THE NEW TOURIST: IMPACTS ON THE HOSPITALITY MARKETING STRATEGIES Ige Pirnar Yasar University, Izmir, Turkey -
[email protected] Onur Icoz Yasar University, Izmir, Turkey -
[email protected] Orhan Icoz Yasar University, Izmir, Turkey -
[email protected]
ABSTRACT The aim of the research is to have a brief understanding on the marketing adaptation patterns to the changes in trends and tourism as well as the needs of the new tourist profile of hospitality enterprises in Turkey. The study consists of two main parts, where the first part covers a brief literature review on the trends in tourism and the new tourism profile and their demand patterns. The second part is about the field research, where hotels in Turkey were taken as a population and their marketing strategies are examined in the way that how they react and adapt to these changes in the demand side. The last part of the research concludes comments on findings and suggestions. Key words: New tourist, tourism trends, marketing strategies, tourist profile INTRODUCTION Tourism is a very dynamic high pace industry with rapid changes in trends, including the changes in the type of consumer profiles and their needs. Thus as the end result is a new type of consumer which may be called as the new tourist, who is more demanding, more sophisticated and educated than before. They are highly increasing recently. The term new is used since it is quite different and difficult to satisfy this type of consumer when compared with the classic tourist. Due to this fact, it seems that the traditional marketing strategies used by hospitality establishments are becoming inefficient to satisfy the needs of this growing segment. LITERATURE REVIEW In today’s severe competition and economic turbulence, the hospitality firms are trying their best to satisfy customers for repeat businesses therefore anticipating customer needs continues to be a significant priority. Thus, new consumers are influencing the pace and direction of underlying changes in the industry and the changing demand profiles of the tourists makes the satisfaction process even more challenging. Specifically, customers are increasingly become sophisticated in their use of technology to research, select and purchase lodging. Furthermore, customers are resisting a “chain mentality” and there is true opportunity in creating unique and customized experiences” for the creative tourist. As a result, marketing strategies need to be adapted in order to be effective for the new tourist (ISCH, 2006). Even new types of tourism products like; creative tourism, sustainable tourism, creative cultural tourism, dark tourism, real estate tourism are produced in order to meet the emerging needs (Smith, 2007). Individual trends also affect preferred tourism type and the demand profile as a whole. One of the factors affecting the tourism demand is the change in the demand profile of consumers. The change is so implicit that they are given a name of “new tourist” and their characteristics may be summarized as follows (Akpınar, 2003; Whelan, 2004; Carvão, 2008; Yeoman, 2008): 1. More learning, adventure and experience oriented tourists, seeking out authenticity – looking for real experiences 2. More flexible and independent in nature (new tourists are generating demand for better quality, more value for money and greater flexibility in the travel experience)
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3. Very much interested in sustainability, even willing to pay more 4. Very much interested in the living and participating the experience of local cultures. 5. Have changing preferences of destinations and length of stay for travels, 6. Demanding various tourism types, like cultural heritage tourism, agri-tourism, medical tourism, health tourism, soft tourism, sustainable tourism, sports tourism, hiking, rafting, volunteer tourism, bird-watching, photography, kayaking, wild life watching, visiting national parks, mountain climbing, cruise tourism, yachting, golf tourism, fishing, educational, city tourism, etc. 7. Have changing demographic profiles like aging population, changing family size, etc in the future tourism establishments have to serve for everyone, from grandparents to grandchildren 8. More stressed out and therefore are looking for relief and convenience. 9. More technology friendly, often using internet for booking and purchasing tourism products 10. Have growing anxiety about health and safety As parallel with the characteristics of the new tourist, some of the emerging factors that affect trends in tourism demand were found to be (Winkler, 2007; Semone, 2008; Griffith, 2009; Middleton, 2009:420): 1. Stable basic motivation, but higher expectations on how to realize them and greater differentiation is required 2. Growing consumer expertise and co-creation tourism where all parties like consumers and suppliers come together for the production. 3. New information seeking behavior with more available technology and online resources, There are many information gathering, reservation and purchasing options (using Google, travelocity, expedia, HRS, booking.com etc...) 4. Differentiation of tourism activities with the realization of the trend to realize more different types of activity within one trip, e.g. relax, culture, sports, family 5. Expenditures are higher, but consumers are more price-sensitive due to global crisis 6. Online tour operators and travel agencies are growing in numbers and so does innovative create your own holiday package offerings, 7. Demand for accommodation is shifting towards to higher quality expectations (hardware, atmosphere & service) 8. Demand is increasing for niche tourism products customized to satisfy the tastes of an increasingly discerning traveler. Table 1 below summarizes the changes in the demand which causes the new tourism and the impacts associated with the causes. Table 1- New Tourism: Causes and Impacts Causes Higher income / relative affluence / demand for luxury travel Changing life-styles Information overload, lots of communication and promotion messages Co-creation tourism Technological development, Internet increase, mass communication, global connectivity Middle-market consumers are selectively trading-up to higher levels of quality, taste and aspiration The number of Internet users increasing
Impacts Higher demand for individualization and personalization Diversifying tastes and looking for alternative tourism products Polarizing spending patterns within individuals Traditional marketing strategies losing their effect and significance Firms taking on aggressive marketing strategies with strategic alliances Innovative travel packages More online booking, selling, marketing, information flow, analog to digital, shorter life-cycles Services are rendered taking into consideration looking for standardization, certification and better price/quality ratio in tourism services Tourism establishments and travel suppliers are use more sophisticated online marketing and distribution strategies Various online communication and consumption patterns appearing
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Individualism
Shifting trend from group tours to individual travels, niche marketing More sophisticated & educated Conscious consumption: Authenticity, living experience, customers learning, having a cultural component in a tour becomes a necessary condition Sustainability gaining importance Rise of responsible tourism & corporate social responsibility (CSR) Consumers seek nature friendly, ecological and culturally sensitive travel products Adapted from: Laesser C. & Jäger S. (2001). “Tourism in the New Economy”, AIEST, 51st Congress 2001, Vol. 43. Available at: http://www.google.com.tr/#hl=tr&source=hp&q=Tourism+in+the+New+Economy&btnG=Google%27da +Ara&aq=f&aqi=&aql=&oq=&gs_rfai=&fp=97400599264ce4a9and Minami T. (2005). “Japanese Overseas Travel Market Trends”, Hawaii Tourism Conference, September 13, 2005. Available at: http://www.hawaiitourismauthority.org/pdf/2005_tourism_conference_taro_minami.pdf (10.08.2010) and Chon K., Tourism Mega Trends in Asia-Pacific –The 10 Trends to Watch, Research Collaboration between the United Nations World Tourism Organization and The Hong Kong Polytechnic University, Available at: http://www.guilintourist.com/down/S%201-1(Kaye%20Chon).pdf (10.08.2010)
Hospitality Marketing and Strategies Specifically Applicable to New Tourists A main challenge for tourism establishments’ marketing efforts lies in the increasing diversification of interests, tastes, and demands of tourists. Therefore, hotels need to keep up the trends, learn about the change in the tourist profiles, be increasingly innovative in product and market development, specifically offering tailored experiences to meet changing attitudes and beliefs of the tourists (Yeoman, 2008: 39). Recent tourism market research focuses increasingly on the experience of tourists, the image they have about and the cultural context of a tourist destination since new tourists have quite a different consumption patterns when compared with the mass tourists (Jager, 2009). A new responsible, sophisticated and customized tourism demand is growing resulting in g a new attitude toward consumption patterns based on nature conservation and sustainability principles (Conti & Perelli, 2005). New tourists are looking for unique activities, tailored experiences, special interest focus, experiences in a lifestyle destination setting, living culture, creative spaces and creative spectacles. Some of the applicable marketing strategies and techniques appealing the new tourist segment consist of the following. 1. To introduce customer relationship management (CRM) programs or improving the existing ones, since the trend toward relationship marketing in getting popular. One-to-one marketing involves long-term commitment, travel packages can be tied to strategic alliances, joint ventures, and vendor partnering as effective marketing strategies (Weber & Ladkin, 2004). 2. Since there is a change in the way that tourism destination and hotels are presented and marketed to travelers, the application of consumer-led, online travel advice, online chat rooms, online hotel rating systems, online hotel consumer reviews are increasing (Vippoman, 2006; Vermeluer & Seegers, 2009). In addition many of them choose some type of free social network such as LinkedIn, Wayn, Facebook and Twitter for promotion tools. 3. To incorporate health, safety, and quality standards in the tourism product and communicate them by promotional tools and advertisements (Russilo et.al, 2007). 4. To pool the all similar resources and idea. Also to coordinate and plan effective marketing strategies by public and private tourism establishments (Griffith, 2009). Therefore it is recommended for tourism establishments to work together with key intermediaries in the tourism supply chain, including tour operators, the media, and guidebooks and establishing joint marketing effort with other organizations – be it public or private, local or international – in order to increase the market share (Russilo et.al, 2007). 5. Distribution changes form from GDS (Global Distribution System) represented a closed, dedicated connection of professionals' terminals (mostly travel agencies) displaying travel information as a base of communication between the travel agent (intermediary) and the customer to GDN multidimensional flow of information and transactions – with any intermediary in the channel able to
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distribute travel information and complete a transaction directly with the customer (Laesser & Jäger, 2001: 16-17). 6. To keep track of the inventory of attractions, equipment, and other factors affecting a destination. To use a strategic analysis of bottlenecks, strengths, weaknesses, threats and opportunities in relation to the destination’s and establishments’ competitive power and keeping track of the tourism market trends and their influence for future tourism development (Secretariat of the Convention on Biological Diversity, 2009) 7. To apply all aspects of push and pull strategies (Guler, 2009: 246-247). 8. Using quality management systems, certification and communicate this application to target markets (Scafarto, et.al., 2006) 9. To apply various communication/consumption patterns that are emerged with the spread of internet technologies and to have updated web sites which provide useful information providing online shopping possibility. RESEARCH QUESTION AND THE PROBLEM Tourism is one of the main industries in Turkey which carries it to the top 10 in international revenues and international receipts in the recent years. The continuation of this success depends very much on keeping up with the trends changing in the tourist profile and their wishes, thus their satisfaction and repeat numbers, it is important to analyze the adaptation patterns of the enterprises in tourism. This research is questioning; “whether the hospitality enterprises in Turkey are successful in adapting to the new trends in tourism industry” and if yes “how”. This research question is addressing on the marketing adaptation patterns of hospitality enterprises in Turkey since the long term success truly depends on adapting new strategies for marketing and managing which can comply with the changes in trends and tourism as well as the needs of the new tourist profile. METHODOLOGY In this study, the survey method is conducted and questionnaire technique is used to gather data from hotel establishments in the popular tourism destinations in Turkey. The research was considered as exploratory research and the sampling method is probability random sampling. The universe of the research is totally identifiable and attainable via e-mail but since most of them haven’t replied the questionnaire, only the respondents were considered as a sample. The total number of the all accommodation facilities in Turkey are 2566, whereas the total number of 3, 4 and 5 star hotels make up to 1343. The distribution of the hotels according to star distribution are as follows Table 2 –Number of Hotels in Turkey (2009) Type Hotels
ClassificationNumbersbeds 5 stars 267 179964 4 stars 471 147153 3 stars 645 91960 2 stars 616 47490 1 star 91 6626 Other Accommodation 476 94277 Total 2566 567470 Resource: Turizm Gazetesi, http://www.turizmgazetesi.com/Sinf/inSinformation.aspx?id=12 The data gathered from the web page and the web based questionnaire was sent to the hotel marketing managers and experts. Finally 49 responded the questionnaire and sent them back to the e-mail address given to them beforehand. Since this is a pilot and preliminary study and due to timing constraints, the analysis was done with this limited number of sample. The questionnaire includes closed ended questions and consists of 6 profile questions and 10 questions with many subcategories from which that respondents can choose their responses from. The responses were analyzed by SPSS to test some hypotheses, which were formulated by the researchers.
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Measures and Data Analyses 1. Sample Profile According to the results the distribution % of the responds from hotels are shown in table 3 and are as follows: ,6% comes of the received replies came from 3 star hotels, 20.4 % from 4 star hotels and 69.4 % from 5 star hotels which shows that in further studies 3 and 4 star hotels should be kept in close contact for communication. The respond percentages make up to 95.9 % since 4.1 % was missing the necessary data. It might be suggested that instead of using WEB, personal data gathering for 3 and 4 star hotels might be more effective. Table 3 – Distribution of Hotel Types Frequenc Valid Percent Cumulative Percent y Percent Valid 3stars 3 6,1 6,4 6,4 4stars 10 20,4 21,3 27,7 5stars 34 69,4 72,3 100,0 Total 47 95,9 100,0 Missing System 2 4,1 Total 49 100,0 Thus the tables related to hotels room numbers and the structure of ownership are shown below. Almost half 49 % of the hotels are large in size having + 250 rooms, thus the rest distributes among 50 to 250 in different sizes. Table 4 – Number of rooms Frequenc Valid Cumulative Percent y Percent Percent Valid 50-100 7 14,3 15,6 15,6 101-120 3 6,1 6,7 22,2 150-180 1 2,0 2,2 24,4 181-200 5 10,2 11,1 35,6 201-220 2 4,1 4,4 40,0 221-250 3 6,1 6,7 46,7 +250 24 49,0 53,3 100,0 Total 45 91,8 100,0 Missing System 4 8,2 Total 49 100,0 The hotels ownership structure distribution shows that 32.7 % are individually owned, 30.6 % are franchise and 22.4 % are partnership which makes up the majority of distribution. Management contract and other are very substantial. Table 5 – Hotels Ownership Status
Valid
Missing
Individually owned Partnership Franchise Management contract Other Total System
Frequenc y
Percent
Valid Percent
Cumulative Percent
16
32,7
34,0
34,0
11 15
22,4 30,6
23,4 31,9
57,4 89,4
3
6,1
6,4
95,7
2 47 2
4,1 95,9 4,1
4,3 100,0
100,0
5
Total
49
100,0
Table 6 shows the replies to question 1 which asks if there exists a considerable change in tourist profile in the last 10 years and as can be seen from the table 6 below 34.7 % indicated that there is a change in the tourist profile which shows that those hotels should change their marketing strategies accordingly and adapt their services according to the needs of the changing profile market. Table 6 – Changes In The Tourist Profile
Valid
Missing Total
Frequenc y 17 29 46 3 49
Yes No Total System
Percent 34,7 59,2 93,9 6,1 100,0
Valid Percent 37,0 63,0 100,0
Cumulative Percent 37,0 100,0
Table 7 shows the percentage of the tourist types distribution according to hotels analyzed. Since the respondents have replied more than 1 answer, the totals of the percentages add up to more than 100 %. It is understood that business travelers are the majority with 59.2%, congress and incentive travelers make up 73.5 %, leisure one stop travelers rank as the third group with 65.3 %. Sports oriented tourists, events & exhibition oriented tourists rank as 4th and 5th with 38.8 %. Environment oriented multi stop travelers also are quite significant with 30.6%. These are very specific market segments with special needs which forces hotels to obtain special tools and technical equipment for serving these markets. Thus it is very interesting that globally emerging markets like adventure tourists, thermal and wellness groups, heritage culture, eco and third age are not getting the attention they deserve from the hoteliers making up the sample. It may be recommended to educational bodies and governmental organizations to inform the hotel managers and marketing staff about these new tourist groups which are increasing very rapidly lately. Table 7 – Customer types (Question 3) Type of Tourists
Number n
Business Customers Sports Tourists Events & Exhibition Tourists Congress & Incentive Travelers Medical Tourists Thermal & Wellness Tourists Adventure Tourists Heritage Culture Tourists Leisure One Stop Travelers Environment Multi Stay Travelers Sea Travel (Yachting, Surfing, Scuba Diving) Third Age Travelers Education Tourists Nature Friendly Eco Tourists Club / Association Meeting Visits Other
29 19 19 36 11 6 3 14 32 15 13
Percentage % 59.2 38.8 38.8 73.5 22.4 12.2 6.1 28.6 65.3 30.6 26.5
13 9 6 13 1
26.5 18.4 12.2 26.5 2
Table 8 shows the replies given to question 4 which is about the methods and tools hotels use to collect information and keep track of the trends and changes in tourism industry / tourists consumption patterns. The most popular way of providing information seems to be observing the already staying visitors and keeping track of their habits and preferences with the 87.8 % which means almost all the hotels analyzed are using this method. The second best method was found to be observing tourists consumption patterns with 65.3 %. The third is periodically searching the
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industrial publications and periodically searching tourism and industrial web pages, each with 49 % meaning that almost half of the hotels analyzed are gathering information with these methods. Using customer database and through the communication with the competitive and such organizations follow these with the 44.9 %. Table 8 – Information Sources and Tools for Trends and Changes (Question 4) Observation and information gathering source
Number
Observing staying visitors Observing tourists consumption patterns Periodically searching the industrial publications Periodically searching tourism and industrial web pages By consumer preferences researches By customer database Searching the researchers conducted by the universities With the help of consultancy or research firms Through the communication with the competitive and such organizations Observing -the industrial trends By professional training seminars Other Cannot provide information on the matter
43 32 24 24
Percentage % 87.8 65.3 49 49
14 22 7
28.6 44.9 14.3
7
14.3
22
44.9
11 7 1 -
22.4 14.3 2 -
Table 9 shows the replies to question 5 about the technological requests of hotel visitors. It is obvious that internet access is the most common requested technological offer from the hotel with 87.8 % (almost by the all respondents). Online reservation opportunity ranks the second though the percentage is rather small as 36.7 % which is followed by business center services 24.5 % and free computer services by 20.4 %. Table 9 - The Technological Requirements of Hotel Visitors (Question 5) Technological Requirements of the Customers Internet access (rooms and other areas, dial-up, WIFI etc.) Free computer services Business center services Online reservation choice Videoconference or teleconference, multi conference systems Pay TV, Interactive TV Voice mail Other
Number n 43 10 12 18 5
Percentage % 87.8 20.4 24.5 36.7 10.2
5 2 5
10.2 4.1 10.2
Table 10 in appendix relates to question 6 in the questionnaire which is about the different tourism types the respondents have information about. From the results the main areas were found to be; easy access to destinations with 42.9 %, globalization and increasing competition with 36.7 %, and increasing economic and purchasing power with 34.7%. Question 7 was about the views on the development potential for alternative tourism types and products. The respondents could check more than one option therefore the percentages make up more than 100 % as total. The responds indicate that the main tourism products for high increase potential in the near future are; thermal tourism (44.9 %), medical tourism (38.8 %), nature tourism (30.6 %), cultural tourism and eco tourism (24.5 % each), educational tourism (20.4 %), heritage tourism and sports tourism (16.3 % each). It is an interesting factor that no respondent checked dark tourism, wine tourism and bird watching and only one has checked space tourism which is believed to have a high increase potential for the future.
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Table 11 at the appendix shows the respondents views on the crisis and negative events having a potential to negatively impact Turkish tourism relating with question 8. The respondents mostly view the economic crisis (77.6 %) and terrorist actions (67.3 %) and increasing unemployment rate (59.2 %) as main threats which could negatively affect Turkish tourism. Question 9 is about the regions and countries mainly destinations with high development potential in terms of popularity and number of visitors. China ranks in number 1 with 27 checks, the second one being North Africa with 14 checks. Question 10 is about the application of the strategies chosen by the hotel managements for the changing and developing markets in tourism. It seems that many hotels in this study are using Market development strategy (69.4%), product diversification (44.9 %) and product development (42.9 %). Thus no hotel is using niche marketing which in literature is almost always indicated as a developing marketing strategy. Table 12 – Applied marketing strategies (Question 10) Applied strategies Product development (new products for existing markets) Market development (new markets for existing products, new consumers) Product diversification (offering varying new products) Being a market leader (by widespread distribution channels, effective promotion and ad, capability to merge or purchase other firms, etc.) Market competitor (competition with all the tools like price, promotion, distribution etc.) The follower of the market (following the industrial trend) Being a small company (applying niche marketing) Singe target market strategy Concentrated marketing (a few market segments) Full market coverage Undifferentiated marketing strategy Adaptation in the markets Adaptation in the products Adaptation in the marketing mix Cooperative efforts (franchising, management contracts, mergers, etc.)
Number n 21
Percentage % 42.9
34
69.4
22
44.9
10
20.4
15
30.6
9 2 9 9 2 11 13 3
18.4 4.1 18.4 18.4 4.1 22.4 26.5 6.2
9
18.4
Cross-tabulations and Chi-Square Analyses In this part of the study, meaningful associations between the variables are analyzed especially between the independent profile variables and the dependent variables signifying agencies’ thoughts about mountain tourism. Each independent variable was considered as potentially in relation to the dependent variables and then there could be some associations among some of the independently variables themselves. These associations were devised as hypothesis tests at the same time. For this purpose, almost 30 associations were considered most likely meaningful and they were included into chi-square analysis procedure by using statistical package program (SPSS 13.0). According to the results of the analyses, only 3statistically meaningful associations were found. The hypothesis tests and the results of chi-square analyses are as follows where the Hypotheses were stated in the null and alternate; After statistical tests and procedures in SPSS The following 3 meaningful associations were found between the variables indicated on the related tables Analysis – 1 (Table 13) There is no association between the changes in the tourist profile and the increasing H10: unemployment as one of the main threat factors that will negatively affect tourism in the coming 10 years.. There is an association between the changes in the tourist profile and the increasing H11: unemployment as one of the main threat factors that will negatively affect tourism in the coming 10 years. Pearson Chi Square: 2.755, 0.097
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p = ,000 Likelihood ratio: 2,860 Ho: rejected and so there is an association between these two variables. Analysis – 2 (Table 14) There is no association between the years of operation and the communication with the H10: competitive and such organizations as one of the observation methods of changes and trends There is an association between the years of operation and the communication with the H11: competitive and such organizations as one of the observation methods of changes and trends Pearson Chi Square: 0,093 p = ,000 Likelihood ratio: 5,074 Ho: rejected and so there is an association between these two variables. Analysis – 3 (Table 15) There is no association between the changes in the tourist profile and professional training H10: seminars as one of the observation methods of changes and trends There is an association between the changes in the tourist profile and professional training H11: seminars as one of the observation methods of changes and trends Pearson Chi Square: 4,211, 0.040 p = ,000 Likelihood ratio4,082. Ho: rejected and so there is an association between these two variables. There was no meaningful relationships and/or associations between other dependent (profile questions) and independent variables (second category/marketing questions). CONCLUSION New tourists have quite a different attitude towards purchasing and consumption the tourism products, when compared with traditional mass tourists since they are usually better educated, more independent, more creative, like to live the different cultures as tailored experiences, have many information resources, are more eco-friendly and support sustainability and more open to try new tourism types and adventures. Since the new tourist is different than a traditional tourist in almost all the decision making, purchasing and consumption processes, the marketing techniques that are applicable to them are also various and different. The aim of the study conducted is to have a brief view on marketing adaptation patterns of hospitality enterprises in Turkey since the long term success truly depends on adapting new strategies for marketing and managing which can comply with the changes in trends and tourism as well as the needs of the new tourist profile, thus it is just a preliminary and pilot study for the further one. The main findings are stated as: 34.7 % of the hotel managers and experts as respondents indicated that they believed there has been a considerable change in tourist profile in the last 10 years which shows that those hotels should indeed change their marketing strategies accordingly and adapt their services according to the needs of the changing profile market, if that really is the case. According to the replies of the respondents, the most popular way of providing information on the trends in tourism industry and tourists consumption patterns seems to be observing the already staying visitors consumption habits and preferences were 87.8 %, meaning almost all the hotels analyzed are using this method. The second best method was found to be observing other tourists consumption patterns with 65.3 %. The third is periodically searching the industrial publications and periodically searching tourism and industrial web pages, each with 49 % meaning that almost half of the hotels analyzed are gathering information with these methods. Using customer database and through the communication with the competitive and such organizations follow these with the 44.9 %. This indicated that the hotel marketing strategies lacks professional trend keeping like consultancy firms, periodicals, university research and such which also should be in their portfolio for being capable of applying more effective and efficient strategies. It is also observed that, the respondents have views and association with tourism on the topics as; easy access to destinations with 42.9 %, globalization and increasing competition with 36.7 %, and increasing economic and purchasing power with 34.7 %, thus lacking information about important areas like; increase in various events and attractions, cultural capital, the new tourism destinations and countries, climate changes, longer life
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expectancies, developments in science and techniques, fears in health and security, changes in the luxury travel perceptions, change in the communication tools, free social network and e-tourism, travels related to health, eco friendly tourists and sports oriented tourists. According to the findings, it may be suggested that the strategy makers and applicators should indeed follow the updated industrial journals, web blogs, pages and such in order to be informed about the main trends and changes in the tourist behavior. Since the responds indicated that the main tourism products for high increase potential in the near future were; thermal tourism (44.9 %), medical tourism (38.8 %), nature tourism (30.6 %), cultural tourism and eco tourism (24.5 % each), educational tourism (20.4 %), heritage tourism and sports tourism (16.3 % each), it may be concluded that the hotel managers have inefficient updated information. It seems that they have information about somewhat new types like health, medical, nature and cultural tourism, .but have no idea about the real newly emerging ones like wine tourism, bird watching and space tourism, It is observed that the respondents mostly view the economic crisis (77.6 %) and terrorist actions (67.3 %) and increasing unemployment rate (59.2 %) as main threats which could negatively affect Turkish tourism, thus indicating that security and cost control as important hotel operations for future success. It is also understood that internet, online booking options and such technological devices are not the tools for diversification, but indeed obligatory services for a hotel. It is understood that many hotels in this study are using market development strategy (69.4 %), product diversification (44.9 %) and product development (42.9 %) as marketing strategies for adapting to trends and customer satisfaction. . Though these strategies are proven effective methods, it is astonishing that no hotel is using niche marketing which really may give a hotel the unique differential advantage and an opportunity to appeal to individual consumers with tailor made needs. The results also indicate that; adaptation in the markets, in the products and in the marketing mix and cooperative efforts (franchising, co-branding, management contracts, mergers, etc.) are not getting the attention that they deserve as efficient marketing strategies, though the reason is vague. Finally, there found to be; 1. an association between the changes in the tourist profile and the increasing unemployment as one of the main threat factors that will negatively affect tourism in the coming 10 years 2. an association between the years of operation and the communication with the competitive and such organizations as one of the observation methods of changes and trends 3. an association between the changes in the tourist profile and professional training seminars as one of the observation methods of changes and trends LIMITATIONS & FUTURE RESEARCH As with any research, this study has some limitations. First, time limit was a main constraint for the data gathering process leading to a limited number of sample for the analysis. This research was intended to be just a pilot and preliminary study, since the intention is to conduct it on a larger sample consisting of minimum 200 respondents (with the corrections according to the pilot study’s feedback) . Also, the uneven distribution of the classification of hotel types seemed to be a problem in the analysis process, therefore while conducting the main study it should be taken into consideration. Nevertheless, future studies may also use these findings and compare it with a more diverse and larger sample size. Also, it is recommended to apply a qualitative research on the same topic and research question, which may give another angle for decision, strategies and may aid further conclusions of researchers.
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Secretariat of the Convention on Biological Diversity, World Tourism Organization and the United Nations Environment Programme. 2009. Tourism for Nature and Development: A Good Practice Guide. Montreal. Semone P. (2008). “21st Century Trends in International Tourism”, Available at: http://tourism101.org/archives/6 (11.08.2010) Smith M. (2007), “Cultural Tourism in a Changing World.” Tourism, Quarter 1, Issue 131 (Spring 2007). Turizm Gazetesi, http://www.turizmgazetesi.com/Sinf/inSinformation.aspx?id=12 Vermeluer I.E. & Seegers, D. (2009), “The Impact of Online Hotel Reviews on Consumer Consideration”, Tourism Management, 30, ( 1): 123-127 Vilpponen A., Winter S. & Sundqvist S. (2006). “Word-of-Mouth in Online Environments: Exploring Referral Network Structure and Adoption Behavior”, Journal of Interactive Advertising, 6(2):63‐77.
Weber K & Ladkin A. (2004). Trends Affecting the Convention Industry in the 21st Century”, Journal of Convention & Event Tourism, Vol. 6(4) pp.47, 2004, The Haworth Press, Inc Winkler K.,(2007), “New Trends In Tourism Demand And Their Implications For Rural Tourism: The Casefor The German Source Market”, Institute for Tourism and Recreational Research in Northern Europe (N.I.T.), www.NIT-Kiel.de (22.02.2010) Whelan T. (2004). Tourism trends, environmental implications and a shift towards sustainability in LAC, Washington, DC, September, 2004, Rainforest Alliance Yeoman I. (2008). Tomorrow's Tourist, Scenarios & Trends Chapter 4- What Will the Tourist Be Doing in 2030?, Butterworth Heinemann, Oxford . APPENDIX Table 10 – Views on Different Tourism Types (Question 6) Different Tourism Types Globalization and increasing competition Increasing economic and purchasing power Easy access to destinations Increase in various events and attractions Cultural capital The new tourism destinations and countries Climate changes Longer life expectancies Developments in science and techniques Fears in health and security Changes in the luxury travel perceptions Change in the communication tools, free social network and etourism Travels related to health
18 17 21 9 10 3 4 2 2 6 7
Number n
Percentage % 36.7 34.7 42.9 18.4 20.4 6.1 8.2 4.1 4.1 12.2 14.3
8
16.3
5
10.2
12
Eco friendly tourists Sports oriented tourists
2 4
4.1 8.2
Table 11 - Crisis and negative events with high negative impact potential (Question 8) Different crisis and negative events Economic crisis Increasing unemployment Environmental disasters Natural disasters and the ecological wearing out The income difference between developed and less developed countries Political disputes between countries Wars Terroristic actions Too much urbanization Increasing security problems Increasing population growth Health problems and epidemics Food shortage problems Energy problems Other
Number n 38 29 11 14
Percentage % 77.6 59.2 22.4 28.6
8
16.3
25 18 33 3 18 2 6 2 4 2
51 36.7 67.3 6.1 36.7 4.1 12.2 4.1 8.2 4.1
Table 12 – Applied marketing strategies (Question 10) Applied strategies Product development (new products for existing markets) Market development (new markets for existing products, new consumers) Product diversification (offering varying new products) Being a market leader (by widespread distribution channels, effective promotion and ad, capability to merge or purchase other firms, etc.) Market competitor (competition with all the tools like price, promotion, distribution etc.) The follower of the market (following the industrial trend) Being a small company (applying niche marketing) Singe target market strategy Concentrated marketing (a few market segments) Full market coverage Undifferentiated marketing strategy Adaptation in the markets Adaptation in the products Adaptation in the marketing mix Cooperative efforts (franchising, management contracts, mergers, etc.)
Number n 21
Percentage % 42.9
34
69.4
22
44.9
10
20.4
15
30.6
9 2 9 9 2 11 13 3
18.4 4.1 18.4 18.4 4.1 22.4 26.5 6.2
9
18.4
Table 13 Significance level is 0.10.
13
Crosstab Unemployment increase ,00 yes Count % of Total
Change in tourist profile
no
4
13
Total 17
8,7%
28,3%
37,0%
14
15
29
30,4%
32,6%
63,0%
18
28
46
39,1%
60,9%
100,0%
Count % of Total Count
Total
% of Total
1,00
Chi-Square Tests
Pearson Chi-Square Continuity Correction Likelihood Ratio Fisher's Exact Test Linear-by-Linear Association N of Valid Cases
a
Value 2,755b 1,814 2,860
df 1 1 1
Asymp. Sig. (2-sided) ,097 ,178 ,091
Exact Sig. (2-sided)
,125 2,696
1
Exact Sig. (1-sided)
,088
,101
46
a. Computed only for a 2x2 table b. 0 cells (,0%) have expected count less than 5. The minimum expected count is 6,65.
Table 14 Crosstab
Years of operation
1,00 2,00 3,00
Total
Communication with competition 0,00 1,00 10 10 40,0% 47,6% 9 2 36,0% 9,5% 6 9 24,0% 42,9% 25 21 100,0% 100,0%
Count % within com Count % within com Count % within com Count % within com
Total 20 43,5% 11 23,9% 15 32,6% 46 100,0%
Chi-Square Tests
Pearson ChiSquare Likelihood Ratio Linear-by-Linear Association N of Valid Cases
Value
df
Asymp. Sig. (2-sided)
4,743(a)
2
,093
5,074
2
,079
,188
1
,664
46
a 0 cells (,0%) have expected count less than 5. The minimum expected count is 5, Table 15 – Crosstab Professional training seminars
Total
14
Change in tourist yes profile no Total
Count % within four K Count % within four K Count % within four K
0,00 12 30,8% 27 69,2% 39 100,0%
1,00 5 71,4% 2 28,6% 7 100,0%
17 37,0% 29 63,0% 46 100,0%
15
Chi-Square Tests
Pearson ChiSquare Continuity Correction(a) Likelihood Ratio Fisher's Exact Test Linear-by-Linear Association N of Valid Cases
Value
df
Asymp. Sig. (2-sided)
4,211(b)
1
,040
2,647
1
,104
4,082
1
,043
4,120
1
Exact Sig. (2-sided)
Exact Sig. (1-sided)
,083
,054
,042
46
a Computed only for a 2x2 table b 2 cells (50,0%) have expected count less than 5. The minimum expected count is 2,59.
16
