The modern type of leisure manager/destination manager has far more comprehensive job areas and therefore should be met with a changed perception of his or her role. The area of responsibility will be decisively extended. HIERGEIST/ WENDLING/ ZIERNHÖLD (2000, page 35) see in this type not “only” marketing experts, but primarily motivators and moderators of internal marketing, using intensive communication to pass on benefit potential and feelings of solidarity to their target groups and to create the necessary willingness for co-operation.
Table of Contents
1. Special features of tourism marketing
2. Tourism marketing as a special form of service sector marketing
3. Tourism marketing as the marketing of specific tourist service chains and service bundles
4. Role of the Tourism Manager
Objectives and Themes
This publication explores the specific characteristics that distinguish tourism marketing within the broader scope of service marketing, focusing on the transition from traditional administrative roles to strategic management in the tourism sector. It examines how service chains, bundle products, and the evolving role of the "leisure manager" are essential for competitiveness in a modern tourism landscape.
- The service character and phase model in tourism
- Transformation of the 4Ps into the extended 7Ps marketing mix
- Structure of business-related and total tourist service chains
- Core versus additional benefits from a consumer perspective
- Changing requirements and professional codes for destination managers
Excerpt from the Book
Tourism marketing as a special form of service sector marketing
In principle, we can differentiate between two models as regards the structure of the product in general marketing: the goods-oriented and the service-oriented model. The goods-oriented model compiled by business can traditionally be divided into three basic phases: purchasing, production and sales (WÖHE, 1986, pages 530 etc.). In contrast to this we have the service-oriented model. Here three different basic phases are used: the potential phase, the process phase and the result phase (HILKE, 1989, page 15).
The potential phase (also known as the preparation phase) is the period in which services are seen as skills and the readiness to carry out a service.
The process phase (also known as implementation phase) is the period during which the services are carried out as activities.
In the result phase services are perceived as the results of an activity.
From the tourism point of view the phases can be described as follows: The potential phase, for example, can be said to include the services of travel preparation (e.g. advisory services, bookings, reservations, etc.). As a rule, these services will be provided where the consumer lives. In the process phase, we find the services relating to the travel itself (e.g. transport, accommodation and restaurant services). In the result phase, we then see the results and effects of the travel. In particular, these will include impressions and physical reactions (e.g. improvements in health, emotional state, etc.).
Summary of Chapters
1. Special features of tourism marketing: This chapter introduces the unique characteristics of tourism products, highlighting their service nature and the holistic approach required for effective marketing.
2. Tourism marketing as a special form of service sector marketing: This chapter establishes the theoretical framework by applying the potential, process, and result phase models to tourism and extending the traditional 4Ps marketing mix to 7Ps.
3. Tourism marketing as the marketing of specific tourist service chains and service bundles: This chapter analyzes how individual services are combined into "total products" and differentiated through micro and macro service chains.
4. Role of the Tourism Manager: This chapter details the shift from traditional tourist office administrators to strategic leisure and destination managers who are responsible for internal marketing and conflict resolution.
Keywords
Tourism Marketing, Service Marketing, Service Chains, Destination Management, Leisure Manager, Marketing Mix, 7Ps, Potential Phase, Process Phase, Result Phase, Core Benefit, Additional Benefit, Internal Marketing, Conflict Management.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on defining the unique features of tourism marketing and how these necessitate specialized management strategies compared to general consumer goods marketing.
What are the primary themes discussed?
Key themes include the service-oriented product model, the expansion of the marketing mix, the importance of service bundles, and the evolving profile of tourism managers.
What is the main objective of the text?
The objective is to provide a theoretical and practical understanding of how tourism services differ from traditional goods and how managers must adapt to new market demands.
Which methodology is used to analyze tourism marketing?
The author uses a literature-based theoretical approach, applying existing service marketing models—specifically the phase model and the extended 7Ps mix—to the specific context of the tourism industry.
What topics are covered in the main body?
The main body covers the differentiation of products into potential, process, and result phases, the concept of service chains, and the necessary competencies for modern destination management.
Which keywords characterize this work?
The primary keywords include Tourism Marketing, Service Chains, Destination Management, 7Ps, and Leisure Manager.
How does the "potential phase" differ from the "result phase" in tourism?
The potential phase involves preparations like bookings and advisories where the consumer lives, while the result phase involves the actual outcomes and experiences of the travel, such as health and emotional states.
Why is the "additional benefit" becoming more important for tourism?
As basic services like transport and accommodation become more interchangeable and standardized, customers increasingly choose providers based on emotional experiences, image, and additional, non-tangible benefits.
What characterizes the new "leisure manager" compared to a classic manager?
The modern leisure manager is expected to be a visionary and quality-focused professional who possesses social competence, conflict management skills, and the ability to act as a motor for internal change, rather than merely an administrator.
- Quote paper
- Lenz Raimund (Author), 2008, Special features of tourism marketing, Munich, GRIN Verlag, https://www.grin.com/document/91409
