Skip to main content

How Flow-Based Destination Management Blends Theory and Method for Practical Impact

  • Chapter
  • First Online:

Part of the book series: Tourism, Hospitality & Event Management ((THEM))

Abstract

The practicalities of destination management present daunting challenges. We introduce «The Visitor Flow Approach» as a way to deal with those challenges. This practical approach to destination management is an example of how research on destination management can bridge the divide between insights and impact despite theorizing tourism as a complex social phenomenon. Specifically, we illustrate how Swisscontact, a development agency, blends the theory of flow-based destination management and the six–step method of the St. Gallen Model for Destination Management to create real impact in emerging and developing countries. We present their experiences and lessons learned from four specific contexts (Laos, Macedonia, Kosovo, and Indonesia) and additional applications across four continents.

This is a preview of subscription content, log in via an institution.

Buying options

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   169.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD   219.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Notes

  1. 1.

    Swisscontact is the business-oriented foundation for international development cooperation. Working in 34 countries with over 1200 staff, Swisscontact has been fostering economic, social, and environmental development since 1959. Tourism development as a means for local economic development has been in Swisscontact’s portfolio since the early 1990 and has focused on destination and tourism skills development. Aware of tourism not only creating benefits but also bearing risks for social and ecological impact, Swisscontact in recent years has defined 18 dimensions for assessing a broad spectrum of impact of tourism development. Swisscontact works with the St. Gallen model for destination management since 2013. The stakeholder-centered orientation of this approach allows Swisscontact to facilitate and support tourism development without taking an active role in local markets.

References

  • Bahar, O., & Kozak, M. (2007). Advancing destination competitiveness research: Comparison between tourists and service providers. Journal of Travel & Tourism Marketing, 22(2), 61–71.

    Article  Google Scholar 

  • Beritelli, P. (2011a). Do actors really agree on strategic issues? – Applying consensus analysis of stakeholder perceptions in tourist destination communities. Tourism Analysis, 16(4), 219–241.

    Article  Google Scholar 

  • Beritelli, P. (2011b). Tourist destination governance through local elites – Looking beyond the stakeholder level. Post-doctoral thesis, University of St. Gallen, St. Gallen.

    Google Scholar 

  • Beritelli, P., & Bieger, T. (2014). From destination governance to destination leadership – Defining and exploring the significance with the help of a systemic perspective. Tourism Review, 69(1), 25–46.

    Article  Google Scholar 

  • Beritelli, P., Laesser, C., Reinhold, S., & Kappler, A. (2013). Das St. Galler Modell für Destinationsmanagement – Geschäftsfeldinnovation in Netzwerken. St. Gallen: IMP-HSG.

    Google Scholar 

  • Beritelli, P., Bieger, T., & Laesser, C. (2014). The new frontiers of destination management – Applying variable geometry as a function-based approach. Journal of Travel Research, 53(4), 403–417.

    Article  Google Scholar 

  • Beritelli, P., Reinhold, S., Laesser, C., & Bieger, T. (2015). The St. Gallen model for destination management. St. Gallen: IMP-HSG.

    Google Scholar 

  • Beritelli, P., Buffa, F., & Martini, U. (2016). Logics and interlocking directorships in a multi-stakeholder system. Journal of Destination Marketing & Management, 5(2), 107–116.

    Article  Google Scholar 

  • Bornhorst, T., Ritchie, B., & Sheehan, L. (2010). Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders’ perspectives. Tourism Management, 31(5), 572–589.

    Article  Google Scholar 

  • Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21(1), 97–116.

    Article  Google Scholar 

  • Castells, M., Francke, M., & Ham, E. (2006). The space of flows (pp. 1–12). Retrieved from http://socgeo.ruhosting.nl/html/files/geoapp/Werkstukken/CastellsFlows.pdf website.

    Google Scholar 

  • DiPietro, R. B., Wang, Y., Rompf, P., & Severt, D. (2007). At-destination visitor information search and venue decision strategies. International journal of tourism research, 9(3), 175–188.

    Article  Google Scholar 

  • Fesenmaier, D. R., & Jeng, J. (2000). Assessing structure in the pleasure trip planning process. Tourism analysis, 5(1), 13–27.

    Google Scholar 

  • Fyall, A. (2011). Destination management: Challenges and opportunities. In Y. Wang & A. Pizam (Eds.), Destination marketing and management: Theories and applications (pp. 340–357). Cambridge, MA: CAB International.

    Chapter  Google Scholar 

  • Gigerenzer, G., & Gaissmaier, W. (2011). Heuristic decision making. Annual review of psychology, 62(1), 451–482.

    Article  Google Scholar 

  • Gunn, C. A. (1972). Vacationscape: Designing tourist environments. Austin: Bureau of Business Research, University of Texas.

    Google Scholar 

  • Hyde, K. F., & Laesser, C. (2009). A structural theory of the vacation. Tourism Management, 30(2), 240–248.

    Article  Google Scholar 

  • Johns, N., & Mattsson, J. (2005). Destination development through entrepreneurship: A comparison of two cases. Tourism Management, 26(4), 605–616.

    Article  Google Scholar 

  • Kaspar, C. (1995). Management im Tourismus. Bern: Verlag Paul Haupt.

    Google Scholar 

  • Kozak, M., & Rimmington, M. (1999). Measuring tourist destination competitiveness: Conceptual considerations and empirical findings. International Journal of Hospitality Management, 18(3), 273–283.

    Article  Google Scholar 

  • Laesser, C., & Beritelli, P. (2013). St. Gallen consensus on destination management. Journal of Destination Marketing & Management, 2(1), 46–49.

    Article  Google Scholar 

  • Lau, G., & McKercher, B. (2006). Understanding tourist movement patterns in a destination: A GIS approach. Tourism and Hospitality Research, 7(1), 39–49.

    Article  Google Scholar 

  • Leiper, N. (1979). The framework of tourism: Towards a definition of tourism, tourist, and the tourist industry. Annals of Tourism Research, 6(4), 390–407.

    Article  Google Scholar 

  • MacCannell, D. (2001). Tourist agency. Tourist Studies, 1(1), 23–37.

    Article  Google Scholar 

  • Maggi, R. (2014, June 10–13). “Get there”, “Stay there”, “Live there” – Household production of the tourist experience and its implications for destinations. Paper presented at the 2nd Biennial Forum “Advances in Destination Management”, St. Gallen (Switzerland).

    Google Scholar 

  • Miossec, J. M. (1977). Un modèle de l’espace touristique. Espace géographique, 6(1), 41–48.

    Article  Google Scholar 

  • Moore, K., Smallman, C., Wilson, J., & Simmons, D. (2012). Dynamic in-destination decision-making: An adjustment model. Tourism Management, 33(3), 635–645.

    Article  Google Scholar 

  • Pearce, D. G. (1979). Towards a geography of tourism. Annals of Tourism Research, 6(3), 245–272.

    Article  Google Scholar 

  • Pike, S., & Page, S. (2014). Destination marketing organizations and destination marketing: A narrative analysis of the literature. Tourism Management, 41, 202–227.

    Article  Google Scholar 

  • Reinhold, S., Laesser, C., & Beritelli, P. (2015). 2014 St. Gallen consensus on destination management. Journal of Destination Marketing & Management, 4(2), 137–142.

    Article  Google Scholar 

  • Reinhold, S., Laesser, C., & Beritelli, P. (2017). The 2016 consensus on advances in destination management. Journal of Destination Marketing & Management, 8(2), 426–431.

    Google Scholar 

  • Ritchie, B., & Crouch, G. I. (2003). The competitive destination: A sustainable tourism perspective. Oxon: CABI.

    Book  Google Scholar 

  • Russell, R., & Faulkner, B. (2004). Entrepreneurship, chaos and the tourism area lifecycle. Annals of Tourism Research, 31(3), 556–579.

    Article  Google Scholar 

  • Sheller, M., & Urry, J. (2006). The new mobilities paradigm. Environment and planning A, 38(2), 207–226.

    Article  Google Scholar 

  • Shoval, N., & Isaacson, M. (2010). Tourist mobility and advanced tracking technologies. New York: Routledge.

    Google Scholar 

  • Smith, S. L. J. (1994). The tourism product. Annals of Tourism Research, 21(3), 582–595.

    Article  Google Scholar 

  • Tkaczynski, A., Rundle-Thiele, S. R., & Beaumont, N. (2009). Segmentation: A tourism stakeholder view. Tourism Management, 30(2), 169–175.

    Article  Google Scholar 

  • Tremblay, P. (1998). The economic organization of tourism. Annals of Tourism Research, 25(4), 837–859.

    Article  Google Scholar 

  • Zehrer, A., Smeral, E., & Hallmann, K. (2016). Destination competitiveness—A comparison of subjective and objective indicators for winter sports areas. Journal of Travel Research, 56(1), 55–66.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Pietro Beritelli .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2019 Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Beritelli, P., Crescini, G., Reinhold, S., Schanderl, V. (2019). How Flow-Based Destination Management Blends Theory and Method for Practical Impact. In: Kozak, N., Kozak, M. (eds) Tourist Destination Management. Tourism, Hospitality & Event Management. Springer, Cham. https://doi.org/10.1007/978-3-030-16981-7_17

Download citation

Publish with us

Policies and ethics