What is it about?
This paper provides insight into the challenges of implementing digital experiences through a marketing development project intended to generate interest and awareness in visitor attractions
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Why is it important?
Highlights Identifies insights into the challenges of implementing a digital destination marketing project. Demonstrates the importance of precondition support by stakeholders and the need for a stakeholder management framework. Visitor attractions are not only limited by their technical knowledge, but also specific time and organizational characteristics. Regionally planned destinations marketing efforts require more than adequate funding support.
Perspectives
Advocates ‘multi-stakeholder involvement management’ (MSIM) framework MSIM framework as an appropriate managerial management process model for achieving greater success in tourism projects (Waligo et al. (2013).
Dr. Muhammet Kesgin
Rochester Institute of Technology
Read the Original
This page is a summary of: Designing and implementing digital visitor experiences in New York State: The case of the Finger Lakes Interactive Play (FLIP) project, Journal of Destination Marketing & Management, June 2017, Elsevier,
DOI: 10.1016/j.jdmm.2017.03.005.
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Resources
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Implementing sustainable tourism: A multi-stakeholder involvement management framework
Highlights Stakeholders are a core component of sustainable tourism. ‘Stakeholder involvement’ facilitates the implementation of sustainable tourism. Management of the stakeholder involvement process is vital. A multi-stakeholder involvement management framework is proposed. Effective leadership underpins the multi-stakeholder involvement process.
Collaborative destination marketing: A case study of Elkhart county, Indiana
The fragmented nature of the tourism industry requires a substantial degree of coordination and collaboration among the variety of different players in destination marketing. However, the studies on partnerships and collaboration have taken very narrow perspectives of cooperation relationships and therefore, none of them individually can explain the nature of marketing alliances and networks among tourism organizations. Based upon the results of previous research and a case study of Elkhart County, Indiana, this paper proposes a more integrative theoretical framework in an attempt to better describe and explain the nature and dynamism of collaborative destination marketing. The implications of this framework are provided from both practical and theoretical perspectives.
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