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The Handbook of Managing and
Marketing Tourism Experiences
The Handbook of Managing
and Marketing Tourism
Experiences

Edited by
Marios Sotiriadis
University of South Africa, Pretoria, South Africa

Dogan Gursoy
Washington State University, Pullman, WA, USA
United Kingdom – North America – Japan
India – Malaysia – China
Emerald Group Publishing Limited
Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2016

Copyright © 2016 Emerald Group Publishing Limited

Reprints and permissions service

Contact: permissions@emeraldinsight.com

No part of this book may be reproduced, stored in a retrieval system, transmitted in any
form or by any means electronic, mechanical, photocopying, recording or otherwise without
either the prior written permission of the publisher or a licence permitting restricted copying
issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright
Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst
Emerald makes every effort to ensure the quality and accuracy of its content, Emerald
makes no representation implied or otherwise, as to the chapters’ suitability and application
and disclaims any warranties, express or implied, to their use.

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-78635-290-3
Contents

List of Contributors

Introduction
Marios Sotiriadis and Dogan Gursoy

Part I Planning: Design and

Creating Tourism Experiences
CHAPTER 1 Experience-Based Service Design
Özlem Güzel

CHAPTER 2 Experience-Centric Approach and

Innovation
Anita Zátori

CHAPTER 3 Crucial Role and Contribution of Human

Resources in the Context of Tourism
Experiences: Need for Experiential
Intelligence and Skills
Marios Sotiriadis and Stelios Varvaressos
CHAPTER 4 Tourism Destination: Design of
Experiences
Eyup Karayilan and Gurel Cetin

CHAPTER 5 Social Media and the Co-Creation of

Tourism Experiences
Marianna Sigala

CHAPTER 6 Experiential Tourism: Creating and

Marketing Tourism Attraction
Experiences
Rachel Dodds and Lee Jolliffe

Part II Managing: Organizing and

Delivering Tourism
Experiences
CHAPTER 7 Cultural and Experiential Tourism
Hilary du Cros

CHAPTER 8 Dragon Boat Intangible Cultural

Heritage: Management Challenges of a
Community and Élite Sport Event as a
Tourism Experience
Fleur Fallon

CHAPTER 9 Collaborating to Provide Attractive Hotel

Guests’ Experiences
Marios Sotiriadis and Christos Sarmaniotis
CHAPTER 10 Managing Sport Tourism Experiences:
Blueprinting Service Encounters
Chris A. Vassiliadis and Anestis Fotiadis

CHAPTER 11 Authenticity, Commodification, and

McDonaldization of Tourism
Experiences in the Context of Cultural
Tourism
Medet Yolal

CHAPTER 12 Managing Experiences within the Field

of Creative Tourism: Best Practices and
Guidelines
Caroline Couret

CHAPTER 13 Greening as Part of Ecotourism to

Contribute to Tourists’ Experiences: A
Destination Planning Approach
Elricke Botha and Willy Hannes Engelbrecht

CHAPTER 14 Managing Rural Tourist Experiences:

Lessons from Cyprus
Anna Farmaki

CHAPTER 15 Service Innovations and Experience

Creation in Spas, Wellness and Medical
Tourism
Melanie Kay Smith, Sonia Ferrari and László Puczkó
 Part III Marketing: Communicating
and Promoting Tourism
Experiences
CHAPTER 16 The Role of Online Social Media on the
Experience and Communication of Gay
Events in a Tourist Destination: A Case
Study of a Small-Scale Film Festival in
Nice
S. Christofle, C. Papetti and M. Ferry

CHAPTER 17 Marketing Experiences for Visitor

Attractions: The Contribution of
Theming
Elricke Botha

CHAPTER 18 Marketing Culinary Tourism

Experiences
Lee Jolliffe

CHAPTER 19 Managing and Marketing Tourism

Experiences: Extending the Travel Risk
Perception Literature to Address
Affective Risk Perceptions
Ashley Schroeder, Lori Pennington-Gray,
Maximiliano Korstanje and Geoffrey Skoll

CHAPTER 20 Promotion Tools Used in the Marketing

of Sport Tourism Experiences in a
 Mature Tourism Destination
Crystal C. Lewis and Cristina H. Jönsson

CHAPTER 21 The Role of Information and

Communication Technologies (ICTs) in
Marketing Tourism Experiences
Kyung-Hyan Yoo and Ulrike Gretzel

Part IV Monitoring and Evaluating

Tourism Experiences
CHAPTER 22 Memorable Tourism Experiences:
Conceptual Foundations and
Managerial Implications for Program
Design, Delivery, and Performance
Measurement
Jong-Hyeong Kim

CHAPTER 23 Proposing an Experiential Value Model

within the Context of Business Tourism
Magdalena Petronella (Nellie) Swart

CHAPTER 24 Consumer Travel Online Reviews and

Recommendations: Suggesting
Strategies to Address Challenges Faced
within the Digital Context
Marios Sotiriadis and Ciná van Zyl
CHAPTER 25 Assessing Tourism Experiences: The
Case of Heritage Attractions
Gaunette Sinclair-Maragh

Conclusions: Issues and Challenges for Managing

and Marketing Tourism Experiences
Dogan Gursoy and Marios Sotiriadis

About the Authors

Index
List of Contributors

Elricke Botha University of South Africa, Pretoria, South

Africa
Gurel Cetin Istanbul University, Istanbul, Turkey
S. Christofle University of Nice Sophia Antipolis, Nice,
France
Caroline Couret Creative Tourism Network®, Barcelona,
Spain
Rachel Dodds Ryerson University, Toronto, Canada
Hilary du Cros University of New Brunswick, Fredericton,
Canada
Willy Hannes Independent Institute of Education,
Engelbrecht Gauteng, South Africa
Fleur Fallon Formerly Sun Yat-sen University, Zhuhai,
China
Anna Farmaki Cyprus University of Technology, Limassol,
Cyprus
Sonia Ferrari University of Calabria, Rende, Italy
M. Ferry Institut Paul Bocuse, Ecully, France
Anestis Fotiadis I-Shou University, Kaohsiung, Taiwan
Ulrike Gretzel University of Queensland, St Lucia, Australia
Özlem Güzel Akdeniz University, Antalya, Turkey
Lee Jolliffe University of New Brunswick, New
Brunswick, Canada
Cristina H. Jönsson The University of the West Indies, St
Michael, Barbados
Eyup Karayilan Istanbul University, Istanbul, Turkey
Jong-Hyeong Kim Sun Yat-sen University, Guangdong, China
Maximiliano Korstanje Palermo University Argentina, Buenos Aires,
Argentina
Crystal C. Lewis The University of the West Indies, St
Michael, Barbados
C. Papetti University of Nice Sophia Antipolis, Nice,
France
Lori Pennington-Gray University of Florida, Gainesville, FL, USA
László Puczkó Budapest Metropolitan University of Applied
Sciences, Budapest, Hungary
Christos Sarmaniotis Alexander Technological Educational
Institute of Thessaloniki, Thessaloniki,
Greece
Ashley Schroeder University of Florida, Gainesville, FL, USA
Marianna Sigala University of South Australia, Adelaide,
Australia
Gaunette Sinclair- University of Technology, Jamaica, Kingston,
Maragh Jamaica
Geoffrey Skoll Buffalo State University, Buffalo, NY, USA
Melanie Kay Smith Budapest Metropolitan University of Applied
Sciences, Budapest, Hungary
Marios Sotiriadis University of South Africa, Pretoria, South
Africa
Magdalena Petronella University of South Africa, Pretoria, South
(Nellie) Swart Africa
Ciná van Zyl University of South Africa, Pretoria, South
Africa
Stelios Varvaressos Technological Educational Institute (TEI) of
Athens, Athens, Greece
Chris A. Vassiliadis University of Macedonia, Thessaloniki,
Greece
Medet Yolal Anadolu University, Eskisehir, Turkey
Kyung-Hyan Yoo William Paterson University of New Jersey,
Wayne, NJ, USA
Anita Zátori Corvinus University of Budapest, Budapest,
Hungary
Introduction

T ourists desire a series of services that allow multiple options

and experience opportunities. For tourists, the product is the
total experience, covering the entire amalgam of all aspects
and components of the experience encounter, including attitudes and
expectations. Tourists generally perceive and evaluate their visit as
an experience, even though the various services are offered by
different operators. In fact, their visit consists of a structured series
of services and providers/producers, which operate separately. From
the supply side, the tourism offering is definitely a series of
experiences achieved through a combination of a diverse array of
products and services (Middleton, Fyall, Morgan, & Ranchhod, 2009).
Hence, offering these experiences requires the involvement,
partnering, and collaboration of a series of businesses (Gursoy,
Saayman, & Sotiriadis, 2015).
The tourism experience is, by definition, “what people experience
as tourists” (Sharpley & Stone, 2011, p. 1). Tourism destinations and
providers of tourism services do nothing else than providing
experience opportunities to people during their trips. What exactly is
an experience? Literature suggests many different meanings and
interpretations. According to a straightforward description, an
experience is “the fact or state of having been affected by or gained
knowledge through a direct observation or participation” (Merriam-
Webster, 1993). Apparently, the customer experience is derived from
the pursuit of fantasies, feelings, and fun. Experience refers to
customers’ wonderful memories associated with a place/location
(destination); it is the core value of tourism consumption. In the
broader social context, experience combines the actions of individual
customers with the situations under which consumption will occur
(Schmitt, 1999).
According to Sundbo and Darmer, “… experiences occur
whenever a company intentionally uses services as the stage and
goods as props to engage the individual” (2008, p. 11). Therefore,
an experience occurs whenever companies intentionally construct it
to engage customers. Every tourism company offers a customer
experience. The more aware a business is of what type of
experience is desired by consumers and by offering the type of
experiences desired by consumers, the more likely they are to be
successful.

Experience Economy: Anatomy of an

Experience
Pine and Gilmore (1998) set out the vision for a new economic era,
the experience economy, in which consumers are in search for
extraordinary and memorable experiences. In the experience
economy, during the last decades, the attention is shifted away from
product or service delivery to the customer’s experience as the
value-added element (Mossberg, 2007; Pine & Gilmore, 1998;
Schmitt, 1999; Schmitt, 2003). In an attempt to better analyze and
contextualize the concept, researchers proposed various approaches
regarding what creates experiences (see, e.g., Boswijk, Thijssen, &
Peelen, 2007; Mossberg, 2007). However, Pine and Gilmore (1999)
are less concerned with specific elements of what creates an
experience. They instead suggest four main dimensions/realms of
experiences along two axes: the customer’s level of participation and
the customer’s connection with the environment or surroundings.
The same authors suggest that an experience begins as an event
where a tourist experiences (activity) an attraction or business
(resources) within a particular context or situation. This event
generates a reaction and that reaction results in a memory upon
which the tourist reflects and creates new meaning. Ultimately the
tourist, through this meaning-making process, both increases his or
her understanding of the world and of the self as well.
While there are many ways to define an experience, Pine and
Gilmore (1999) suggest the following equation depicting the
“anatomy of an experience.” Experience can be regarded as the
entirety of the process consisting of the following formula (where the
arrow means “causes”):

It is believed that the experience formation takes place in

consumers’ mind, and the outcome of experience consumption
depends on how the consumers, based on a specific situation or
state of mind, react to the staged encounters (Mossberg, 2007; Pine
& Gilmore, 1999; Schmitt, 2003). Obviously, the managerial
functions of planning, designing, organizing, and marketing influence
greatly the event or the type of an experience consumers are likely
to have.

Tourism Experiences
Tourists travel for a variety of reasons: to escape, explore,
understand, and participate. But at the core of the experience lies
the providers of tourism services and the destination – the
businesses and the place that deliver/provide something to the
tourist to keep forever and share with others (Middleton et al., 2009;
Morrison, 2013; Sharpley & Stone, 2011). Every tourist experiences
a trip, holidays, or an attraction, but quality of their experiences
depend on the activities and providers they select. Service is an
essential component of delivery of most form of tourism activities.
Services include but not limited to those functions that a tourist
might or might not be able to perform for him or herself but in all
cases choose someone else to perform it for them. Services take
place at locations where the activity is offered (such as the travel,
the accommodation, the food, the transportation, the
communication, and the provision of souvenirs). Therefore, tourism
activities require services provided by business; these set of services
and activities form the tourism experiences. Further, it is generally
accepted that tourism experiences have multidimensional facets.
Walls, Okumus, Wang, and Kwun (2011) analyzed the theoretical
underpinnings of customer experience by examining the definitions
of experience and the contextual nature of customer experiences.
Their study suggests that the perception of customer experience has
numerous foundational origins that have complicated its growth as a
viable and valued concept, and proposes a framework to better
understand this construct in a tourism and hospitality context.
Providing tourists with memorable experiences is important for
success in a highly competitive tourism marketplace (Kim, 2014). In
order to gain a competitive advantage, it is crucial for organizations
and companies to offer and deliver experiences that are demanded
and valued by the market. There are numerous issues and
challenges to be addressed in managing tourism experiences by
tourism destinations and businesses ranging from the experience
design to the management of experience creation and delivery that
meets the customer’s expectations (Lin & Liang, 2011). Literature
has increasingly recognized the importance of managing the
customer’s experience (see, e.g., Berry, Carbone, & Haeckel, 2002;
Morgan, Lugosi, & Ritchie, 2010; Schmitt, 2003). The customer
experience has emerged as the single most important aspect in
achieving success for companies across all industries. A successful
customer experience management requires a strategy that focuses
on the operations and processes of a business around the needs of
the individual customer (Schmitt, 2003).
Managing and Marketing Tourism
Experiences
In order to provide valuable and memorable experiences, tourism
businesses and destinations have to manage and market efficiently
and effectively the provision of tourism services and delivering
experiences. From a managerial standpoint, the landmark work by
Pine and Gilmore (1998, 1999) has generated widespread interest
into a new management paradigm which emphasizes the transition
from service delivery to experience creation and co-creation.
The motivation to design and stage valuable experiences stem
from the fact that an experience is subjectively felt by an individual
who is engaged with an event on an emotional, physical, spiritual,
and/or intellectual level. As already mentioned, Pine and Gilmore
(1999) defined four realms/dimensions of experiences, namely
entertainment, educational, esthetic, and escapist. These dimensions
are the components of the experience economy framework explored
in various contexts, as presented below. The same authors provided
five key points for which they called experience-design principles:
theme the experience, harmonize impressions with positive cues,
eliminate negative cues, mix in memorabilia, and engage all five
senses.
Within the marketing realm, Holbrook and Hirschman (1982)
suggested an experiential view of consumption, arguing that
satisfaction is one component of experiences in addition to the
hedonic, symbolic, and aesthetic nature of experiential consumption.
Otto and Richie (1995), based on this experiential view, examined
satisfaction of tourism experiences and asserted that subjective,
emotional, and highly personal responses to various aspects of the
service encounter are likely to result in varying levels of overall
satisfaction. Further, Jennings and Nickerson (2006) have provided
an assessment of and insights into the satisfactory quality
experiences; however, there is no current consensus as to the
definition of what constitutes “quality.” Nevertheless, the most
prevalent relationship is the connection of experience to service
quality and to customer satisfaction (Ekinci, Riley, & Chen, 2001).
This interrelationship and connection has been demonstrated by
studies in various tourism contexts. It is believed that a valuable and
memorable tourism experience will lead to customer satisfaction and
post-consumption behavioral intentions (Oh, Fiore, & Jeoung, 2007).

Experience Economy Framework:

Empirical Studies within Tourism Context
and Settings
Literature suggests that the pertinent constructs of the experience
economy model can be used to explain the experiential nature of
tourism in various settings (see, for instance, Quadri-Felitti & Fiore,
2012). During the last decade, there has been an enthusiastic
movement in the management and marketing literature toward the
experience economy and its particular relevance to the tourism
industry (Mehmetoglu & Engen, 2011; Titz, 2007). The experience
economy framework briefly presented above has been empirically
examined in various tourism contexts. Let us briefly present the
main studies on applications of this framework in tourism contexts.
The first study was carried out by Oh et al. (2007) within the
context of bed and breakfast accommodations. Authors proposed a
measurement model that includes four realms of experience (i.e.,
entertainment, education, esthetics, and escapism) and four
nomological consequences/antecedents (i.e., arousal, memory,
overall quality, and satisfaction). The study performed by Hosany
and Witham (2010) investigated the relationships among cruisers’
experiences, satisfaction, and intention to recommend. Mehmetoglu
and Engen (2011) used the same framework to empirically examine
the applicability of the four experiential dimensions within two
different tourism contexts: an event and a built visitor attraction in
Norway, both visited by domestic and inbound tourists. The study by
Quadri-Felitti and Fiore (2013) evaluated the wine tourists’
experiences in the Lake Erie wine region (USA). This study used an
adapted version of the scale of the experience economy’s
dimensions to examine the impacts of four dimensions of experience
economy on destination loyalty. Lastly, Correia Loureiro (2014)
empirically explored the effect of the experience economy on place
attachment and behavioral intentions through emotions and memory
within the context of rural tourism, individuals experiencing rural
holidays in the South of Portugal.
What are the main conclusions that could be drawn from the
above studies? Three are, in our view, the main conclusions, namely
(i) the experience framework (Pine and Gilmore’s model) has been
proved to be reliable and valid for measuring customers’ experience
within various tourism contexts; (ii) the relative importance/influence
of four dimensions in estimating the experiential outcomes tend to
vary from one context to the other; the four dimensions were found
to operate differently in each tourism setting. All studies found that
the correlation between the experience dimensions and the
outcomes (memory, arousal, and overall perceived quality and
satisfaction) was strong. However, the four dimensions differ in
terms of their relative importance in explaining the outcome
variables; and (iii) findings contradict Pine and Gilmore’s assertion
that simultaneous incorporation of the four dimensions is necessary.
The theoretical framework of experience economy, suggested by
Pine and Gilmore challenged us to think about consumption
experience in ways that resonated well with travel, tourism, and
hospitality. However, they provided little in setting an agenda for the
best practices or research beyond their basic concept. This is
evidenced by the lack of development of the literature on the topic.
Additionally, the developments in the field of information and
communication technology (ICTs) have revolutionized the business
environment. The ICT revolution considerably influences consumer
attitudes and behaviors and has a huge impact on tourists, tourism
destinations, and providers of tourism services (Law, Buhalis, &
Cobanoglu, 2014; Morrison, 2013). One of the main challenges in
the digital environment and globalized travel and tourism markets is
the rise of networking platforms or social media (SM) that allow
tourists to interact and share their views and experiences with
potentially unrestricted virtual communities (Sigala, Christou, &
Gretzel, 2012; Xiang & Tussyadiah, 2014). SM platforms permit
tourists to digitize and share online knowledge and experiences. All
these technological developments offer benefits for both tourists and
destinations, provide opportunities and raise challenges as well
(Sigala et al., 2012). Indeed, SM have a considerable influence and
impact, as part of tourism management and marketing strategy, on
all aspects of the tourism industry. The reason for this is
simultaneously simple and serious: they play a significant role in
many aspects of tourism, especially in information search and
decision-making behaviors, tourism promotion and in focusing on the
best practices for interacting with consumers (Law et al., 2014;
Sotiriadis & van Zyl, 2013; Xiang & Tussyadiah, 2014). Literature
suggests that SM are increasingly relevant as part of tourism
practices affecting destinations and businesses, as they are changing
the ways in which information about travel and tourism experiences
are disseminated (see, for instance, Munar & Jacobsen, 2014). The
changes in tourists’ behavior have a critical impact on the
approaches and tools that tourism destinations and businesses have
to adopt and use in managing and marketing their services and
offerings in the digital environment. As argued by Sigala et al.
(2012), SM are challenging existing customer services, marketing
activities, and promotional processes in the tourism field. Apparently,
the Internet and Web 2.0 provide tourism businesses and
destinations with tools and applications to design, create and co-
create, manage, market, and evaluate experiences for tourist
consumers. Two crucial points in this field are to have the
appropriate approach and to make effective use (Sotiriadis & van
Zyl, 2015).
From the above discussion, it is clear that planning, design,
management, and marketing of experiences for tourism markets
constitute a focal challenge for tourism destinations and providers in
a highly competitive marketplace. All businesses and organizations
involved in have to address challenges and issues of providing high-
quality experiences to tourists. This volume aims at bridging the gap
in contemporary literature by carefully examining management and
marketing issues of tourism experiences. Within this context, this
volume (i) adopts an approach of strategic and operational
management and marketing, and (ii) takes a tourism business and
destination perspective to consider and analyze the main issues and
aspects related to the three stages/phases of offering experiences to
tourists: before, during and after the experience encounter.
This volume aims to explore and analyze the main issues and
challenges in the field of tourist experiences from a strategic
management and marketing perspective, and suggest the
appropriate approaches in planning, managing, and marketing
experiences for tourists. The specific objectives are: (i) to analyze
the main issues and challenges related to tourism experience
management and marketing; (ii) to present and discuss adequate
analytical frameworks and tools; (iii) to explore the adoption and
implementation of approaches to managing and marketing
experiences in various tourism contexts and industries; and (iv) to
discuss and analyze case studies illustrating approaches adopted,
methods implemented, and best practices in addressing related
issues.
In order to consider and analyze the various issues and aspects
and to achieve its aims and objectives, this volume is structured into
four parts, as follows. Part I “Planning: Design and Creating Tourism
Experiences” deals with the planning tourism experiences and aims
at considering and analyzing main issues and aspects of designing
and creating experiences in tourism and encompasses six chapters.
The first chapter, “Experience-based service design,” by Özlem Güzel,
presents a service design path built around various elements such as
sensations, emotions, human relations, innovations, and values. It
argues that experience-based service design contains different
components, and that this service design should be established
within three-steps, namely explore, design, and positioning. This
process is illustrated using a case study on Singapore Airlines.
 Chapter 2, entitled “Experience-Centric Approach and
Innovation,” is authored by Anita Zátori. It discusses the experience-
centric strategy from the perspective of innovation management, its
contribution to designing and managing valuable tourism
experiences, especially in context of guided tours. It highlights the
role of experience design and market intelligence in experience-
centric service processes. The next chapter, “Crucial Role and
Contribution of Human Resources in the Context of Tourism
Experiences: Need for Experiential Intelligence and Skills,” by Marios
Sotiriadis and Stelios Varvaressos, discusses the issue of human
resources within the context of tourism experiences. Specifically, it
analyses and highlights the importance of a strategic approach to
human resources management and suggests suitable tools and
strategies. Micro-cases and examples are used to illustrate efficient
human resources management tools and practices.
Chapter 4 entitled “Tourism Destination: Design of Experiences,”
by Eyup Karayilan and Gurel Cetin, proposes a conceptual model for
designing tourism experiences at destination level and analyses the
implications for main stakeholders (DMOs, host community, and
tourism industry) in creating experiences for tourists. A case study
highlights the determining role of destination features and that of
stakeholders in involving tourists in experience production. Chapter
5, “Social media and the co-creation of tourism experiences,”
authored by Marianna Sigala, investigates the role and the impact of
social media in influencing and shaping tourism experiences. This
chapter adopts a Service Dominant Logic and co-creation approach
and concepts for examining how the social media can influence
interactions and participation that represent two major sources of
tourism experiences. Author provides several arguments showing
how social media enabled interactions and participation can
facilitate, foster, and expand the experience co-creation process by
altering: when, how, why, what, by whom, and how tourism
experiences are co-created.
The last chapter of this part “Experiential tourism: Creating and
marketing tourism attraction experiences,” by Rachel Dodds and Lee
Jolliffe, explores the current trend toward both creative and
experiential tourism in cities in terms of development and marketing
of local attractions. Creative tourism in cities is profiled through a
literature review and further investigated by means of a case study
at a local attraction in Toronto, Canada. The choice of a site was one
of a creative city and the repurposing of a formerly industrial site for
visitation. The study of Evergreens Brickworks demonstrates the use
of marketing techniques to identify markets and match visitors with
experiences.
Part II is devoted to management issues. It is entitled
“Managing: Organizing and Delivering Tourism Experiences” and
aims at approaching and analyzing issues of managing tourism
experiences within various contexts, industries, and settings. The
part features nine chapters, as follows. Chapter 7 “Cultural and
Experiential Tourism,” by Hilary du Cros, examines how sensitivity to
event design and the creative process for an arts event also can
have an impact on its ongoing management and tourism experience,
by applying a new assessment tool, sustainable creative advantage
(SCA), to gauge its performance. A case study approach is used to
assess SCA for the Sculpture by Sea, Bondi, Sydney 2015, in order to
discuss how its management enables satisfying arts leisure
experiences. It is believed that the event could still be considered a
fresh and inspiring experience for tourists. However, crowding on
weekends can affect the experience for all participants. Tactile tours
are a unique feature of the event and could be promoted more to
tourists.
The next chapter “Dragon Boat Intangible Cultural Heritage:
Management Challenges of a Community and Élite Sport Event as a
Tourism Experience,” authored by Fleur Fallon, presents three trends
emerging from a review of the literature, namely: concern with
balancing authenticity and profit-chasing; the phenomenal fast
growth of the sport and the challenge to develop and maintain
international control and governance; and seeking evidence of
health and wellbeing benefits of Dragon Boat racing for breast
cancer survivors. The study traces the growth of Dragon Boat racing
from humble beginnings in 1976 as part of a local tourism strategy
by the Hong Kong Tourist Association (HKTA) to position Hong Kong
as more distinctive than a destination for shopping or with British
colonial history appeal. The event is now a recognized world sport
requiring a global strategy of co-operative alliances and is close to
becoming an official sport in the Olympic Games. Author contends
that emergent strategy and symbolic authenticity of intangible
cultural heritage are key concerns for integrating special events as a
central tourism experience.
It is believed that collaboration between tourism operations
makes a significant contribution in providing special guest
experiences and that a collaborative platform wisely designed
creates a series of business benefits. Chapter 9, entitled
“Collaborating to Provide Attractive Hotel Guests’ Experiences,” by
Marios Sotiriadis and Christos Sarmaniotis, analyses the contribution
of collaboration between businesses in providing valuable
experiences in hotel settings. A case study from Italy is used to
illustrate how hotel operations are collaborating to provide tourism
experience opportunities. This collaboration offers a way of enriching
and deepening guests’ experiences, based on endogenous
resources, and meeting the tourists’ requirements.
Chris A. Vassiliadis and Anestis Fotiadis are the authors of next
chapter “Managing Sport Tourism Experiences: Blueprinting Service
Encounters.” This chapter presents and analyses how the
methodology of service blueprinting may contribute to managing and
offering high quality experiences to sport tourists. It uses a
combination of theoretical tools to develop a finalized services
blueprint map for sport events. It is argued that observation, diaries,
service blueprints, comment management, and FMEA (Failure Mode
and Effects Analysis) are a range of corporate research approaches
and management tools that can offer new insights into the theory
and praxis of service management applications and can improve the
sport tourism experiences.
The authenticity of tourism experiences and the commodification
of tourism offering are two issues that attracted the interest of
academic research. Chapter 11, entitled “Authenticity,
Commodification, and McDonaldization of Tourism Experiences in the
Context of Cultural Tourism” authored by Medet Yolal, discusses
these dimensions of tourism experiences using a case study of a
well-established destination (Cappadocia, Turkey). Author contends
that destinations rely not only on authenticity of their attractiveness
but also strive to attract tourists by tailoring experiences that will
meet high-order needs of the tourists. However, these destinations
are under threat by commodification and McDonaldization due to
excessive use of the resources as a result of mass tourism.
The emergence of the creative and experiential tourism in
general is only the visible part of the paradigm shift that is affecting
the tourism industry, involving new challenges and opportunities. A
contribution from a practitioner is provided in Chapter 12 “Managing
Experiences within the Field of Creative Tourism: Best Practices and
Guidelines.” Caroline Couret shares her practical experience in
creative tourism management and proposes some guidelines for
DMOs interested in designing activities and plans in this field. Most
of the analyses, examples, and observations are based on
management of the Creative Tourism Network® and the approaches
adopted by its members in managing their creative tourism offerings
over the world. This chapter concludes with a series of applicable
guidelines and suggestions for managers to cater to this niche
market.
The growth of the ecotourism industry led to an increased
emphasis on sustainable practices and called for greener practices to
be incorporated in managing ecotourism destinations and
operations. Chapter 13, entitled “Greening as Part of Ecotourism to
Contribute to Tourists’ Experiences: A Destination Planning
Approach,” by E. Botha and W. H. Engelbrecht, provides a brief
overview of the green principles associated with developing
ecotourism destinations. Green ecotourism destination planning is
explained within the context of the tourism experiences to highlight
aspects necessary for sustainable ecotourism destination
development. Waterwheel, located in the Limpopo province of South
Africa, is faced with this green development challenge and serves as
a case study of planning and managing ecotourism experiences.
 Anna Farmaki is the author of next chapter “Managing Rural
Tourist Experiences: Lessons from Cyprus.” This chapter assesses the
management of the rural tourist experiences in Cyprus by
implementing an exploratory research approach. It examines rural
tourists’ experiences in relation to travel motives and activities
performed in rural areas in Cyprus, and explores overall satisfaction
with the rural tourist experience with regard to several physical,
social, and symbolic attributes derived from the literature review.
Author elicits recommendations that can improve the tourist
experience in rural areas. A refined segmentation strategy is
proposed as well as the development of synergistic, innovative
linkages among rural tourism stakeholders and across segments in
the industry, with thematic clusters representing a favorable and
suitable strategy.
Chapter 15 “Service Innovations and Experience Creation in Spas,
Wellness and Medical Tourism,” by Melanie Kay Smith, Sonia Ferrari,
and László Puczkó, analyses the relationship between service
innovation and experience creation within the context of spas,
wellness, and medical tourism. This study provides an overview of
service innovation theory and models, and then applies them to the
spa, wellness, and medical tourism industries. Authors present a
case study on Pärnu hospital in Estonia, where innovative practices
are being implemented to improve the patients’ experience. The
main contribution of the empirical study is to identify the most
important elements in the experiences of spa and wellness guests
and tourists. Some aspects of innovation (such as design and
technology) are not seen as important elements as expected;
however, evidence-based treatments, medical services, and natural
and local resources are valuable components.
The next part, Part III “Marketing: Communicating and
promoting Tourism experiences,” deals with marketing issues and
approaches, and aims at considering and analyzing the functions and
tools of communicating and promoting tourism experiences within
various contexts and/or industries. This part includes six chapters as
follows. Chapter 16, entitled “The Role of Online Social Media on the
Experience and Communication of Gay Events in a Tourist
Destination: A Case Study of a Small-Scale Film Festival in Nice,” by
S. Christofle, C. Papetti, and M. Ferry, analyses the role of social
media in experience sharing and communication of a gay film festival
in one of the most popular world tourist destinations. This study
implemented an exploratory research (qualitative study and
netnographic analysis) for a single gay film festival (ZeFestival) to
acquire insights on the adoption and uses of social media by both
organizers (as communication tools) and festival goers (for
experience sharing). The chapter is completed by formulating some
recommendations for the adequate uses of these Web 2.0 tools at
various stages – before, during, and after – of the event.
Chapter 17 “Marketing Experiences for Visitor Attractions: The
Contribution of Theming,” by E. Botha looks at similarities between
the experience economy and Disneyization, with specific focus on
theming as a means of enhancing tourism experience. Sophisticated
tourists have brought with them the need to better understand their
behavior and place more emphasis on experiences. The Addo
Elephant National Park, South Africa, is presented as a case study
that uses interpretation as a tool for theming. Several issues and
guidelines related to theming are presented to highlight aspects
which visitor attraction managers and marketers need to consider
when seeking to use theming to improve or create a visitor
experience. Author contends that the theme should be planned
meticulously as it refers to several aspects not only in the experience
itself but also in the experience cycle. It is therefore a quite complex
tool to use that should not be taken lightly in order to benefit fully
from the possible advantages.
The following chapter, “Marketing Culinary Tourism Experiences,”
authored by Lee Jolliffe, identifies issues in the development and
marketing of culinary tourism experiences with the goal of
determining the value of collaborative forms of product development
and marketing. Author performs a literature review examining
approaches to marketing of culinary experiences and identifies a gap
in the study of collaborative approaches such as networking,
partnering, and alliances. A case study investigates these themes.
Through the analysis of an in-depth case study of an experiential
culinary tourism event in a small city in Eastern Canada (a
Restaurant Week), it is determined that informal collaboration in the
form of partnership is essential to building and marketing
collaborative culinary tourism offerings and experiences. This
investigation has value for practitioners implementing collaborative
forms in this field.
A different perspective and discipline approach to the thematic of
tourism experiences is presented in Chapter 19 “Managing and
Marketing Tourism Experiences: Extending the Travel Risk Perception
Literature to Address Affective Risk Perceptions,” by Ashley
Schroeder, Lori Pennington-Gray, Maximiliano Korstanje, and
Geoffrey Skoll. This chapter critically discusses the current risk
perception literature in the tourism field and offers a solution
through a more conceptual and operational definition of risk
perceptions. Specifically, the inclusion of affective risk perceptions is
added to the literature via the risk-as-feelings hypothesis. Authors
contend that extension of the current literature enhances research
moving forward. Hence, this chapter proposes a theoretical and
conceptual model as a framework to address risk perception studies
in tourism and travel. This model frames an operationalization of risk
perception variables by providing clear measurement scales to be
tested.
Many destinations are implementing sport tourism offerings to
enhance their attractiveness and potential to satisfy tourists’ desires
for new experiences. This has led to a highly competitive sport
tourism market and as a result destinations implement various
marketing techniques and promotional tools. Chapter 20 “Promotion
Tools Used in the Marketing of Sport Tourism Experiences in a
Mature Tourism Destination,” by Crystal C. Lewis and Cristina H.
Jönsson, reports on a research conducted to acquire a better
understanding of promotional tools to effectively and efficiently
market sport tourism experiences. Findings indicated that
promotional tools implemented in Barbados come along with
problems of poor and insufficient sporting facilities. Furthermore, low
collaboration between tourism providers and sporting entities
hamper the success of Barbados as a sport tourism destination. It is
argued that, while promotional tools are essential in attracting
tourists, other elements must also be taken into consider to ensure
that sport tourists will have adequate offerings and positive
experiences. Ultimately this would lead to a successful sport tourism
destination.
The last chapter regarding marketing of tourism experiences is
entitled “The Role of Information Communication Technologies
(ICTs) in Marketing Tourism Experiences,” constitutes a contribution
by Kyung-Hyan Yoo and Ulrike Gretzel. This chapter discusses the
role of ICTs and the emerging trends and issues in marketing
tourism experiences. Previous conceptual frameworks are reviewed
and key issues and trends are identified as central for ICT-based
tourism marketing. Authors suggest a conceptual model that outlines
a technology-empowered marketing approach for co-created tourism
experiences and identified key trends in marketing tourism
experiences. Furthermore, case studies are presented to illustrate
how the marketing issues could be translated into practical tourism
marketing strategies, highlighting the integrated and strategic role of
various tools ICTs. The chapter is completed with practical
implications for ICT-based marketing of tourism experiences.
Last part (Part IV) “Monitoring and Evaluating Tourism
Experiences” considers issues related to the stage of post experience
encounter. It aims to present and analyze approaches and tools to
monitor and evaluate the performance of tourism destinations and
businesses in the field of tourism experiences. This part features four
chapters as follows. Chapter 22 “Memorable Tourism Experiences:
Conceptual Foundations and Managerial Implications for Program
Design, Delivery and Performance Measurement,” by Jong-Hyeong
Kim, sought to overcome the current theoretical lack of
understanding of the concept of memorable tourism experiences
(MTEs) and to provide a conceptual framework for guiding
destination managers who seek to design and deliver memorable
experiences appropriate to their particular destination. This study
investigated tourism experiential factors that enable and facilitate
MTEs. The literature review and the content analysis and synthesis
identified seven conceptual and theoretical components of MTEs,
namely hedonism, refreshment, novelty, local culture,
meaningfulness, knowledge, and adverse feelings. It then
demonstrates the managerial importance of these theoretical
components to the design of applicable destination programs and
discusses the implications for destination managers of this
understanding for designing, delivering, and evaluating programs.
Magdalena Petronella (Nellie) Swart is the author of next chapter,
entitled “Proposing an Experiential Value Model within the Context of
Business Tourism Experiences.” This chapter argues that experiential
value, satisfaction, and post consumption behavior may play an
important role in acquiring information and knowledge creation on
how business tourism organizations can use a structured model and
to enhance service experiences. Author then suggests a theoretical
framework for the development of a multi-item Business Tourist
Experience Value Model, based on the Behavioral Intentions Model of
Fishbein and Ajzen (1975). This model consists of an integration and
re-assessment of different elements from a range of empirical
studies. It is estimated that this theoretical model offers new
practices into the measurement of experiential value, satisfaction,
and post consumption behavior in a business tourism context. In
other terms, business tourism managers can use these dimensions
as guidelines on how to create valuable experiences for customers
and achieve better performance.
Chapter 24 “Consumer Travel Online Reviews and
Recommendations: Suggesting Strategies to Address Challenges
Faced within the Digital Context,” by Marios Sotiriadis and Ciná van
Zyl, performs a synthesis of the academic research regarding the
changes of tourist consumer behavior brought about by social
media, and suggests a set of strategies for tourism businesses to
address resulting challenges. Extensive literature reviews have been
performed on the motivating factors and the effects of online
reviews. This chapter focuses on the impact of online reviews on
tourism businesses and outlines a series of adequate strategies
formulated for business practitioners. Authors contend that this
study provides practical recommendations/suggestions for tourism
businesses in addressing the challenges and opportunities raised
within the digital context.
The last chapter, entitled “Assessing Tourism Experiences: The
Case of Heritage Attractions,” by Gaunette Sinclair-Maragh, reports
on an empirical investigation regarding tourism experiences in
heritage attractions in Jamaica. It analyses the five principles of
experience economy within the context of heritage attractions. This
study aims to find out whether heritage attractions are using the
principles of experience economy to provide a fulfilling experience to
visitors. The principles of the experience economy are having
consistent theme, using positive cues, eliminating negative cues,
offering memorabilia, and engaging the five senses. This study
provides insights on the implementation of experience economy
principles in managing heritage attractions. Consequently, the same
approach contributes to evaluate the performance of experience’s
outcomes.
The volume is completed by providing management and
marketing implications and recommendations for tourism business
and destinations to enable them to successfully create, manage, and
market tourism experiences, as well as to effectively evaluate their
performance in this field. Overall, this book provides conceptual and
practical evidence for the critical importance of adopting and
implementing management and marketing approaches and tools to
address the challenges and seize the opportunities in the field of
tourism experiences.
We would like to thank our colleagues and the researchers in the
field of tourism and hospitality who have contributed to the
Handbook of Managing and Marketing Tourism Experiences; you
have given us reasons to initiate a project like this one. You are a
true inspiration and source of this Handbook’s birth, hoping that you
would find the source useful. We as editors extent our sincere
thanks to the Emerald Publishing and their highly skilled staff
members for making this project a reality.
We hope that this book will generate a significant interest and
discussion on design, delivery, and monitoring of tourism experience
and provide a foundation for a much greater research contribution
from both scholars and business practitioners. We strongly believe
that this volume will be very useful for academics, researchers, and
undergraduate and postgraduate tourism students. It will also be of
interest to practitioners and entrepreneurs.
We hope you will enjoy reading this book.
Marios Sotiriadis
Dogan Gursoy
Editors

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 Part I
Planning: Design and
Creating Tourism
Experiences
Aim: to consider and analyze related issues
and aspects in various fields/contexts
CHAPTER

1
Experience-Based Service Design
Özlem Güzel

ABSTRACT
Purpose – In the tourism sector, the differentiation is difficult
in the commoditized market. The main challenge for
businesses is to design the experiences which would create
awareness and difference. With this foresight, this chapter
aims to show an experience-based service design path built
around various elements such as sensations, emotions,
human relations, innovations, and values.

Methodology/approach – This chapter is based on extensive

literature review, including books, journals, articles,
conference papers, and search reports. Furthermore, the
Singapore Airlines web page was used as an important source
of information to examine the instructional path built
suggested in the literature review.
 Findings – As it has been determined by the general review,
experience-based service design contains different
components, and with these evaluations the experience-based
service design was established in this chapter within three
steps: explore, design, and positioning. Furthermore, on the
case study of Singapore Airlines, the tracks of these three
steps have been investigated. Especially, explore and design
dimensions have been identified to be used mainly during the
experience design.

Practical implications – From the highlights of the literature

review, an instructional path for experience-based service
design and implementation process is highlighted in three
parts and this instructional path would guide business
managers/experience engineers.

Originality/value – As the experience-based service design has

been increasingly receiving the attention of the business’
managers in the tourism sector, an overview examination of
experience design, and being instructional guide will direct
them to implicate the dimensions in practice.

Keywords: Experience marketing; experience design; service

design; Singapore airlines

Introduction
Customers having many choices, but being less satisfied is the
paradox of the 21st century (Prahalad & Ramaswamy, 2004). In this
context, a new approach referred to as Customer Experience
Management (CEM) has emerged as a new perspective for far-
sighted businesses to use their capabilities and resources effectively
in creating value and experience. This new approach has become a
strategic competitive marketing tool for creating value as the
traditional marketing has been losing its effectiveness in the 21st
century (Gentile, Spiller, & Noci, 2007; Lasalle & Britton, 2003; Pine
& Gilmore, 1999; Prahalad & Ramaswamy, 2004; Schmitt, 1999;
Shaw, 2005; Smith & Wheeler, 2002). Shaw and Ivens (2002) refer
the existence of the seven-point philosophy during customer
experience design (CED). According to them, customer experience;
must be a long-term competitive advantage source; must respond
the customers’ rational and emotional expectations consistently;
should focus on stimulating the selected emotions; should be
created with inspiring leadership; needs strong
organization/motivated staff; must take the consumers in the center
of experience implementations; should transform into the design of
the brand.
If the industry is such an industry like tourism, experiences
consist of the main core of the brand as it is one of the main sectors
that recreative, unforgettable and attractive experiences could be
created by evoking the emotions and feelings (Oh, Fiore, & Jeoung,
2007; Otto & Ritchie, 1996; Slatten, Mehmetoğlu, Svensson, &
Svaeri, 2009; Williams, 2006). Schmitt (2013) states that the CEM
framework is made up of five basic steps: analyzing the experiential
world of the customer, building the experiential platform, designing
the brand experience, structuring the customer interface and
engaging in continuous innovation. Considering this framework
within the literature review, it has been revealed the experience-
based service design has many phases and dimensions. This chapter
is going to provide a practical instructional path in three steps,
including “explore, design and positioning” (EDP). Explore dimension
contains exploring the business’ self-sufficiency and understanding of
the customer world as these are recognized as the beginning of the
experiential journey. Design dimension refers to the preparation of
the experience stage and involves experience value promise, actors,
innovation and creativity, theme, and atmosphere. The positioning
dimension contains the customer interface and placing into the
customer’s mind concluded with memorability. After a general
review, a case study will be evaluated to follow the clues of
experience design through these three dimensions.

Explore
The experience design process is defined as both science and art. In
the scientific dimension, the customer expectations, needs, and
priorities are discovered, the customer experience is mapped and the
critical points are identified by focusing on the customer’s senses
(Smith & Wheeler, 2002). This dimension is named in this chapter as
the explore dimension containing tips for the business about
themselves and their customers to start their tourism experience
design journey.

EXPLORING THE BUSINESS’ SELF-SUFFICIENCY

CEM is created by exceeding the customers’ physical/emotional
expectations by designing inward (Shaw, 2005). Carbone and
Haeckel (1994) see the acquisition of service experience design skills
as the first phase of the experience-based design. The business
managers should analyze on where they stand on the experience
circle before the pre-design phase. In this context, Shaw (2005) has
created a basic model to understand on which stage the business
stands in the CEM circle. According to the model, there are four
orientation areas including “inexperienced, operational, illuminated
and natural.” Inexperienced organizations focus on the products and
these organizations are insensitive to customer needs. Their
approach shapes on the philosophy; “take it or leave it” or/and
“what do you expect from a product at this price.”
On the next stage, operational organizations are those who
realize the importance of the customer. However, these
organizations, focusing on just the physical aspects of the customer
experience (e.g., Quick response to the telephone), tend to ignore
the other aspects of the experience (Cetin & Walls, 2016). In the
third area, the organizations see the customer experience as
important as the customers and transfer this foresight to all
employees. These organizations are aware of the fact that emotions
are a major component of customer experience and they implement
new processes in order to evoke emotions. In the final stages, the
natural organizations seeing the customer experience as the genes
of business. They are aware of the critical role of emotions and
feelings. Business leaders and all employees build the experience by
using the theater as an experience stage together after identifying
critical points (Shaw, 2005).
In order to reach the level of natural organizations, business
should create a new wall for creating the experience containing
effective values. Prahalad and Ramaswamy (2004) propose four
activities to build up this wall; establishing a deep dialogue with the
customers, improving customer interaction, taking advantage of new
technological developments, and enabling the exchange of
information.

UNDERSTANDING THE CUSTOMERS EXPECTATIONS

The customers’ world must be understood by looking from the
holistic perspective from different aspects in order to create the
experience context before the designing (Thusy & Morris, 2004).
Understanding what the target customers expect from the business
and which values they look for have to be the critical steps of the
experience design. The difficulty of obtaining the accurate
understanding of how users feel about the products is the main
challenge during the experience design (Kashimura, Kumagai, &
Furuya, 2013). Moreover, Zaltman and Zaltman (2008) state that
many businesses are facing with the problem named ‘lack the depth’
during the analysis of customers world. This lack of depth results
because of the absence of thinking based on imagination, not having
the benefit from the insights brought by different disciplines and not
discussing the ideas coming from consumers. In order to eliminate
the lack of depth from the perspective of creative paradigm and to
establish the CED with effective values, customers should be
included in the value creation and experience design process as
being the continuously collaborative partners (Michelli, 2007;
Prahalad & Ramaswamy, 2004; Schmitt, 2003; Smith & Wheeler,
2002; Tsai, 2005).
Kotler, Kartajaya, and Setiawan (2010) called this method as
‘strengthen the customer’ which let the customers have the
opportunity to design their own experience by including into the
business’ mission. The analysis of the customers’ lifestyles and their
socio-cultural environment in which they live is an important step in
understanding the customer world. In addition, for creating the
personalized and unique experiences, flexible research methods
should be used, particularly focusing on different interests and
needs. In order to get realistic results, real stimulants should be
used and the natural experiential environment should be observed
during the research. Moreover, experience engineers should benefit
from the customers’ imagination world. Kashimura et al. (2013) offer
collecting user complaints, making observations and conducting
interviews in order to specify the user requirements and user’s
characteristics as they identify this step as human-centered design.
After the scientific process of the experience design has been
completed the artistic dimension emerges containing the creativity
and value creation as Smith and Wheeler (2002) refer. This next
dimension is named in this chapter as the design.

Design
The design process being analogous to theatrical show contains
creating experience value, actors (human resources), innovation and
creativity, experience theme and experience atmosphere (scene).
EXPERIENCE VALUE PROMISE
Experiential value promise (EVP), constituting the basis of
experience has to change the customers’ lives and provide distinctive
benefits (Knapp, 2008). Manschot and Visser (2011) define the value
as the activity of assigning importance to a thing or an experience
and they add that after experiencing a service through sensory
perception, people produce an overall picture or feeling about how
valuable an experience is. Similarly, Schmitt (2003, 1999) who define
the experience as the changing the sensory, emotional, cognitive,
behavioral and relational values with the functional value, describes
the EVP as presented image.
EVP resides in the experience of consumption, including the
symbolic and non-utilitarian aspects of use, such as fantasies,
feelings and fun (Arnould & Thompson, 2005). So, it manifests itself
in the form of emotions, testimonials, attitudes and users’ behaviors
(Manschot & Visser, 2011). So, Kotler et al. (2010) state that
businesses have to focus on the mind (mission: satisfy/values: be
better), heart (mission: realize the desire/value: differentiate) and
soul (mission: create love-compassion/value: make a difference) in
the value-based matrix model. As the experiences create personal
meaning for people, the EVP should be unique and personalized
(Pine & Gilmore, 1999; Prahalad & Ramaswamy, 2004; Scott, Laws,
& Boksberger, 2010). To achieve this, experience value should be
established on five steps modules; sense, feel, think, act and relate
(Schmitt, 2003).

CREATING ACTORS FOR EXPERIENCE SHOW

Experiences are the interactions, emerging as a result of the
interactions with customers and employees (Lasalle & Britton, 2003;
Pine & Gilmore, 1999; Prahalad & Ramaswamy, 2004; Shaw, 2005).
So, after analyzing the customer expectations and creating the brand
promise, the businesses should have an experientially focused
business culture and employees (actors) to meet the expectations
(Kotler et al., 2010; Schmitt, 2003; Shaw, 2005; Thusy & Morris,
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