Multi-Stakeholder Perspectives of the Tourism Experience

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Editorial Introduction

The phenomenal growth of the tourism industry is coupled with the necessity to create worthwhile stakeholder experiences. The advances in the experience and sharing economies, continually changing consumer behaviour, with millennials at the forefront, and the proliferation of Information and Communication Technologies (ICTs) have shifted the operations landscape of the traditional tourism industry. Those businesses which can identify, innovate and (re-)create meaningful experiences for stakeholders will be the ones to succeed. The stimulus to produce this text stems from forward-thinking debates at the annual International Competence Network of Tourism Research and Education (ICNT) conference on the contemporary issues impacting the future of the tourism industry. This text provides a reflection for the reader to contemplate the various players involved in delivering and shaping the tourism experience. This eclectic collection of chapters stimulates the reader to not only view experiences from a tourist point of view but also to appreciate the role of additional stakeholders representing breweries, universities, hotel restaurants, travel intermediaries, resorts and Destination Marketing Organisations (DMOs).

The first chapter presented is on Brewing Tourism in Baja. It provides an insight into the growing demand for artisanal beer and clearly demonstrates that tourists are experience-seekers; in this case it is beer. The powerful message revealed in this chapter is that the growth of beer tourism has led to the rejuvenation of the Baja area which was once recognised for having an illicit reputation. Using a case study, Chapter 2 offers insight into how a ‘sense of place’ approach can be used in a resort environment not only to retain employees for the long-term but also as members of the community. Understanding how this mechanism works can be used by other hospitality employers to create a better staff experience to alleviate attrition. Attracting and retaining talent is a critical issue for the hospitality industry. Chapter 3 provides us with a different interpretation of the consumer experience. The tourism industry is impacted by shocks to the system. One of these recent shocks has been the migrant crisis in Europe. This chapter explores the view of Finnish travellers to one of their popular summer spots, the Greek Islands, amid the influx of migrants to these islands. The findings of this chapter demonstrated the resilience of the Finnish tourists as they still found the islands to be an attractive holiday spot. Additionally the altruistic behaviours of the tourists were demonstrated. ← 7 | 8 →

The constructive approach to tourism research is investigated in Chapter 4. This focuses on how to enhance applied research and make this practical for students and businesses. The constructive approach concentrates on practical problem solving which leads to innovation. Some fruitful examples have been provided in this chapter which demonstrate how such an approach can be utilised to bridge the gap between business and academia whilst creating a worthwhile learning experience for students.

Chapter 5 brings to the fore the profile of the pelagic birdwatcher. Birdwatching has become a widespread activity; however, very little is known about pelagic birdwatchers. Through an Importance-Performance Analysis, a profile of these birdwatchers was determined. This knowledge is necessary in helping destinations and tour operators design experiences for this niche group of birdwatchers. We enter into the world of hotel restaurants in Chapter 6. Most hotels will have a restaurant, however very little has been researched on the contribution such restaurants have in the gastronomic offer of a destination. This chapter discusses the important part played by such restaurants in translating the cuisine of a local area to guests. In some instances, it might be a guest’s first contact with local food at a hotel’s restaurant. This chapter elucidates the factors important for creating the tourist experience when dining at these restaurants and the contribution to the local gastronomy.

Chapter 7 draws our attention to the digital landscape and the changing face of travel intermediation. ICTs have drastically reshaped the buying and selling of travel experiences which has altered the way intermediaries operate. The key message brought out in this chapter is that travel intermediaries always have to keep innovating to keep up-to-date with the changes in technology or consumer behaviour. They have to be at the forefront of creating experiences. Failure to do so will cause them to be left behind. Chapter 8 provides a detailed account of student satisfaction with the services they receive prior to enrolment and if this has an impact on their enrolling in a course. Understanding this student experience is critically important in a time when Universities are being asked to account for their value, and student recruitment is key. The approaches identified by Rettig and Horster can be adopted by other institutions to improve the recruitment experience and assist in retaining students.

The article by Pernecky and Poulston in Chapter 9 pays attention to a new subculture called the Cultural Creatives and their accommodation preferences when they travel for business or leisure. Given the specific characteristics associated with this group, this research further determined if their values had an impact on the accommodation types selected. The finding also sheds light on how ← 8 | 9 → their accommodation preferences were aligned to sustainable leadership practices. This knowledge is highly valuable for accommodation providers when designing their offer for this group of customers. Chapter 10 introduces us to a global destination brand study. Tourists today have a greater selection of destinations to choose from and this presents challenges for DMOs. DMOs need to have a clear understanding how their destination is positioned in the mind of customers in order to create likeability and appeal. Using a case study approach, this chapter investigates the brand value of international tourism destinations from an international perspective. Deep insights are provided for DMOs in benchmarking their destination. Given that the theme of this text is on multi-stakeholder perspectives, it is fitting that the final chapter of this instalment focuses on the concept of experience in tourism research. The concept of tourism experience is widely documented research however this chapter provides a succinct review of the literature on tourism to provide a more robust understanding of the term ‘experience’. This chapter also identified gaps in the literature and avenues for progressing research in this domain.

This cutting-edge volume provides a wealth of knowledge into different insights into tourism user experiences. It will be of value for anyone concerned about innovating the tourism experience. We hope this text has provides useful insights in understanding a number of critical aspects of developing a future-proof tourism industry.

Alisha Ali and John Hull

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María Isabel Ramos Abascal

Brewing Tourism in Baja

1 Beer Tourism as a Strategy for Regional Development

Baja, known as the state of Baja California, is located at the north of Mexico and is a region that has proven itself in the last few years as a tourist attraction for travellers motivated by food and drink. This state is home to the Ruta del Vino (Wine Trail), one of the most mature products for gastronomic tourism in Mexico with some of the best vineyards in the country located here. Recently, there has been a growing interest in the production and consumption of artisanal beer, which complements both the tourist activity and the economy of this destination. Therefore, a correct assessment of gastronomic tourism of Baja may contribute to the sustainable development of this region.

The Ruta del Vino has become a magnet of pleasure for the public, where in addition to tastings, one finds creative travels through vineyards and wine cellars, and restaurants which offer meals prepared with high-quality local ingredients. In the same way, the destination has an excellent hospitality infrastructure with more than 100 available rooms and some spas (although visitors now require a larger number of these establishments). More than half of Baja’s tourists have resolved the scarcity of hotel rooms by using other, collaborative forms of economy such as AirBnB, or by staying with friends or family members. This has increased the traveller’s level of satisfaction and has significantly increased the number of visitors (SecturBC, 2016, p. 39). Those who don’t have the good overnight accommodation mainly stay overnight in Tijuana or Ensenada.

A little more than 10 years ago Baja experienced a growing interest in beer. This was motivated by visitor demand and an assertive response by the wine producers. There are numerous producers of artisanal beer, which generated an increase in the number of people travelling to this area looking for the special food and beverage flavours that are produced there. These interests complement in an important way the wine and gastronomy tourist product. Even some wine cellars have joined the microbrewery movement in order to compensate for the seasonal nature of wine tourism and to balance their income over the entire year. That is, the old tradition of brewing in the region has made a comeback and has become a matching offer that permits the visitor to enjoy year-round gastronomic activities.

Understanding this phenomenon, interpreting its causes and previewing its effects enable the destination and the participating players to orient the development ← 11 | 12 → of artisan beer production in order to assure its sustainability in three dimensions: ecological, human, and economic.