旅游目地地地吸引力和竞争力地地研究

1、实用标准文案The attractiveness and competitiveness of tourist destinations: A study of Southern Italian regionsAbstract: The present paper aims to assess the relative attractiveness ofcompeti ngtourist dest in ati onson the basis of in dividual visitorsperceptions regarding a holiday destination. Using th

2、e feeling of tourist well-bei ngachieved by in dividual tourists we evaluate in directly thecompetitive ability of the tourist area to offer a compound tourist site attractive ness. The methodology employed here uses in dividual survey精彩文档questi onn aireson the touristsevaluation of the quality of t

3、ouristregi onal tourist profilefacilities and attributes in a given area (thean aggregatethe basis for con struct ingexpressionfor the relativeattractive nessof that area. Using variousmultidime nsionalstatisticaltechniquesan estimation of the competitiveattractiveness of theSouthern regions in Ital

4、y is pursued. We also compare our findings withquantitativeresults on tourist competitivenessvalues obtained in arelated previous study on tourist competitiveness in Italian regions. Fin ally, the paper highlights the n eed to use micro and macro data to analyse tourist attractiveness and to identif

5、y policies for improving regional tourist competitiveness.Keywords: Tourist attractive ness; Tourist competitive ness; Resourcebased view; Multi-attribute utility; Prin cipal comp onent an alysis1. In troduct ionDiscreti onary time con sumpti on has become an importa nt activity for many people in a

6、 modern welfare society. As a consequenee, the leisure sector has become a prominent econo mic in dustry in the Western world.The rise in disposable in come and in free time in rece nt decades has created the foun dati on for a new lifestyle, where recreati on and tourism have become major eleme nts

7、 of con sumer behaviour. Today, in many regi ons and coun tries, tourism is regarded as one of the major growth industries that deserve due policy attention. Clearly, tourism has become a global socio-ec ono mic phe nomenon in a mobile world.The new trend in moder n tourism towards non-traditi onal

8、and remotedestinations is likely an expression of the passage from mass tourism to a new age of tourism, and illustrates a change in the attitudes and needs of many tourists towards tailor-made tourist facilities (Fayos- Sol a ,1996and Po on, 1993). Nowadays, isolated or previously unknown desti nat

9、i ons have become places to be explored, since they meet the tourists expectati ons: n amely, a unique or special leisure experie nee based on a specific tourist destination profile.A tourist destination (e.g. city, region or site) is at present often noIon ger see n as a set of dist inct n atural,

10、cultural, artistic or en vir onmen tal resources, but as an overall appeali ng product available in a certa in area: a complex and in tegrated portfolio of services offered by a dest in ati on that supplies a holiday experie nee which meets the n eeds of the tourist.A tourist dest in ati on thus pro

11、duces a eompo und package of tourist services based on its indigenous supply potential. This may also create fierce competition between traditional destinations seeking to maintain and expa nd their market share and new desti natio ns that are trying to acquire a sig ni fica nt and grow ing market s

12、hare. The success of tourist destinations thus depends on their regional tourist competitiveness in terms of the attractive ness characteristics (or quality profile) that make up the tourist strength of a certain area (see also Agrawal, 1997, Butler, 1980 a nd Hovi nen, 2002).The dyn amic n ature of

13、 tourist cha nnel competitio n requires desti nati ons to be able to comb ine and man age their tourist resources in order to gain competitive adva ntage (see Teece, Pisa no, & Shue n, 1997). The new n eeds of tourists impose dest in ati on s con sta ntly to rec on figure, gain, and dispose of attra

14、ctive resource able to meet the dema nd of a shifti ng market. This has led to the con cept of dyn amic capabilities; a ni sati ons processes (in our case tourist desti nati on) thatin tegrate,recon figure, gain and release resources to match and eve n create market change ” Eisenhardt & Mart

15、in, 2000: p. 1107).In the tourist field competition among territorial areas is usually not cen tred on the sin gle aspects of the tourist product (en vir onmen tal resources, transportation, tourism services, hospitality, etc.), but on the tourist destination as an integrated and compound set of tou

16、rist facilities for the clie nt (Buhalis, 2000 a nd Ritchie and Crouch, 2000). As a con seque nee, dest in ati ons have to face the challe nge of managing and orga nizing their scarce resources efficie ntly in order to supply a holiday experie nee that must outperform alter native dest in ati on exp

17、erie nces on the tourist market. Consequently, in the recent literature the analysis and measureme nt of tourist dest in ati on competitive ness have attracted increasing interest (Alavi and Yasin, 2000, Crouch and Ritchie, 1999, Enright and Newton, 2004, Kozak, 2002, Kozak and Rimmington, 1999, Rit

18、chie and Crouch, 2000 a nd Ruha nen, 2007).Our study seeks to provide an assessme nt of the relative competitiveness of tourist regions based on an analysis of tourists judgeme nts-or percepti ons-of attractive ness profiles of dest in ati onareas. We will apply this approach to micro-based data fro

19、m the Souther n Italia n regi ons.The paper is orga ni zed as follows. In secti on 2 we describe the rati on ale and con text of our study, where we will use the Crouch and Ritchie (1999) model as our main refere nee framework. Sect ion 3 is the n devoted to a description of the database, while sect

20、ion 4 outlines the statistical methodology employed in this study. Next, in secti on 5 the empirical results are prese nted and in terpreted. These results will be compared in section 6 with findings from a previous study by the present authors. Sectio n 7 makes some con clud ing remarks.2. The rati

21、o nale and con text of the studyRece nt tourism research has highlighted the multifaceted driv ing forces of moder n tourism (see also Matias, Nijkamp, & Neto, 2007). Desti nati on areas are, therefore, challe nged to offer a bala need package of those tourist services which all together shape an ap

22、peali ng multidime nsional profile for a tourist area. An example of research along these lines can be found in the magic pen tag onof M u ,llwhei99ttributes suchas the visitors satisfacti on, the protect ion of n atural resources, the sustainability of the local culture, and the like play a role in

23、 a balaneed tourist portfolio.In our analysis, the multidimensional satisfaction of visitors/tourists isin vestigated in a broader sett in g. In the spirit of the resource based view (RBV) (Barney, 1991, Eisenhardt and Martin, 2000, Grant, (2005) and Wern erfelt, 1984), we con sider tourist areas as

24、 set of specific physical, natural, cultural and human resources, which are rare, inimitable and non-substitutable and can gen erate capabilities which become useful to create and develop competitive adva ntage (Bar ney, 1991). The capabilities of a tourist place reflect the ability of a destination

25、 to achieve its goals; viz. providing better value to its stakeholders (tourists, reside nts, firms, etc.) (see Grant, (2005) and Salama n and Asch, 2003).3. Destination branding marketingEver since the brand literature commeneed in the 1940s (see for example Guest, 1942), there has been consistent

26、recognition that branding offers orga ni sati ons a means for differe ntiati on in markets crowded with similar offeri ngs (Aaker, 1991, Gard ner and Levy, 1955, Keller, 2003 and Kotler et al., 2007). For desti nati ons, effective differe ntiati on is critical given the increasingly competitive natu

27、re of tourism markets, where many places offeri ng similar features are beco ming substitutable (Pike, 2005). For example, around 70% of intern ati onal travellers visit only 10 coun tries, leav ing the rema in der of n ati onal tourism offices (NTOs) compet ing for 30% of total intern atio nal arri

28、vals (Morga n, Pritchard, & Pride, 2002). The pursuit of differentiation is explicit in brand definitions, which have most commonly been variations of that proposed by Aaker (1991, p. 7):A brand is a dist in guish ing n ame an d/or symbol (such as a logo, trademark, or package desig n) inten ded to

29、ide ntify the goods or services of either one seller or a group of sellers, and to differe ntiate those goodsfrom those ofcompetitors.However, in the foreword to the first issue of Place Branding and PublicPolicy, editor Simon An holt (2004, p. 4) suggested “ almost n obodyagrees on what, exactly, b

30、randing means” in describ ing place brandingpractice as aki n to the Wild West. There has bee n a lack of con siste ncy in defi ning what con stitutes desti nati on branding, both with in in dustry and within academia (see Blain et al., 2005, Park and Petrick, 2006 a ndTasci and Kozak, 2006). The mo

31、st comprehe nsive defi niti on to date has been that proposed by Blain et al. (2005, p. 337), which followed Bertho n, Hulbert, and Pitts (1999) model of the functions of a brand from both the buyer and seller perspectives:Destination branding is the set of marketing activities that (1) support the

32、creation of a name, symbol, logo, word mark or other graphic that readily identifies and differentiates a destination; that (2) consistently convey the expectatio n of a memorable travel experie nee that is uniq uely associated with the dest in ati on; that (3) serve to con solidate and rein force t

33、he emoti onal connection betwee n the visitor and the desti nati on; and that (4) reduce con sumer search costs and perceivedrisk. Collectively, these activities serve to create a destination image that positively in flue nces con sumer desti nati on choice.Branding is therefore considered mutually

34、beneficial from both the supply and dema nd perspectives. Enhancing the ability of the brand to differe ntiate effectively can gen erate adva ntages for products and services, such as in creased purchase intent (Cobb-Walgre n, Beal, & Don thu, 1995), lower costs (Keller, 1993), i ncreased sales, pri

35、ce premiums, and customer loyalty (Aaker, 1991 a nd Aaker, 1996). Adva ntages for dest in ati on marketi ng orga ni satio ns (DMO) in clude in creased pote ntial to differe ntiate aga inst places offeri ng similar ben efits, in creased dest in ati on loyalty and in creased yield for stakeholders suc

36、h as local tourism bus in esses and travel in termediaries. Ben efits for the traveller in clude ease of decisi on making through reduced search costs, reduced risk, and possibly enhan ced brag value.The focus of most research reported to date has bee n concerned with the developme nt of dest in ati

37、 on brand ide ntities and the impleme ntati on of campaigns (see for example, Crockett and Wood, 1999, Hall, 1999, May, 2001 a nd Morgan et al., 2002). One area requiri ng in creased atte nti on is that of track ing the performa nee of desti nati on brand positi ons over time. That is, the exte nt t

38、o which dest in ati on bran ds positi oning and repositi oning campaig ns have bee n effective in enhancing brand equity con siste nt with that inten ded in the brand iden tity. This is an importa nt gap, give n: i) in creas ing competiti on (see Morga n, Pritchard, & Piggot, 2002), ii) the in creas

39、 ing level of inv estme nt by destination marketing organisations (DMO) in branding since the 1990s, iii) the complex political nature of DMO brand decision making and increasing accountability to stakeholders (see Pike, 2005), and iv) the Ion g-term n ature of repositi oning a desti nati ons image in the marketplace (see Gartner & Hunt, 1987). In terms of metrics for DMOs in gen eral, a nu mber of researchers in various parts of the world have poin ted to a lac