Travel Reference
In-Depth Information
distribution and value propositions among entities involved to sustain the synergy. In short, for a
destination to enhance its competitiveness, it needs to engage in knowledge-based interactions
within itself, with other destinations (competitors or allies), and with its (potential) tourists. This
is why DMOs need to evolve from 'marketing to' to 'marketing with' its (potential) tourists
(Lusch, Vargo and O'Brien 2007; Saraniemi and Kylänen 2011). It calls for more knowledge-
intensive tourism operation and the development of SMART tourism destinations or destination
intelligence systems (Wang, Li and Li 2013; Gretzel 2011). Further, following the Nordic School
of service marketing thoughts, the author believes many aspects of contemporary destination
marketing are beyond the responsibility of DMOs, because all aspects of tourists' consumption
'that has an impact on customers' perception of quality and support their value creation' should
be handled as part of destination marketing (Grönroos 2006: 328).
The global market is undergoing fast and profound changes, which call for new ways to
understand and explain the world. For the fi rst time, the idea of a more service-oriented logic is
presented in front of the whole fi eld of marketing, not just service marketing (Cova, Ford and
Salle 2009; Grönroos 2008). SDL is clearly not a theory, but a mindset and increasingly a fertile
ground for new ideas, conceptualizations, even theories (Vargo and Lusch 2008a). How
destination marketers can take advantage of this transition of mindsets remains to be seen. This
chapter aimed to present a more tourism-grounded understanding of SDL, as well as a more
SDL-grounded understanding of destination marketing. It is hoped SDL provides a refreshing
theoretical lens to destination marketing research as well as new strategies in destination
marketing practices.
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