Strategic positioning and performance of tourism destinations

Purpose This paper demonstrates the critical importance of the destination’s decisions made in relation to market positioning in understanding the competitive and economic-financial performance achieved by local businesses. Methodology The aim of the empirical research has been to confirm the following hypotheses: 1. clear positioning on longer-stay customers makes it more likely that the conduct of ski corporations and hotel businesses will compliment each other; 2. clear positioning on longer-stay customers improves the competitive performance of the ski corporations; 3. clear positioning on longer-stay customers improves the competitive performance of tourist hospitality businesses. The multiple case study methodology (Yin, 1981, 1984; Eisenhardt, 1989; Langley, 1999) has been adopted as a means of refuting or confirming these hypotheses, with the use of a combination of qualitative and quantitative data (Jick, 1979) although giving greater weight to the quantitative sources. Findings Two dimensions are of decisive importance: the commercial mix of customers attracted to the destination (distinguishing between day-trippers and longer-stay customers) and the structural mix of plant capacity and high turnover tourist accommodation facilities. Practical implications The case studies chosen have made it possible to test three hypotheses according to which a clear positioning on longer-stay customers: i) increases the extent to which the behaviour of ski corporations and hotel structures compliment each other; ii) improves the competitive performance of the ski corporations and iii) improves the competitive performance of the businesses offering tourist accommodation