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156 distribution channel<br />

interact with the leading authorities in the industry<br />

at a fraction of the cost of traditional methods.<br />

Further reading<br />

Clark, R.E. �1983) `Reconsidering research on<br />

learning from media', Review of Educational<br />

Resources 53�4): 445±59.<br />

Iverson, K. �1996) `Exploring student interest in<br />

hospitality distance education', Hospitality Research<br />

Journal 20�2): 31±43.<br />

Kaufman, D. �1989) `Third generation course<br />

design in distance education', in R. Sweet �ed.),<br />

Post-Secondary Distance Education in Canada:Policies,<br />

Practices, and Priorities, Athabasca: Athabasca<br />

University/Canadian Society for Studies in<br />

Education.<br />

Pelton, J. �1990) `Technology and education: friend<br />

or foe?', in M. Croft et al., Distance Education:<br />

Development and Access, Caracas: International<br />

Council for Distance Education/Universidad<br />

Nacional Abierta.<br />

distribution channel<br />

K.S. �KAYE) CHON, USA<br />

The concept of distribution channels is not limited<br />

to the distribution of physical goods. Although the<br />

principles are the same, the channel distribution for<br />

tourism differs significantly from those used for<br />

manufactured goods. This difference stems from<br />

the nature of tourism services and their production<br />

system and consumption patterns. Tourism<br />

services require simultaneous production and<br />

consumption, meaning the product is not normally<br />

`moved' to the consumer. Further, the<br />

product is often sold in conjunction with another<br />

one, such as airline tickets. Because of the<br />

perishability of most of the tourism products, many<br />

traditional channels may not work. While eliminating<br />

some of the functions and problems of<br />

transportation and warehousing, a distribution<br />

channel in tourism should consider such reasons in<br />

reaching and catering to the market.<br />

A tourism distribution channel may be defined<br />

as a total system of linkages between actual and<br />

potential tourists and the suppliers. The structure<br />

of the distribution system may be either direct<br />

�from the producer to the seller) or indirect �the sale<br />

to the consumer through an intermediary). As the<br />

definition implies, the challenge is how to get the<br />

customer to the consumption site �the retailer),<br />

that is, to make it convenient and accessible. This<br />

unique feature raises the need for a different kind<br />

of distribution system in tourism.<br />

Suppliers of tourism services and destinations<br />

may use several different methods to distribute<br />

their goods and services. These include their<br />

own channels �partially or wholly owned), selling<br />

through management and marketing contracts,<br />

franchising, hiring sales representatives<br />

and using various intermediaries. The intermediaries<br />

in a tourism channel of distribution<br />

consist of three main categories: tour packagers,<br />

retail travel agents and speciality channels.<br />

Included in the latter are incentive travel firms,<br />

meeting planners and convention planners,<br />

hotel representatives, association executive marketing<br />

organisations, corporate travel offices and<br />

others.<br />

New developments in direct access to global<br />

distribution systems make tourism arrangements<br />

instant and more accessible. For example, agents<br />

can make the flight arrangements, get a rental car,<br />

book a hotel room and buy a ticket to a show<br />

without ever using the telephone. In addition, there<br />

is enough evidence to suggest that direct selling,<br />

away from the location of production and<br />

consumption, is on the increase since consumers<br />

have more access to the world information system<br />

of the Internet and other available information<br />

databases.<br />

There are three main channel strategies used by<br />

marketing professionals and destination promoters<br />

to stimulate demand: the pull strategy, the push<br />

strategy and joint promotional efforts or cross<br />

marketing. In the pull strategy, the goal is to entice<br />

the consumer to buy the product. Certain inducements<br />

are offered to make the potential tourist<br />

more interested or seek the appropriate distribution<br />

channel for the product in question. For example,<br />

this includes frequent flyer programmes or incentives<br />

for repeat visitors to a given resort. The push<br />

strategy, on the other hand, acts in the opposite<br />

way. The goal is to get the intermediary to sell the<br />

product to the consumer. For example, tour

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