Ljubica Knežević Cvelbar

Conceptualizing tourist satisfaction at the destination level.

Purpose – The purpose of the research is to conceptualize a model of tourist satisfaction at the destination level which can serve as a background for designing a universal, parsimonious, short and easily applicable measurement instrument.Design/methodology/approach – The conceptual model was developed on the basis of existing theoretical and empirical research in the fields of marketing and tourism.Findings – The model includes eight latent constructs, with tourist satisfaction being the central one. The analysis of the antecedents (quality, image, value, and costs and risks) of customer satisfaction provides insights into the processes underlying the creation of satisfaction, while the outcome constructs (complaint behavior and loyalty) indicate the consequences of (dis)satisfaction.Research limitations/implications – Designing a parsimonious and easily applicable measurement instrument imposes some limitations with respect to the number of constructs and measured variables included. The inclusion of ad...

A hotel sustainability business model: evidence from Slovenia

This research explores and develops a hotel sustainability business model (HSBM) to study the sustainability orientation of the Slovenian hotel industry. Based on a comparative analysis of the existing sustainability and triple bottom line models, the usual content of a three-line HSBM (economic, environmental and sociocultural) was extended to include customer satisfaction, environmental education and power to implement changes. Financial, marketing and tourism sustainability experts investigated best practices in sustainability measurements and gathered appropriate sustainability indicators; expert opinion and the Delphi method refined and reduced an initial 79 indicators to 36 operational indicators, able to fulfil the HSBMs sub-categories within the extended triple bottom line. The HSBMs concept was used to study the sustainability of Slovenian hotel firms to reveal how important these indicators are for hotel managers and do they monitor them. Results indicated strong importance and measurement of economic and marketing indicators, such as profitability and customer satisfaction. Following the socialist tradition, companies recognise the importance of human resources, but the importance of environmental education and awareness building, biodiversity, and the establishment of partnerships with stakeholders to implement sustainable tourism development are neglected. Economic performance was, for example, monitored by 66% of respondents, environmental performance by 28% and social performance by 42%.

An importance–performance analysis of sustainability factors for long-term strategy planning in Slovenian hotels

This paper explores the potential role of economic, environmental and social reporting in long-term strategy planning in the hospitality industry. The context of study is Slovenia. Following the development of a set of “sustainability” indicators, hospitality managers were asked to rate the importance of each indicator to sustainable operations and the performance of their firms in implementing management actions. Seven hotel performance factors were established across the triple bottom line. Using importance–performance analysis (IPA), key issues are identified as requiring the attention of stakeholders to support the sustainable development of Slovenias hospitality industry. For managers, the 10 most important indicators include those related to economic performance, customer relationship and cost saving environmental activities: performance here, and in marketing, was perceived as poor. In contrast, actions taken to increase environmental awareness, and improve relationships with employees are seen by managers as less important, and even as possible overkills. Community relationships are seen as of low importance and where the industry performs relatively poorly. A major recommendation is that Slovenian hotel managers should focus on improving their economic performance: neglecting this could threaten hotels’ long-term survival. IPA analysis is shown as applicable to strategy making for sustainable development in hospitality industry contexts worldwide.

Drivers of Destination Competitiveness in Tourism A Global Investigation

Debates about competitiveness and productivity are practically unexplored with respect to tourism. This article posits a productivity-related measure—total tourism contribution to GDP per employee in tourism—in order to examine destination competiveness. Comprehensive results based on a destination competitiveness model are obtained by analyzing tourism-specific and wider economy-based competitiveness factors. These are represented by six destination competitiveness factors measured by 55 indicators for 139 destinations over the period 2007–2011. Study findings demonstrate that tourism-specific factors, such as Tourism Infrastructure and Destination Management, are the major competitiveness drivers in developing countries, while destination competitiveness in developed countries depends on the tourism-specific factor of Destination Management as well as on wider economic conditions such as General Infrastructure, Macro-Environment, and Business Environment. The study offers a novel approach in the operationalization and estimation of a theoretically grounded and empirically validated tourism competitiveness model and discusses the implications for tourism policy.

Achieving destination competitiveness: an importance–performance analysis of Serbia

As a relatively new and under-researched tourism destination, Serbia provides an interesting context to assess destination competitiveness in conditions of global environmental changes and the additional challenges of transition from a socialist economy to a market-based economy. This article uses importance–performance analysis (IPA) to assess the importance of different activities to underpin tourism development in Serbia, as well as the industrys perceived performance in respect of these activities. There are a number of areas in which Serbian tourism industry considers itself to be underperforming in the implementation of activities to maintain destination competitiveness. This article analyses these results in detail using IPA as a diagnostic tool. Particular attention is paid to investigating the implications of the findings for both destination managers and private tourism operators in Serbia that can assist them to develop a focused action agenda to achieve and maintain destination competitive advantage. The approach can be used in other destinations to assess tourism ability to meet the challenges of global trends.

Integrated Destination Competitiveness Model: testing its validity and data accessibility.

Destination competitiveness has attracted much attention from researchers over the past two decades. The Integrated Destination Competitiveness Model has been used to explore destination competitiveness in many contexts including Australia, Korea, Slovenia, and Serbia. Given its popularity with tourism researchers and its application to destination competitiveness studies world-wide, it is appropriate to undertake a rigorous test of the destination competitiveness attributes identified in this model, their validity and indicator accessibility to researchers and practitioners. Testing the 83 destination competitiveness attributes of this major model can inform researchers about the appropriateness of the model structure, the validity of the groupings of destination competitiveness attributes, and the relevance of different indicators to destination attributes. The data used for testing are comprehensive, covering 139 countries worldwide in the period 2007 to 2011. The testing process confirms the value of the Integrated Model in understanding a destinations competitiveness indicators, the gains from which will be more informed policy making regarding the type of tourism development most likely to enhance resident quality of economic and social life.