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operators and travel agencies that work with
resorts and hotels, or convention and meeting
planners may be offered commission to increase
bookings for a given time period. Certain incentives,
such as complimentary rooms or free tickets
to destinations, are among commonly used strategies.
Joint promotional efforts and alliances are
useful and commonly employed strategies in
expanding the market base through intermediaries.
For instance, hotels, restaurants and attractions
can utilise coupons in order to bundle products and
bridge the gap among offerings, or hotels working
with airlines can arrange specific marketing
packages to mutual destinations. The role of
tourism organisations �regional or local)
should not be underestimated in helping the
components of supply and offerings reach the
appropriate distribution channels in the marketplace.
Large tourism companies can become their own
suppliers of products �vertical integration). This
type of distribution needs a large amount of capital
to be successful. Such efforts are usually carried out
within the constraints of companies' resources and
ability. Examples are Thomas Cook, American
Express and the Carlson Companies. Vertical
integration allows businesses to have and exert
control over the entire channel of distribution
through retail outlet ownership and organisation of
the distribution channel. For example, both the
Carlson Travel Group and the Marketing Group
feed reservations to the hotels and the cruise ships.
All customers of the company are encouraged to
stay in Radisson Hotels at all of the relevant
destinations.
Major steps in the promotion and development
of destinations have been linked with advancements
in physical linkages and the level of
accessibility, the system that creates the structural
linkage between the market place �origin) and
the destination site. This linkage between the
market and destination is also embodied in
information systems relating to both computerised
reservation services �CRS) and communication
systems in the automation of tourism financial
services.
The means that are used to facilitate the flow of
information between the consumer and suppliers
of tourism goods and services also need special
marketing and management considerations. For
example, update information packages should be
developed, clearly describing and illustrating the
nature of the product offerings. Bochures should be
made specific to destinations. It is the responsibility
of destinations to provide intermediaries with
updated and accurate information.
See also: destination management company;
hospitality information system; information
technology; management contract; marketing
information system; marketing, destination;
reservation; route system; tour wholesaler; travel
advisory
Further reading
Bitner, M.J. and Booms B.H. �1982) `Trends in
travel and tourism marketing: the changing
structure of distribution channels', Journal of
Travel Research 21�Spring): 39±44.
Lewis, R., Chambers R.E. and Chacko H.E. �1995)
Marketing Leadership in Hospitality, 2nd edn, New
York: Van Nostrand Reinhold. �See Chapter 16
for channels of distribution.)
Middleton, T.C.V. �1988) Marketing in Travel and
Tourism, Oxford: Heinemann Professional Publishing.
�See Chapter 18 on distribution channels
in travel and tourism.)
Uysal, M. and Fesenmaer, D. �eds) �1994) Communication
and Channel Systems in Tourism Marketing,
New York: Haworth Press.
diversionary tourist
diversionary tourist 157
MUZAFFER S. UYSAL, USA
Diversionary tourist is an intermediate category
between recreational and experiential in Cohen's
phenomenology of tourism experiences. One
whose `spiritual centre' lies neither elsewhere nor
firmly rooted at home, the diversionary tourist thus
seeks neither the `centre out there' nor simple
recreation but, rather, tourism that offers temporary
escape or diversion from the normal home
environment and experience.
See also: alienation; motivation; typology, tourist
RICHARD SHARPLEY, UK