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 destinations
Abstract: 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 publications by 102 authors from the first 10 years of destination branding literature (1998–2007) 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 successful 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 equity (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 change 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: Destination branding; Consumer-based brand equity; Short breaks; Destination image; Destination positioning
Introduction
A 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, and to differentiate those goods from those of competitors.
Destination branding is the set of marketing activities that (1) support
the 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 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 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 increased 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 stakeholders 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 brand 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 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 increasing accountability to stakeholders;iv) the long-term nature of repositioning a destination's 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 marketing 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 the
efficacy of a hierarchy of consumer-based brand equity (CBBE) was trialled. CBBE was 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 financial 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 researchers.
Author：Steven Pike
Nationality：Australia
Source：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资产使用指定的品牌标识缺乏一定程度的研究检查。

本文的目的是报告澳大利亚昆士兰州2003年至2007年对一系列竞争性品牌资产的跟踪调查结果。

基于消费者的品牌资产分层结构（CBBE）提供了有效的手段去监测目的地品牌随着时间推移而变化的定位。

调查结果的一个关键意义在于发现过去4年的时间里5个目的地品牌中的任何一个都没有发生任何品牌定位的变化。

这个结果说明了一个命题：在竞争市场中目的地的位置只会在一个很长的时间里慢慢变化。

表格中的74目的地品牌的案例研究，研究论文，概念文件和网页内容的分析，为学生和研究人员在当前领域内提供了有效的资源。

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 of Southern Italian regions
Abstract: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 indirectly 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 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 tourist 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: Tourist attractiveness; Tourist competitiveness; Resource based view; Multi-attribute utility; Principal component analysis Introduction
Discretionary 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 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 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 tourism, and illustrates a change in the attitudes and needs of
many 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 on 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 compound 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. Consequently, in the recent literature the analysis and measurement of tourist destination competitiveness have attracted increasing
interest
Our study seeks to provide an assessment of the relative competitiveness
of tourist regions based on an analysis of tourists' judgements –or perceptions –of attractiveness profiles 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：Italy
Source：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：本文的目的旨在评价竞争性旅游目的地基于个体旅游者关于假期旅游胜地
认知的相对吸引力。

通过个体旅游者幸福感的取得，我们间接地对旅游地的竞争能力
进行评价以使复合旅游景点具有吸引力。

这里所采用的方法是使用个人问卷调查：以
一个给定地区（即“区域旅游形象”）为基础，调查游客对旅游设施质量的评价，从
而构造一个这一地区的相对吸引力总体的表达。

利用各种多层面的统计技术来估计意
大利南部地区的竞争吸引力是可推行的。

我们也将我们的调查结果同一些旅游业竞争
价值定量的结果相比较，这些结果是从以前对意大利地区旅游竞争力相关的研究那获
得的。

最后，这篇论文强调了必须利用微观和宏观数据来分析的旅游吸引力并确定政
策来提高区域旅游竞争力。

关键词：旅游吸引力、旅游竞争力、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，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：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 Strategy
Abstract:The development of tourism is closely related to tourist resources and marketing activities. However, the geographical features of tourist resources and touristmovementaccount 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 strategies to advance regional tourism competitiveness.
Key words:regional tourism; competition; influence; strategy
Preface
In 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 base 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 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 China's tourism industry to strengthen the international market competitive power.
First, the regional tourism competitiveness 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 potential. 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 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.
Second, 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-driven 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, then 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 is rich in tourism resources, according to different levels of resources. Specific strategy choices are as follows:
(A) strategic planning of regional tourism development strategy
Planning for the development of tourism in a region crucial in determining the future direction of the regional tourism industry 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 strategy, and then foster strengths and circumvent weaknessesto ensure long-term regional tourism,sustainable and stable development. With traditional planning for regional tourism, regional tourism development strategic planning a more comprehensive and targeted to specific implementation on a lot of flexibility there, and therefore more suitable in the competitive environment for tourism development by the guide.
(B) government-led strategy
Tourism development requires a favorable external environment, any one of tourism enterprises and groups can create and lead all Du industry to create such an environment, which requires the development of tourism Government Leading Strategy to be. As a government department, should play an active and effective coordination of their own initiative and capabilities, leading towards a good direction for regional tourism development. The author believes that the government departments to achieve the following two aspects of its leading role: First, establish a good market competition, improve the tourism market system and strengthen the laws and regulations on tourism, and create a fair and reasonable competition in order; the second is the establishment of a flexible industrial development policies and reasonable investments, increased capital investment in the tourism industry, encourage and travel agents.
(C) Tourism product differentiation and serialization strategy
Tourism products is carried out based tourism activities and conditions.
Enriched and improved in all regions travel through the product line can enhance the overall level of supply capacity and to increase the intensity of the tourists buy. In the international tourism market, a large number of homogeneous products flooded conditions, and adhere to different product lines, can effectively avoid weakening the homogeneity between regions due to strong competition resulting product. Meanwhile, the neighboring region through the differentiation between the products can also achieve the effect of fostering strengths and circumventing weaknesses interest in regional cooperation and win-win situation.
(D) Travel Financing Strategy
Funds are one of the basic elements of tourism development. The economic strength ofweak regions, the shortage of funds is restricted to enhance the competitiveness of the regional tourism industry bottlenecks. Therefore, the local government to attract investment, loans, tax preferential policies to develop, optimize investment environment, promote investment diversification. Meanwhile, the local government's budget must be conscious tilt to the tourism industry, and gradually increase the capital investment in the tourism industry. The tourism industry itself must play an initiative to mobilize the enthusiasm of all sides, as much as possible for foreign capital, private capital and overseas Chinese, etc., and mobilize and guide the society to run tourism.
In short, to enhance the competitiveness of the regional tourism industry has become a top priority throughout the development of tourism, all localities should make full use of their advantage in resources, based on primary production in the elements of competitiveness, based on efforts to build talent, innovation and brand-based long-term, effective competence, through the enhancement of regional competitiveness to promote our tourism industry in the international market competitiveness.
Author ：Frank, Gregory Robert Wes
Nationality：England
Source：British tourism research institute
中文译文：
加强区域旅游竞争力战略
摘要：旅游业的发展离不开旅游资源的存在和旅游者活动的开展，但是旅游资源
的地域特征和旅游者活动的空间转移特点，决定了旅游业的发展必然要与相应的地理结构联系，呈现出一定的区域特点，这也决定了区域旅游业竞争存在的必然性和必要性。

因此，提升区域旅游业竞争力的策略研究，已成为各地区域旅游业发展的当务之急。

关键词区域旅游业；竞争力；影响；策略
前言
近些年来，随着世界各地争相将旅游业作为地方支柱产业来发展，区域之间的竞争也更加的明显和深入。

如何立足自身实际，打造竞争优势，已经成为各区域旅游业发展的当务之急，也是在新一轮旅游竞争中取胜的关键。

对区域旅游业竞争力进行研究可以增强区域竞争的紧迫感，促使各区域发现和了解自己在竞争中的优势和不足，进而快速反应，积极应对，通过局部竞争能力的加强扩大到我国旅游业在国际市场上竞争能力的提升。

一、区域旅游竞争力的研究因素
所谓区域旅游业竞争力是指各旅游区域作为一个整体，在自身发展过程中所表现出来的争夺客源，开拓、占领旅游市场并获取产业发展要素和增长潜质的能力。

区域旅游业竞争力不是指某一方面的竞争力，而是由众多影响因素共同作用的结果，同时也是一个从竞争潜力到竞争实力、再到竞争结果的动态发展过程。

竞争力一经提出,便引起了国内外学者的广泛关注。

其中研究成果最为突出的是美国哈佛大学教授，著名的竞争策略研究专家波特，他的“国家菱图”模型为产业竞争力的研究提供了一个经济范式。

二、提升区域旅游业竞争力的策略选择
产业竞争力阶段理论是波特关于产业竞争力的又一重要贡献，依据这一理论，区域旅游业竞争力的形成要经历四个阶段，即要素驱动阶段、投资驱动阶段、创新驱动阶段和财富驱动阶段。

前两个阶段的特点是:在要素驱动阶段，竞争力的形成来源于区域内丰富的资源，要求区域通过资源整合，发现优势资源，进而将资源优势发展成竞争优势。

投资驱动阶段竞争力的形成得益于区域内政府和企业的投资意愿和能力以及高级生产要素的发展。

对于我国大部分地区来说，其旅游资源丰富,且据有不同程度的资源优势，据此，具体的策略选择如下:
（一）区域旅游业发展战略规划策略
规划对于一个地区旅游业的发展至关重要，是决定区域旅游业未来发展方向和目标的全局性纲领。

区域旅游业发展战略规划作为区域旅游业竞争发展的产物，是以提升区域旅游业竞争力、实现旅游业可持续发展为目标，通过对特定区域内旅游业竞争力优势、劣势、挑战、机遇的分析，选择出适合本地发展的策略，进而扬长补短，确保区域旅游业长久、持续、稳定的发展。

同传统的区域旅游规划来说，区域旅游业发展战略规划更具全局性和针对性，在具体的实施上又有很大的灵活性，因而更适于在
竞争的环境下为旅游业发展做出指导。

（二）政府主导型策略
旅游业的发展需要一个良好的外部环境，任何一个旅游企业和集团都无法营造和带动全行业来创造这样的环境，这就要求旅游业的发展必须实施政府主导战略。

作为政府部门，应该积极有效的发挥自身的主动性和协调能力，引导区域旅游业向着良好的方向发展。

笔者认为，政府部门可以从以下两个方面来实现其主导作用:一是建立健全良好的市场竞争机制，完善旅游市场体系，加强旅游法规建设，营造公平、合理的竞争秩序；二是制定灵活的产业发展政策和合理的投资优惠政策，加大旅游业的资金投入，鼓励和代办旅游。

（三）旅游产品差异化、系列化策略
旅游产品是旅游活动开展的基础和条件。

各个区域通过丰富和完善旅游产品线,可以提升整体的供给能力和水平，增加游客的购买力度。

在国际旅游市场上大量同质化产品充斥的状况下，坚持走差异化产品路线，能够有效地避免和弱化区域之间因同质化产品而产生的激烈竞争。

同时，相邻区域之间通过差异化的产品又可以达到扬长补短的效果，有利于区域之间的合作和共赢。

（四）旅游融资策略
资金是旅游业发展的基本要素之一。

对于经济实力薄弱的区域来说，资金的不足是制约区域旅游业竞争力提升的瓶颈。

因此,地方政府要在引资、贷款、税收方面制定优惠的政策，优化投资环境，促进投资的多元化。

同时,地方政府的财政预算要有意识的向旅游业倾斜，逐渐加大旅游业的资金投入。

旅游业自身也要发挥主观能动性，调动各方面的积极性，尽可能多的争取外方资金、民间资金和侨资等，动员和引导社会力量办旅游。

总之，提升区域旅游业竞争力已成为各地发展旅游业的当务之急,各地要充分利用自身的优势资源，在立足于初级生产要素为竞争力的基础上，着力打造以人才、创新、品牌等为基础的长久、有效的竞争力，进而通过各区域竞争力的提升来带动我国旅游业在国际市场上的竞争力。

作者：弗兰克，格雷戈里·罗伯特·韦斯
国籍：英国
出处：英国旅游研究所。