The segmentation of canary island tourism markets by expenditure: implications for tourism policy (original) (raw)

Rethinking the economic contribution of tourism: case study from a Mediterranean Island

The article introduces an integrated market-segmentation and tourism yield estimation framework for inbound tourism. Conventional approaches to yield estimation based on country of origin segmentation and total expenditure comparisons do not provide sufficient detail, especially for mature destinations dominated by large single-country source markets.

Diversification Through Segmentation in Mediterranean Tourism Destinations

2012

Mature tourism areas in the Mediterranean region usually face two main challenges firstly a need to improve the quality of tourism and secondly a need to reduce the seasonality of demand that is usually concentrated in the summer months. In order to overcome these challenges, it is necessary to improve the knowledge about tourists and as such be able to adapt the product and the rest of the marketing mix variables to their needs. In this respect, market segmentation is one of the most popular concepts used to improve knowledge of the tourist consumer. This paper explores the possibilities of the segmentation technique based on the benefits sought by tourists, and provides a comparison of the results obtained in two different tourism seasons. The research has been conducted in the island of Mal/orca, one of the most important mature mass tourism areas in the Mediterranean region. The results present several implications fo~ marketing programmes of mature mass tourism destinations, th...

As Bases for the Differentiation and Innovation of Tourist Destinations 1

2013

Key Words: Specific resources, idiographic approach, innovation, tourist destination, sustainability, regional development. Given that one type of tourist does not exist and different strategies are drawn to reach the wished "extraordinary" by tourists for holidays, there are windows of opportunities to the tourist destinations, as these give them the chance for differentiated offers and for a flexibility that opposes uniformity and gives place to variety and difference. Assuming that the development of the destinations do not obey to just a standard way, and alternatively is embedded in the historical, cultural, institutional and natural matrices of the regions where destinations are anchored, then the specific resources of a place can assume the basic role of inputs for the differentiation of the tourist destination and for the diversification of its tourist offers. Taking into account the exceptionality of tourist product as an experience, which is associated with an in...

THE CONSUMER CHOICE OF TOURISM PRODUCTS – SUSTAINABLE CRITERIA FOR MARKET SEGMENTATION

Business Management, 2023

The purpose of this paper is to empirically identify relevant and sustainable criteria for segmentation of Bulgarian consumers of tourism products in the process of making purchasing decisions. The study draws on original data gathered through an online survey of 898 Bulgarians, which was analysed using a range of statistical tests. Segmentation was performed using cluster analysis (hierarchical and non-hierarchical clustering). The analysis suggests that Bulgarian consumers of tourism products can be adequately and consistently segmented on the basis of five criteria: (1) their preferred mode of travel, (2) mode of planning and organising tourist trips, (3) the type of tourism they prefer, (4) the budget they normally spent for tourism and (5) their preferences regarding used sources of information. The market segments identified are directly related to a specific aspect of consumer choice in the purchase decision process. The results of this study can be used by providers of tourism services (tour operators, travel agencies, etc.) when defining the parameters of the tourist services they offer in order to influence consumer choice in the purchasing decision process.

Tourism destination competitiveness: an application model for the south of Portugal versus the Mediterranean region of Spain: COMPETITIVTOUR

Tourism & Management Studies

Tourism destination competitiveness analysis benefits from a growing number of theoretical and applied developments. To support competitiveness strategies and despite the paraphernalia of competitiveness indexes available, there is not just a single set of indicators that can be used for all destinations at all times. The COMPETITIVTOUR model, developed since 2009 is applied to the south of Portugal versus the Mediterranean regions of Spain, a geographical area that aggregates 14 provinces, 20.2 million inhabitants and 180.1 million overnight stays. COMPETITIVTOUR's objective is to create and apply a territorial assessment model, adapted to the common specificities of these regions, aiming to assist in guiding the complex task of destination competiveness management, with inputs from 25 official producers of information from Portugal and Spain. The outputs are aggregated in three main topics: territory management, markets, and resources&products. Critical areas were identified, with emphasis on the growing seasonality of demand, the market demand and supply adjustment and accommodation prices.

Destination Strategies to Enhance Secondary and Niche Tourism Products: Literature Review and Case Study

International Journal of Business and Management, 2019

The topic of this article is enhancing destination competitiveness, with particular interest to entrepreneurial strategies able to valorise secondary and niche attractions. A literature review reveals that, by means of cooperation, local stakeholders could increase success of mass destinations, while promoting the discovery of niche attractions, with a positive impact on the whole territory. Also, the role of DMOs is important, facilitating cooperation among between private and public stakeholders and among private companies. Destination branding strategies could be set, to define the competitive advantages of a territory, leveraging on synergies among primary and secondary attractions. The specific case study of Liguria is proposed and analysed by means of a questionnaire, spread among potential tourists, so to investigate their perceptions about both the capacity of the territory to offer secondary tourism products and the existence and effectiveness of collaborative strategies am...

Tourism, Regional Development and Public Policy: Introduction to the Special Issue

European Planning Studies, 2009

The demand for tourism has become more globalized in the last few decades due to the improved technologies of information and communications, better transportation facilities and liberalization of international borders. The traditional tourism destinations now face a more competitive environment, for an increased number of possible destinations have emerged. This environment is further deepened by an increase in the number of products and services available to the preferences of visitors. The United Nations World Tourism Organization (UNWTO) expects a 4% annual increase in international arrivals for the next 20 years. UNWTO's Tourism 2020 Vision forecasts that the top receiving regions in 2020 will be Europe, East Asia and Pacific and the Americas. This may be taken to imply a not-so-bright future for Africa, the Middle East and South Asia. However, the market shares of the latter group of regions are expected to increase within the same Vision, for these regions are expected to display a tourist arrival growth of 5% annually, which is higher than the expected world average growth rate of 4.1% per year (UNWTO, 2008). Local suppliers will be able to benefit from this increased mobility as long as they remain competitive vis-à-vis other regions through product differentiation and productivity enhancements. Even though the demand for tourism is becoming global, the supply is inevitably local, since the consumption of goods and services takes place through the interaction of consumers and producers (OECD, 2006, 2008). What is presented by suppliers is a basket of goods and services that constitute an experience for the visitor. Obviously, the more unique an experience is, the more demanded it will be and the more productive the local supplier will become. Therefore,