Janet Hanlan

Image formation information sources and an iconic Australian tourist destination

Tourist destination brand image is a major influencing factor in traveller destination choice. This exploratory research into the information sources from which destination brand image evolves provides insights which have the potential to improve tourism destination brand development strategies. In-depth interviews with 21 international backpackers on Australia’s northern New South Wales coast indicate that mainstream media play little or no part in the formation of respondents’ image of the coastal destination of Byron Bay. Rather, word of mouth and autonomous independent information sources were the key media through which respondents formed their image of this iconic Australian tourist destination. Findings also show the importance of destination experience in the image formation process and suggest that destination marketing organizations (DMOs) can and should go beyond traditional mainstream media to communicate their brand message. Additionally, findings suggest the need for DMOs to provide leadership within the destination’s tourism industry to improve service delivery and exceed the ‘brand promise’.

Destination Decision Making: The Need for a Strategic Planning and Management Approach

Abstract The choice, consumption and later evaluation of destination experiences, is a complex and important area. Consumers are often highly involved. The experience involves both products and services requiring a relatively high level of expenditure. It also usually involves a degree of risk within a relatively unfamiliar environment. Such factors mean that consumers can hold strong and influential attitudes toward different destinations. The factors and processes that influence destination choice have received considerable research attention. In addition, studies have begun to investigate satisfaction levels relating to the quality of the destination experience. However, it is argued in this paper that important information affecting consumer destination decision making needs to be better incorporated into a systematic planning process. This will aid the strategic management of such information and better enable the implementation of strategies aimed at enhancing destination competitiveness.

An Evaluation of How Market Segmentation Approaches Aid Destination Marketing

ABSTRACT This paper examines techniques used to segment tourism markets and the associated problems of integrating findings into operational marketing tactics. The paper argues that many tourism segmentation studies focus on complex and sophisticated statistical analysis, overlooking the number of subjective decisions implicit in the process that are likely to influence the results and therefore need to be made transparent within research findings. Further, this paper argues that it is only at the “strategic level” that destinations can develop a sustainable competitive advantage within identified target markets, and therefore, segmentation studies must be driven by the strategic imperatives of the destination.

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 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 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.