Tourism and hospitality marketing: Fantasy, feeling and fun
Purpose – Experiential marketing is arguably marketing's most contemporary orientation, but as with many marketing innovations it has been largely overlooked by those involved in tourism and hospitality marketing and promotion. Whilst in many industries companies have moved away from traditional features and benefits approaches, to putting experiential marketing centre-stage, marketing in the tourism and hospitality sectors does not appear to have explicitly engaged the theoretical issues involved. This raises the question what, if anything, does experiential marketing have to offer marketers in the disciplines of tourism and hospitality? In this paper, I will seek to introduce the experiential marketing debate and demonstrate how the questions raised by the concept are critical to an understanding of marketing theory and research within the tourism and hospitality sectors. Design/methodology/approach – Following the authors previous publications which sought to investigate alternative paradigms for studying hospitality consumers, this research attempts to consider the practical applications of one such model. Findings – The tourism and hospitality sectors cannot be seen to be immune to fundamental changes in the orientation of marketing. Innovative experience design will become an increasingly important component of tourism and hospitality firms core capabilities. Those who go beyond service excellence, and market experientially will lead the creation of value in the sector. Originality/value – Provides a framework as to how organisations might usefully implement an experiential marketing strategy.
Available from: Jessika Weber
- "The importance of using experiential information in promoting stimuli for tourism marketing has been recognized by many academics (Huang et al., 2013). Williams (2006) recommends that the use of an immersive virtual environment as a new approach to promote tourism sites offers destination marketers an opportunity to create informative and entertaining settings for successful interaction and communication between the destination and the tourists (Bogdanovych et al., 2007). Berger et al. (2007) note that technologies such as virtual reality allow potential tourists to collect travel information and experience the 3-D representation of a destination (Hay, 2008). "
Journal of Travel & Tourism Marketing 10/2015; DOI:10.1080/10548408.2015.1093999 · 0.97 Impact Factor
- "In addition, the findings will enrich the available knowledge about the effectiveness of monetary and non-monetary promotions (DelVecchio et al., 2006). Such insights are fundamental, given the scarcity of marketing resources and the opportunity to allocate them to a number of alternative marketing programs (Williams, 2006). The remainder of this paper is organized as follows: first, the relevant literature is reviewed; next, the methodology of the study is explained, and the results are presented and discussed; finally, the conclusions and limitations of the study are presented. "
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The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new customers, building brand awareness, balancing seasonality and stimulating demand among existing customers).
A questionnaire-based survey was conducted that involved 108 hotels, each of which has run at least one social couponing campaign through Groupon in Italy. The importance-performance approach was applied to analyze the data.
Overall, the perceived effectiveness of social couponing for hotels is quite low. Social couponing is useful to increase brand awareness but does not encourage customer behavioral loyalty. Larger hotels can successfully use this marketing tool to balance demand seasonality.
The sample size is limited but includes approximately one-fourth of all Italian hotels that have run social coupon campaigns through Groupon. Only social couponing campaigns run through one daily deal site (Groupon) in one country (Italy) were considered.
Social couponing is not perceived as equally effective for all hotels. This study provides hotel managers with suggestions for deciding whether to allocate a share of their marketing resources to social couponing.
To the authors’ knowledge, this is the first paper to present field data to complement the available theoretical knowledge on social couponing for hotels.
International Journal of Contemporary Hospitality Management 10/2015; 27(7):1598-1617. DOI:10.1108/IJCHM-02-2014-0090 · 0.93 Impact Factor
Available from: Che-Jen Su
- "In contrast, passively participative experiences (PPEs)—that is, entertainment and esthetics—reflect that tourists play the role of mere receivers of a mental presence as it were, and do not directly affect the performance, such that they attend to (i.e., entertainment) or are influenced by (i.e., esthetics) the offerings of the environment that appeal to their senses (Mehmetoglu and Engen 2011; Oh et al. 2007; Pine and Gilmore 1998, 1999; Williams 2006). Pizam and Fleischer (2005) suggested that tourists' participation in active activities, such as hunting and rafting, requires sporting skills and energy. "
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