Master of digital media major research paper assessing the engagement of social media marketing: the case study of a tourism Toronto video-based marketing campaign

The purpose of this research is to assess user engagement for a video-based social media campaign by a destination marketing organization (DMO). A case study methodology was applied to examine the Tourism Toronto video-based campaign of 2017 on Instagram and Twitter. Social interactions were analyzed to compare the relative engagement rates across platforms. This determined that Instagram had a higher relative engagement rate compared to Twitter. Instagram can be considered as a more desirable tool for DMOs to share videos digitally. The limited sample size presents research limitations through potentially not representing a larger population opinion’s on the content. It enables practical implications for destination marketers who have limited resources by highlighting that Instagram may be a preferred channel over Twitter due to higher engagements rates. There is a lack of research on the comparison of relative engagement rates from an academic perspective and this is the first study to explore the topic for a video-based marketing campaign in the DMO industry.

Master of digital media major research paper assessing the engagement of social media marketing: the case study of a tourism Toronto video-based marketing campaign

The purpose of this research is to assess user engagement for a video-based social media campaign by a destination marketing organization (DMO). A case study methodology was applied to examine the Tourism Toronto video-based campaign of 2017 on Instagram and Twitter. Social interactions were analyzed to compare the relative engagement rates across platforms. This determined that Instagram had a higher relative engagement rate compared to Twitter. Instagram can be considered as a more desirable tool for DMOs to share videos digitally. The limited sample size presents research limitations through potentially not representing a larger population opinion’s on the content. It enables practical implications for destination marketers who have limited resources by highlighting that Instagram may be a preferred channel over Twitter due to higher engagements rates. There is a lack of research on the comparison of relative engagement rates from an academic perspective and this is the first study to explore the topic for a video-based marketing campaign in the DMO industry.

The O-Bento Principle for Successful Multi-sector Collaboration: A Case Study of DMO Roppongi

This article presents empirical research that seeks to investigate the principles of management that lead towards successful multi-sector collaboration through the analysis lens of effectuation theory. The target of this empirical research is a destination marketing organization (DMO) considered to be a classic example of multi-sector collaboration focusing on the destination management performed by DMO as a case study. DMO Roppongi in Tokyo has been selected as the sample for this empirical research, and in particular, Nogi Shrine (Nogi-Jinja) has been selected as a venue for inbound meetings and a successful case of destination management. In Japan, shrines are considered as sacred sites; hence, the research began with the question: ‘Why was Nogi Shrine provided as a venue?’. We interviewed both the executive director of DMO Roppongi and the contact person at Nogi Shrine and conducted a qualitative analysis by focusing on the management features emerged during the process of venue selection. In the world of start-ups, entrepreneurs are required to search for business opportunities proactively, but this research has investigated that in the multi-sector collaboration, the abundant resources are mainly possessed by the participating stakeholders that can be associated with the business opportunities. Hence, the key management point in this case is the impartial use of the resources ‘that are already there’ and available for use. This research has formulated this discovery, as ‘the O-Bento principle’ in line with the effectuation theory.

The Branding of Padang City: How Does It Affect The City Image and Tourist Visit Decision?

Padang has widely known as the tourism destination in Indonesia. This city is the capital of West Sumatera Province which win three World Halal Tourism Award categories in 2016; World's Best Halal Culinary Destination, World's Best Halal Destination and Halal World's Best Tour Operator. This study aims to determine the effect of Padang’s city branding (Presence, Place, potential, Pulse, People, Pre-requisite) towards its city image (cognitive, affective, conative) and tourist visit decision. Moreover, city image is also placed to be intervening variable between city branding and tourist visit decision. Based on the tourist data collected by survey (200 samples), structural equation modeling using Smart PLS 3.0 and Sobel Test were employed to test the research model. The findings indicate that the relationship in purposed model are significant. For researchers this study provides a basis for further development of city banding of Padang. For government and destination marketing organization (DMO), understanding the key construct is crucial to increase visitors and better perceived city image.

Conceptualizing ASEAN Tourism Brand: Towards A Coopetition Framework

Objective - This paper proposes an integrative framework in an attempt to conceptualize the branding of ASEAN tourism in a sustainable and unified approach based on the results collected from a sample of travellers visiting ASEAN destinations and tourism insights from NTOs or DMOs. Methodology/Technique - A mixed method is used to combine the quantitative and qualitative phases. A survey of travellers visiting ASEAN destinations (n=480) is conducted with a mix of Asian travellers and Western travellers, as well as 10 in-depth interviews with NTOs or DMOs to obtain tourism insights. Findings - The findings suggest that authenticity of the destination image is an integral part of ASEAN tourism. National Tourism Organizations (NTOs), Destination Marketing Organization (DMO) and other stakeholders of ASEAN tourism should adopt a coopetition framework and co-create a consistent and coherent positioning of the destination, while maintaining a competitive positioning of the nation, to achieve a sustainable brand of ASEAN tourism. Novelty - The paper highlights the needs for ASEAN NTOs and DMOs to enable coopetition for all tourism stakeholders for the promotion of the ASEAN brand. The proposed framework is seen as transformative in its ability to bring about collaborative and sustainable efforts to ultimately achieve an authentic ASEAN brand. Type of Paper - Empirical. Keywords: ASEAN Tourism Brand; Coopetition; Cooperation and Competition; Authenticity; NTOs; DMOs. JEL Classification: M38, M38, L32.

Perspectives of event leveraging by restaurants and city officials

PurposeHosting events can attract visitors to an area and provide an opportunity for local businesses in the host community to benefit economically. Restaurants, in particular, have an opportunity to benefit as food is a necessary expenditure. However, previous research suggests that the intentional attraction of event visitors by local businesses has been minimal. The purpose of this paper is to explore perspectives of event leveraging held by restaurant owners/managers and a destination marketing organization (DMO).Design/methodology/approachData were collected through semi-structured interviews with owners/managers of 16 local restaurants and from three DMO executives in one medium-sized city in Ontario, Canada. Data were analyzed using initial and axial coding.FindingsFindings indicate that restaurants did not engage in event leveraging. Three common reasons emerged to explain their lack of engagement in leveraging, including: a lack of a belief in benefits from leveraging, inconvenient proximity to event venue, and not being prepared for event leveraging opportunities. The DMO had a desire to assist local business in leveraging, but their ability to do so was negatively impacted by a lack of awareness of events being hosted, disengagement by local businesses, and limited resources.Originality/valueFindings suggest that there is a need for DMOs and local businesses to create stronger and more supportive working relationships that address financial and human resources constraints preventing the adoption and success of event leveraging. As part of this approach there is a need for cities to make stronger financial investments in supportive agencies such as a DMO.