Visitor Perception and Expectation of Heritage Tourism at Mahabalipuram Monuments

This chapter explores visitor perception and expectation of heritage tourism at Mahabalipuram group of monuments. Visitor opinions were collected in the form of constructed questionnaire to study the perception and expectation of Mahabalipuram as the visitors can act as ambassadors for heritage tourism development. The research objectives of this study were therefore to assess tourists' motives for visiting Mahabalipuram, their expectation of the heritage destination, and their perception after visiting the monument. The competitiveness as a destination and the gap between tourists' perceptions and expectations were assessed in the current study. The present study discloses the gap of visitor expectations and their perceived feelings of the heritage destination. Visitor perception on the major 5A's were assessed in this study, which pave the way for better positioning and planning of the destination.

Heritage Consumption in the Neo-Liberal Agenda

Buenos Aires city in the days post convertibility crisis appealed to the adoption of tourism as a fresh economic alternative to struggle against poverty and the financial crises. The currency exchange, as well as the abandonment of the convertibility system, favoured Argentina in many ways. For example, Buenos Aires was selected by neighbouring countries as a main tourist destination. This chapter reviews the effects of tourism in the urban landscape, such as real estate speculation, gentrification process, only to name few. The authors stress the role played by urban heritage in the process of touristification—as some voices adhere—which is conducive to the transformation of old industrial neighbourhoods.

The Engineering of Territorial Tourism Study Case of Algeria

Tourism is a vital sector that presents one of the ways of economic diversification of a country. It has become a major economic activity that plays an important role in bringing people, countries, and regions together. In addition, it is an area promoted as a strategic sector since it provides a high percentage of foreign exchange earnings and represents a major share of GDP. Also, it provides a large number of jobs, especially for the most vulnerable groups in the society, including women, young people, and the low-skilled. Boosting this sector would result in remedying the inadequacy of the budgets allocated to the sector to allow maximum investments and to improve the business climate.

Airbnb as a Tourism Supply Chain Champion for Small Businesses

Airbnb is viewed as an advocate of small micro medium enterprises (SMMEs) in order to boost their revenue. Furthermore, in 2016, Airbnb released a report stating that its community generated R2.4 billion in economic activity in SA, which is the estimated sum of guest spending and host income. It is important to elucidate that SA's tourism fraternity has been amongst the best performing sectors amid the challenges it is faced with. The sharing economy concept requires all tourism stakeholders to work together (public-private partnership) in order to see its fruition. The sharing economy represents the power of the collaborative consumption and become a means to create an additional value chain for the tourism industry by decreasing the barriers of entry. The Airbnb Africa Academy is a pro-poor skills development and support initiative that was piloted in South Africa, and it has increased access and the success of hosts on the Airbnb platform.

Modeling Destination Competitiveness

Tourism is a tactical economic practice across the globe, but the urban and provincial transformations in the industry are strongly contemplated in the light of an unfamiliar shift in tourism business. This chapter discusses an integrated concept with a framework relating systematic approach of managing the destination and its competitiveness. An investigation on the impact on tourism and the recent narrative of national, regional, and local planning approach directs towards efficient destination management organizations (DMO) in practice for future development. This has proceeded by the formation of a competitive approach, emphasizing on the DMO roles and responsibilities helpful for a destination management during an unfamiliar business trend. Modeling destination competitiveness demands an absolute mechanism through destination rebranding, restructuring, and repositioning with DMOs for enabling competency.

Monginis

Monginis was started in 1970 at Chembur, Mumbai, India, with just one store. The franchise model that it pioneered in the industry embraced some real-time practices of human development that were carefully captured through the recruitment strategy, job engagement, training, positive work environment, along with strategic practice of embracing local taste in product that has summoned success. How will Monginis reach out to every Indian? While the franchise model has led to expansion and growth, the company does not wish to sit idly on past laurels, but how should it move ahead? This is an updated case study that touches upon two additional dimensions: 1) getting children to bake a cake program and 2) training intervention and buddy support to the franchisee team.

A Futuristic Approach to Sustainable Tourism Development

In spite of the enormous efforts and implementation of the masterplans for the development of rural areas in Iran, the majority face economic, social, and ecological challenges that jeopardize their future, particularly where tourism has been prescribed as a panacea. Among those, Kandovan, known as the only inhabited rocky village in the world that attracts half a million visitors, annually entails excessive consideration and as a case embraces imperative contributions to the sustainability-future research domain. This study aims to contribute to an enhanced understanding of the nexus between “sustainable development” and the “future” in tourist destinations. Through the analysis of the secondary data, this study takes a scenario-planning approach and discusses the current social, environmental, and economic themes: the foundation of four potential future scenarios. The underpinned framework in the context of Kandovan offers noteworthy implications both in theory and practice of tourism by proposing an area-based planning model according to the emerged alternative scenario.

Revenue Management in Portugal

The world is constantly changing, and the hotel industry is one of the sectors where we can feel it the most. Nowadays, the hotel market is dynamic, diverse, difficult, and dangerous, which creates new challenges for hotel managers, particularly in terms of revenue, creation, and optimization. In order to overcome that, revenue management emerges as a crucial price management tool to face competitiveness and business growth. This study aims to analyze the practices and advantages of revenue management, as well as understand if its implementation in Portugal influenced the revenue and growth of the hotel industry. It also intends to analyze whether there is adequate revenue training or if further training should be required. A quantitative methodology was used, and 284 answers were collected. From those answers, 115 were validated, analyzed, and discussed. Conclusions were made, and finally some limitations were presented as well as suggestion for future research.

Destination Attributes and Tourist Satisfaction in Jaipur as a Culture Tourism Destination

The chapter is an attempt towards measurement of tourist satisfaction towards different selected destination attributes from responses of four hundred randomly collected sample data through a structured questionnaire. The collected data were analyzed with the help of suitable statistical tools. The result of the chapter identified different attributes of the destination and classified them into satisfying, neutral, and dissatisfying attributes. The chapter also provides an overview of overall satisfaction of the tourists as well as discovers the important factors of destination attributes. The findings conclude some recommendations and suggestions to develop strategies to increase tourist arrival to ensure repeat visit.

Tourism, Terrorism, Morality, and Marketing

This chapter not only explores the dilemmas of tourism security and safety in these difficult days but reflects the author's own experience in the field. In 2015, when he first wrote this chapter, the number one issue in tourism security was how to handle terrorism's multiple forms. Terrorism had gone through several mutations since the 1960s. The terrorism of 2015 was very different from that of September 11th, 2001 and in reality even more different from the acts of terrorism against the tourism industry that had begun in the 1960s. Tourism continued to suffer from acts of terrorism that had occurred throughout the world. Although each act of terrorism hurt the industry, massive damage on the macroscale had not occurred in the nine years from 2001-2015, or in the years prior to 2001. In 2020, Covid-19 has destroyed thousands of lives, and in tsunami fashion, it has economically swept away everything that came before it. In Europe the virus wiped out tourism in such major tourism nations as France, Italy, Spain, and the United Kingdom.