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marking. Successful implementation of import
substitution policies thus typically involves joint
ventures with foreign multinational firms,
which become partners in the original assembly
factories, supply the kits for assembly and subsequently
participate in the production activities by
facilitating the needed knowledge acquisition and
training. This, however, entails risks of neocolonialism.
An alternative to import substitution
is the development of domestic industries that
are strongly export oriented and can compete in
world markets, earning foreign currency which
can be used to pay for imports. With regards to
tourism, an export-oriented policy, namely the
development of tourism products �together with
the necessary infrastructure) in order to attract
inbound tourism, may be compared to an `import
substitution' policy of developing tourism products
intended to induce residents to substitute domestic
for outbound tourism.
inbound
SIMON ARCHER, UK
The World Tourism Organization defines
inbound �or incoming) tourism as that which
involves non-residents of a country travelling to
that destination. Inbound tour operators �also
referred to as ground operators and handling
agents) make arrangements and operate tours
within their country or region on behalf of
organisers in foreign countries who send them
their clients.
incentive
LIONEL BECHEREL, UK
Incentive travel is one of a number of management
tools used to motivate staff to accomplish
clearly defined business goals. Staff are rewarded
with trips for meeting financial �sales, commissions,
new business) or non-financial targets �reducing
staff turnover, excellence in customer satisfaction
and so on). Incentive travel is one of the fastest
growing segments of the business travel and the
meeting, convention business and exhibition
sectors, with an annual growth rate of 10 to 15 per
cent. Estimates suggest incentive sector may grow
to $50 billion by the year 2000.
Incentive travel is designed to be a selfliquidating
promotion, whereby the extra income
generated from the incentive programme pays for
the trips that are awarded. Effective incentive
programmes have challenging but attainable goals,
clearly defined quotas, a short reward period and
an adequate budget to promote the concept.
Further, the locations chosen are usually wellknown,
mid-centric, mass tourism-oriented
destinations that are `prestigious' and generate a
sense of excitement. They must also be safe, secure
and stable destinations �see security).
Incentive travel was introduced initially as a
means of motivating sales staff to increase their
productivity or to increase sales of specific product
lines. It was demonstrated that tourism is often a
more powerful motivator than other incentives
organisations may use, including cash bonuses.
Today, incentive travel programmes form an
integral aspect of overall management strategies
which provide benefits to both the individual and
the total enterprise. Organisations gain from
attaining business objectives and also by facilitating
networking and team building opportunities
among key staff, fostering a stronger corporate
culture �see culture, corporate) and generating
greater employee loyalty. The individual benefits
are from gaining status and recognition for a job
well done.
Incentive travellers form an attractive market
segment for many destinations. Because the travel
component of the trip is free, incentive tourists tend
to spend more money at the destination than many
other visitors. As well, because they are more
willing to travel during shoulder seasons, the
effective peak season for destinations may be
extended �see seasonality).
Further reading
incentive 301
Sheldon, P. �1995) `The demand for incentive
travel: an empirical study', Journal of Travel
Research 33�4): 23±8.
Shinew, K.J. and Backman, S.J. �1995) `Incentive
travel: an attractive option', Tourism Management
15�4): 285±93.