Tourism marketing

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  • Tourism Marketing for Cities and Towns teaches readers how to develop a city’s brand to attract tourists and their spending. The brand that is developed will use a city’s already existing tourist attractions, distinctive cultural features, natural beauty, and/or heritage. These unique features plus the available tourist services can then be packaged together and promoted to tourist segments, including day visitors, business travelers, and traditional tourists.

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  • Be aware of Marketing , Service Marketing & Tourism Marketing concepts Identify the similarity and the differences between Service Marketing & Tourism Marketing List characteristics of Services and Marketing - Mix Components Classify the differences between marketing and sales.

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  • Tourism Marketing for Cities and Towns teaches readers how to develop a city’s brand to attract tourists and their spending. The brand that is developed will use a city’s already existing tourist attractions, distinctive cultural features, natural beauty, and/or heritage. These unique features plus the available tourist services can then be packaged together and promoted to tourist segments, including day visitors, business travelers, and traditional tourists.

    pdf327p orchid_1 28-09-2012 37 12   Download

  • Chapter 19 - Tourism marketing. After completing this unit, you should be able to: Appreciate the Internet’s impact on tourism marketing, become familiar with the marketing mix and be able to formulate the best mix for a particular travel product, appreciate the importance of the relationship between the marketing concept and product planning and development,...

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  • Sustainable tourism, sustainable development through tourism, principles of sustainable development in tourism and tourism development in terms of sustainable tourism, in the literature often treated as names for the same phenomenon, are becoming increasingly interesting for scholars and practicians of tourism from various countries.

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  • Chapter 20 - Tourism's future. After completing this unit, you should be able to: Examine forecasts concerning the growth of international tourism; identify the major global forces which are shaping the tourism of tomorrow; understand the impacts, both positive and negative, that these forces are likely to have on tourism markets and on the ability of destinations to respond to the demands of these markets.

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  • This Marketing Plan is based on the Northern Territory Tourism Strategic Plan 2003-2007. The Strategic Plan was launched in November 2003, following extensive consultation with industry. The Strategic Plan provides a framework and clear direction for a sustainable tourism industry in the Northern Territory for future generations of visitors and residents.

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  • Tourism is big business and getting bigger. In the 20 years from1980 to 2000 global tourism receipts increased at an annual rate of nearly 8 per cent, much faster than the rate of world economic growth of around 3 per cent. In 2000, income from tourism combined with passenger transport totaled more than $575 billion, making this sector the world number one export earner, ahead of automotive production, chemicals, petroleum and food (UNEP web site1).

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  • Effective tourism managers who are able and willing to apply appropriate management techniques are increasingly needed. They should possess an understanding of the specialised management functions such as financial management, human resource management, as well as an appreciation of the structure, economics, and historical development of the tourism industry.

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  • As consumers increasingly value environmental resources they are prepared to pay for them premium prices (Pigram,1996; Archer,1996; Thomas, 1992; Garrod and Willis, 1992; Laarman, and Gregersen, 1996). Hence, local resources become a central asset for destinations and tourism suppliers and their sustainability a core function of tourism marketing. Middleton and Hawkins (1998,p.

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  • Hence, tourism marketing should not only be regarded as a tool for attracting more visitors to a region, as it has been the case for most destinations. Instead, tourism marketing should operate as a mechanism to facilitate regional development objectives and to rationalise the provision of tourism in order to ensure that the strategic objectives of destinations are achieved. Tourism marketing should also ensure equitable returns-on-resources-utilised for the production and delivery of tourism products, as well as the regeneration of these resources.

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  • Often destinations are artificially divided by geographical and political barriers, which fail to take into consideration consumer preferences or tourism industry functions. An example of that is the Alps shared by France, Austria, Switzerland, Italy by often perceived and consumed as part of the same product by skiers. For the purpose of this paper destinations are considered to be a defined geographical region which is understood by its visitors as a unique entity, with a political and legislative framework for tourism marketing and planning.

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  • Chapter 13 - Measuring and forecasting demand. Economists defi ne demand as a schedule of the amount of any product or service that people are willing and able to buy at each specifi c price in a set of possible prices during some specifi ed period of time. Thus there exists at any one time a defi nite relationship between the market price and the quantity demanded.

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  • Information Communication Technologies and City Marketing.City marketing (related to city branding) is the promotion of a city, or a district within it, with the aim of encouraging certain activities to take place there It is used to alter the external perceptions of a city in order to encourage tourism, attract inward migration of residents, or enable business relocation. A significant feature of city marketing is the development of new landmark, or 'flagship', buildings and structures.

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  • In order to address the human resource challenges facing China’s hotel and travel industry, a roundtable discussion was held at Zhejiang University in conjunction with the Hong Kong Polytechnic University International Executive Development Center. Participants from hotels, travel agencies, and academic institutions attended the discussion. The theme for the roundtable discussion was “Human resource challenges facing the hotel and travel industry in China”.

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  • This paper outlines some examples of the ways in which these measures have been undertaken at the enterprise level and the accreditation framework within which these are often established. It also proposes the idea that it may be useful to extend satisfaction measurement from a focus on the enterprise to that of the destination. This is a much more complex task that at the individual enterprise level but may be worth the effort as destinations compete for market share.

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  • PSI President and CEO Karl Hofmann recalls: “In just over 10 years, the YouthAIDS platform grew into a brand that drove attention and resources for HIV prevention and education. PSI, at that time, was a highly successful implementing organization but traveled below the radar with little brand awareness except among a small set of development insiders. By creatively marketing the HIV implementation arm of our organization in a more attractive and media friendly way, Roberts was able to give YouthAIDS real substance and to raise diversified funds.

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  • Destination marketing is increasingly becoming extremely competitive worldwide. This paper explains the destination concept and attempts to synthesise several models for strategic marketing and management of destinations. It provides an overview of several techniques widely used and illustrates examples from around the world. The paper also explains that marketing of destinations should balance the strategic objectives of all stakeholders as well the sustainability of local resources.

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  • Kinh tế du lịch và phát triển bền vững cho các gợi ý hữu ích để Luca De Benedictis. Hỗ trợ nghiên cứu tuyệt vời bởi Fabio Manca thừa nhận với lòng biết ơn. Hỗ trợ tài chính từ Interreg IIIC là ghi nhận của Francesco Pigliaru. Sự phát triển quan điểm của các nước du lịch Copeland (1991), Hazari và Sgro (1995), Lanza và Pigliaru (1994, 2000a, b).

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  • Our model might be a useful instrument for both academics and practitioners who want to better understand consumer behavior; it may also serve as a basis to successfully create, market and monitor luxury brands or products in a cross- cultural context. Even if the world of luxury products is not homogeneous, we believe that the underlying consumer motives and desires transcend national boundaries in a structure that derives from the individual‘s situation and the luxury value dimensions.

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