Strategy and Value Creation in Tourist Attractions: A Case Study
Journal Title: Revista CEA - Year 2024, Vol 10, Issue 23
Abstract
Purpose: To identify components of organizational strategy and value creation in tourist attractions in the Department of Quindío (Colombia). Design/methodology: This case study adopted an exploratory, descriptive, and applied methodology with a qualitative approach. The population included 13 organizations classified as tourist attractions, and information was obtained from 12 of them. The primary sources were surveys and semi-structured interviews, while secondary information was gathered from a literature review. Findings: This study showed that most of these establishments have plans to grow, compete mainly by differentiation, and have defined levels of responsibility in decision-making. They also have links with different stakeholders, creating value mainly for customers through quality services, for employees through wellbeing and training, and for government agencies through compliance with regulations and timely payment of tax obligations. Conclusions: Most tourist attractions analyzed here have some components of organizational strategy although they may not be formal enterprises. Additionally, they create more value for stakeholders with whom they have a more direct and permanent relationship. Originality: This study extends the analysis to some organizations in the tourism sector, identifying practices associated with strategic planning and value creation in the environment where they operate.
Authors and Affiliations
Beatriz Elena Guzmán Díaz, Ramiro Parra Hernández, Edwin Tarapuez Chamorro
Keywords
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- DOI 10.22430/24223182.2892
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