Options
Christian Laesser
Title
Prof. Dr.
Last Name
Laesser
First name
Christian
Email
christian.laesser@unisg.ch
Phone
+41 71 224 25 25
Homepage
Now showing
1 - 10 of 79
-
PublicationWie können Destinationen ihre Zweitwohnungsbesitzer einbinden? – Ein Prozess für aktives Engagement(Erich Schmidt Verlag, 2024-03-04)The author proposes a four-step process that destinations can use to create active engagement among their second home owners. In recent years, engagement has moved to the top of many managers’ strategic priority lists. Engagement theory helps to understand how the relationship between a destination and its second home owners can be made more productive. However, most research on engagement focuses on the demand side, i.e. how customers, employees or investors engage with companies, brands or destinations. This comparative case study examines engagement from the supply side, i.e. how destinations can actively engage their second home owners. The author concludes that destinations must follow a four-step process to achieve engagement from their second home owners. When destinations focus on making their relationship with second home owners visible, accessible, manageable and usable, they can engage second home owners in a structured and systematic way. The study promotes the supply-side view of engagement and the flow-based view of destinations. The results are of great importance for destination managers, political decision-makers and those responsible for tourism marketing.Type: book sectionVolume: 15
-
PublicationInfluencer-Marketing und Social Media-Beiträge durch Tourismusorganisationen – Alter Wein in neuen SchläuchenSoziale Medien und speziell Influencer Marketing spielen für die Gewinnung von Besuchern in eine Destination zunehmend eine wichtige Rolle, vor allem für Tourismusorganisationen (DMO). Dieser Beitrag stellt den wissenschaftlichen Erkenntnisstand vor und zeigt die Grenzen der mit ‘celebritiy endorsement’ sowie dem Engagement von DMOs in sozialen Medien verbundenen Praktiken. Eine Studie mit 768 untersuchten Reisen zeigt, dass nur für die Gestaltung eines Tagesprogramms und die Entscheidung einzelner Aktivitäten Blogger sowie die Präsenz von DMOs auf sozialen Medien eine beschränkte Wirkung haben. In der Praxis wiederholt erwähnte Einzelfälle haben anekdotischen Charakter und rechtfertigen den heute zunehmenden Aufwand für solche Praktiken nicht.Type: book section
-
Publication
-
PublicationE-Business Models in TourismThe purpose of this chapter is to reflect on business models employed by online travel service providers since the beginning of online travel until 2019. In lockstep with technological development, this study identified three time periods of development. For each period, we investigate cases that best represent e-business model development. Employing Wirtz’s four business-to-consumer business model subtypes, we found that the commerce-type model (focus on trade transactions) dominated online travel agencies until 2000, while the next period was characterized by the advent of Web 2.0-enabled content-type models (providing online content, specifically user-generated content) and context-type models (aggregation of already existing online content) for information search portals. Finally, the increased complexity of the Internet in the last decade is also captured in multiple online business models …Type: book section
-
PublicationType: book sectionJournal: Schweizer Jahrbuch für TourismusVolume: 10
-
PublicationType: book sectionJournal: Jahrbuch der Schweizer HotellerieVolume: Auflage 4600 Exemplare
-
PublicationType: book section
-
PublicationType: book sectionJournal: Schweizer Jahrbuch für Verkehr
-
PublicationAtmospheric turn and digitisation as chances for a sustainable destination managementFor actors in a tourism destination, the atmospheric turn initially means looking at themselves in a more holistic and differentiated way. Through the analysis of strategic visitor flows, it is possible to identify subspaces with high frequency, which thus become identification spaces of a destination. Together with other identification fields, they shape the destination brand understood as spatial and atmospheric entity. This enables a different view of a destination, its structure and generates new opportunities for destination management, which wll be discussed in the form of an outlook. A destination manager, for example, could in the future collaborate with governmental bodies responsible for spatial planning and with private builders on spatial design projects and introduce the perspective of the destination as a branded space.Type: book sectionJournal: Atmospheric Turn in Culture and Tourism: Place, Design and Process Impacts on Customer Behaviour, Marketing and BrandingIssue: Vol. 16
Scopus© Citations 2 -
PublicationDas System Elektromobilität – Eine qualitatv-systemische Analyse der Einflussfaktoren auf die Elektromobilität in der Schweiz(IMP-HSG Institut für Systemisches Management und Public Governance, 2018-11)
;Gunziger, PhilippMaggi, Rico