This Paper focuses on the importance of strategic positioning of destinations and its stakeholders in a globalised competitive environment. The theoretical background is based on the research on destinations and destination management, strategic marketing, strategy development and positioning strategies and positioning models. A new theoretic framework from a RBV was developed to identify the most important elements of the successful positioning of destinations and its organizations from a stakeholder perspective. An empirical study was applied to all stakeholders who form a destination by the example of three very successful positioned destinations in the Austrian Alps. The theoretical model was tested by the application of frequency distribution and multiple linear regression analysis. Most of the points were confirmed but also a few rejected which asks for further research. However, the applied model gives a great insight in how stakeholders can successful and sustainable position their organizations and the destination as a whole. It further can be used as a tool to find an efficient positioning strategy for young entrepreneurs or gives helpful advice for stagnating or decreasing businesses to formulate a new positioning strategy or aim for a relaunch.
Table of Contents
1. Destination and Destination Management Organisations (DMO)
2. Strategic Marketing
3. Strategy Development
4. Positioning Strategies, Positioning Models
5. Model for successful Positioning of Destinations from a Stakeholder Perspective
6. Empirical Study
7. Conclusion
Research Objectives and Core Topics
This paper examines the strategic positioning of tourist destinations within a globalized, competitive market. It aims to develop a new theoretical framework from a Resource-Based View (RBV) to identify key factors for successful destination positioning from a stakeholder perspective, which is subsequently tested through an empirical study of selected alpine destinations.
- Strategic positioning and competitive advantage in tourism.
- Development of a stakeholder-based destination positioning framework.
- Analysis of destination management organizations (DMOs) and strategic marketing.
- Empirical validation of success factors for tourist destinations.
Excerpt from the Publication
Positioning of Destinations
This Paper focuses on the importance of strategic positioning of destinations and its stakeholders in a globalised competitive environment. The theoretical background is based on the research on destinations and destination management, strategic marketing, strategy development and positioning strategies and positioning models. A new theoretic framework from a RBV was developed to identify the most important elements of the successful positioning of destinations and its organizations from a stakeholder perspective. An empirical study was applied to all stakeholders who form a destination by the example of three very successful positioned destinations in the Austrian Alps. The theoretical model was tested by the application of frequency distribution and multiple linear regression analysis. Most of the points were confirmed but also a few rejected which asks for further research. However, the applied model gives a great insight in how stakeholders can successful and sustainable position their organizations and the destination as a whole. It further can be used as a tool to find an efficient positioning strategy for young entrepreneurs or gives helpful advice for stagnating or decreasing businesses to formulate a new positioning strategy or aim for a relaunch.
Summary of Chapters
Destination and Destination Management Organisations (DMO): Defines the concept of a tourist destination as a competitive business unit and highlights the necessity of effective DMOs to coordinate stakeholder interests and products.
Strategic Marketing: Explores the role of strategic marketing in creating added value and examines the transition from market-based views (MBV) to resource-based views (RBV) in tourism planning.
Strategy Development: Outlines essential processes for developing competitive strategies, including market analysis, the 4Ps, and the use of tools like SWOT-Analysis and benchmarking.
Positioning Strategies, Positioning Models: Discusses the foundations for positioning models, specifically incorporating destination competitiveness and sustainability models by Ritchie & Crouch and Dwyer & Kim.
Model for successful Positioning of Destinations from a Stakeholder Perspective: Introduces a new framework structured into six categories, including location factors, core resources, and demand factors.
Empirical Study: Presents the results of an online questionnaire conducted in three alpine destinations, testing hypotheses on the impact of various variables on destination success.
Conclusion: Summarizes the study's findings, confirming the importance of demand factors and DMO efficiency while noting the need for further research into specific stakeholder behaviors.
Keywords
Strategic Positioning, Tourist Destinations, Stakeholder Perspective, Destination Management, Tourism Marketing, Resource-Based View, Competitive Advantage, Alpine Tourism, Destination Competitiveness, Strategic Planning, Empirical Study, Sustainability, Market Segmentation, SWOT-Analysis, Tourism Industry.
Frequently Asked Questions
What is the primary focus of this research paper?
The paper focuses on the strategic positioning of tourist destinations and how stakeholders within these regions can achieve competitive advantages in a globalized market.
What are the main thematic fields explored in the text?
The core themes include destination management, strategic marketing, competitive strategy development, and the application of resource-based views in a tourism context.
What is the primary goal of the author?
The goal is to develop and empirically test a new conceptual model for destination positioning that specifically adopts a stakeholder perspective.
Which scientific methodology is applied in this work?
The author uses a theoretical literature review followed by an empirical study using online questionnaires, with data analyzed via frequency distribution and multiple linear regression analysis (SPSS 17.0).
What topics are covered in the main section of the paper?
The main sections cover the definition of destinations, marketing approaches, the evolution of strategy models, and the testing of specific hypotheses regarding what drives success in tourist regions.
Which keywords best characterize this publication?
Key terms include Strategic Positioning, Destination Management, Stakeholder Perspective, Competitive Advantage, and Alpine Tourism.
Why did the study specifically focus on alpine destinations?
The study chose three successfully positioned destinations in the Tyrolean Alps to represent different guest segments—active tourists, families, and high-price luxury—providing a varied sample for empirical testing.
How does the author define the 'Destination Product'?
The author defines it as the combination of natural resources like landscape and climate with man-made elements such as infrastructure, attractions, and catering facilities.
What role does the 'Value Fan Model' play in this study?
The Value Fan Model (Flagestad & Hope, 2001) is used to illustrate the interaction and coordination requirements of stakeholders within a destination to achieve collective success.
What was a surprising finding regarding competitor analysis?
The study found that, contrary to common strategic advice, entrepreneurs in the analyzed destinations hardly consider the prices and specific offers of their direct competitors.
- Quote paper
- Mag. Tamara Mayerhofer (Author), 2010, Positioning of Destinations, Munich, GRIN Verlag, https://www.grin.com/document/150789
