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Wyndham Case Study What Is Case Study

The need for integration with national/regional tourism plans is recognized 8. Residents' attitudes to tourism are considered

9. Local cultures, values and lifestyles are considered

10. Wealth and job creation and quality of life for residents are primary aims

11. The issue of overcrowding is addressed

12. The issue of environmental problems is addressed

13. The issue of seasonality is addressed

14. The benefit of tourism to the destination is quantified

15. Scenarios are developed

Destination identity and image

16. The need to develop brand identity is recognized

17. Brand associations are identified

18. The need for image development is recognized

19. Positioning is discussed

20. The need for coordination of industry promotional material is recognized

21. Recognition to ensuring the promises made in marketing communications are conveyed to visitors

22. New and innovative forms of communication channels are addressed

23. The need to improve branding and brand awareness is recognized

24. The importance of experiences to tourists as opposed to tangible propositions is recognized

Stakeholder involvement

25. National government agencies are involved in planning

26. Local government agencies were involved in planning

27. The area tourist board/area tourist office was involved in planning

28. Local residents were involved in planning

29. Local businesses were involved in planning

30....

The need to improve communication between stakeholders (public, private and residents) is recognized
31. Leadership is addressed to give greater guidance to stakeholders.

Implementation, monitoring and review

32. The timescale for each task is included

33. The need for monitoring and review is established

References

Michael J. Baker, Emma Cameron. (2008). Critical success factors in destination marketing. Tourism and Hospitality Research, 8(2), 79-97. Retrieved May 11, 2008, from ABI/INFORM Global database. (Document ID: 1466481521).

Denton, G & White, B. (2000). Implementing a balanced-scorecard approach to managing hotel operations. Cornell Hotel and Restaurant Administration Quarterly, 41(1), 94-107. Retrieved May 15, 2008, from ABI/INFORM Global database. (Document ID: 51982591).

Laurette Dube, Jordan Le Bel, Donna Sears. (2003). From Customer Value to Engineering Pleasurable Experiences in Real Life and Online. Cornell Hotel and Restaurant Administration Quarterly, 44(5/6), 124-130. Retrieved May 21, 2008, from ABI/INFORM Global database. (Document ID: 541165391).

Gregersen, H & Black, Stewart (2002).J.W. Marriott, Jr., on growing the legacy. The Academy of Management Executive, 16(2), 33-39. Retrieved May 22, 2008 from ABI/INFORM Global database. (Document ID: 148540911).

Ed Watkins (2002, March). The power of branding. Lodging Hospitality, 58(3), 6. Retrieved May 20, 2008, from ABI/INFORM Global database. (Document ID: 110498291).

Wyndham ByRequest Tops Two Million Members. (2004, September). Lodging Hospitality, 60(13), 10.…

Sources used in this document:
References

Michael J. Baker, Emma Cameron. (2008). Critical success factors in destination marketing. Tourism and Hospitality Research, 8(2), 79-97. Retrieved May 11, 2008, from ABI/INFORM Global database. (Document ID: 1466481521).

Denton, G & White, B. (2000). Implementing a balanced-scorecard approach to managing hotel operations. Cornell Hotel and Restaurant Administration Quarterly, 41(1), 94-107. Retrieved May 15, 2008, from ABI/INFORM Global database. (Document ID: 51982591).

Laurette Dube, Jordan Le Bel, Donna Sears. (2003). From Customer Value to Engineering Pleasurable Experiences in Real Life and Online. Cornell Hotel and Restaurant Administration Quarterly, 44(5/6), 124-130. Retrieved May 21, 2008, from ABI/INFORM Global database. (Document ID: 541165391).

Gregersen, H & Black, Stewart (2002).J.W. Marriott, Jr., on growing the legacy. The Academy of Management Executive, 16(2), 33-39. Retrieved May 22, 2008 from ABI/INFORM Global database. (Document ID: 148540911).
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