Experiential Marketing and Destination Management: Do Formal Network Strategies Really Matter?

Francesco M. Barbini, Manuela Presutti and Lucrezia Zambelli

Chapter Chapter Twelve in Tourism Management, Marketing, and Development, 2014, pp 239-256 from Palgrave Macmillan

Abstract: Abstract Lynchburg, Tennessee, boasts only 6,000 residents, yet every year, hundreds of thousands people from all around the world arrive to visit. Statistical data show that tourists are attracted not by its historical downtown but by the presence of the oldest registered distillery (1866) in the United States, namely, Jack Daniel’s (official internal document of Jack Daniel). Since the establishment of the Visitor Center at the end of the 1990s, hotels, restaurants, and tourism-related activities have flourished in Lynchburg and its surroundings. Some international travel agencies and tour operators even include a visit to the distillery in their tourism packages. Yet this destination was not actively planned or designed in advance; it resulted from an autonomous initiative sparked by the significant number of loyal Jack Daniel’s drinkers. The tourism network surrounding the Visitor Center thus represents a sort of spontaneous coordination among interdependent tourism agents, encouraged by the strong and experiential tie between consumers and the product brand.

Keywords: Social Corporate Responsibility; Destination Management; Tourism Destination; Brand Loyalty; Experiential Market (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35435-8_13

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DOI: 10.1057/9781137354358_13

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