Strategic positioning and performance of winter destinations

Abstract

PurposeThis paper seeks to demonstrate the critical importance of the destination's decisions made in relation to market positioning in understanding the competitive performance achieved by local businesses.Design/methodology/approachThe aim of the empirical research was to check the following hypotheses: clear positioning on longer‐stay customers makes it more likely that the conduct of ski corporations and hotel businesses will complement each other; clear positioning on longer‐stay customers improves the competitive performance of ski corporations; and clear positioning on longer‐stay customers improves the competitive performance of tourist hospitality businesses. The multiple case study methodology was adopted as a means of refuting or confirming these hypotheses, with the use of a combination of qualitative and quantitative data, although giving greater weight to the quantitative sources.FindingsTwo dimensions are of decisive importance: the commercial mix of customers attracted to the destination (distinguishing between day‐trippers and longer‐stay customers), and the structural mix of plant capacity and high turnover tourist accommodation facilities.Originality/valueThe case studies chosen have made it possible to test three hypotheses according to which a clear positioning on longer‐stay customers: increases the extent to which the behaviour of ski corporations and hotel structures complement each other; improves the competitive performance of the ski corporations; and improves the competitive performance of the businesses offering tourist accommodation.