands within the consumer psyche, service firms are able to 'delight' customers with their creativity and innovation. It is concluded that such a service component has become an integral source for sustainable competitive advantage within a business and strategic planning framework.3

A Conceptual Framework on Reconceptualizing Customer Share of Wallet (SOW): As a Perspective of Dynamic Process in the Hospitality Consumption Context

“…Additionally, it is well documented in hospitality literature that customers are greatly influenced by purchasing situations. This is because they carefully consider decision contexts (e.g., unavailability, information) during their decision-making (e.g., choosing alternative brands, unplanned impulsive purchasing/visiting) [75]. In hospitality, the brand categorization process, therefore, should be understood with a full understanding of the service context and characteristics (e.g., perishability, heterogeneity, and intangibility).…”

Perfect weddings abroad

“…As evidenced in Table 2, customer needs are extensive for both weddings at home and abroad. Fuller et al (2007) untouched by independent travellers and dynamic packaging (i.e those increasing numbers of customers who are comfortable putting together their own package, and also those travellers who use an agent to put together a dynamic package v ). There are therefore substantial and arguably largely sustainable opportunities for travel agents or other service providers.…”