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Pietro Beritelli
Title
Prof. Dr.
Last Name
Beritelli
First name
Pietro
Email
pietro.beritelli@unisg.ch
ORCID
Phone
+41 71 224 25 25
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1 - 10 of 19
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PublicationThe SOMOAR operationalization: a holistic concept to travel decision modellingMost state-of-the-art approaches for the analysis of the process of travel decision-making follow Woodworth’s neo-behaviouristic S–R (stimulus–response) or S–O–R (stimulus–organism–response) model. However, within this model, scholars primarily focus on the S–R relationship, investigating specific decisions by describing or explaining an outcome as the result of an input of several stimuli. There is a lack of investigation into the “O” dimension of the S–O–R model. This paper aims to contribute towards closing of this gap by conceptually and holistically expanding existing models with new perspectives and components.Type: journal articleJournal: Tourism ReviewVolume: Vol. 74Issue: No. 3
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PublicationThe 2016 St. Gallen Consensus on Advances in Destination ManagementThis article communicates the main insights of the third Biennial Forum on Advances in Destination Management (ADM), held in Vail, Colorado (USA). The substance of scholars’ and practitioners’ discussions can be divided into five topical domains: (1) relevance of experiences to the destination concept, (2) destination strategy and resilience, (3) the future of DMOs, (4) tourism taxation and regulation, and (5) big data and visitor management. For each domain, a goal-centered research agenda is offered, built on conference participants’ collective sense-making efforts during the three-day conference, followed by a dedicated consensus session.Type: journal articleJournal: Journal of destination marketing & management : JDMMVolume: 8Issue: 2
Scopus© Citations 24 -
Publication2014 St. Gallen Consensus on destination managementThis paper summarizes the main insights of the second Biennial Forum on Advances in Destination Management (ADM), held in St. Gallen (Switzerland). Issues in five domains preoccupied the discourse of scholars and practitioners alike: (1) the definition of ‘destination', (2) the purpose and legitimacy of destination management organizations (DMO), (3) governance and leadership in destination networks, (4) destination branding, and (5) sustainability. For each domain, this consensus offers a purposeful research agenda grounded in the ADM?s community of destination management and marketing researchers. This paper builds on conference participants? collective sense-making efforts expressed over the course of the conference and in a dedicated consensus session.Type: journal articleJournal: Journal of Destination Marketing & ManagementVolume: 4Issue: 2
Scopus© Citations 48 -
PublicationSize matters! - Increasing DMO effectiveness and extending tourist destination boundariesIn traditional community type of destinations, destination management organizations (DMOs) provide local services for visitors and fulfill destination marketing functions. On the demand side, they focus their activities on image and reputation building, product bundling and sales and distribution management. On the supply side they are involved in various functions like information services, coordination among the tourist SME's, infrastructure operation or support as well as destination planning functions. Traditionally these local DMOs, often to be found in mature tourist destinations, are organized as more or less public administrations and authorities or as public-private-partnerships, mostly covering the territory and being responsible for services in one or more municipalities. As traditional community type of destinations have to compete with company type of destinations like resorts, theme parks or even cruise boats, the respective DMOs have to transform themselves into modern, market oriented service centers. The current challenges require a critical budget and product-oriented regions, with a rather centralized marketing and management. Therefore, the reach and boundaries of destination areas must be evaluated and in many cases redefined. With the aim of deepening the understanding of destinations economics and delivering a structure for analyzing and organizing destination functions, this paper analyses the criteria for defining the boundaries of destinations and consequently budgets for the respective DMOs by looking at the case of the Swiss canton of Grisons. The conceptual paper is based on a single case study and demonstrates the link between type of destination and its life cycle position with its DMOs tasks, activities and budgets.Type: journal articleJournal: TourismVolume: 57Issue: 3
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PublicationDMOs bridging structural holes in destination networks : A perspective based on actor's networks( 2012-08-26)One of the main functions of Destination Management Organizations (DMO) in community-type of tourist destinations is to coordinate the supply network and therefore to serve as bridg-ing organization in a fragmented and complex system of organizations, institutions and stake-holder groups. Traditional research on the roles of DMOs, including the coordinating func-tion, builds on descriptive case studies and on the discussion of the cases at organizational/ destination level. We propose to change the perspective by analyzing the actor's level with the help of structural hole analysis of local elite networks. Thus, instead of describing the organi-zational role of coordination, we effectively measure the bridging value of the actors affiliated to the DMO in the network of the destination. The results of six selected destinations show that among the top four/ five bridging individuals in networks of between 13 to 42 actors, there are always not only the DMO directors but also at least one board member of the DMO. The paper concludes with further research in DMO board composition and evolution.Type: conference paper
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PublicationCustomer Value of Second Home Ownership: Insights from a Mature Market (Switzerland)(Australian and New Zealand Marketing Academy, 2007-12-03)
;Weinert, RobertThis paper discusses the customer value of second home ownership. Because non-rented second homes are an increasing problem in many Swiss alpine destinations (under-utilisation of costly communal infrastructure, visual impairment, loss of potential income from visitors) an investigation into the drivers and barriers of renting out second homes is needed. This study presents the results from approximately 50 in-depth interviews using the means-end approach in a hierarchical value map. The results reveals that the prime reason for renting out second homes is economic, and the reasons people do not rent out are psychological. Therefore, measures to increase the willingness to rent include economic incentives, but also reducing psychological barriers. -
PublicationThe St.Gallen Model for Destination ManagementThis book illustrates how man-made boundaries created the practical and academic problems that trouble destination management these days. More importantly, it offers an alternative perspective that allows transcending past boundaries and getting closer to the complexity that characterizes tourism as a social phenomenon. To this end, it introduces the St.Gallen Model for Destination Management (abb. SGDM).Type: book
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PublicationDas St.Galler Modell für Destinationsmanagement : Geschäftsfeldinnovation in Netzwerken(Institut für Systemisches Management und Public Governance (IMP-HSG), 2013)Kappler, Arnold
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PublicationType: book
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PublicationType: book sectionVolume: 2017/18