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- All Subjects: Sustainability
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Description
This study develops a Creative MICE (Meetings, Incentives, Conventions/conferences and Exhibitions) Tourism Destination Branding Model (CMDBM), and argues for co-creation and synergies between MICE and heritage resources in a popular business destination. MICE tourism can be enhanced through co-created offerings by adding innovative value to MICE tourism experiences. The proposed CMDBM framework aims to help determine how a destination can develop a co-created MICE brand through collaboration with key stakeholders to better meet potential MICE travelers’ other touristic interests and cultural values.
The research project was undertaken in collaboration with the National Recreation and Park Association (NRPA), New Orleans Ernest N. Morial Convention Center, and several heritage institutions in New Orleans. The study adopts both qualitative and quantitative research designs to explore the destination brand strategy. The qualitative data were acquired through interviews with relevant stakeholders to analyze the use of destination branding strategies and understand existing and potential synergies with heritage institutions. The quantitative portion measures MICE attendees’ perceptions of the co-created value of enhancing MICE destinations with cultural heritage appeal. NRPA Conference attendees’ responses provide a practical understanding for stakeholders.
This research provides both practical and theoretical insights for the tourism industry for destination communities, and has salient conceptual and theoretical implications for the academy. The study confirms that MICE tourism, collaborating with cultural heritage assets, can enrich MICE travelers’ travel experiences. The destination brand strategy was identified with supportive cultural heritage resources and an appropriate destination brand framework of MICE tourism was proposed. As confirmed by MICE attendees’ evaluations from the case study, it extends the literature on destination brand, destination brand awareness, destination brand experience, destination brand personality, and destination brand equity.
The empirical exploration of MICE destination branding has been handicapped in existing literature by a lack of conceptual marketing perspectives. This work will lend credence to the important aspect of business destination marketing and stresses building synergy and adding value to MICE tourism experiences. As destination marketing programs become competitive, especially in the context of equitable distribution of monetary benefits across different stakeholders, creating synergies become crucial in the destination. A co-created brand strategy can help make destinations more competitive.
The research project was undertaken in collaboration with the National Recreation and Park Association (NRPA), New Orleans Ernest N. Morial Convention Center, and several heritage institutions in New Orleans. The study adopts both qualitative and quantitative research designs to explore the destination brand strategy. The qualitative data were acquired through interviews with relevant stakeholders to analyze the use of destination branding strategies and understand existing and potential synergies with heritage institutions. The quantitative portion measures MICE attendees’ perceptions of the co-created value of enhancing MICE destinations with cultural heritage appeal. NRPA Conference attendees’ responses provide a practical understanding for stakeholders.
This research provides both practical and theoretical insights for the tourism industry for destination communities, and has salient conceptual and theoretical implications for the academy. The study confirms that MICE tourism, collaborating with cultural heritage assets, can enrich MICE travelers’ travel experiences. The destination brand strategy was identified with supportive cultural heritage resources and an appropriate destination brand framework of MICE tourism was proposed. As confirmed by MICE attendees’ evaluations from the case study, it extends the literature on destination brand, destination brand awareness, destination brand experience, destination brand personality, and destination brand equity.
The empirical exploration of MICE destination branding has been handicapped in existing literature by a lack of conceptual marketing perspectives. This work will lend credence to the important aspect of business destination marketing and stresses building synergy and adding value to MICE tourism experiences. As destination marketing programs become competitive, especially in the context of equitable distribution of monetary benefits across different stakeholders, creating synergies become crucial in the destination. A co-created brand strategy can help make destinations more competitive.
ContributorsKim, Eunhye Grace (Author) / Chhabra, Deepak (Thesis advisor) / Timothy, Dallen (Thesis advisor) / Vogt, Christine (Committee member) / Gelbman, Alon (Committee member) / Arizona State University (Publisher)
Created2019
Description
Many scholars agree that heritage tourism has grown in recent years. It has become a unique way for communities to diversify their economies while preserving local culture and heritage. One unique way communities are doing this is through heritage festivals. These festivals have a significant impact on local communities and are multifaceted as they do not just provide economic impact to host communities, but also positive or potentially negative social and environmental impacts.
In recent years, a more sustainable approach integrating economic, socio-cultural and environmental impacts has been suggested when analyzing short term event such as festivals. It is important for event managers and scholars alike to understand these potential impacts as heritage festivals continue to evolve and prevalent part of heritage tourism.
This study aims to measure and quantify the economic, social and environmental impacts of two heritage festivals – Gold Rush Days and Bluegrass Festival, closely following Andersson and Lundberg’s 2013 study on commensurability and sustainability utilizing willingness to pay (WTP) and willingness to accept (WTA). Both are annual heritage festivals and take place in Wickenburg, Arizona. Primary data collection methods are used to gather information regarding economic and social impacts. Paper questionnaires distributed via stratified random sample to festival attendees and town residents is the survey instrument used in the study. To determine environmental impacts, secondary data in the form of stakeholder interviews are conducted.
Findings suggest a positive economic impact to the town of Wickenburg. Visitor expenditures, retained local spending and direct, indirect, and induced impacts are presented. Social impacts show a generally positive attitude toward the festival from a resident perspective. Environmental impacts show that collaboration among town stakeholders is needed to better determine festival environmental impact as no formal measures of impact are currently being recorded. Further empirical research is needed to better determine these impacts.
In recent years, a more sustainable approach integrating economic, socio-cultural and environmental impacts has been suggested when analyzing short term event such as festivals. It is important for event managers and scholars alike to understand these potential impacts as heritage festivals continue to evolve and prevalent part of heritage tourism.
This study aims to measure and quantify the economic, social and environmental impacts of two heritage festivals – Gold Rush Days and Bluegrass Festival, closely following Andersson and Lundberg’s 2013 study on commensurability and sustainability utilizing willingness to pay (WTP) and willingness to accept (WTA). Both are annual heritage festivals and take place in Wickenburg, Arizona. Primary data collection methods are used to gather information regarding economic and social impacts. Paper questionnaires distributed via stratified random sample to festival attendees and town residents is the survey instrument used in the study. To determine environmental impacts, secondary data in the form of stakeholder interviews are conducted.
Findings suggest a positive economic impact to the town of Wickenburg. Visitor expenditures, retained local spending and direct, indirect, and induced impacts are presented. Social impacts show a generally positive attitude toward the festival from a resident perspective. Environmental impacts show that collaboration among town stakeholders is needed to better determine festival environmental impact as no formal measures of impact are currently being recorded. Further empirical research is needed to better determine these impacts.
ContributorsScott, Karla (Author) / Chhabra, Deepak (Thesis advisor) / Timothy, Dallen (Thesis advisor) / Tetreault, Colin (Committee member) / Larsen, Dale (Committee member) / Arizona State University (Publisher)
Created2015
Description
This study aims to identify the self-reported sustainability goals, practices, and results of the five largest hotel companies that are headquartered in the United States through a comprehensive content analysis of each of their websites. The five companies included in the study are Best Western International, Wyndham Hotels and Resorts, Choice Hotels International, Hilton Worldwide, and Marriott International. The main focus centered on the qualitative information they shared about their goals and implemented practices across the hotels owned and operated by each company. In addition, the published qualitative data was analyzed to look at the reported results of their implemented practices. The results showed a large variety in the level of information that was shared by each of the five companies.
Information was examined using thirteen indicators of sustainability. Eight indicators were chosen that represented environmental sustainability, plus five indicators that represent social and economic sustainability. Based on the information analyzed, each company received a score for each indicator according to the level of information disclosed. This created a sustainability scorecard, with Marriott and Hilton scoring the highest, Wyndham and Best Western scoring the lowest, and Choice Hotels falling in the middle .In summary, it was determined that Hilton is reporting at the highest level, based on the measured indicators in addition to receiving external assurance on their disclosed results from implemented practices, The other four companies have further steps they should take to better communicate their sustainable practices and overall commitment to sustainability.
Information was examined using thirteen indicators of sustainability. Eight indicators were chosen that represented environmental sustainability, plus five indicators that represent social and economic sustainability. Based on the information analyzed, each company received a score for each indicator according to the level of information disclosed. This created a sustainability scorecard, with Marriott and Hilton scoring the highest, Wyndham and Best Western scoring the lowest, and Choice Hotels falling in the middle .In summary, it was determined that Hilton is reporting at the highest level, based on the measured indicators in addition to receiving external assurance on their disclosed results from implemented practices, The other four companies have further steps they should take to better communicate their sustainable practices and overall commitment to sustainability.
ContributorsStefanowski, Stacey Rita (Author) / Nyaupane, Gyan (Thesis director) / Chhabra, Deepak (Committee member) / Watts College of Public Service & Community Solut (Contributor) / School of Accountancy (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05