Journal of Vacation Marketing

Using strategic network theory, this paper discusses the relationships between tourism e-mediaries within the competitive environment. It argues that strategic networks have been used by tourism e-mediaries as a means for gaining sustainable strategic advantage. Though there is a body of knowledge concerning strategic networks and alliances, there is minimal research investigating the formation of these within e-business, and yet strategic networks are prevalent among tourism e-mediaries. The paper initially reviews strategic network theory and subsequently proposes a framework upon which the strategic networks of tourism e-mediaries can be analysed. Future directions for tourism e-mediaries in gaining a ‘network advantage’ are also discussed.

This study investigates levels of entrepreneurial motivation associated with a tourism industry marketing business together with three types of mediating variables, namely fundamental ethical beliefs, preferred problem-solving strategies and favoured learning styles. A number of interesting and potentially useful results are revealed in this study: individuals who would eschew tourism management entrepreneurialism are found less likely to be innovative and less likely to rely upon preparation as a learning style, but rather seek to rely solely upon rote learning; in contrast, those who expressed cautious interest in such a business future are found more likely to be innovative and to value practicality as a learning style. Those prepared more confidently to pursue this type of entrepreneurial future are characterised by their assent to the ethical precept of genuineness; ethical precepts associated with hard work, helpfulness and genuineness are individually found to be related to the expression of a cautious interest in tourism marketing entrepreneurialism in the future life of the respondent. Significant associations between gender and tourism marketing entrepreneurialism are also highlighted. Implications of these results and also directions for future research are discussed.

To date, research into the marketing management practices of destination management organisations (DMOs) has typically focused on topics such as destination image studies, marketing strategy, conversion studies and advertising research. A promotional method that has been largely ignored in research conducted so far is the use of publicity. While much publicity concerning a place (destination) is unplanned and incidental, and occurs in the general course of ‘news’, the publicity programmes conducted by destinations are often quite deliberate, planned, methodical and coordinated with a clear set of objectives. Indeed, some DMOs report receiving a greater annual value (as measured in terms of equivalent commercial advertising expenditure) from their publicity programmes than from their entire annual budgets. This paper reports on research undertaken to gather information on the extent, nature and conduct of efforts by national tourism organisations (NTOs) to generate publicity for the purpose of stimulating tourist demand, and to compare and contrast the different approaches and outcomes.

The scope for exploiting the tourism potential of cities is, in marketing terms, limited to promotion, image-generation and product-positioning. Marketers identify the strengths of the city and target particular market segments. In this paper, the case of Manchester (UK) and its marketing campaign targeted at the gay men’s market are examined. The factors influencing gay men’s holiday choices are discussed prior to a description of the marketing campaign. The paper explores the likely impact of this campaign upon the significance of the ‘gay space’ of Manchester. It concludes that whilst the gay tourism market is a particularly apt one for Manchester to target there are implications for the life of gay residents which are undesirable.

Managing the dynamics of customer behaviour in the rapidly emerging multi-channel e-business environment is complex. Establishing an enduring and profitable dialogue with a customer requires that online relationship management applications can accommodate the channel variety in the customer’s e-communications portfolio, including their buyer behaviour dynamics. With reference to the global hotel industry, this paper considers the impact of Internet multi-channel access on the customer decision-making process; how differences in buyer behaviour and loyalty level influence the relationship management process; and the implications of effectively managing buyer behaviour and the provision of multi-channel customer accessibility for competitive advantage.

This study segments a tourist market by horse-related visitors and non-horse-related visitors versus in-state and out-of-state visitors. It further tests the utility of various visitor characteristics in differentiating visitor markets for a destination. The results indicate that demographic characteristics were not substantially different for all visitor groups. However, most travel-related aspects of visitors’ trips differed between horse-related-attraction versus non-horse-related-attraction visitor groups.

The events of 11th September, 2001 had immediate impact on the tourism industry of the world. For domestic US tourism, overall demand fell by 15 per cent overnight, with hotel rates simultaneously softening by 10 per cent. The industry faced an uncertain future. This paper looks at post-9/11 tourism in Charleston, SC. The city, which suffered an immediate decline following 9/11 steeper than the national average, has since enjoyed a remarkably robust recovery. In reviewing this recovery, the crisis management actions of the Charleston Area Convention and Visitors Bureau are discussed and analysed.