Crispin Dale

The theming of tourism education: a three-domain approach

Explores developments in tourism education to date, drawing on wider theoretical perspectives including the “McDonaldization” and the “Disneyization” of society. The article raises critical questions that tourism stakeholders need to acknowledge if tourism, both as an industry and as a field of study, is to sustain itself in the long term. To meet the evolving needs of stakeholders, this article proposes that tourism education should become more specialist in nature. The authors forward a three‐domain model of tourism education based on generic, functional, and product/market‐based themed degree routes. The article outlines a cost/benefit analysis of theming tourism education for the key stakeholders and puts forward an action plan for its implementation.

Podagogy: The iPod as a Learning Technology

With the growing influence of social media on contemporary society, educators have to adapt to new ways of engaging students in the learning process. The use of iPod technologies, as part of this n...With the growing influence of social media on contemporary society, educators have to adapt to new ways of engaging students in the learning process. The use of iPod technologies, as part of this new breed of social media and associated gadgetry, offers fresh opportunities to enhance the student learning experience. As part of a research project entitled Podagogy at the University of Wolverhampton, three projects within the performing arts subjects were undertaken to explore the use of the iPod as a learning technology. This article reports on a number of common themes that have emerged as a process of the research that has been undertaken. These themes offer educators an understanding of how the iPod can be used as a learning technology within their learning and teaching practices.

The competitive networks of tourism e-mediaries: New strategies, new advantages

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.

The UK tour-operating industry: A competitive analysis

This paper examines the growth and structure of the UK tour-operating industry using competitive analysis models as developed by Porter and more latterly Thurlby. It argues that after a period of aggressive consolidation through acquisitions and mergers, a situation has arisen whereby the major tour operators maintain power over buyers and suppliers and have concurrently formed barriers to entry for new entrants. However, with the emergence of new forces, the major players face fresh challenges from virtual and niche entrants who are gaining a competitive position with the tour-operating environment.

Podcasting in Tourism Education

ABSTRACT Podcasting has become increasingly popular as a communication medium and is emerging within educational institutions as a means for supporting student learning. However, as a learning object, what constitutes an effective podcast has yet to be fully debated. Using a mixed-method approach, the article analyzes the use of podcasting as a medium for supporting student learning within an undergraduate level one tourism module. The findings suggest that podcasting is perceived by students as an effective learning and teaching method. Further suggestions on the design and organization of podcasts and the guidance and resources required for their use are made. Implications and areas for future research are also proposed.

Drivers and barriers of new product development and innovation in event venues

Purpose – The purpose of this paper is to review the role of new product development (NPD) in event venue operations by drawing on existing literature. The paper acknowledges product innovation as an under‐researched field in event venues and explores this within the context of seven diverse operations.Design/methodology/approach – Using a case study analysis methodology the research reveals a number of key findings.Findings – It is revealed that NPD is a fundamental process within event venues but takes a number of different forms, depending on the profit or non‐profit orientation of the organisation. Within this, the findings discuss the different aims, reasons and barriers of NPD.Originality/value – The paper concludes with the key issues to NPD that managers in event venues should be aware of and proposes a number of limitations and areas for future research.

Toward a typology of events venues

Purpose – Events venues are incredibly diverse and yet a coherent typology fails to be apparent in the mainstream literature. Indeed, the focus of research has predominately been on the demand as opposed to the supply side of events venues. The article attempts to ameliorate this gap in knowledge and reviews the literature on current methods of classifying events venues.Design/methodology/approach – To provide a context for the analysis and evaluation of events venues, it is necessary to explore the evolution of events venues classifications. Then, the paper offers a series of different criteria that can be used to explore the concept and scope of events venues.Findings – The main aim of developing a new typology of events venues must be to produce a more effective and efficient classification of this sector. At the same time, the new typology needs to address various criteria that might further differentiate venues in terms of those factors which are outlined in the paper. Indeed, it should be noted that...

Bermuda, tourism and the visiting cruise sector: Strategies for sustained growth

Previous studies have analysed the impact tourism has had on the economic, physical and socio-cultural environment of small islands and highlighted the need for a ‘sustainable’ approach to the management of tourism in these areas. However, there has been minimal analysis of sustainability issues on small islands from a marketing perspective. This paper attempts to readdress this balance by providing an analysis, from a sustainable marketing perspective, of Bermuda’s cruise market and its total tourism product. A number of potential strategies are suggested to ensure that Bermuda has sustained growth in the future. The intention of the paper is to analyse Bermuda in the context of the cruise holiday market. The discussion will initially analyse the significance of tourism to Bermuda and evaluate its present situation in terms of tourist arrivals. The paper will then go on to address a number of sustainable marketing issues and apply these to Bermuda’s present market postion. The nature of the global cruise market and the developments that are occurring within this sector will then be analysed and finally a number of possible marketing strategies for sustainable growth with in Bermuda will be suggested.

Strategic imperatives for tourism SMEs in Europe

The most recent accession of new member states to the European Union (EU) has generated a wealth of opportunities for tourism SMEs to exploit the potential demand from international tourism. At the same time, however, it has increased the level of competition amongst European tourism SMEs, which need to employ appropriate strategies to achieve their business objectives in such a competitive market. While the literature on strategic management is growing, it is still at an embryonic stage in relation to the SME sector. The strategic management theories developed within the context of large enterprises are frequently inappropriate for application within the sector of SMEs (Jones, 2003). Indeed, small firms are not scaled-down versions of large corporations (Bridge, O’Neil, & Cromie, 1998) and differ greatly both in employee collectivization (numbers and training), organizational configuration (make up and structure) and operational manner. The unique characteristics of the tourism sector within the New Europe also call for developing strategies that can address the new challenges that are present in this new competitive landscape. In particular, tourism SMEs based in the new member states — which mostly represent transition economies — possess less experience in competing in the European market. Consequently, they need to accelerate their learning curve if they are to match the strategic capabilities of tourism SMEs operating in the established EU states and to effectively compete in the European and global markets. Central to this learning process is gaining an understanding of the dynamic external tourism environment, the new and emerging stakeholder priorities and the development of capabilities and competences that would enable those SMEs to compete on an equal footing with the established European tourism SMEs. With a particular focus on the new EU member states, this chapter discusses the fundamental strategic issues and imperatives that tourism SMEs need to consider if they are to compete effectively in the New Europe. The enhancement of SME competitiveness is

Product innovation in events venues: directions, process and evaluation

Purpose – The purpose of this paper is to explore events venues managements attitudes and practices toward new product development and innovation within the event industry.Design/methodology/approach – The approach is a multiple case study of different types of events venues in Scotland. A sample of seven events venues was selected.Findings – The paper shows that most managers consider “market penetration” and “market development” as the most important growth strategies and directions for their venues. The level of risk becomes a major factor influencing the decision making process in NPD and maybe unsurprisingly, finance acts as the key driver. Also, differences amongst the venues are apparent in whether NPD is driven “top down” or “bottom up”.Research limitations/implications – While the findings may be applicable to events venues located in other parts of the world, further research would be required to confirm this.Practical implications – The paper will be useful to events venues, or those advising ...