Applicability and usefulness of the stakeholder strategy matrix for festival management

This article examines the applicability and usefulness of the stakeholder strategy matrix in the context of festival management. An extensive literature review gave rise to the development of an online survey. Data for the study were collected from festival managers in the US. This empirical study indicated that internal and external festival stakeholders differ from each other in significant ways, and that different management strategies should be used to manage them. The stakeholder strategy matrix appears to be more effective for the management of internal festival stakeholders and the least effective for managing external festival stakeholders. Based on the results of the study, it can be postulated that the stakeholder strategy matrix can be applied effectively towards managing festival stakeholders and may provide useful management strategies for festival managers when managing their internal and external stakeholders. This is one of the first studies to be conducted in this area, and as such it contributes to the body of knowledge on management strategies for internal and external festival stakeholders

BUSINESS, TECHNOLOGY, AND MARKETING TRENDS INFL

In today’s world, hotel organizations contend with a highly competitive environment—an environment that is saturated with new technologies, customers who expect superior service, a drive toward innovation, and the challenge of ever-increasing costs. The survival of these organizations often depends on their overall financial performance, their ability to adapt to the changing environment, and the way in which they transform and expand their services to meet their customers’ needs. Remaining abreast of the newest trends in the hotel industry can be costly to hotels and may influence their overall financial performance. In this article, the director of finance of a resort hotel in Orlando, Florida, USA, shares some thoughts with the author on the newest business, technology, and hotel marketing trends that are believed to influence the financial performance of the hotel industry in the next few years

The identification and differentiation of festival stakeholders: A new perspective

This article sets out to identify, differentiate, and categorize festival stakeholders by means of a multidimensional approach. Festivals are coproduced by a collection of stakeholders, and festival organizers facilitate the festival outcomes by interpreting stakeholders\u27 contributions, aims, and concerns. Based on an extensive literature review, a theoretical framework was developed that illustrates how previous studies have typically identified and differentiated festival stakeholders by listing them or by means of a one-dimensional approach. For this study, an online survey was developed and administered to festival organizers in the US, testing the possibility of identifying, differentiating, and grouping festival stakeholders from a multidimensional approach. Based on the study results, festival stakeholders have been identified, differentiated, and categorized into internal and external stakeholders, eight universal groups, and a further 45 unique subgroups. Some stakeholders are universal in terms of most festivals, while other stakeholders will be unique—this depends on the festival itself. This study challenges the traditional hierarchical view that often marginalizes or at times ignores some stakeholders. It advocates for a wider and more consultative perspective where the sustainability of the festival is ensured as it complements the interest and contribution of the wider and often marginalized stakeholder groups

Customer and Employee Incivility and Its Causal Effects in the Hospitality Industry

The present research sought to understand customer and employee incivility in the hospitality industry. The study identified customer actions that are perceived as uncivil by employees and coping strategies used by employees after experiencing uncivil behavior. Finally, service-recovery situations are differentiated from security-related incidents and guidance is offered to hospitality managers regarding the minimization of customer incivility. An empirical survey was distributed to 297 hotel employees. Regression analysis indicated that the effects of customer incivility were an increase in: customer aggression, employee negative emotions, employee-to-customer incivility, employee-to-employee incivility, and employee sensitivity to uncivil acts. The effects of employee-to-employee incivility were increased customer aggression and negative emotions, but decreased sensitivity to uncivil acts. Uncivil behaviors by customers included insulting comments, anger, frustration, verbal attacks, and condescending behavior. The identification of uncivil behaviors and their effects can assist in training staff in identifying and managing such actions and in devising mitigation strategies

How Effective are Virtual Reality Experiences as Destination Marketing Tools?

How did you decide where to go on your last holiday? Did you see a picture-perfect paradise promoted on your social media feed? Once upon a time, planning your perfect holiday was organized with a trip to the local travel agency. In recent years you are more likely to pick your destination based on the most attractive advertisements at the top of an online travel agency website. Dr. Mathilda van Niekerk, Dr. Marissa Orlowski and Dr. Fevzi Okumus from Rosen College of Hospitality Management, along with Allessandra Marasco and Dr. Piera Buonincontri from the National Research Council\u27s Institute for research on Innovation and Services for Development (CNR-IRISS) have been researching an even more immersive and compelling destination marketing tool though; can virtual reality experiences persuade us to visit a destination

2017-2027 Tourism: Synergizing People & Nature for a Better Tomorrow, The Caribbean\u27s 1st Blue Destination

Impressively, since the 1970’s Bonaire has championed efforts to protect its natural environment and resources. There is no doubt that these efforts have interlaced themselves with the resident’s everyday life and are a fiber in the fabric of Bonaire’s culture. Bonaire is a global gem that has received recognition for its natural areas and enjoys an international reputation for some of the world’s best ocean activities thus leading to a potent economic sector for the island – the tourism industry. Currently, the tourism industry underperforms for the economic welfare of the majority of Bonaire\u27s residents. Although the tourism industry could provide Bonaire with economic opportunities for the majority of residents, the professional opportunities linked to tourism have not transpired. This is largely due to two main reasons. The first reason being that natural conservation efforts have displaced development that could provide professional and educational opportunities for Bonairians. This has resulted in a dilution of Bonairian culture where nearly 60% of the island’s population was not born in Bonaire. Bonairians have transplanted to other countries to seek opportunities. The second reason is that the tourism sector does not contribute to the economic wellbeing of the majority of residents but rather contributes to a select few. With the lack of educational and professional opportunities available on the island, Bonairians have developed a relatively low perception of their quality of life and their satisfaction with their lives. In the last year, about 50% of Bonairians have observed a decrease in their income. Many residents and industry stakeholders feel that the tourism industry can direct and improve the future of the island. In order for this to occur, there must be changes in the distribution of the economic benefits to increase their reach to local households; as well as the industry must be capable of stimulating changes in Bonairians\u27 quality of life. Thus, this strategic tourism master plan (STMP) was designed to ensure that the tourism industry is capable of generating money, creating jobs, and stimulating sustainable economic linkages to other sectors on the island

The Role of the Public Sector in Tourism Destination Management from a Network Relationship Approach

The study aims to determine the suitability of the dyadic approach and the network relationship approach when engaging destination stakeholders and to identify the roles of the public sector within destination management. These study aims are investigated in the context of Mbombela Local Municipality, South Africa. A conceptual framework was developed based on a literature review. Data were then collected through official documents, 55 semistructured interviews with key stakeholders, a local economic summit, forum discussions, and 504 demand- and 403 supply-side questionnaires. The study findings suggest that the network relationship approach was the most suitable approach for the engagement of destination stakeholders. In addition to the roles identified in previous studies, the study findings identified several additional roles that the public sector should fulfill in destination management. Based on the study findings, a new conceptual framework for the role of the public sector in destination management has been proposed. By utilizing the conceptual framework developed in this study, destinations can engage their stakeholders more effectively and increase the attractiveness of their destinations. This is one of a few studies from Africa providing empirical findings on destination management and the role of the public sector within destination management

Business, Technology, and Marketing Trends Influencing the Financial Performance of The Hotel Industry

In today\u27s world, hotel organizations contend with a highly competitive environment—an environment that is saturated with new technologies, customers who expect superior service, a drive toward innovation, and the challenge of ever-increasing costs. The survival of these organizations often depends on their overall financial performance, their ability to adapt to the changing environment, and the way in which they transform and expand their services to meet their customers\u27 needs. Remaining abreast of the newest trends in the hotel industry can be costly to hotels and may influence their overall financial performance. In this article, the director of finance of a resort hotel in Orlando, Florida, USA, shares some thoughts with the author on the newest business, technology, and hotel marketing trends that are believed to influence the financial performance of the hotel industry in the next few years

Contemporary Issues in Events, Festivals and Destination Management

Purpose This article aims to provide a critical review of the articles included in this special issue and highlight their findings and contribution to events, festivals and destination management research. Design/methodology/approach The article critically reviews methodologies, findings, themes and conclusions offered by each article included in this special issue. Findings The articles in the special issue identify the latest thematic trends in events, festivals and destination management research and propose conceptual frameworks for event and festival life cycle trajectories. They build on previous research confirming how accessible tourism and a balanced event portfolio can increase the sustainability and competitiveness of the destination. Based on sound methodologies, they offer specific theoretical and practical implication for the successful planning, marketing and management of events, festivals and destinations. They provide suggestions on how event innovation, participatory sport events, mega sport events, food and wine festivals and meetings, incentives, conferences and events (MICE) can assist in the marketing and branding of the tourism destination. Research limitations/implications The articles in this special issue lay the foundation for future research in events, festivals and destination management. Articles in this special issue apply various research methods and analysis, indicating the growth of event and festival research. Research methods and analysis techniques used in the special issue include content/theme analysis, case studies, qualitative studies and questionnaires. The research articles and methodologies used in this issue should help both researchers and industry practitioners. Originality/value This study highlights key findings, theoretical and practical implications and contributions of the articles included in this special issue. It provides a holistic view of events, festivals and destination management research and suggests areas for future research