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Tourism and transport represent two sides of the same management process, especially in tourism destinations characterised by a consistent or a rising volume of visitor flows.

The purpose of this article is to describe the characteristics and the consumption behaviour of tourists coming from different countries and choosing different holiday typologies (cultural, seaside, mountains, etc.), by evaluating their expenditure in terms of consumption functions and productive sectors. The analysis — which uses the results of the survey on tourist expenditure carried out in the Veneto region, with particular reference to international tourism, from May 1994 to April 1995 —, can be suitably extended over the local scale. A multisectoral‐biregional input output model (VERDITOUR) has been implemented to measure the economic role of each segment and the plot of interactions going from tourist expenditure habits to the tourism industry.

Southern Italy (2) is a multiform and atypical system in the Italian tourist economy. According to a general image, one of its main features is the extensiveness and quality of the region's natural resources, especially the coastal areas, attractions which traditionally make the macroregion known essentially as a destination for “sun&sea” holidays. In recent years, moreover, due to growing and widespread awareness for environmental quality and for cultural factors, this image seems to have acquired new impulse and new occasions of interest. The wealth of particularly important historical, artistic and archaeological attractions (Magna Graecia, Roman and Arab‐Byzantine influences, the Baroque, etc); the diffusion and, often, the persistence of social‐cultural traditions that resist the influence of modernisation, are today—just as they were at the time of the Grand Tour—factors of strong appeal for the Southern regions. Today, the “capital cities” in Southern Italy are the main historical destinations of the early years of tourism, especially for foreign demand: besides Naples and Palermo, cities such as Taormina, Sorrento, Capri and Ischia, or destinations of cultural tourism such as Agrigento and Siracusa stand out.

Information and communication technologies (ICT) may represent an important source of advantages for service companies. However, the literature suggests that ICT need to be adapted to the demands of the company and its customers. The purpose of this paper is to compare the ICT use in hotels situated in established (i.e. Spain) and emerging (i.e. Croatia) tourist destinations.

Non-hierarchical cluster analysis is performed. Clusters are internally validated by a K-Means cluster analysis and a discriminant analysis. Analysis of variance is applied and contingency tables between cluster membership and hotel characteristics are created.

The results reveal significant differences in the degree of ICT implementation, identifying “traditional” and “technified” hotels. However, these differences are better explained by the hotel category rather than by its location.

ICT may be useful for both hotels located in established tourist destinations and for those in emerging tourist areas. However, reasons for making use of ICT may differ: while hotels located in established tourist destinations may use technology in order to differentiate themselves from the competition in the local market, hotels in emerging destinations may try to attract Western tourists who are looking for something different.

It is known that hotels in established tourist destinations can use technology as a renewal tool. Nevertheless, there is little evidence about the ICT use in hotels in emerging tourist destinations, which intends to be approached by this study.

This paper presents the UE‐Eurostat methodology to design and implement a system of surveys of inbound tourism. It has been thought for the homogeneisation of the information systems of the EU countries and for the development of the cooperation in the field of tourism statistics between the European Union and other relevant extra‐Europe regions. Furthermore, the methodology wants to give a common framework of analysis for the collection and processing of comparable statistics at each territorial level. The general research process has been split up into nine fundamental steps which represent the stages a researcher has to follow in order to obtain reliable data on visitor flows, visitors' and trip characteristics, consumption behaviour and opinions and impressions on the trip and the visit. It has been implemented for closed areas (areas with political borders, e.g. a country, geographical borders, e.g. a island, artificial borders, e.g. a museum, a theme park, an archaeological area) and open areas (a macro‐region, a region, a single tourist destination, e.g. a city, or tourist site, e.g. a square).

This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined.

A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling.

The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration.

The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users.

This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

The tourism and hospitality sector in twenty-first century becomes technology driven. Technology application in those sectors is strategic and demand driven. It facilitates tourism and hospitality marketing; destination promotion and imaging makes the services innovative, turns the interaction between industry and its consumers better than ever before, and enables the industry to cope with neo-competitive environment. Changes occur too in tourists’ demand, choices, and consumption patterns with the advent of e-mobility. Thus shifts within the paradigm of tourism and hospitality practices are perceived overtly. This chapter will study the expanse of technology application within those sectors, endeavour to develop a conceptual frame; and review the shifts and impacts that appear out of technology and those sectors interactions.

The TRIP (TouRism International Panel) Forecasting Models (1), the first regarding international tourist departures from each country of origin, the second international tourist flows to Italy and the third international departures from Italy, represent, through an appropriate mathematical and econometric analysis, the fixed effect approach of the panel data analysis, the economic process behind the foreign tourist's decision to holiday in Italy and the Italian tourist's decision to holiday abroad.

Upon the changes that have taken place in the tourist sector since the 7 990s, the SMTEs and the destinations where they operate are called to reflect on the opportunity to redefine the strategic and organizational assets that have distinguished them until now in order to respond to new needs and desires coming from a more segmented demand side. This paper presents the results of a research project conducted in the Dolomites, the most important alpine area in terms of numbers of tourists, representative of a community tourist destination and where the tourists do not defer to intermediaries to organize the vacation (do‐it‐yourself tourists). The Dolomites are now in the “mature” phase of the development life cycle and as such need a new approach to the market in order to maintain loyalty among current visitors and to gain loyalty in new tourist segments. The research was done in the summer 2001 and winter 2001–2002 by administering 5,000 online questionnaires to a representative sampling of “do‐it‐yourself” tourists. The objective was to study the decision‐making and behavioural models of do‐it‐yourself tourists and to build profiles of tourists who choose this destination. From these profiles it is possible to identify strategies that the SMTEs and the alpine destination as a whole could undertake to achieve the goals described above. The research highlights the importance for SMTEs to overcome the entrepreneurial spontaneity and to adopt an informed and planned business strategy. In this scenario the Regional Tourist Boards emerge as important actors that can play a key role in meta‐management.

This paper examines the relationship between transportation quality, customer satisfaction and profitability. Specifically, this study examines the simultaneous and asynchronous effect of quality of transportation services on customer satisfaction and financial performance and then performs the same examination in relation to the effect of customer satisfaction on financial performance. The partial least squares approach to structural equation modelling is used to examine longitudinal data from 1995 to 2018 from the US airline industry. The findings suggest that low service quality in transportation has adverse effects on customer satisfaction and financial performance, while the impact of customer satisfaction on financial performance in the US Airline transportation industry is mixed. The authors found that the impact of customer satisfaction on financial performance is significant in full-service airlines but not in low-cost airlines. Surprisingly, the authors found no significant direct relationship between transportation quality and financial performance in the US airline industry.