This model, developed by Buhalis, is frequently referred to when discussing destination marketing competitiveness. There are two articles which cover this topic and are both available in Sciencedirect (via Athens):
Modelling perceived quality, visitor satisfaction and behavioural intentions at the destination level, Tourism Management, Volume 31, Issue 4 (2010), p. 537-546
Abstract:
Abstract:
Visitor perceptions of the quality of a tourist destination, satisfaction with their experience and the resulting behavioural intentions are vital for successful destination management and marketing. The purpose of our research is to explore the complex relationships between these constructs using structural equation modelling, whereby both formative and reflective constructs are included. The structural model was tested on a sample of 1056 visitors at four tourist destinations in Slovenia. The empirical validation of the conceptual model supports the research hypotheses. Destination attributes affect the perceived quality of tourist offerings, which positively relates to satisfaction as well as visitors' behavioural intentions. The link between satisfaction and behavioural intentions was also confirmed. These research findings contribute to a better understanding of which behavioural mechanisms and factors represent a viable basis for increasing customer retention at the level of individual providers as well as a destination as a whole.
Marketing the competitive destination of the future (or click the title to access from the Web)
Dr Dimitrios Buhalis* Tourism Management 21 (2000) p. 97-116
Abstract:
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. Destinations need to differentiate their products and develop partnerships between the public and private sector locally in order to co-ordinate delivery. Taking advantage of new technologies and the Internet also enables destinations to enhance their competitiveness by increasing their visibility, reducing costs and enhancing local co-operation. Destination marketing must lead to the optimisation of tourism impacts and the achievement of the strategic objectives for all stakeholders.
