Abstract
The rise of new business models based on shared content and experience has required tourism destinations to adopt appropriate tools for the construction and promotion of their identity based on sociality, emotions, interaction and connectivity. The aim of this paper is to analyse actors, actions, processes and relations related to the adoption and development of storytelling practices in tourism destination management, analysing critical aspects linked to the generation of content and the narration of territories. As an attempt to understand the processes of innovation and value-creation underlying the development of storytelling in destination management (“destination telling”), the Service Dominant Logic, and the actor-network theory interpretative framework have been adopted. The study was conducted following the qualitative methodology of multiple case studies. In view of the interviews and the analyses conducted, Destination Telling preconditions, contents, managerial criteria and outcomes have been identified, in reference to each of the three stages (“planning”, “narration” and “assessment”) the process has to be split. Finally, managerial implications for an involving construction and sharing of stories to happen have been examined and discussed.
Highlights
In managerial literature, tourist destination is defined as a geographical space in which exists an «accumulation of tourist resources and attractions, infrastructure, equipment, service providers, other support sectors and administrative organizations, whose integrated and coordinated activities provide customers with the experiences they expect»(Wang, 2011, p. 2), that is to say: an appealing sum of products, services and activities var iously arranged in a geographically defined space but recognised as a unified offer by the tourist’s experience of it (Franch, 2010).In these terms, destination management strategies are called to predict the development of “offers” or, better, “value propositions” that create a total experience for the customer
This paper aims to: a) study the key factors and practices of storytelling in destination management, analysing critical aspects relating to content generation and place narration by both managers and users; b) test the hypothesis that the application of storytelling to destination management activities could represent a fundamental managerial tool outside and within the destination itself, as it supports the construction of the destination identity and enhances the stakeholders’ capacity for cooperation; c) model destination telling managerial practices, by identifying the actors, actions, processes and relations linked to the generation of content and the narration of territories by both managers and users
They have shown that the application of these tools can become useful to destination management practices both in the relationship with external stakeholders, and in the key of innovative communication and relationships with internal stakeholders, as they strengthen those aspects of destination identity building and promotion which are at the base of the whole enhancement processes
Summary
Tourist destination is defined as a geographical space in which exists an «accumulation of tourist resources and attractions, infrastructure, equipment, service providers, other support sectors and administrative organizations, whose integrated and coordinated activities provide customers with the experiences they expect»(Wang, 2011, p. 2), that is to say: an appealing sum of products, services and activities var iously arranged in a geographically defined space but recognised as a unified offer by the tourist’s experience of it (Franch, 2010).In these terms, destination management strategies are called to predict the development of “offers” or, better, “value propositions” that create a total experience for the customer. 2), that is to say: an appealing sum of products, services and activities var iously arranged in a geographically defined space but recognised as a unified offer by the tourist’s experience of it (Franch, 2010). Tourist destination is defined as a geographical space in which exists an «accumulation of tourist resources and attractions, infrastructure, equipment, service providers, other support sectors and administrative organizations, whose integrated and coordinated activities provide customers with the experiences they expect»(Wang, 2011, p. In these terms, destination management strategies are called to predict the development of “offers” or, better, “value propositions” that create a total experience for the customer. From a “lovemark” (Roberts, 2005), understood as “something that is loved” in that it is the expression of precise inspirational values, the brand has evolved into a “wikibrand” (Moffit & Dover, 2012), i.e. “something in which one participates”, an incontrovertible sign of interaction and integration with the consumer, able to bring benefits in terms of distinctiveness, profitability, and the ability to develop innovation and make people live memorable http://ibr.ccsenet.org
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