Tourism Management - University of Queensland240577/Woodside2008... · 1 Tourism Management Theory,...

Tourism Management

Analysis, Behaviour and Strategy

Edited by

Arch G. Woodside

Boston College

and

Drew Martin

University of Hawaii, Hilo

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Library of Congress Cataloging-in-Publication Data

Woodside, Arch G.Tourism management: analysis, behaviour and strategy /

Arch G. Woodside, Drew Martin.p. cm.

Includes bibliographical references and index.ISBN 978-1-84593-323-4 (alk. paper)

1. Tourism--Management. I. Martin, Drew, 1961- II. Title.

G155.A1W637 2007910.68--dc22 2007021935

ISBN-13: 978 1 84593 323 4

Typeset by AMA DataSet Ltd, UK.Printed and bound in the UK by Biddles, Kings Lynn.

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Contents

Contributors ix

PART I: INTRODUCTION TO ADVANCING TOURISM MANAGEMENT

1 Tourism Management Theory, Research and Practice 1Arch G. Woodside and Drew Martin

PART II: SCANNING AND SENSE MAKING

2 Travel Motivation: a Critical Review of the Concept’s Development 14Cathy H.C. Hsu and Songshan (Sam) Huang

3 Culture’s Consequences on Experiencing InternationalTourism Services and Products 28Arch G. Woodside and Inja Ahn

4 Grounded Theory of International Tourism Behaviour: Building SystematicPropositions from Emic Interpretations of Japanese Travellers Visiting the USA 62Drew Martin

5 Tourist Harassment and Responses 94Jerome L. McElroy, Peter Tarlow and Karin Carlisle

6 Deconstructing Backpacking 107Natan Uriely

PART III: PLANNING

7 Tourism Demand Modelling and Forecasting 113Haiyan Song and Wei Guo

v

8 Market Segmentation in Tourism 129Sara Dolnicar

9 Advanced Topics in Tourism Market Segmentation 151Enrique Bigné, Juergen Gnoth and Luisa Andreu

10 When Tourists Desire an Artificial Culture: the Bali Syndrome in Hawaii 174Mark S. Rosenbaum and Ipkin Anthony Wong

PART IV: IMPLEMENTING

11 Advertising Travel Services to the Business Traveller 185Nancy D. Albers-Miller, Robert D. Straughan and Penelope J. Prenshaw

12 Interpreting and Managing Special Events and Festivals 197Marian H. Wooten and William C. Norman

13 Theme Park Tourism and Management Strategy 218Ady Milman

14 Tummy Tucks and the Taj Mahal? Medical Tourism and the Globalization ofHealth Care 232John Connell

15 Wine Tourism and Consumers 245Donald Getz, Jack Carlsen, Graham Brown and Mark Havitz

16 Complexity at Sea: Managing Brands within the Cruise Industry 269Adam Weaver

17 Internationalization and the Hotel Industry 285Colin Johnson and Maurizio Vanetti

18 Guests’ Meetings and Hotel Group Room Reservations 302Rex S. Toh

PART V: EVALUATING ACTIONS/PROCESS AND PERFORMANCE OUTCOMES

19 Sport Events and Strategic Leveraging: Pushing Towards the Triple Bottom Line 318Danny O’Brien and Laurence Chalip

20 Deconstructing Destination Perceptions, Experiences, Stories and InternetSearch: Text Analysis in Tourism Research 339Ulrike Gretzel, Zheng (Phil) Xiang, Karl Wöber and Daniel R. Fesenmaier

21 Importance–Performance Analysis (IPA): Confronting Validity Issues 358Jay Beaman and Tzung-Cheng (T.C.) Huan

vi Contents

22 Evaluating Tourism Management Programmes: Advancing a Paradigm Shift forAchieving Highly Effective Tourism Destination Management Programmesand Strategy Performance Audits 378Arch G. Woodside and Marcia Y. Sakai

23 Tourist Shopping Village Success and Failure 405Laurie Murphy, Gianna Moscardo, Pierre Benckendorff and Philip Pearce

24 Monitoring Visitor Satisfaction with Destinations using Expectations,Importance and Performance Constructs 424Paul Fallon

25 Tourism’s Economic Contribution versus Economic Impact Assessment:Differing Roles for Satellite Accounts and Economic Modelling 459Larry Dwyer, Peter Forsyth, Ray Spurr and Thiep Van Ho

PART VI: ADMINISTERING

26 Sustainability and Tourism Dynamics 470Robert J. Johnston and Timothy J. Tyrrell

27 Employee Empowerment: a Key to Tourism Success 493John E. Timmerman and Richard S. Lytle

Index 511

Contents vii

Contributors

Inja Ahn, Faculty of Business, The University of New South Wales UNSW Sydney, NSW 2052,Australia. Tel.: +61(0)2 9385-5883, email: [email protected]

Nancy Albers-Miller, Marketing, Berry College, 2277 Martha Berry Blvd., P.O. Box 495024,Mount Berry, GA 30149-5024, USA. email: [email protected]

Luisa Andreu, University of Valencia, Faculty of Economics, Department of Marketing, Av.Naranjos s/n, 46022 Valencia, Spain. Tel.: +34 96 382 83 12, fax: +34 96 382 83 33, email:[email protected]

Jay Beaman, Auctor Consulting Associates, 465 Andra Court, Cheyenne, WY 82009, USA. Tel.:307 222-4824, email: [email protected]

Pierre Benckendorff, School of Business, James Cook University, Townsville, Qld. 4811,Australia. Tel.: 61 7 4781 4590, email: [email protected]

Enrique Bigné, University of Valencia, Faculty of Economics, Department of Marketing, Av.Naranjos s/n, 46022 Valencia, Spain. Tel.: +34 96 382 83 12, fax: +34 96 382 83 33, email:[email protected]

Graham Brown, Foundation Professor of Tourism Management, University of South Australia,City West Campus, Adelaide, SA 5000, Australia. Tel.: +61 8 830 20313, email:[email protected]

Karin Carlisle, 1324 Holy Cross Hall, Saint Mary’s College, Notre Dame, Indiana 46556, USA.Tel.: 574-284-8507, email: [email protected]

Jack Carlsen, Curtin Business School, Curtin University, GPO Box U1987, Perth, WesternAustralia 6845, Australia. Tel.: +61 8 9266 1132, email: [email protected]

Laurence Chalip, Sport Management Program, University of Texas, Bellmont Hall 222; D3700,Austin, TX 78712, USA. Tel.: +1 (512)471-1273, fax: +1 (512)471-8914, email:[email protected]

John Connell, School of Geosciences, University of Sydney, NSW 2006, Australia. Tel.: 61 2 93512327, email: [email protected]

Sara Dolnicar, University of Wollongong, Marketing Research Innovation Centre (mric), Schoolof Management and Marketing, Northfields Avenue, Wollongong, 2522 NSW, Australia.Tel./fax: ++61 (2) 4221 3862/4210, email: [email protected]

Larry Dwyer, Qantas Professor of Travel and Tourism Economics, University of New South Wales,NSW 2052, Australia. Tel.: +61 2 9385 2636, email: [email protected]

ix

Paul Fallon, University of Salford, Salford Business School, Allerton Building, Frederick Rd,Salford, Greater Manchester, M6 6PU, UK. Tel.: 0161 295 2035, email: [email protected]

Daniel Fesenmaier, School of Tourism and Hospitality Management, Temple University, 1700 N.Broad Street, Philadelphia, PA 19122, USA. Tel.: 215-204-5611, email: [email protected]

Peter Forsyth, Department of Economics, Monash University, Clayton, Victoria 3800, Australia.Tel.: +61 3 9905 2495, email: [email protected]

Donald Getz, Faculty of Management, University of Calgary, 2500 University Dr. N.W., Calgary,Alberta, Canada T2N 1N4. Tel.: 403-220-7158, email: [email protected]

Juergen Gnoth, University of Otago, School of Business, Department of Marketing, PO Box 56,New Zealand. Tel.: ++ 64 3 4798446, fax: ++ 64 3 479 8172; email: [email protected]

Ulrike Gretzel, Dept. of Recreation, Park & Tourism Sciences, 2261 TAMU, College Station, TX77843-2261, USA. Tel.: 979-862-4043, email: [email protected]

Wei Guo, School of Hotel and Tourism Management, The Hong Kong Polytechnic University,Hung Hom, Hong Kong. Email: [email protected]

Mark Havitz, Recreation and Leisure Studies, BMH 2202, University of Waterloo, Ontario,Canada, N2L 3G1. Tel.: 519-888-456, email: [email protected]

Cathy H.C. Hsu, School of Hotel and Tourism Management, The Hong Kong PolytechnicUniversity, Hung Hom, Kowloon, Hong Kong. Tel.: 852-2766-4682, email: [email protected]

Songshan (Sam) Huang, School of Management, University of South Australia, City WestCampus, North Terrace, Adelaide, SA 5000, Australia. Tel: 618 8302 9308, email:[email protected]

Tzung-Cheng (T.C.) Huan, Graduate Institute of Leisure Industry Management, National ChiayiUniversity, Taiwan 600. Tel.: 886-5-2751573, email: [email protected]

Colin Johnson, Department of Hospitality Management, San Jose State University, California,USA. Tel.: 408 924 3291, fax: 408 924 3199, email: [email protected]

Robert J. Johnston, Department of Agricultural and Natural Resource Economics, University ofConnecticut, Avery Point Campus, 1080 Shennecossett Rd., Groton, CT 06340, USA. Tel.:860 405-9278, email: [email protected]

Richard S. Lytle, Office of the Dean, College of Business Administration, Abilene Christian University,ACU Box 29303, Abilene, Texas 79699, USA. Tel.: 325-674-2503, email: [email protected]

Drew Martin, University of Hawaii at Hilo, College of Business and Economics, 200 West KawiliStreet, Hilo, HI 96720, USA. Tel.: 808-974-7553, email: [email protected]

Jerome L. McElroy, Department of Business Administration and Economics, Saint Mary’s College,Notre Dame, Indiana 46556, USA. Tel.: 574-284-4488, fax: 574-284-4566, email: [email protected]

Ady Milman, Rosen College of Hospitality Management, University of Central Florida, 9907Universal Blvd, Orlando, FL 32819, USA. Tel.: 407 903 8040, email: [email protected]

Gianna Moscardo, School of Business, James Cook University, Townsville, Qld. 4811, Australia.Tel.: 61 7 4781 4254, email: [email protected]

Laurie Murphy, School of Business, James Cook University, Townsville, Qld. 4811, Australia. Tel.:61 7 4781 4347, email: [email protected]

William C. Norman, Department of Parks, Recreation and Tourism Management, ClemsonUniversity, 263 Lehotsky Hall, Clemson, SC 29634-0735, USA. Tel.: 864-656-2060, email:[email protected]

Danny O’Brien, Griffith Business School, Department of Tourism, Leisure, Hotel and SportManagement, Griffith University, PMB 50 GC Mail Centre, Gold Coast, QLD 9726, Australia.Tel.: +61 (7) 5552 8580, fax: +61 (7) 5552 8085, email: [email protected]

Philip Pearce, School of Business, James Cook University, Townsville, Qld. 4811, Australia. Tel.:61 7 4781 5134, email: [email protected]

Penelope J. Prenshaw, Else School of Management, Millsaps College, P.O. Box 150563, Jackson,MS 39210, USA. email: [email protected]

x Contributors

Mark Rosenbaum, Northern Illinois University, College of Business Administration, Department ofMarketing, Barsema Hall, DeKalb, IL 60115, USA. Tel.: 815-753-7931, email: [email protected]

Marcia Sakai, College of Business and Economics, University of Hawaii–Hilo, 200 W. Kawili St.,Hilo, HI 96720, USA. Tel.: 808 974-7400, email: [email protected]

Haiyan Song, The Hong Kong Polytechnic University, School of Hotel and Tourism Management,The Hong Kong Polytechnic University, Hung Hom, Hong Kong. email: [email protected]

Ray Spurr, STCRC Senior Research Fellow, University of New South Wales, NSW, 2052,Australia. Tel. +61 2 9385 1600, email: [email protected]

Robert D. Straughan, Williams School of Commerce, Economics, and Politics, Washington andLee University, Lexington, VA 24450, USA. email: [email protected]

Peter Tarlow, Tourism & More, Inc., 1218 Merry Oaks, College Station, Texas 77840, USA, Tel.:979-764-8402, email: [email protected]

John E. Timmerman, School of Business Administration, The Citadel, 171 Moultrie St., Charleston,South Carolina 29409, USA. Tel.: 843953 6945, email: [email protected]

Rex S. Toh, Department of Marketing, Albers School of Business and Economics, SeattleUniversity, 901 12th Avenue, PO Box 222000, Seattle, WA 98122-1090, USA. Tel.: (206)296-6007, Fax (206) 296-2083, email: [email protected]

Timothy J. Tyrrell, School of Community Resources and Development, Arizona State University,411 N. Central Ave., Suite 550, Phoenix, AZ 85004-0690, USA. Tel.: 602 496-0156, email:[email protected]

Natan Uriely, Department of Hotel and Tourism Management at Ben-Gurion University of theNegev, Beer-Sheva, Israel 84105. Tel.: 972-8-647-2920, email: [email protected]

Thiep Van Ho, Department of Economics, Monash University, Clayton, Victoria 3800, Australia.Tel.: +61 3 9905 8117, email: [email protected]

Muarizio Vanetti, Fribourg University, Faculty of Economic and Social Sciences, Bd. De Perolles90, Fribourg, CH-1700, Switzerland. Email: [email protected]

Adam Weaver, Victoria University of Wellington, Victoria Management School, P.O. Box 600,Wellington, New Zealand. Tel./fax: +64-4-463 5375/5180, [email protected]

Karl Wöber, Institut für Tourismus und Freizeitwirtschaft, Wirtschaftsuniversität Wien, Augasse2-4, 1090 Vienna, Austria. Tel.: +43-1-313-36 ext.4586, email: [email protected]

Ipkin Anthony Wong, Macau University of Science and Technology, Faculty of Management andAdministration, Building A417, Avenue Wai Long Taipa, Macau, China. Tel.: 853-2897-2350,email: [email protected]

Arch G. Woodside, Boston College, Carroll School of Management, 450 Fulton Hall, 140Commonwealth Avenue, Chestnut Hill, MA 02467, USA. Tel./fax: 617-552-3069/2097,email: [email protected]

Marian H. Wooten, Department of Recreation Administration, Eastern Illinois University, 600Lincoln Avenue, 1110 McAfee, Charleston, IL 61920, USA. Tel.: 217-581-6421, email:[email protected]

Zheng (Phil) Xiang, School of Merchandising and Hospitality Management, University ofNorth Texas, P.O. Box 311100, Denton, TX 76203-1100, USA. Tel.: 940-369-7680, email:[email protected]

Contributors xi

23 Tourist Shopping Villages:Exploring Success and Failure

Laurie Murphy, Gianna Moscardo, Pierre Benckendorff,and Philip Pearce

James Cook University, Townsville, Queensland, Australia

SynopsisThis chapter explores the phenomenon of tourist shopping villages (TSVs) and the dimensions that contribute totheir success by combining a traditional literature review with an expert knowledge mapping exercise. Whileshopping is seldom mentioned as a primary reason for travel, the activity is perhaps the most universal for tourists,and of great economic importance to local merchants. Creating comfortable and exciting shopping districts canentice tourists to visit and to extend their stay in the region. Many places around the world have developed intowell-known tourist shopping destinations, whether by default or through deliberate planning. While tourist shop-ping can take many forms, this chapter is concerned with small tourist villages that base their appeal on retailing.TSVs are a growing phenomenon in many destinations and can be an important tool for regional development.The chapter draws on the work of Jansen-Verbeke (2000) and Getz (1994, 2000, 2006) to develop an initial frame-work for the systematic analysis of tourist shopping villages. The chapter includes an evaluation of 29 villages inAustralia, New Zealand and Canada to explore factors relating to their perceived success. Onsite visits, rich photo-graphic resources and the associated promotional materials offer a close inspection of the physical conditions ofthe settings, the activities available and the shopping styles and diversity. From this perspective, the perceived suc-cess of a tourist shopping village is strongly influenced by a well-developed heritage theme combined with thepresentation of the village as larger in scale, tourist focused and tightly integrated. A successful village also is sup-ported by regional distinctiveness in merchandise as well as regional food and wine. Accessibility and seasonalityappear to have a minor influence on the success of shopping villages.

Keywords: tourist, shopping, village, success, expert knowledge mapping.

Introduction

This chapter explores the phenomenon of tour-ist shopping villages (TSVs) and the dimensionsthat contribute to their success. TSVs are ‘smalltowns and villages that base their tourist appealon retailing, often in a pleasant setting markedby historical or natural amenities. They arefound along touring routes, in destination areasand near urban centres, but are markedly differ-ent from urban business and shopping districts in

terms of their small scale, speciality retailingand distinct ambience’ (Getz, 2000, p. 211).TSVs are a growing phenomenon in many desti-nations and can be an important tool for regionaldevelopment. For example, Jansen-Verbeke (2000)identifies tourism/leisure shopping as not justone alternative but often the best alternative fordeclining rural areas. Despite TSVs’ prominencein many tourists’ destination experiences, touristshopping villages have been given minimalacademic attention.

CAB International 2008. Tourism Management(eds A.G. Woodside and D. Martin) 405

This chapter explores and identifies thedimensions that relate with success in regionaltourist shopping villages and maps out thenature of this particular tourist phenomenon. Inparticular this study uses an expert knowledgeelicitation protocol and mapping exercise todevelop a conceptual framework explainingsuccess in TSVs and through the frameworkguide the development of a research agenda inthis area. While expert knowledge elicitation is amajor component of developing knowledgemanagement systems and procedures withinbusiness practice and the topic of a substantialamount of academic literature, this method hasnot been used very much to inform the develop-ment of academic research agendas (Huanget al., 2006). Yet according to Mak et al. (1996),accessing expert knowledge has the potential tomake significant contributions to theory develop-ment. More specifically, they argue that ‘collec-tively they [experts] offer sufficient cues leadingto the building of a comprehensive theory …asking experts to analyse and solve many differ-ent cases will increase the robustness of theknowledge-based model’ (Mak et al., 1996).

Analysing Expert Knowledge toEstablish a Research Agenda

Knowledge management is currently a keytopic of discussion in many areas of businessand government and an emerging one in tour-ism (Cooper, 2006). In tourism, as in manyother areas, the main focus of the knowledgemanagement discussions are on applyingresearch rather than developing research. Yetthe problems faced developing new areas ofacademic research, especially in complex,multidisciplinary, emergent fields such as tour-ism, are similar to those faced in managementpractice. Developing a research agenda andconceptual framework for a topic that has beengiven little research attention is, arguably, sim-ilar to developing management and opera-tional protocols. Both tasks need to find and toconvert the tacit knowledge embedded in theexperiences of experts into explicit knowledgethat can be transferred to others (Abernathyet al., 2005; Scapolo and Miles, 2006). Recentexamples of using expert knowledge elicitationprocedures to develop research frameworks

and agendas are found in other disciplinary areassuch as technology (Grinstein and Goldman,2006), organizational psychology (Derous et al.,2003), medicine (Nabitz et al., 2005) andsocial welfare (Rettig and Keichtentritt, 1999).

The present study applies these newapproaches to develop a conceptual frame-work which could guide further research intothe success of tourist shopping villages. In par-ticular the researchers were assisted by theprocedures established by Huang et al. (2006)and Derous et al. (2003) in human resourcemanagement, as well as by Grinstein andGoldman’s (2006) study of technology firms. Inall three examples, the research combines twosources of expert knowledge – the more tradi-tional academic source of the existing litera-ture and then some form of tacit knowledgeelicitation from a small group of experts. The tra-ditional literature reviews help to generate a setof constructs or characteristics that might beimportant to understand the topic of interest. AsGrinstein and Goldman (2006) note, typicallythis process generates a substantial list of attrib-utes with little evidence about their relativeimportance or the relationships between them.Sometimes literature reviews are then used asthe input into a Delphi technique in whichexperts provide further insight into the natureof the topic of interest. However, Delphi’svalue for eliciting tacit knowledge has beenchallenged (see Rowe and Wright, 1999; Roweet al., 2005). As an alternative, Huang et al.(2006) argue for the use of statistical proceduresto generate expert perceptual maps. These pro-cedures typically are based around some form ofmultidimensional scaling analysis.

The present study uses a procedure com-bining a traditional literature review with anexpert knowledge mapping exercise. This liter-ature review’s aim is to identify issues and con-structs that might be valuable in understandingTSV success. These constructs are the founda-tions for an expert knowledge appraisal. In par-ticular a set of TSV cases and the factors relatedto their perceived success were explored. Spe-cifically, the study sought expert knowledgedomains in order to:

● identify and describe exemplars of success● suggest key dimensions associated with

shopping village success and

406 L. Murphy et al.

● seek a classification of different shoppingvillage types.

Tourist Shopping Literature

According to Turner and Reisinger (2001),although shopping seldom receives mention asa primary reason for travel, shopping is per-haps the most universal of tourist activities,and of great economic importance to localmerchants. Tourists form a separate retailingsegment from the general population and placeimportance on different products and productattributes. Due to economic, social and psy-chological benefits, the creation of comfort-able yet exciting shopping districts to inducecustomer desire to visit and to extend their stayhas become an important concern for authori-ties at tourist destinations (Yuksel, 2004).According to Timothy (2005), dozens of placesaround the world exist as well-known touristshopping destinations, either purposely plannedto be such or by default, simply because theyoffered products and services that peoplefound desirable. Shopping venues and contextsidentified include: souvenir shops, departmentstores, malls, outlet centres, airports, railway sta-tions and harbours, duty-free shops, museumsand heritage sites, wineries and distilleries, spe-cial events and theme parks, craft villages, touristshopping villages, street vendors and craft mar-kets. Getz (1994) identifies several atmo-spheric cues that signal villages as being touristshopping oriented. These include vivid colours,specific signage, rustic and hand-crafted materi-als, historic buildings and distinctive regionalstyles, use of window and street displays, themedoutdoor music, food and landscaping (e.g.street decorations, paving stones and attractivepathways). Additionally, proximity to attractions,to major touring routes and to major visitorsource markets serve to define the advanta-geous locations for tourist shopping villages.

The exterior environmental cues andphysical components in a shopping locationhelp tourists to form a holistic picture of thedestination (Yuksel, 2007). Accordingly, theshopping environment deserves attention, aselements such as the building architecture,the surrounding scenery, storefronts, activities,density and the noise level are some of the first

cues normally seen by a tourist. Yuksel’s find-ings indicate that greater approach behavioursare associated with activating (e.g. lively,bright, motivating and interesting) environ-ments. Furthermore, tourists who believe thatthe shopping district can provide them with afun, pleasurable and enjoyable shopping expe-rience likely rate their experience as morevaluable. Also, these tourists are more likely toreturn in the future.

Jansen-Verbeke (2000) identifies environ-mental elements that enhance the shoppingarea’s ability to function as a tourist attraction.Relevant functional characteristics of the envi-ronment include:

● the range of shops, catering, leisure andother facilities and tourist attractions

● the spatial clustering of facilities● parking space and access● street retailing● pedestrian priority in open spaces.

Qualities of the environment include:

● the image of the place, leisure setting, streetmusicians and artists

● accessibility during leisure times● aesthetic value, image of maintenance

and safety and architectural design of thebuildings, streets, shops, windows, sign-boards and lighting

● social affective value with respect to theliveliness of the open space

● animation, entertainment, amusement andsurprise.

Finally, hospitableness includes social,visual and physical aspects of the environmentas well as elements such as orientation, infor-mation, symbolism and identification.

Examining three Canadian case studies,Getz (2000) identifies several planning issuesfor tourist shopping villages which incorporatemany of the above elements. He observes thattourism shopping influences the types and evo-lution of retailing in a community. Specialtyshops, catering and entertainment businessesevolve to meet the different demands of thevisiting shopper and can either displace tradi-tional, resident-oriented businesses or expandthe range of opportunities. Mitchell and Coghill(2000) provide evidence of the former basedon their research on heritage shopping villages.

Tourist Shopping Villages 407

They study St Jacobs, a traditional rural servicecentre which provides a range of goods and ser-vices to a nearby population of Old Order Men-nonites. This group in turn serves as a maindrawcard for tourist development of the village.Mitchell and Coghill document the effects thatcommodification has had on the Mennonitepopulation. As the structure of the business com-munity evolved with increased tourist activity,many of the stores which formerly provided forthe Mennonites’ everyday needs closed, forcingthe local population to seek out less-contrivedlandscapes for their shopping needs. Similarly,Snepenger et al. (2003) also examine the inter-play of residents and locals as shopping districtsevolve. They propose a common advanced formof consolidation in the life cycle of downtowntourism retail spaces. Once advanced consolida-tion is reached, they suggest stagnation may fol-low. During the stagnation stage, stores are filledwith mementos, non-essentials and niceties, nolonger serving the everyday needs of locals.Finally, most of the host population resent thetourists and reject the shopping area that is nolonger genuinely theirs.

Getz (2000) identifies heritage issues asanother tourist shopping village concern. Henotes that adaptive reuse for retail function haspreserved many historic buildings. In manycases deliberate architectural and historicaltheming is an entrepreneurial tool used todevelop tourist attractiveness. However, riskexists for what are perceived to be inauthenticre-creations or inappropriate new designs. InNiagara-on-the-Lake, a Canadian village withimpressive Victorian and Georgian architecture,early positive implications of site development asa heritage shopping village were identified in the1970s by residents. Such positive affirmationsof the care of heritage included restoration oflocal buildings and the construction of harmo-nious new facilities. The continued develop-ment of the village, however, and increasedinvestment in the mid to late 1990s witnessedthe arrival of a wealthy entrepreneur andresulted in the construction of a faux-colonialmini plaza (Mitchell et al., 2001).

The importance of individuals and domi-nant corporations in developing tourist shop-ping villages is worthy of further attention. Inparticular, entrepreneurship’s role needs to beinvestigated and to find ways to stimulate and

assist local development. The absence ofaccommodation in small villages is identifiedas an obstacle to realizing local economic bene-fits. Small inns and bed-and-breakfast establish-ments are identified as natural complements tothe country shopping experience. These busi-nesses can be developed without much visual orsocial impact. Large scale rural resorts or grandi-ose new structures may be profitable initially butultimately less-sustainable options for the longterm well-being and image of the village.

In terms of environmental planning, park-ing and traffic flow pose serious issues in tour-ist shopping villages and can lead to negativeresident attitudes, especially where visitor vol-ume exceeds the physical capacity of small vil-lages. Parking and traffic congestion are twoissues often identified (Mitchell, 1998; Mitch-ell and Coghill, 2000; Mitchell et al., 2001).Parking congestion is one of the most commonresident complaints. The importance of street-scaping and pedestrian comfort zones also isemphasized. Finally, just as small villageshave inherent physical limits to growth orre-development, social capacity also mustbe considered. Villagers are likely to be moreaware of, and concerned about, changes ingeneral and tourism developments in particular.Figure 23.1 illustrates some of these concepts.

Getz’s (2006) scheme for understandingevents can be modified to incorporate the keyelements identified in the literature with respectto creating satisfying tourist shopping experi-ences. Getz’s framework suggests that a touristevent combines four critical elements: the set-ting; theming (a unifying idea which providesmeaning) and programming (scheduled or scrip-ted activities for participants); service deliveryand consumables. If this framework is appliedto understanding regional tourist shopping vil-lages, the main factors to be considered are:

● environmental setting (e.g. existing attrac-tions, site planning, accessibility, traffic flow,crowd management and atmosphere)

● theming (e.g. heritage) and programming(festivals, events)

● service delivery (e.g. infrastructure, facilities)● consumables (the range, variety and regional

uniqueness of products).

In conclusion, shopping is an important activ-ity and economic contributor to the tourism



Fig. 23.1. Examples of features of tourist shopping villages.

experience and the shopping behaviours andpreferences of travellers have been researchedextensively (e.g. Heung and Qu, 1998; Heungand Cheng, 2000; Law and Au, 2000; Turnerand Reisinger, 2001; Wong and Law, 2003;Carmichael and Smith, 2004; Geuens et al.,2004; Lehto et al., 2004; Littrell et al., 2004;Yeung et al., 2004; Yoon-Jung et al., 2004; Yuksel,2004; Rosenbaum and Spears, 2005; Yu andLittrell, 2005; Hseih and Chang, 2006; Swansonand Horridge, 2006; Hu and Yu, 2007). Inaddition, shopping as a leisure/hedonistic experi-ence (Babin et al., 1994; Jones, 1999) is receivingincreasing attention. However, little researchfocuses on the shopping experience outsideurban/suburban malls and shopping centres,and downtown shopping precincts. Yuksel’s(2007) examination of shopping habitats empha-sizes the importance of the macro-environmentin creating attractive and inviting shoppinglocations. By attending to the factors identifiedby Jansen-Verbeke (2000) and Getz (1994, 2000,2006), a framework for a systematic analysis oftourist shopping villages begins to emerge.These insights form the first of the two-partapproach used in this study to assess the contri-butors to tourist shopping village success.

The Sample of TouristShopping Villages

Getz (1994) emphasizes the importance ofcross-cultural comparisons of tourist shopping

villages which could reveal quite differentapproaches to locational decisions, design, mar-keting and product or service specialization. Thesample of 29 villages analysed in this chapterincluded villages in Australia, New Zealand andCanada. Villages were identified from travelbrochures, web sites and the academic tourismliterature. The sample includes well-establishedtourist destinations such as Niagara-on-the-Lake(Canada), Arrowtown (New Zealand) andHahndorf (Australia). In addition, several smalleremerging villages were also included. Figure 23.2provides a map of village locations.

The Australian villages include 20 villagesscattered across four states. A cluster of 12 villagesin the Australian sample is located in closeproximity to the major city of Melbourne. Tothe west of Melbourne is Daylesford, which inconjunction with the adjacent town of Hep-burn Springs is known as the ‘Spa Centre ofAustralia’ with 50% of the country’s active min-eral water outlets. Daylesford is a well-developedregional centre offering a variety of touristshopping and dining experiences. To the north-west are the historic goldmining villages ofMaldon and Castlemaine, with their remarkablywell-preserved historic streetscapes of stonebuildings, flagstone paving, old-fashionedshop fronts and quaint cottages with attractivegardens. To the north of Melbourne are the his-toric rural centres of Kyneton and Woodend.Kyneton has one of the state’s strongest collec-tions of historic bluestone buildings. To the eastare the villages of Sassafras, Olinda, Heales-ville, Marysville, Yarra Glen and Gembrook.


Arrowtown

AkaroaGeraldine

Hokitika

Cromwell

Kuranda

MontvilleMt Tamborine

Leura

Daylesford/Hepburn Sp.

Sassafras/Olinda/Healesville/Marysville/Yarra Glen/Gembrook

Maldon/Castlemaine

Kyneton/Woodend

Blackheath

Eumundi

Hahndorf/Strathalbyn

Bayfield NiagaraSt. Jacobs

Whistler

CANADA

AUSTRALIA

NEWZEALAND

Fig. 23.2. Locations of sample villages.

Sassafras and Olinda are twin mountain vil-lages with arts and craft shopping opportuni-ties. Yarra Glen is located in the heart of thefertile Yarra Valley, which is noted for its finefood and wine. Healesville is a regional centre,while Marysville and Gembrook are smallervillages based around timber and bushwalking.The Puffing Billy tourist train also terminates inGembrook. Leura is the major tourist shoppingvillage in close proximity to Sydney in NewSouth Wales. The village is located in the BlueMountains area and the region is well knownfor arts, crafts and antiques shopping. Close by isthe smaller town of Blackheath, which also hasan arts-and-crafts theme. Montville is located inthe hinterland about 60 min north of Brisbane inQueensland. This village has a large arts, craftsand antiques centre with a developing foodand wine theme. The village has an extensivelystreetscaped main street lined by an eclectic mixof European-style buildings. Also the small ruralcentre of Eumundi is in this vicinity; Eumundi iswell known for markets selling handicrafts andflora. To the south-west of Brisbane is the moun-tain village of Mt. Tamborine, which boasts anumber of art galleries, antique shops and diningvenues. In the north of the state, located close tothe city of Cairns is Kuranda. Often, Kuranda ispromoted as the village in the rainforest. Witha large ‘alternative lifestyle’ population, thisvillage is best known today for markets sellinga range of produce and handicrafts. In SouthAustralia, the German-themed Hahndorf is themajor tourist attraction in the Adelaide Hills.This village is well known for fresh food and pro-duce. The smaller rural centre of Strathalbyn islocated nearby and is well known for its heritagestreetscape.

The Canadian sample includes the threetowns of Bayfield, Niagara-on-the-Lake and StJacobs, all located in southern Ontario. Bayfieldis a historic village located on Lake Huron.This village offers wide tree-lined streets linedwith tourist shops, boutiques and galleriesfilled with quality books, home and gardendecor, art and apparel. Niagara-on-the-Lake isa major tourist town located a short drive fromNiagara Falls, where the Niagara River meetsLake Ontario. The village features attractivelylandscaped streets framed by tourist shops anddining venues as well as a number of historicattractions. Niagara-on-the-Lake is home to many

wineries, inns, bed-and-breakfasts and spas. StJacobs originally became well known as a resultof its local Old Order Mennonite communitywho sell produce, furniture, arts and crafts inthe village. The village has grown into a majortourist shopping village which now featuresover 100 shops and dining venues. Whistler(British Columbia) is Canada’s most famousalpine ski resort and features many high-streetfashion outlets and entertainment venues.

Several villages were sampled on the SouthIsland of New Zealand. Close to the tourist cen-tre of Queenstown are the villages of Arrowtownand Cromwell. Arrowtown is a historic moun-tainside goldmining town which today featuresmany arts and craft souvenir shops and goodquality dining opportunities. Cromwell is a ruraltown known for fresh fruit and vegetables,cheese and wineries. On the scenic west coast ofthe island is Hokitika, which is the centre of NewZealand’s jade industry. Closer to Christchurchtoward the north are Geraldine and Akaroa.Geraldine is a regional centre in the early stagesof developing tourist shopping opportunities.Geraldine is capitalizing on the village’s positionas a rest stop. Akaroa is closer to the major city ofChristchurch and exudes an interesting Frenchnautical flavour. The village is characterized bycolonial architecture, craft stores and cafés andoffers an opportunity to see the world’s smallestdolphin species.

The sample includes several villages thatwould not strictly meet Getz’s (2000) defini-tion of a tourist shopping village (e.g. Whistlerin Canada and Geraldine and Cromwell inNew Zealand). The inclusion of these ‘dummy’villages serves as useful litmus tests againstwhich to check the robustness of variablesdeveloped to explain the success of tourist vil-lages. If the dummy villages are not easily dis-tinguishable, the variables used to determinethe success of shopping villages arguably areinadequate. Conversely, if these villages wereoutside the definition then they would appearas outliers in further analysis.

Generating the Data

The present study’s procedure follows Grinsteinand Goldman (2006) and critically assesses and


incorporates ideas from Huang et al. (2006).Grinstein and Goldman (2006) use a panel offive experts to judge 26 cases on 24 measuresderived from their literature review. The presentTSV study also used a panel of five experts whorated the sample of 29 villages. An overview ofthe research process is provided in Fig. 23.3.

The panel consisted of five tourism aca-demics with a mix of disciplinary expertise,

including tourist behaviour, regional development,tourism marketing and strategic management.The most senior researcher in the group hadover 30 years’ experience in tourism research.An initial task in the research process was toreview the academic literature dealing with tour-ist shopping to generate salient characteristicswhich might contribute toward high-qualityshopping experiences. The academic literature


Site visits to villages by expert panel

Photographs

Marketing materials

Observations

Refinement of 32 TSV success variables

Visual presentation and rating of villages byexpert panel using success variables

Quantitative analysis of expert panel ratings

Online search for information about sample villages

Interpretation and identification ofdimensions of TSV success

Review of touristshoppingliterature

Identification of initialTSV success variables

Review of TSVpromotionalmaterial

Identification ofsample villages

Fig. 23.3. Flow chart of the research process.

was supplemented with an initial review of thepromotional materials, and particularly theweb sites of tourist shopping villages. These twosources of information also were useful in provid-ing some clues about which villages to include inthe study.

Once the initial success variables wereidentified by the expert panel, the sample vil-lages were visited by one or more of the fiveexperts. During these site visits the researcherstook photographs of the villages illustratingaspects of the variables identified at the start ofthe research process. Researchers also col-lected marketing materials available at the vil-lages for later consideration. Also, individualobservations and impressions were recorded.At the same time, one of the panel memberscollected online information about each vil-lage. This process resulted in a substantialdossier for each of the 29 villages.

After completing the site visits, the fivepanel members reconvened and reviewed theinitial success variables. Some changes andadditions were made to these variables, result-ing in a one-page instrument consisting of 32characteristics used to rate the 29 villages. Thisprocess resulted in a maximum of 4640 datapoints for the multivariate analyses conductedlater. Table 23.1 provides a summary of thecharacteristics considered for each village.Each village was rated by every panel memberafter reviewing a visual presentation of photo-graphs, a commentary provided by individualswho visited the site and the promotional materialcollected for the dossier. On average, 20 photo-graphs were taken of each village but the range isfrom four photos for one of the smaller villages toover 100 photos for a well-developed village.The panel spent an average of 10–20 minreviewing each village. A familiarity variable


Rating Scales (1 = Low…7 = High)Perceived overall successShopping diversityArchitectural cohesivenessRegional uniqueness of shops/merchandiseFood and wineAccommodationFrequency and extent of marketsFrequency and extent of festivalsLevel of integration with villageDensityAccessibility (time, effort, money, transport networks)StreetscapingGradientMarketing professionalismPerceived scale of developmentTourist exclusivityVisitor logistics (toilets, car parks, seats, info centres)Effect of seasonalityExtent of heritage conservationAesthetic surrounds (i.e. landscape)Familiarity with village

Spatial FormClusterLinear A (artificial)Linear B (natural)GridMixed

Interaction with Transport NetworksOn a touring routeOn a transport corridorSingle destination

Anchor FeaturesFoundation anchor featureExisting anchor featureLost anchor featureMultiple anchor features

Life Cycle StageIntroductionFailed attemptGrowthMaturityDeclineRejuvenationStagnation

ThemesPresence of theme and strength of theme(1 = weak…7 = strong)Distinctive food/local produceHeritage/historyCreative and performing artsCraftsEnvironmentalAntiquesEthnic /culturalHealth/sports/outdoor recreation

Table 23.1. Characteristics used to evaluate tourist shopping villages.

was included in the instrument in order to con-trol for the fact that some panel members hadmore experience with particular villages thanothers. Table 23.2 provides a summary of themean familiarity scores the experts gave foreach village (1 = low; 7 = high). As can beseen, familiarity scores varied greatly acrossthe villages, but 20 out of the 29 villages had amean score greater than three indicatinghigher levels of familiarity. All villages werevisited by at least one panel member within the12-month study time period, with 14 villagesbeing visited by at least two of the five panelmembers.

Perceived Overall Success

Rating the sample of villages based on perceivedoverall success was the first step in the analy-sis. For this study, perceived overall successrelates to the expert’s view of the visitor experi-ence and the level of commercial activitywithin the tourist villages. Limitations to thisdefinition of success are discussed in moredetail in the concluding section of the chapter.Table 23.3 provides the mean ratings for thevillages. According to Table 23.3, five villagesare potential exemplars of success. These fivevillages came from three different countries


Tourist shopping villageMean familiarity score

(standard deviation)No. of panel members

who visited

Akaroa, New Zealand 4.2 (3.0) 2Arrowtown, New Zealand 5.4 (2.3) 3Bayfield, Canada 2.6 (2.3) 1Blackheath, Australia 5.2 (2.5) 3Castlemaine, Australia 2.4 (1.5) 1Cromwell, New Zealand 4.6 (2.5) 3Daylesford, Australia 3.6 (2.6) 2Eumundi, Australia 3.4 (2.5) 1Gembrook, Australia 2.0 (1.4) 1Geraldine, New Zealand 4.8 (2.5) 3Hahndorf, Australia 4.2 (3.0) 2Healesville, Australia 2.6 (1.3) 1Hepburn Springs, Australia 3.6 (2.6) 2Hokitika, New Zealand 4.2 (3.0) 2Kuranda, Australia 6.2 (0.8) 4Kyneton, Australia 3.0 (1.9) 1Leura, Australia 4.6 (2.3) 3Maldon, Australia 3.2 (1.3) 1Marysville, Australia 2.2 (1.6) 1Montville, Australia 5.0 (1.6) 1Mt Tamborine, Australia 3.2 (2.7) 1Niagara-on-the-Lake, Canada 2.8 (2.5) 1Olinda, Australia 3.2 (2.5) 2Sassafras, Australia 3.2 (2.2) 2St Jacobs, Canada 3.0 (2.8) 1Strathalbyn, Australia 4.0 (2.8) 2Whistler, Canada 4.0 (2.0) 1Woodend, Australia 1.8 (1.3) 1Yarraglen, Australia 2.2 (1.6) 1

Table 23.2. Expert familiarity with the TSVs.

and they have been identified in the academicliterature as typical examples of tourist shop-ping villages (Getz, 2000; Thyne and Lawson,2001; Frost, 2006), or acknowledged as lead-ing shopping attractions in regional promo-tional material. Despite sharing similar ratingsfor overall success, each village is very differ-ent in terms of geography, style of shoppingand additional tourist attractions. This set ofexemplars provides an opportunity to explorethe possibility of both common dimensions forsuccess as well as dimensions that are specificto particular types of shopping village. Further

examination of the table shows a large clusterof villages with moderate ratings of success, andsix villages with mean ratings suggesting thatthey are not successful. This group includes vil-lages that arguably are just emerging as shoppingvillages. For example, Geraldine and HepburnSprings’ shopping and other tourist facilities arelimited and relatively new developments. Thegroup also includes some villages that have beenattempting to develop their profile for some timesuch as Maldon.

Factor Analysing the Attributes

Exploring the nature of the associations betweenthe attributes using a factor analysis is the secondstep done in the analysis. The factor analysisalso was conducted to reduce the number ofattributes and to permit an easier interpretationof later analyses. A principal components fac-tor analysis was conducted on the 19 main rat-ing scales excluding ratings of theme strength(because these were only completed where thetheme applied) and perceived overall success(as this was the key dependent variable in theresearch programme). This analysis used anOblimin Rotation to yield orthogonal or inde-pendent factors for use in the multiple regression.The results described six factors explaining atotal of 65% of the variance. The key results ofthe factor analysis are provided in Table 23.4.The six factors were labelled scale of planningfor tourists, integration of tourism into the vil-lage, access, regional uniqueness, seasonalityand service infrastructure.

Conducting Multiple Regressionto Predict Overall Success

The six factors identified in the previous sectionhave been incorporated into a multiple regres-sion to predict the rating of perceived overallsuccess. In addition to these factors, the exis-tence of themes, the ratings of theme strength,whether or not the village had an existing, lostor multiple tourist anchor features, andwhether or not the village was a single destina-tion, on a tourism route or on a transport corri-dor, also were entered into a simple linear


Shopping village Mean rating

Niagara-on-the-Lake, Canada 6.6Hahndorf, Australia 6.4Montville, Australia 6.3Arrowtown, New Zealand 5.6St Jacobs, Canada 5.6Bayfield, Canada 5.4Whistler, Canada 5.4Leura, Australia 5.2Mt Tamborine, Australia 5.2Daylesford, Australia 5.2Hokitika, New Zealand 5.2Kuranda, Australia 4.8Eumundi, Australia 4.8Strathalbyn, Australia 4.8Akaroa, New Zealand 4.8Cromwell, New Zealand 4.8Castlemaine, Australia 4.4Sassafras, Australia 4.4Kyneton, Australia 4.2Marysville, Australia 4.2Healesville, Australia 4.2Olinda, Australia 3.8Yarraglen, Australia 3.8Maldon, Australia 3.4Blackheath, Australia 3.4Gembrook, Australia 3.4Hepburn Springs, Australia 3.2Woodend, Australia 3.0Geraldine, New Zealand 2.8

Scale is from 1, not at all successful, to 7,very successful.

Table 23.3. Mean ratings for perceived overallsuccess.

multiple regression. Overall the model chosenyields an adjusted R2 of 0.67 and the ANOVA

indicated a significant result (F = 19.1, p <0.001) suggesting the regression model offers a

good explanation of perceived overall success.Table 23.5 provides the details for those pre-dictor variables that were significantly relatedto the regression model (p < 0.05).


Factors

Rating scales 1 2 3 4 5 6

Extent of visitor logistics 0.830Tourist exclusivity 0.822Scale of development 0.807Streetscaping 0.716Extent of heritage conservation 0.835Architectural cohesiveness 0.749Level of integration with therest of village

0.578

Dispersed versus concentrated 0.563Accessibility 0.762Aesthetic quality of surrounds −0.700Flat versus steep −0.544Regional uniqueness ofshops/merchandise

0.907

Effect of seasonality −0.696Extent of markets 0.611Extent of accommodationprovisions

−0.804

Extent of festivals −0.728Focus on food and wine 0.719Marketing professionalism −0.670Shopping diversity −0.566

% of variance explained 26% 11% 8% 7% 7% 6%

Numbers indicate factor loadings.

Table 23.4. Key results of factor analysis of the rating scales.

Predictor variablesStandardized

beta coefficients t

Scale of planning for tourists 0.668 12.0Strength of craft theme 0.164 3.3Lost anchor feature −0.137 −2.7Seasonality −0.128 −2.7Service infrastructure −0.120 −2.2Strength of food theme 0.118 2.1Regional uniqueness of shops 0.115 2.2Located on a transport corridor −0.100 −2.0

Table 23.5. Results of regression analysis.

The multidimensional scaling analysis

To map the expert knowledge, the analysisincludes a multidimensional scaling analysiswith the Alscal program in SPSSX. The meanratings given to the 29 shopping villages by thepanel of five experts on the 20 rating scaleswere used as the core data to determine thesimilarity matrix. The analysis examined threesolutions ranging from two to four dimensions.Young’s s-stress formula was used to determinethe best solution. In the present case the bestsolution was that based on four dimensionswith a final Kruskal’s stress value of 0.097,which is considered to be fair (Cai, 2002). Thefour-dimensional solution also had a very highR-square (r = 0.92), well above the minimalacceptance level (r = 0.6) indicating a verygood solution (Fodness and Murray, 1998).

Huang et al. (2006) suggest a number ofsteps in the interpretation of the expert percep-tual map. These steps include the followingactions: (i) associating and distinguishing, inwhich relationships between objects are mappedand this space is explored by looking at under-lying attributes; (ii) clustering and comparing,which is focused on examining the groups ofobjects that are close together in the space;and (iii) ranking, which involves finding andexamining the extremes.

In this scheme the first step was to con-duct the MDS and then to interpret the dimen-sions identified in the best solution. In thepresent case the best solution used four dimen-sions to locate the shopping villages in the per-ceptual space. Figure 23.4 provides a summaryof the expert perceptual maps produced by theMDS. This figure provides six, two-dimen-sional maps. Each map explores one aspect ofthe interaction between the four dimensions.

To interpret these four dimensions, theshopping villages’ scores on the MDS dimen-sions were compared to their scores on thefactors derived for the factor analysis and theother ratings of the villages. Two further factoranalyses were conducted to examine whichvariables most strongly correlated with thedimensions. The first factor analysis procedureexamined the strength of themes combined asa single index; the second analysis explored thethemes’ strength ratings separately. Both analyses

produced a similar and clear underlying struc-ture. These results suggested that the MDSDimension 1 was most closely associated withthe scale of planning for tourists, the level oftourist infrastructure provided, perceived overallsuccess and strength of theme. MDS Dimension2 was associated most strongly with a combina-tion of accessibility, strength of heritage and orcraft theme and level of integration of tourisminto the village. In this case strength of heritagetheme and level of integration were negativelycorrelated with this dimension. MDS Dimen-sion 3 combined regional distinctiveness andthe strength of food and wine and ethnicitythemes. Finally, Dimension 4 was associatedwith the strength of the environmental andhealth themes.

Examining the clusters of shopping villagesas they appear across the different dimensions isthe second approach to the interpretation ofthe expert perceptual maps. Two importantpoints should be stressed when looking at allthe two-dimensional spaces in Fig. 23.4. First,in four out of the six maps the most and leastsuccessful villages do not overlap in the space,they exist in separate areas on the maps. Onlywhen Dimension 4 is related to Dimensions 2and 3 do some of the most successful villagesshare space with less successful villages. Thisresult suggests that although Dimension 1 ismost strongly associated with success, theother Dimensions, especially 2 and 3, also arerelated in some way to perceived overall suc-cess. Second, each MDS map has a centralcluster of undifferentiated villages.

For example, Map A in Fig. 23.4 showssuccessful villages relate with moderate to highlevels of theme strength, scale of tourism plan-ning and tourist infrastructure provision andmoderate to high levels of accessibility. AlthoughMontville is both high on success and low onaccessibility and Cromwell is the reverse, theresults suggest that while accessibility can con-tribute to success, neither feature is necessarynor sufficient for success. Map B shows greatersuccess also is associated with regional distinc-tiveness. In this case, regional distinctiveness ismore likely to be associated with the food andwine and ethnicity themes. Map C shows that ahigh impact of seasonality is not an impedi-ment to being a successful TSV, and that stron-ger environmental and health themes do not



Yarraglen

Woodend

WhistlerStrathalbyn

St Jacobs

Sassafras

Olinda

Niagara

Mt Tamborine

Montville

MarysvilleMaldon

Leura

Kyneton

Kuranda

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Gembrook

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MAP A MAP B

MAP C MAP D

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-3Low

High perceived success Moderate perceived success Low perceived success

Fig. 23.4. MDS perceptual maps of shopping villages.

make significant contributions to success. MapF reveals that the most successful villages aremoderate to highly rated on regional distinc-tiveness and have a stronger heritage theme. Inthis map, Montville again is an exceptionbecause this village does not have a heritagetheme at all. In Map F the three successful vil-lages in the top right-hand corner all share thecharacteristics of strong regional distinctive-ness and multiple but strong and complemen-tary themes that are based on food and wine,ethnicity and heritage.

The last two perceptual maps to be con-sidered, D and E, show no clear distinctivespace occurs between the most and least suc-cessful villages. In Map D, Montville again isclearly separate from the other four successfulvillages and closely connected to several of theleast successful villages. Also Maldon, one ofthe least successful villages, is very closelylinked to some of the most successful villages.In Map E, Arrowtown is the exception, beinglocated in the middle of a cluster made up pre-dominantly of the least successful villages.These patterns are observable with the thirdapproach for exploring the expert perceptualmaps involving ranking, or looking for themost and least successful villages and wherethey are located in the MDS spaces. Addition-ally, examining outliers or extreme cases addsto these interpretations. In Map D, the chal-lenge is comparing Montville to Blackheath,Hokitika and Mt. Tamborine to determinewhat distinguishes this successful village fromthe others in this space. Apparently, these vil-lages share a craft theme, and are not stronglyassociated with multiple tourist attractionanchors. The key difference between these vil-lages is the experts interpreted all but Mont-ville as either introducing, or in the early stagesof developing, tourist shopping. Montville wasseen as a mature tourist shopping destination.In Map E, the challenge was to find the featuresthat distinguished Arrowtown from HepburnSprings, Woodend and Gembrook. These werelevel in terms of tourism planning and devel-opment and strength of theme. These fourvillages were, however, very similar in terms ofnot having multiple tourist anchor features.

Examining the MDS spaces for outliers(villages on their own in the extreme edges of thespace) produces some additional information.

Such villages may be either very strong or veryweak exemplars of the principles underlyingthe functioning of tourist shopping villages. InFig. 23.4, Whistler, Cromwell and Geraldineare outliers in the majority of the MDS maps.These three villages, especially Whistler andCromwell, do not fully fit the definition of aTSV used in this study, but they were includedto allow for a test of the validity of the villageselection procedure. Their consistent outlierstatus demonstrates the ability of the TSV defi-nition to distinguish this type of tourist experi-ence from others. Niagara-on-the-Lake andHahndorf also were outliers, especially in themaps without Dimension 4. This result reflectstheir status as the two most developed and suc-cessful villages.

Discussion and Conclusion

The array of techniques and the findings thisstudy generates suggest some fundamentaldimensions shaping the success of tourist shop-ping villages. First, an important caveat con-cerning the measure of success used in thisapproach must be addressed. The experts’views of success define the dependent measurefor the multivariate procedures that are at theanalytical core of this study. Both experts’onsite visits and the images and supportivepromotional materials available to them forassessments drive these views of success. Thesuccess measure is therefore only a proxy mea-sure for the commercial viability of the villagesand the shops they contain. Further, broaderconcerns are raised in the tourist shopping lit-erature. Specifically, some authors view touristshopping villages as the creative destruction ofidyllic locations and community impacts (cf.Mitchell et al., 2001) are not assessed in theexperts’ views of success. Despite these reser-vations, the value of the success measures usedhere should not be underestimated. Onsitevisits, rich photographic resources and associ-ated promotional materials were the combinedresources available to the experts. The dataenabled a close inspection of the physical con-ditions of the settings, the activities availableand the shopping styles and diversity. As expe-rienced shopping village visitors, the experts


were also in a good position to assess the facili-ties to support visitors’ experiences such asparking, the provision of toilets and informa-tion and orientation cues.

A mapping sentence that effectively pres-ents combinations of factors influencing anoutcome is one way to integrate and presentthe findings in this study (Levy, 1976; Heiseand Durig, 1999). Developing this kind ofsummary approach to recording the experi-ences of visitors to towns and cities is a parallelto techniques represented in the work ofWoodside et al. (2007). For the present appli-cation, this approach represents an implicitpriority setting of the factors which influencetourist shopping village success. The approachis built on all the component parts of the analy-ses already discussed and is in some waysanalogous to a multiple regression statement.Unlike such statements, however, a mappingsentence provides verbal qualifiers and modifi-ers in summarizing the contributions of theprevailing forces. From the mapping sentenceperspective, the tourist shopping village’s suc-cess (as measured by the experts’ assessments)is influenced by a well-developed heritagetheme combined with the presentation of thevillage as larger in scale, tourist focused andtightly integrated. Also, successful villages aresupported by regional distinctiveness in mer-chandise as well as regional food and winewith minor additional roles played by accessi-bility and minimal seasonality. Figure 23.5recasts this expression as a mapping sentence.

The value of a succinct summary state-ment about tourist shopping villages built onthe experts’ views lies in two distinct direc-tions. One possibility is developing a set ofstudies exploring visitors’ perspectives of andreactions to such villages. In essence the map-ping sentence formula for success should mir-ror what visitors say when asked to explain

why they visited a shopping village, since thestories they are likely to tell about their experi-ence will consist of a set of controlling ideasand dominant themes (cf. McKee, 2003). Tour-ists’ accounts of their tourist shopping villagevisits emphasize the heritage character andfeel of the village. The stories should reinforcethis atmosphere and setting information as wellas providing a positive reaction to the provisionof convenient and well-developed serviceswith the special character of the merchandiseand produce being highlighted. The time of theyear and the ability to access the locationoccasionally may be featured in the accounts.Prudent observers may query what is not fea-tured in the predicted visitor responses fromthe mapping sentence. Two themes may emergewhich are not captured in the larger experts’views either because they are relatively unim-portant or because the experts could not assessthis material. The quality of the service the set-tings provide, including the local personneltourists encounter and the activities availablein the village beyond the fundamental pursuitof shopping, are the additional themes. A wholeline of work on visitor reactions to tourist shop-ping villages can be guided by and in turn pos-sibly modify the framework established in thisstudy.

The mapping sentence also providesanother direction for research useful for direct-ing attention to the development of touristshopping villages. This line of enquiry addresseshow to better define, create and support thestrong contributors to shopping village success.More specifically, what kinds of sub-themesexist within the heritage theme umbrella whichwill work well for a specific location? Addi-tionally, what components of presentation andvillage appearance strongly influence the vil-lage’s atmosphere creating the appealing envi-ronments and experiences assessed by the


TouristShopping

VillageSuccess

Well developedheritage theme

Tourism focusedpresentation

Regionally distinctivemerchandise

Food &wine

Accessibility Low seasonality

Fig. 23.5. A summary mapping sentence for tourist shopping village success.

experts and noted in much of the previous litera-ture (Yuksel, 2004; Timothy, 2005)? Since food,wine and by implication at least some diningexperiences are strongly associated with the suc-cess of the villages, the character and develop-ment of these opportunities warrants researchand developmental attention. A larger researchagenda on tourist shopping villages also suggestsa focus on measuring success used in this study –the experts’ assessment governed the findingsand outcomes of the study. The scope for othermeasures of shopping village success includethe commercial viability of the operators, thefinancial returns to the local authority, the pro-vision of services to the community and theacceptability of the tourism presence.

The discussion is cast at the generic andbroad level of interpretation. Potentially furtherdimensions of influence exist in expanding therange of tourist shopping village analysis. Alimited number of villages in Canada wasincluded in this study along with a number ofNew Zealand locations. The further addition ofNorth American villages and European sitesmight provide other macro-organizing con-structs not revealed in the present investiga-tion. Studying these potential differences andsimilarities represents a fundamental first stepin confirming the global applicability of themapping sentence summary and the resultsobtained in this research.

A number of details and subtle issuesoccur when comparing and contrasting theperceived success of the specific tourist shop-ping villages. An intensive analysis of theselocal differences deserves further consider-ation. In reviewing the broad findings of thisstudy, note the existence of commonalities tothe perceived success, but the styles and loca-tions of the specific high-performing villagesare not uniform. Hahndorf in South Australia isappealing because of its German heritage andcontemporary shopping diversity, St Jacobs inOntario because of its links to the Mennonitecommunity and crafts, Niagara-on-the-Lake(also in Ontario) because of its rich tradition inplays, theatre productions and Edwardianarchitecture and Montville in Queenslandbecause of its quality infrastructure, tourismfocus and integrated presentation. The NewZealand village of Arrowtown develops a con-temporary Kiwi products theme in a tranquilold goldmining setting. These specific loca-tions and the success they are perceived tohave represent benchmarks for optimism in thedevelopment of regional tourism. In the widerview of tourism and its integration with thelives of consumers, retailers and communities,the opportunity to have tourism success storiesin dispersed locations is one of the mostappealing prospects for individuals andgovernments alike.

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