Title
Prof. Dr.
Last Name
Beritelli
First name
Pietro
Email
pietro.beritelli@unisg.ch
ORCID
Phone
+41 71 224 25 25
Homepage
1 - 5 of 5
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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:Volume:Issue:
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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:Volume:Issue:
Scopus© Citations 24 -
Publication“How Come You Are Here?” Considering the Context in Research on Travel DecisionsTravel decision research still struggles to explain a large portion of the variance in travel choices. We argue that advances in this domain must originate from a shift in the kinds of questions we ask travelers to understand what triggers their decisions. The proposed shift from “Why did you . . . ?” to “How come . . . ?” changes the emphasis from retrospective sense giving to a contextual understanding of travel choice, focusing in particular on the constellations that produce actual travel behavior. This shift opens research avenues of a new theoretical and methodological nature and has fundamental implications for consumer research as well as destination marketing practices.Type:Journal:Volume:Issue:
Scopus© Citations 6 -
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:Volume:Issue:
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.