Wine tourism: Chilean wine regions and routes

Hojman, David E.; Hunter-Jones, Philippa

doi:10.1016/j.jbusres.2011.07.009

Cited by 81 publications

(64 citation statements)

References 35 publications

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“…In particular, contributions address the challenges of integrating sustainability in destination business model design (Mihalič, Žabkar, & Cvelbar, 2012;Scheepens, Vogtländer, & Brezet, 2016) and hospitality management practices (Bohdanowicz & Zientara, 2009;Høgevold, Svensson, & Padin, 2015;Sarkar & Sinha, 2015). Contributions focusing on innovation investigated adoption and commercialization of new products and services by means of improved and new business models (Alegre & Berbegal-Mirabent, 2016;Hojman & Hunter-Jones, 2012;Huang, Lee, & Lee, 2009;Rusu, 2016;Souto, 2015). Side topics explored by few authors include the role of ownership structures at festivals (Andersson & Getz, 2009), competing taxation systems between destinations and online travel companies (Schiller, 2011), and changes in consumer behavior stemming from collaborative consumption (Kathan, Matzler, & Veider, 2016).…”

Section: Configurations In Tourism Sectorsmentioning

confidence: 99%

“…Instead, these authors used a reverse approach by building value creation and capture around the notion of the triple-bottom line (Mihalič et al, 2012). Overall, with their sustainability centered business models, authors sought to provide consistent roadmaps for decision makers to develop ecotourism (Sarkar & Sinha, 2015), wine tourism (Hojman & Hunter-Jones, 2012) as well as the bundling and alignment of destination offerings to reduce cost (Scheepens et al, 2016).…”

Section: Design Themes For Consistencymentioning

confidence: 99%

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Business models in tourism: a review and research agenda

Reinhold

Zach

Križaj

2017

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Purpose -Business models and the business model concept have become a fixture of scholarly and managerial attention. With a focus on how actors create, capture, and disseminate value, business model research holds the promise to inform the tourism sector's search for ways to innovate and change outdated business practices. Yet, the concept has inspired little research tackling the contingencies of the tourism context. We address this gap in this review and research agenda on business models in tourism.Design/methodology/approach -In this article, we review and synthesize contributions from publications in EBSCO, Emerald Insight, ProQuest, and Science Direct databases, that make explicit use of the business model concept in tourism (anytime up to September 2016).We conceptualize the identified articles as a coherent body of knowledge on business models in tourism with the objective of identifying common themes that characterize existing contributions.Findings -From the review of 28 qualified articles we identify four emergent themes: (1) sector specific configurations, (2) the role of different value types, (3) design themes for consistency, and (4) regulatory contingencies. These themes inform three domains in which we present avenues for tourism-specific studies on business models as well as their management and innovation that we position in relation to the general business model literature. Originality/value -Our review details how researchers across disciplines conceptualize the business model. Together with the identified directions for further research, this literature review article thus establishes a common conceptual basis and stock of knowledge for the study of business models in tourism research.

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Section: Configurations In Tourism Sectorsmentioning

confidence: 99%

Section: Design Themes For Consistencymentioning

confidence: 99%

Business models in tourism: a review and research agenda

Reinhold

Zach

Križaj

2017

View full text Add to dashboard Cite

show abstract

“…In the previous scholars' research, hospitality business models (Mihalič et al 2012;Høgevold et al 2015), ecotourism (Sarkar and Sinha 2015), and wine tourism business models (Hojman and Hunter-Jones 2012) are discussed together with destination offerings but not for "slow tourism" destination. Therefore, despite the growing level of quality research in the field of business models in tourism, there seems to be a remarkable gap in the topic of tourism, especially in "slow tourism" research.…”

Section: Resources Based View On Competitive Advantage Cultural Resomentioning

confidence: 99%

Designing Organizational Eco-Map to Develop a Customer Value Proposition for a “Slow Tourism” Destination

Čirjevskis

2019

Administrative Sciences

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Despite the widespread agreement on the importance of customer value proposition (CVP) as one of the most critical aspects of business models (BM), little is known about how strategically valuable organizational resources may contribute to the transformation of CVP. This paper aims to develop and to test a new research framework: The organizational eco-map to explore how strategically valuable resources are underpinning a new customer value proposition of a focal company. Customer value proposition hence is an encapsulation of a strategic management decision on what the company believes its customers value the most and what it can deliver in a way that gives it a competitive advantage. Being a research-based paper, the topic is approached by theoretical analysis, conceptual development, and empirical justification. The presented organizational eco-map model encourages practitioners to grasp an exact relationship between strategically valuable resources of the organization and customer value proposition. Empirically, the paper examines the role of Latvian cultural resources in the forthcoming transformation of the customer value proposition for Riga Central Market of Latvia, a huge infrastructural establishment. Therefore, marketing practitioners will find new ways of understanding customers’ value creation for a “slow tourism” destination to develop marketing strategies to engage cultural resources of suppliers with their customers’ consumption processes to enhance better customer satisfaction.

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“…Existem vinícolas que reconhecem o enoturismo como uma possibilidade de sobrevivência para o seu negócio (Hojman & Hunter-Jones, 2012), ainda que esta atividade/segmento tenha importância secundária ou terciária na empresa (Iglesias & Navarro, 2014). Em contrapartida, há vinícolas alcançando benefícios diretos muito limitados, ou nenhum benefício, por meio do seu envolvimento com o enoturismo (Alonso & Liu, 2012).…”

Section: ) Estudos Destacam Benefícios Para As Vinícolas Com O Eunclassified

Indutores E Efeitos Do Desenvolvimento Do Enoturismo Nas Vinícolas: A Perspectiva Das Capacidades Dinâmicas

Lavandoski¹,

Silva²,

Vargas‐Sánchez³

et al. 2017

Revista Turismo

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RESUMO:No contexto organizacional das vinícolas, o enoturismo envolve a entrada dessas empresas no setor terciário da economia, por meio de um conjunto de serviços e atividades turísticas. Este estudo baseia-se na abordagem de capacidades dinâmicas ao propor que as vinícolas propositadamente criam, ampliam e modificam os seus processos, construindo e utilizando capacidades dinâmicas-chave para desenvolver o enoturismo na sua unidade de negócio. Formularam-se dois objetivos para este estudo. O primeiro objetivo é compreender em que medida os níveis de capacidades dinâmicas contribuem para o desenvolvimento do enoturismo nas vinícolas. O segundo objetivo é analisar os efeitos do desenvolvimento do enoturismo no desempenho organizacional. A abordagem Partial Least Squares (PLS), o Modelo de Equações Estruturais (SEM) e os dados de uma pesquisa quantitativa são aplicados nas vinícolas da região do Alentejo, Portugal. Este estudo mostra os indutores das capacidades dinâmicas sobre o comportamento das vinícolas para desenvolver o enoturismo e o efeito do enoturismo no desempenho organizacional. O resultado mostra que as vinícolas renovam e alargam as suas capacidades operacionais. Um conjunto de novas capacidades-chave (detectar, aprender, integrar, coordenar e reconfigurar) contribuem simultaneamente, e de forma diferente, para o desenvolvimento do enoturismo. Além disso, o desenvolvimento do enoturismo tem impacto positivo no desempenho das vinícolas.

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Wine tourism: Chilean wine regions and routes

Cited by 81 publications

References 35 publications

Business models in tourism: a review and research agenda

Business models in tourism: a review and research agenda

Designing Organizational Eco-Map to Develop a Customer Value Proposition for a “Slow Tourism” Destination

Indutores E Efeitos Do Desenvolvimento Do Enoturismo Nas Vinícolas: A Perspectiva Das Capacidades Dinâmicas

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