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1、区域旅游研究外文文献外文翻译之一原文正文：Destination brand positions of a competitive set of near-home destinationsAbstract: Although the branding literature commenced during the 1940s, the first publications related to destination branding did not emerge until half a century later. A review of 74 destination branding
2、publications by 102 authors from the first 10 years of destination branding literature (19982007) found at least nine potential research gaps warranting attention by researchers. In particular, there has been a lack of research examining the extent to which brand positioning campaigns have been succ
3、essful in enhancing brand equity in the manner intended in the brand identity. The purpose of this paper is to report the results of an investigation of brand equity tracking for a competitive set of destinations in Queensland, Australia between 2003 and 2007. A hierarchy of consumer-based brand equ
4、ity (CBBE) provided an effective means to monitor destination brand positions over time. A key implication of the results was the finding that there was no change in brand positions for any of the five destinations over the four year period. This leads to the proposition that destination position ch
5、ange within a competitive set will only occur slowly over a long period of time. The tabulation of 74 destination branding case studies, research papers, conceptual papers and web content analyses provides students and researchers with a useful resource on the current state of the field.Keywords: De
6、stination branding; Consumer-based brand equity; Short breaks; Destination image; Destination positioningIntroductionA brand is a distinguishing name and/or symbol (such as a logo, trademark, or package design) intended to identify the goods or services of either one seller or a group of sellers, an
7、d to differentiate those goods from those of competitors.Destination branding is the set of marketing activities that (1) supportthe creation of a name, symbol, logo, word mark or other graphic that readily identifies and differentiates a destination; that (2) consistently convey the expectation of
8、a memorable travel experience that is uniquely associated with the destination; that (3) serve to consolidate and reinforce the emotional connection between the visitor and the destination; and that (4) reduce consumer search costs and perceived risk. Collectively, these activities serve to create a
9、 destination image that positively influences consumer destination choice.Branding is therefore considered mutually beneficial from both the supply and demand perspectives. Enhancing the ability of the brand to differentiate effectively can generate advantages for products and services, such as incr
10、eased purchase intent, lower costs, increased sales, price premiums, and customer loyalty. Advantages for destination marketing organisations (DMO) include increased potential to differentiate against places offering similar benefits, increased destination loyalty and increased yield for stakeholder
11、s such as local tourism businesses and travel intermediaries. Benefits for the traveller include ease of decision making through reduced search costs, reduced risk, and possibly enhanced brag value.The focus of most research reported to date has been concerned with the development of destination bra
12、nd identities and the implementation of campaigns One area requiring increased attention is that of tracking the performance of destination brand positions over time. That is, the extent to which destination brands positioning and repositioning campaigns have been effective in enhancing brand equity
13、 consistent with that intended in the brand identity. This is an important gap in the tourism literature, given: i) increasing competition ; ii) the increasing level of investment by destination marketing organisations (DMO); iii) the complex political nature of DMO brand decision making and increas
14、ing accountability to stakeholders;iv) the long-term nature of repositioning a destinations image in the marketplace. In terms of metrics for DMOs in general, a number of researchers in various parts of the world have pointed to a lack of market research monitoring effectiveness of destination marke
15、ting objectives, such as in Australia, North America, and Europe.The aim of this study was to track the brand positions held by a competitive set of near-home destinations between 2003 and 2007. For this purpose theefficacy of a hierarchy of consumer-based brand equity (CBBE) was trialled. CBBE was
16、first promoted by Aaker and Aaker and more recently by and to supplement traditional balance sheet brand equity measures. The rationale underpinning CBBE as a brand performance metric is that consumer perceptions of the brand underpin any financial estimate of future earnings estimated in the financ
17、ial measure of brand equity. Since a financial balance sheet brand equity measure will be of little practical value to destination marketers, the concept of CBBE is worthy of consideration by DMOs. However, the potential of CBBE for destinations has only recently attracted the attention of academic
18、researchers.Author：Steven PikeNationality：AustraliaSource：Tourism Management, In Press, Corrected Proof, Available online 24 January 2009中文译文就近目的地竞争组的旅游目的地品牌定位摘要：尽管品牌学兴起于20世纪40年代，第一个与目的地品牌相关的出版物却直到半个世纪后才出现。对102个作者在目的地品牌学出现最初的十年（1998-2007）关于74个目的地品牌出版物的回顾发现，至少有9个潜在的研究鸿沟引起了研究人员的注意。特别是,对品牌定位运动已经成功地提高品牌
19、资产使用指定的品牌标识缺乏一定程度的研究检查。关键词：目的地品牌;基于消费者的品牌资产;短休息;目的地形象;目标定位1.导言一个品牌是一个可区分的名称和/或者符号（如标志、商标或者包装设计），它旨在区分提供产品和服务的卖主，区分这些产品不同于其他竞争者的产品。目的地品牌的一系列营销活动包括：（1）支持一个易于识别和区分目的地的名称，符号，标志，文字标记或其他图形的创建;（2）一致地传达一种和目的地相关的独特难忘的旅游经历的期望；（3）巩固和加强游客和目的地之间的情感联系；（4）减少消费者的搜寻成本和感知风险。总而言之，这些活动有助于建立一个积极影响消费目的地选择的形象。从供求双方的视角而言，品
20、牌化被认为可以带来双赢。加强品牌有效区分的能力可以对产品和服务形成优势，如增加购买意图（柯布瓦尔格伦，比尔和 敦修 ，1995年），减少成本，增加销量，价格溢价，提高消费者忠诚度。对目的地营销组织（DMO）的好处包括增加对旅游地提供类似诉求点区分的可能，提高目的地忠诚度和增加相关利益者如当地旅游商和旅游中介机构的收益。对旅游者的好处包括通过降低搜寻成本，减少风险来便于决策，并有可能增强炫耀的价值。迄今为止，大多数研究报告的重点与目的地品牌标识和活动执行的发展有关。一个地区需要更多关注的是跟踪目的地品牌定位的绩效随时间推移的变化。这就是说，在一定程度上，目的地品牌定位和再定位活动已经在加强品牌资
21、产符合预期的品牌标识上十分有效。这在旅游学上是一个很重要的空白，原因是：1）日益激烈的竞争2）从上世纪90年代以来旅游目的地营销组织（DMO）在品牌化上越来越高的投资水平；3）目的地营销组织复杂的政治性质使利益相关者增加了品牌决策的义务；4）在市场上再定位一个目的地形象具有长期性性质。通常，依据目的地营销组织的指标，一些来自很多国家的研究者表明对目的地目标市场缺乏有效地市场研究检测，如在澳大利亚，北美洲和欧洲。本研究的目的是跟踪2003年至2007年之间近距离目的地品牌在竞争性环境中的定位问题。为达到这一目的，以效能分级的基于消费者的品牌资产（CBBE ）要被测验。基于消费者的品牌资产首先被和
22、最近的凯勒和凯勒所倡导，来补充品牌资产负债表的测量。基于消费者的品牌资产作为品牌绩效的度量的基本原理的基础是品牌的消费者直觉支持了品牌资产未来收入的任何金融估计。尽管品牌资产负债表关于财务平衡的测量对目的地市场人员起到很小的实际价值，但是CBBE的概念值得被目的地营销组织考虑。然而，潜在的基于顾客的品牌资产目的地最近才引起学术研究者的注意。作者：史蒂文派克国籍：澳大利亚出处：旅游管理，新闻报导，初校样，可在线2009年1月24日外文翻译之二原文正文：The attractiveness and competitiveness of tourist destinations: A study o
23、f Southern Italian regionsAbstract:The present paper aims to assess the relative attractiveness of competing tourist destinations on the basis of individual visitors perceptions regarding a holiday destination. Using the feeling of tourist well-being achieved by individual tourists we evaluate indir
24、ectly the competitive ability of the tourist area to offer a compound tourist site attractiveness. The methodology employed here uses individual survey questionnaires on the tourists evaluation of the quality of tourist facilities and attributes in a given area (the regional tourist profile) as the
25、basis for constructing an aggregate expression for the relative attractiveness of that area. Using various multidimensional statistical techniques an estimation of the competitive attractiveness of the Southern regions in Italy is pursued. We also compare our findings with quantitative results on to
26、urist competitiveness values obtained in a related previous study on tourist competitiveness in Italian regions. Finally, the paper highlights the need to use micro and macro data to analyse tourist attractiveness and to identify policies for improving regional tourist competitiveness.Keywords: Tour
27、ist attractiveness; Tourist competitiveness; Resource based view; Multi-attribute utility; Principal component analysisIntroductionDiscretionary time consumption has become an important activity for many people in a modern welfare society. As a consequence, the leisure sector has become a prominent
28、economic industry in the Western world. The rise in disposable income and in free time in recent decades has created the foundation for a new lifestyle, where recreation and tourism have become major elements of consumer behaviour. Today, in many regions and countries, tourism is regarded as one of
29、the major growth industries that deserve due policy attention. Clearly, tourism has become a global socio-economic phenomenon in a mobile world.The new trend in modern tourism towards non-traditional and remote destinations is likely an expression of the passage from mass tourism to a new age of tou
30、rism, and illustrates a change in the attitudes and needs ofmany tourists towards tailor-made tourist facilities. Nowadays, isolated or previously unknown destinations have become places to be explored, since they meet the tourists expectations: namely, a unique or special leisure experience based o
31、n a specific tourist destination profile.In the tourist field competition among territorial areas is usually not centred on the single aspects of the tourist product (environmental resources, transportation, tourism services, hospitality, etc.), but on the tourist destination as an integrated and co
32、mpound set of tourist facilities for the client. As a consequence, destinations have to face the challenge of managing and organizing their scarce resources efficiently in order to supply a holiday experience that must outperform alternative destination experiences on the tourist market. Consequentl
33、y, in the recent literature the analysis and measurement of tourist destination competitiveness have attracted increasing interestOur study seeks to provide an assessment of the relative competitiveness of tourist regions based on an analysis of tourists judgements or perceptions of attractiveness p
34、rofiles of destination areas. We will apply this approach to micro-based data from the Southern Italian regions.Author：Maria Francesca Cracolici and Peter Nijkamp Nationality：ItalySource：Tourism Management, Volume 30, Issue 3, June 2009, Pages 336-344 中文译文：旅游目的地的吸引力和竞争力：关于意大利南方地区的研究摘要：关键词：旅游吸引力、 旅游竞
35、争力 、资源基础观 多属性效用 主成分分析法导言在现代福利社会，休闲时间的消费对许多人来说已经成为一个重要的活动。因此，在西方，休闲部门已经成为一个突出的经济产业。随着近几年可支配收入和时间的增加，新生活的基础已经被创造，娱乐和旅游已经消费者行为的主要元素。现如今在很多地区和国家，旅游已经被视为值得政策关注的主要迅速发展行业之一。显而易见，旅游业在这个易变的社会已经成为一个全球性的社会经济现象。现代旅游业朝向非传统和远程目的地的新趋势或许说明了由大众旅游到一个新时代的旅游业，也阐释了许多旅客对定制旅游设施的态度和需求的转变。如今，孤立或以前未知的目的地已成为开发的对象，因为他们满足了游客的期望
36、，也就是说，一个基于特定的旅游目的地形象上的独特或特殊的休闲经验。在旅游领域的地区之间的竞争通常不是集中在旅游产品的某一单一方面上（环境资源、交通运输、旅游服务、接待等），而是在旅游目的地上作为对顾客的一个套完整复合的旅游设施。因此，目的地必须面临管理和组织他们稀有资源利用率的挑战来提供一个假期经历，这个假期经历必须胜过在旅游市场上其他可供选择的旅游经历。因此，最近关于分析和测量旅游目的地竞争力的文献吸引了越来越多的兴趣。我们的研究力图提供旅游区域相对性竞争力的评价，这个评价是以旅游市场旅游目的地吸引力形象的判断（或者认知）的分析为基础的。我们将应用这个方法来从意大利南部地区取得微观数据。作者
37、：玛利亚弗朗西斯卡克拉克里希和彼得尼康国籍：意大利出处：旅游管理，卷30，第3期，2009年6月，336-344页外文翻译之三外文原文Enhance the competitiveness of the Regional Tourism StrategyAbstract:The development of tourism is closely related to tourist resources and marketing activities. However, the geographical features of tourist resources and touristmove
38、mentaccount for the interaction between tourism and geographical structure, thus showing a certain degree of regional characteristics, which also determines the inevitability and necessity of regional tourism competition. This leads to the existing of a significant task to research into the strategi
39、es to advance regional tourism competitiveness.Key words:regional tourism; competition; influence; strategy PrefaceIn recent years, with the rest of the world competing to tourism as a pillar industry for thedevelopment of local and regional competition among the more obvious and in-depth.How to bas
40、e their own reality, create competitive advantage, has become a top priority of the regional tourism development, but also travel in the new round of competition of the race. On the competitiveness of regional tourism can enhance the regional competition of the sense of urgency, to promote discovery
41、 and understanding of the regional competition in their own strengths and weaknesses, and then rapid response, positive response, the local competitiveness through the expansion of Chinas tourism industry to strengthen the international market competitive power. First, the regional tourism competiti
42、veness factors . The so-called regional tourism competitiveness refers to the various tourist regions as a whole, in its own process of development shown in the competition for tourists, development, occupation, industry, tourism development of the market and obtain the capacity factor and growth po
43、tential. Regional tourism competitiveness is not the competitiveness of a given area, but by the interaction of many factors affecting the results, but also a potential to the competitive strength from the competition, to competition, the results of the dynamic development process. Competitive once
44、made, has aroused extensive concern of scholars home and abroad. The most prominent of which is research professor at HarvardUniversity, the famous expert on competitive strategy Porter, his "national diamond map" model for industry competitiveness study provides an economic paradigm.Secon
45、d, to enhance the competitiveness of regional tourism strategy choice.Competitive loading phase theory of Porter on the industry, another important contribution to competitiveness, according to this theory, the formation of regional tourism competitiveness go through four stages, namely, factor-driv
46、en stage, the investment-driven stage, innovation-driven stage and wealth driver stage. It is characterized by two stages: In the factor-driven stage, the formation of competitiveness from the rich resources of the region require regional integration through the resources found superior resources, t
47、hen the resource advantage into competitive advantage.Investment-driven stage of the formation of the competitiveness of the region benefited from government and business and investment willingness and ability to the development of advanced production factors. For most of our region, on the one hand
48、 is rich in tourism resources, according to different levels of resources. Specific strategy choices are as follows:(A) strategic planning of regional tourism development strategyPlanning for the development of tourism in a region crucial in determining the future direction of the regional tourism i
49、ndustry and overall program goals. Regional tourism development strategic planning as a competitive regional tourism product development is based on enhancing the competitiveness of regional tourism, sustainable tourism development as the goal to achieve, through a specific area of tourism competitive strengths, weaknesses, challenges, opportunities analysis, choose the appropriate local development
