Rh Walker

A case for more integrative multi‐disciplinary marketing education

Marketing education that develops in students an understanding of core theory and practical principles, but does not encourage students to see connections between the courses that they study, may not sufficiently meet current organisational needs. The present organisational trend in Australia and New Zealand towards agility and flexibility, demands not only that employees be equipped with necessary technical knowledge, but that they must be able to integrate and use that knowledge in a creative and synergistic manner. A possible solution put forward in this paper lies in a more integrated course curriculum and means of assessment, with an emphasis on attitude change and integrative ability rather than a revolutionary alteration of the knowledge base.

Green Marketing and Green Places: A Taxonomy for the Destination Marketer

This paper highlights and discusses green/environmental implications and imperatives associated with destination marketing as distinct from those related to product and services marketing. A comparative taxonomy has been developed to illustrate these, and to provide a framework for discussing their relevance, with reference to the particular case of Tasmania as a tourism destination.

Technology-Enabled Service Delivery: Reconciling Managerial and Customer Perspectives

The use of technology to enable or facilitate the delivery of services can benefit customers and service providers alike. Correspondingly, however, the purposes to which technology is put, and the manner in which it is used, may run the risk of disenfranchising customers. This might be due to technical faults and failings, but also due to situations in which human interaction is substituted or diminished by a use of technology that is more in a service organisation’s interests than in those of its customers.

Destination Branding and Positioning - The Tasmania Experience, Its Unique Characteristics and Implications

This paper examines considerations and implications unique to the branding and positioning of a tourism destination, with particular reference to the marketing of Tasmania, and proposes a model for destination marketing and management applicable to locations of a type exemplified by Tasmania.