The Netherlands is South Africa's fifth most important market and therefore South Africa has to maintain this market potential. If South Africa can maintain a steady growth rate of between 3- 5% it would be a very sustainable growth rate for South Africa's economy. This leads to the main aim of the study, namely to develop a sustainable marketing strategy for Dutch tourists to South Africa. Only 0.64% of a Dutch population of 15 million visited South Africa in 2002 which is an indication that the market still has some growth potential. This study is important to gain a better understanding of the Dutch tourist market in order to develop an effective marketing strategy. In order to achieve the above-mentioned aim, 400 questionnaires were distributed randomly on different train routes in the Netherlands. The study indicated that: The main finding of the study is that South Africa should follow a Differentiated strategy to target the market segments. A differentiated marketing strategy is when a destination identifies more than one viable target market segment and prepares marketing mixes (product, price, place and promotion) for each segment. This study identified three different market segments for the purpose of maintaining the current market and to exploit a new market. The market was extended to market segment 1 and 2. Market segment 1: Young explorers- Age group 20-24 years (students) Market segment 2: Knowledge seekers- Age group 35-49 years (Non-profit workers) For maintaining the current market, segment 3 was identified Market segment 3: Ambitious travellers-Age group 25-34 years (Sales Personnel) 9 A sustainable marketing strategy is an ongoing strategy for the future and not one big campaign. It should consist of a series of actions or small marketing efforts that can maintain and extend the market for sustainability. 9 For sustainability always monitor the Dutch tourism demand (Dutch tourists' needs) and the supply (how many tourists South Africa can accommodate) on regular bases. A successful marketing strategy should indicate the direction in which all the marketing efforts are made, for instance to increase arrival figures and maintaining a sustainable growth rate of between 3-5% per year. / Thesis (M.Com. (Tourism Management))--North-West University, Potchefstroom Campus, 2004.

The tourism industry is a young industry in Sweden but important for the economy and a large part of the field is mountain tourism. Marketing a place is called destination marketing, which has become a huge phenomenon and an important part of efforts for promotion in the tourism industry. The entrepreneurs in the tourism industry are an important part, as these are a big part of the destination. Their marketing and communication becomes a force to reckon with in order to attract tourists to the area. The purpose of this study is to examine how entrepreneurs through destination marketing reach their target market and with the intention to identify marketing channels that the entrepreneur uses. To achieve this, two questions will be answered: How can entrepreneurs attract customers through destination marketing? Which marketing channels do business owners use to reach out to their target market in the tourism industry? The theories used in this study are destination marketing, internet marketing, services marketing, and entrepreneurs as business owners. This study’s methodology consists of four semi-structured interviews with companies operating in Åre, which is a destination where tourists can visit the mountain all year out. Also a content analysis has been done where an observation was made looking at the company’s internet marketing. The conclusion is that the entrepreneurs through collaboration can increase the demand on the destination and reach out to more tourists. The marketing channels that was used the most is digital communication, more specifically, social media like Facebook and Instagram. Also search engine optimization to get higher traffic to the corporate website is used.

The Netherlands is South Africa's fifth most important market and therefore South Africa has to maintain this market potential. If South Africa can maintain a steady growth rate of between 3- 5% it would be a very sustainable growth rate for South Africa's economy. This leads to the main aim of the study, namely to develop a sustainable marketing strategy for Dutch tourists to South Africa. Only 0.64% of a Dutch population of 15 million visited South Africa in 2002 which is an indication that the market still has some growth potential. This study is important to gain a better understanding of the Dutch tourist market in order to develop an effective marketing strategy. In order to achieve the above-mentioned aim, 400 questionnaires were distributed randomly on different train routes in the Netherlands. The study indicated that: The main finding of the study is that South Africa should follow a Differentiated strategy to target the market segments. A differentiated marketing strategy is when a destination identifies more than one viable target market segment and prepares marketing mixes (product, price, place and promotion) for each segment. This study identified three different market segments for the purpose of maintaining the current market and to exploit a new market. The market was extended to market segment 1 and 2. Market segment 1: Young explorers- Age group 20-24 years (students) Market segment 2: Knowledge seekers- Age group 35-49 years (Non-profit workers) For maintaining the current market, segment 3 was identified Market segment 3: Ambitious travellers-Age group 25-34 years (Sales Personnel) 9 A sustainable marketing strategy is an ongoing strategy for the future and not one big campaign. It should consist of a series of actions or small marketing efforts that can maintain and extend the market for sustainability. 9 For sustainability always monitor the Dutch tourism demand (Dutch tourists' needs) and the supply (how many tourists South Africa can accommodate) on regular bases. A successful marketing strategy should indicate the direction in which all the marketing efforts are made, for instance to increase arrival figures and maintaining a sustainable growth rate of between 3-5% per year. / Thesis (M.Com. (Tourism Management))--North-West University, Potchefstroom Campus, 2004.

The purpose of this study was to identify tourist profiles as a segmentation variable for three festivals (Innibos, Oppikoppi and Volksblad). Numerous segmentation studies have been done in the past; however, few were done where profiles were used as variables for segmentation of arts festivals. Market segmentation is the way in which tourism companies divide a market into smaller, more clearly defined groups that share similar needs, wants, and characteristics. Segmentation is important in order for a destination to target the right kind of visitor. Other reasons for doing this type of research is to increase the number of new tourist arrivals; to increase the length of stay of tourists; the amount of tourist expenditure per visitor stay and to broaden the activities and shows that are offered. Research for this study was undertaken at three festivals. These festivals are Innibos, Volksblad and Oppikoppi respectively. Questionnaires were distributed randomly during the course of the festivals. Data collection was done by field workers who distributed questionnaires to the attendants of the festivals. At each of the three festivals questionnaires were interviewer administered and the "recall method" was used, where respondents had lo recall their spending. It was also a destination-based survey, where interviews were held on-site during the event. Different sites were chosen to limit response bias towards a certain group of festival attendants. The questionnaires were distributed throughout the course of the three festivals respectively. The data was used to compile graphs and tables so that a profile of each festival can be designed. Correlations between the three festivals and their profiles were made. In this case the effect size is given by w= √(x2/n), where x2 is the usual Chi-square statistic for the contingency table and n is the sample size. In the special case of a 2x2 table, the effect size (w) is given by phi (Φ) coefficient. Note that the effect size is again independent of sample size. Oppikoppi has an average of 10 000 attendants, lnnibos and Volksblad have an average of approximately 30 000 attendants per year. The sample size of 400 questionnaires for Volksblad and 400 questionnaires for lnnibos was anticipated and 200 for Oppikoppi. The variables that were the focus point of this study were gender, occupation, language, province where the attendants reside, travel group size and number of days at festival. This information can contribute to better marketing and more targeted markets for a larger number of attendants. The organiser can determine what type of entertainment, music, song and dance can be packaged and marketed as a unique product. The research indicated that organisers from Volksblad and lnnibos can focus more on family entertainment that is suitable for the whole family. Oppikoppi is a rock festival and therefore the organisers can get more rock bands, especially Afrikaans rock. All three festivals are for Afrikaans speaking people so they can use Afrikaans magazines and newspapers as well as Afrikaans radio stations to market these festivals in the province of deliverance as well as bordering provinces. The study contributes to the information of the larger festivals that already exists like Aardklop, Grahamstown and KKNK. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2007.

Individual businesses from a variety of sectors network and work together to create a successful tourist experience. The interdependencies of organisations producing this experience make cooperation a necessity in destination marketing. Despite the centrality of cooperation and networking in tourism marketing relatively little empirical research has been conducted in this area. This thesis uses the case of the development of the official NZ website www.purenz.com (purenz) to examine the role, form and process of inter-organisational cooperation in destination marketing. Drawing on in-depth interviews with thirty- five industry members involved in establishing and managing www.purenz.com between 1999 and 2006 this thesis makes a number of contributions to both the marketing and tourism literature. The thesis confirms that there are considerable difficulties in broadening the marketing role of the national tourism organisation (NTO) beyond destination promotion. The study also finds that destination marketing and destination management are still perceived as separate processes in the NZ tourism industry. In addition, the results of this study provide support for the view that the social networks in which firms are embedded have a considerable influence on inter-organisational alliance formation. This thesis contributes to the development of theoretical approaches to the study of cooperation in destination marketing by identifying five levels of cooperation in destination marketing: passive acceptance, support, alignment, contribution and pooling. The levels are based on the different types of input that may be required from stakeholders by the NTO. The level of cooperation desired in a particular context is a strategic choice to be made by the destination marketing management. This choice is affected by the existing characteristics of the tourism network; the NTO leaders’ perception of the need for and value of cooperation in destination marketing and also by the extent of shared understanding of the scope of destination marketing management among tourism stakeholders. The research points to the need to develop further the network characteristics affecting cooperation in destination marketing. Further work is also needed to develop a more complete profile of the five levels of cooperation identified by this study and the investment required to achieve each level of cooperation.

The main purpose of this study was to develop a destination branding and positioning framework, with particular reference to the Zimbabwean experience. The theoretical underpinnings and concepts used in this study were destination marketing, destination branding and positioning, image and destination competitiveness. To provide a strategic context to the study, branding as a key element of destination marketing was clarified; the strategic role of branding /re-branding in the positioning/repositioning of a destination was outlined; international trends and best practices in branding and positioning were evaluated; and the destination marketing situation in Zimbabwe, with particular emphasis on the status of branding and positioning, was determined. To determine key stakeholder attitudes, experiences and expectations regarding the branding and positioning of Zimbabwe as a tourism destination, a stakeholder survey was carried out during 2006 and 2007. Stakeholder groups included in the survey were key industry representative bodies, national tourism authorities, publicity associations, tour operators and airlines flying into Zimbabwe. The study concludes that the concept of branding has varied interpretations in destination marketing. While branding can be used as a strategic tool to reposition a destination, the study notes that there are a number of non-tourism factors which can erode brand equity rendering a destination brand obsolete. It observes that unless and until these non-tourism factors are addressed the destination brand may not perform optimally. Any destination that needs to re-brand has to deal with the image issues before any meaningful re-branding activities can take place. The consistent use of well focused promotional and public diplomacy strategies as well as proactive crisis management should be used to pull the destination from its negative equity. A key outcome of the study is a strategic framework for branding and positioning a destination in crisis. It sets out guidelines for the stakeholders on how to implement the branding process. In addition, the framework adds value to destination marketing since it can be applied as a frame of reference in understanding the complexities of destination branding. While the framework has been developed in a Zimbabwean context, it can be applied to other destinations which have a need to brand or re-brand. An integrated marketing and communication strategy is recommended since branding alone may not yield positive results under a crisis situation. At the same time the destination needs to address political and economic issues, design strategies that can bring together all the stakeholders, while encouraging alliances and joint ventures among tourism operators. The study contributes to the existing body of knowledge regarding destination marketing, particularly destination branding. / Thesis (PhD)--University of Pretoria, 2009. / Tourism Management / unrestricted

In the tourism industry local and regional food holds great potential as a contributor to sustainable competitiveness at a destination. However, from an analysis of the literature and promotional material of South African and key international destinations, there is an indication that the contribution of food to sustainable tourism and the marketing of destinations has received very little attention globally as well as in South Africa. A framework and guidelines for developing and implementing food tourism could enable destination marketers and entrepreneurs to optimise the tourism potential of local and regional food. To this end a Strategic Food Tourism Destination Marketing Framework was conceptualised and was based on the findings of a South African situation analysis and international trends and best practices. The South African situation analysis entailed an empirical investigation into food tourism, a key component of destination marketing in South Africa, to determine its current status, future potential and initiatives. Regional and provincial destination marketing organisations were involved in the research process To support the Strategic Food Tourism Destination Marketing Framework, two key tools were developed, namely FOODPAT (a tourism and culinary atlas linked to a geospatial database) and a Product Potential and Attractiveness Tool. The framework and tools were tested in a South African destination, the Winelands of the Western Cape. Its application revealed that the stakeholder users were successfully provided with mechanisms to develop and implement food tourism. This study presents the key components and gives an evaluation of the framework and tools that were developed. Guidelines and recommendations for the development, packaging and marketing of local and regional foods are postulated. Proposals for future research are put forward. AFRIKAANS : Plaaslike en streeksvoedsel het potensiaal om by te dra tot volhoubare kompeterendheid in toerismebestemmings. ‘n Analise van resente literatuur en promosiematerial van Suid-Afrikaanse en sleutel internasionale bestemmings bevestig dat in Suid-Afrika en wêreldwyd relatief min aandag aan die bemarking en bydrae van plaaslike en streeksvoedsel tot volhoubare toerisme en die bemarking van bestemmings gegee is. ‘n Raamwerk en riglyne vir die ontwikkeling en implementering van voedseltoerisme kan bemarkers en entrepreneurs van ‘n bestemming in staat stel om die toerisme potensiaal van plaaslike en streekskos te bevorder en optimaal aan te wend as ‘n bemarkingsmiddel. Gevolglik is ‘n Strategiese Voedseltoerisme Bestemming Bemarkingsraamwerk gekonseptualiseer, gebaseer op die bevindinge van ‘n Suid-Afrikaanse situasie-analise, sowel as internasionale neigings en praktyke. Die Suid-Afrikaanse situasie-analise het ‘n empiriese ondersoek behels van streeks- en provinsiale bestemmings- bemarkingsorganisasies om sodoende die status tans, toekomstige potensiaal en voedseltoerisme inisiatiewe as sleutelkomponent van bestemmingsbemarking in Suid-Afrika te bepaal. As ondersteuning vir die Strategiese Voedseltoerisme Bestemming Bemarkingsraamwerk is twee primêre hulpmiddels ontwikkel, naamlik: FOODPAT (‘n toerisme- en voedselatlas, gekoppel aan ‘n geografiese databasis) en ‘n Product Potential and Attractiveness Tool. Die raamwerk en hulpmiddels is by ‘n Suid-Afrikaanse bestemming, naamlik die Wes Kaapse Wynlande, getoets en het rolspelers sodoende van hulpmiddels voorsien om voedseltoerisme te ontwikkel en te implementeer. Hierdie studie beskryf en evalueer die sleutelkomponente, asook die raamwerk en hulpmiddels wat ontwikkel is. Riglyne en aanbevelings vir die ontwikkeling, verpakking en bemarking van plaaslike en streekskosse word voorgestel. Voorstelle vir toekomstige navorsing word ook aangedui. / Thesis (PHD)--University of Pretoria, 2007. / Tourism Management / unrestricted

The aim of the thesis is to project possibilities of expansion of winter season resort to a summer season resort. The work aims at mountain ski resort and the development of its further activities for summer season. The particular example on which is this development adopted is mountain ski resort Donovaly. For particular projects was used theoretical knowledge of marketing and its tools. Theoretical analysis follows that the best way how to develop present-day's destinations is complex management. There are created destination management organizations for this purpose. It was used resort's analysis focused on basic requirements of tourism to process the project. Further development of the resort is based on these basic requirements of tourism. The analysis includes also customers' questionnaire survey. Theoretical knowledge and analysis are translated into practical projects of development possibilities of ski resort Donovaly to become also a summer resort of tourism.

Work presents the theoretical aspects of destination management and marketing. It defines the destination management and sustainable development of tourism. The work is applied to destination management and destination marketing in region Sokolovsko. For this destiaci is proposed marketing strategy and marketing mix.

The aim of this work is to create a profound analysis of tourism potential of Sokolov region located in Western Bohemia, the region with long industrial history. There are described location and realization factors of tourism in this region with concrete examples, the current offer of tourism services is mentioned, new projects are brought to the attention and the success of the older ones is reviewed. The following part of this work is devoted to an introduction into theory of destination marketing and management with specification of its participants. The final part deals with investigation among local people, visitors and travel agencies which analysed their opinion of tourism potential of this destination. The main goal of this work is to show that in the future Sokolov region is supposed to be a very nice place to visit and spend some time on holiday.