旅游目及地及吸引力和競(jìng)爭(zhēng)力研究(完整版)
【正文】 ler, 1980] and [Hovinen, 2002]).The dynamic nature of tourist channel petition requires destinations to be able to bine and manage their tourist resources in order to gain petitive advantage (see Teece, Pisano, amp。 satisfaction, the protection of natural resources, the sustainability of the local culture, and the like play a role in a balanced tourist portfolio.In our analysis, the multidimensional satisfaction of visitors/tourists is investigated in a broader setting. In the spirit of the resource based view (RBV) ([Barney, 1991], [Eisenhardt and Martin, 2000], Grant, (2005) and [Wernerfelt, 1984]), we consider tourist areas as set of specific physical, natural, cultural and human resources, which are rare, inimitable and nonsubstitutable and can generate capabilities which bee useful to create and develop petitive advantage (Barney, 1991). The capabilities of a tourist place reflect the ability of a destination to achieve its goals。 that (3) serve to consolidate and reinforce the emotional connection between the visitor and the destination。al., 2003] and [Prosser et Schoesser, 2003).4. Destination branding positioning and The rationale meaning The aim of this study was to track the brand positions held by a petitive set of nearhome destinations between 2003 and 2007. For this purpose the efficacy of a hierarchy of consumerbased brand equity (CBBE) was trialled. CBBE was first promoted by (Aaker, 1991) and (Aaker, 1996) and more recently by (Keller, 1993) and (Keller, 2003) to supplement traditional balance sheet brand equity measures. The rationale underpinning CBBE as a brand performance metric is that consumer perceptions of the brand underpin any financial estimate of future earnings estimated in the financial measure of brand equity. Since a financial balance sheet brand equity measure will be of little practical value to destination marketers, the concept of CBBE is worthy of consideration by DMOs. However, the potential of Donthu, 1995), lower costs (Keller, 1993), increased sales, price premiums, and customer loyalty ([Aaker, 1991] and [Aaker, 1996]). Advantages for destination marketing organisations (DMO) include increased potential to differentiate against places offering similar benefits, increased destination loyalty and increased yield for stakeholders such as local tourism businesses and travel intermediaries. Benefits for the traveller include ease of decision making through reduced search costs, reduced risk, and possibly enhanced brag value.The focus of most research reported to date has been concerned with the dev
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