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1、（2011届）本科毕业设计（论文） 外文翻译原 文：A positioning strategy for a tourist destination, based on analysis of customers perceptions and satisfactions 出 处： Marketing Intelligence& Planning 作 者： Essam E. Ibrahim, Jacequeline Gill AbstractPurpose The objectives of this research study were to measure the perception
2、and satisfactions of consumers of the tourism product of Barbados, and to identify potential niche markets that could be used in the development of the destinations positioning strategy.Design/methodology/approach Self-completion questionnaires were distributed to tourists visiting the island at the
3、 peak of the 2003 tourism season. The scales used were adapted from two authoritative sources. Data from 400 completed questionnaires were analysed quantitatively by a variety of statistical techniques, including factor analysis and multiple regression. Answers to open-ended questions were also used
4、 where necessary to explain top-of-mind attitudes to the tourism products consumed.Findings Four possible niche markets are identified that can inform the development of the destinations repositioning strategy: recreational, sports, culture and eco-tourism.Research limitations/implications The time
5、frame of the study was two winter months in one year, and only actual visitors completed the questionnaire. The study did not assess their evaluation of the quality of the services provided and consumed.Practical implications/originality/value The overall conclusions and discussion of the findings s
6、hould provide a case-based framework for the practical planning and implementation of positioning strategies in the tourism context.Keywords:Barbados, Product positioning, Tourism management, Customer satisfaction,Niche marketingIntroductionWithin the last decade, the tourism industry has been rapid
7、ly adopting a more environmentally friendly and sustainable stance (WTO-UNEP, 2002), moving towards the ideal articulated by the World Tourism Organisation (WTO, 1998): “tourism that meets the needs of the present tourists, and host regions, while protecting and enhancing opportunities for the futur
8、e. It is envisaged as leading to the management of all resources in such a way that economic, social and aesthetic needs can be fulfilled while maintaining cultural integrity, essential ecological processes, biological diversity and life support systems”. The move away from mass-standardised and rig
9、idly packaged tourism has forced destinations to look for alternative marketing strategies that can identify and exploit new opportunities that are attractive, economicallyrewarding and sustainable (Sleight, 1993; Weinstein, 1994; Buhalis, 2000). The development of such alternative marketing strateg
10、ies is dependent on identifying how customers perceive the destinations tourism products and how these products are designed to satisfy the needs of the target market. Therefore, analysis of customersperception can help in identifying factors contributing to the success or failure of a marketing str
11、ategy, and consequently allow the destination to improve its product image in target markets.Etchner and Ritchie (1993) believe that the image of a destination should be seen as having components that are attribute-based and holistic. The analysis of these attributes, integrated with personal variab
12、les such as the type of tourism needs sought,can help in identifying the relative strengths and weaknesses of the destination and can also contribute to identifying potential niche markets that could be used in developing the destinations positioning strategy. Buhalis (2000) also suggests, based on
13、Butlers (1980) destination life-cycle model, that destinations at the later stage of their evolutionary development should focus on alternative marketing strategies that support the image alteration, redesign or re-positioning of the tourism product. Trout and Rivkin (1996) believe that repositionin
14、g strategy becomes necessary when(1) customer attitudes have changed;(2) technology has overtaken existing products; and/or(3) products have strayed from the customers long-standing perception of them.Jayawardena (2002) points out that the future of tourism markets is dependent on the ability of tou
15、rism countries to deliver “a high quality product that corresponds to the changing tastes, needs, wants and demands of the international traveller”. He further posits that the use of well-developed niche-based marketing strategies can lead to total market growth. The development of such marketing st
16、rategies requires tourism officials to measure the image customers have of the destinations tourism products and identify how satisfied they are with the delivery of these products.This study uses the functional and psychological dimensions of customersperception and satisfaction as the basis for fo
17、rmulating a destinations positioning or repositioning strategy. Specifically, the study measures customers images of Barbados tourism products and the attributes that influence tourists satisfaction, in order to identify specific niche markets that can be used in the development of the destinations
18、positioning strategy.The paper is divided into four sections: a review of the extant literature of destination image, satisfaction attributes and positioning strategy; methodological discussion, including details of sampling procedures and data collection; presentation and discussion of the research
19、 findings; overall conclusions, discussion of managerial implications and identification of areas for future research.Literature reviewIn their classic book, Positioning: The Battle for Your Mind, Ries and Trout (1981)argued that the concept of positioning is not only applicable to a brand but also
20、to a company, service, person, or place. This is consistent with the broad concept of the product, which can be defined as physical goods, service, place, person, or idea (Kotler,2000). The positioning of a destination is the process of establishing a distinctive place of that destination in the min
21、ds of potential visitors (Gartner, 1989). In the marketingliterature, a considerable number of studies has been conducted in the area of destination image and positioning (Gartner, 1989; Woodside et al., 1989; Woodside,1990; Etchner and Ritchie, 1993; Chacko, 1997; Walmsley and Young, 1998; Botha et
22、 al.,1999). Most of the previous studies have followed the traditional approach to positioning that is based on image creation using a number of attributes that reflect the destinations most attractive products.However, Crompton et al. (1992) suggested that, for effective positioning of a destinatio
23、n, the strong attributes that are perceived as important by visitors should be first identified. Also to be identified are other relevant attributes that are unique to the destination and capable of differentiating it effectively from its competitors in its ability to satisfy the customers needs. Co
24、nsistent with this line of thought, Chacko(1997) in a study of the US tourism market, combined the ten highest-ranked activities among Japanese tourists with their specific image attributes of the destination in order to get an indication of how to position the USA as a destination for Japanese visi
25、tors. Botha et al. (1999) offered a critique of the traditional approach to positioning, based on image creation using the attributes of the destinations attractive products, preferring one based on measurement of what already exists in the tourists minds, which could be positively reinforced. Earli
26、er, Ries and Trout (1981, p. 219) stated that “positioning is thinking in reverse. Instead of starting with yourself, you start with the mind of prospect. Instead of asking what you are, you ask what position you already own in the mind of prospect”. Thus, the concept of positioning goes beyond imag
27、e creation, which merely identifies the attributes that are strengths, to provide guidance on which attributes to use in the positioning/repositioning and promotion of a product. This concept formed our view that the position a destination holds in the customers mind could evoke images that differen
28、tiate the destination from its competitors and satisfy the customers needs. Thus, we believe that examining what already exist in the customers mind can provide guidance and/or inform the decisions of the destinations positioning strategy. Therefore, we propose that the measurement of customers perc
29、eption of a destinations products can result in identifying a number of strong attributes that can possibly be used to inform the decisions of the destinations positioning strategy.The measurement of a destinations image in the customers mind has received much attention from tourism marketing resear
30、chers. Many authors have defined and measured destination image as an individuals overall perception or total set of impressions of a place (Hunt, 1975; Phelps, 1986; Fakeye and Crompton, 1991) or as the mental portrayal of a destination (Crompton, 1979; Woodside and Ronkainen, 1993;Kotler et al., 1
31、993; Middleton, 1994; Milman and Pizam, 1995; Alhemoud and Armstrong, 1996; Seaton and Bennett, 1996). Most of the previous studies have examined the image of a destination as a dependent variable. Milman and Pizam(1995), for example, suggested that factors such as familiarity with a destination cou
32、ld influence the perception and image that tourists have of a destination. Customers image of a destination can also vary based on socio-demographic variables such as nationality, age, income, and gender. However, the image of a destination can have some impact on variables such as the satisfaction
33、or dissatisfaction that a tourist derived from the destination. Chon and Olsen (1991) found that measuring an image by evaluating a list of attributes was significantly correlated to satisfaction with a destinations products. That image can in turn mould expectations ahead of an actualvisit (Bigne e
34、t al., 2001), while the evaluation of the experience at the destination can influence the image and modify it (Chon and Olsen, 1991; Etchner and Ritchie, 1991;Fakeye and Crompton, 1991; Ross, 1993). Thus, a two-way relationship could exist between the image tourists have and the satisfaction they de
35、rive from their experience. This two-way relationship highlights the importance of placing more emphasis on the measurement/identification of customers perception and satisfaction of a tourism product for positioning purposes. Research examining customers satisfaction with destinations products and
36、attributes is to be found in the marketing literature(Crompton and Love, 1995; Spreng et al., 1996; Cho, 1998; Baker and Crompton, 2000).However, very few research studies acknowledged such a two-way relationship and have attempted to combine the two variables of customers perception and satisfactio
37、n together to inform the development of a destinations positioning strategy. We believe that these two variables are important and can be combined together to identify the strongest functional and psychological attributes that can be used for positioning and promotion purposes. Therefore, we propose
38、 that the measurement of customersperception and satisfaction when combined together can result in identifying specific niche markets, which can be used in developing and promoting an effective positioning strategy for a destination.“Tourism satisfaction” refers to the emotional state of tourists af
39、ter exposure to the opportunity or experience (Baker and Crompton, 2000). The literature on the satisfaction measurement focuses primarily on the disconfirmation model of expectations. While a considerable amount of empirical research supports this theory, Yi (1990) claimed that the desires of the c
40、onsumer, as the key determinants of satisfaction, have not been considered in previous research. This view was supported by Spreng et al. (1996) who believed that the extent to which a product or service fulfils a persons desires are significant in shaping the individuals feelings of satisfaction an
41、d should be considered when measuring the satisfaction level. Baker and Crompton (2000) also supported this view by indicating that factors such as desires, needs and disposition can influence the measurement of satisfaction.“Attribute satisfaction” also influences the measurement of satisfaction. T
42、his is the individual assessment of the degree to which a products performance is perceived to have met or exceeded desires and expectations (Spreng et al., 1996). Bramwell (1998) suggested that the products of a destination should be designed to meet the demand of the targeted customers. Cho (1998)
43、 has identified a number of attributes that are most important in the measurement of tourists satisfaction. Tribe and Snaith (1998) also measured tourists satisfaction with their holiday experience and pointed out that the measurement of satisfaction provides some indication of the degree of custome
44、r loyalty. Kozak (2001) also found a relationship between overall satisfaction and intention to make a repeat visit. This finding is similar to that of earlier research by Gyte and Phelps (1989) and can be used to provide an indication of the destinations potential for future visits.Given the signif
45、icance of such a relationship between customers satisfaction and the intention of making frequent visits, we believe that the assessment of customers satisfaction can play a significant role in identifying supplementary attributes that can contribute to the development of the destinations positionin
46、g/repositioning strategy.Therefore, we propose that the measurement and inclusion of customers satisfaction.译 文：分析客户认知和满意度基础上的旅游目的地定位策略摘要目的本研究性学习的目的是衡量消费者对巴巴多斯旅游产品的认知和满意度，并找出潜在的可在市场定位策略中开发使用的利基市场。设计/方法/方式自我完成问卷，分发给在2003年旅游高峰季节的岛屿参观的游客。所用的尺度改编自两个权威来源。对已完成的400份问卷的数据进行包括因素分析和多元回归等各种统计方法的定量分析。开放式问题的答案也被
47、使用在需要首先提及的对旅游产品消费的态度上。结果四种可能的可以告知的目标的战略发展定位利基市场是确定的：休闲，体育，文化和生态旅游。研究限制/启示研究的时限是一年内的两个冬季，只有对真正的游客进行问卷调查。这项研究并没有评估他们所提供的服务质量和消耗。实际影响/创意/价值整体结论和调查结果的讨论应提供一个旅游方面的实际规划和定位战略实施的基础框架。关键词： 巴巴多斯，产品定位，旅游管理，顾客满意，利基营销简介在过去的十年中，旅游业已经迅速采取更环保和可持续发展的立场（世贸组织和联合国环境规划署，2002），世界旅游组织(WTO,1998)阐明了理想化的旅游:“旅游，应满足目前游客需求，投资地区
48、，同时为未来提供保护和机会。这是因为在这样的领导方式管理所有资源，满足经济、社会和美观的需要，同时能够保持文化完整性、基本生态过程、生物多样性和生命维持系统。”从质量标准化和硬性包装，迫使其迁离旅游目的地寻找其他的可以识别和利用具有吸引力、经济效益和可持续性新机遇的营销策略（斯莱特，1993；温斯坦，1994；Buhalis,2000）。这种另类营销策略的发展是依赖于找出客户如何看待目的地的旅游产品，以及这些产品怎样设计以满足目标市场的需求上的。因此，客户的感知分析可以帮助确定营销策略成功或失败的因素，从而使目标在目标市场改善其产品形象。Etchner和里奇（1993）认为,目标的形象应看成是
49、具有基础属性和全面观察的组合。这些属性分析，与诸如旅游型个人变量综合需求所追求的，可以帮助确定目标的相对优势和劣势，也有助于确定潜在的用于发展目标定位策略中的利基市场。Buhalis(2000)也表明，基于巴特勒（1980）的生命周期模式，即在其进化发展的后期阶段，目的地应侧重于另类营销策略，支持形象改造，重新设计或重新定位旅游产品。特劳特和里夫金先生（1996）认为有必要时重新定位战略（1） 客户的态度发生了变化；（2） 技术已经取代了现有的产品；或者（3）产品偏离了客户的长期看法。Jayawardena（2002）指出，旅游业市场的未来是建立在国家有能力提供相关的“符合国际旅游不断变化的口味、需要、愿望和要求的高品质的产品”。他还断定，发达的利基为基础的营销策略的使用会
