Access

, 253

Accessibility in Delhi

, 227

Acquaintance networks

, 80

Adenine (A)

, 217

Adivart Museum

, 229

Africa

hospitality industry

, 115–116

overview of ST in

, 117

recommendations for ST development in

, 126–127

Agenda for Sustainable Development (2030)

, 94, 116

Alcoholism

, 101

Alleppey Tourism Development Co-operative Society Ltd.

, 261–262

Allocentrics

, 2–4

vacations

, 4

Allocentrism-psychocentrism

, 4

framework

, 21–22

model

, 4

Amenities

, 226, 253

Analysis of variance (ANOVA)

, 62

analysis

, 67

test

, 63

Animated elements of places

, 237–215

Apartheid legacy

, 120

Arima Onsen

, 157, 161, 166, 168

clothes

, 167

digital supports to

, 162–163

management associations

, 166

virtual reality videos

, 159–161

Arima Onsen Management Association, The

, 158–159

Arima Onsen Ryokan Cooperative association

, 166

Art

, 176, 179

Art hotels

, 176–177, 180, 182

concept

, 188–189

from lifestyle hotels to

, 183–185

Art Stays Here program

, 184

Art-Blind Travelers

, 178, 189–190

Art-Indifferent Travelers

, 178, 188–189

Art-Infused Travelers

, 178, 187

Art-related experiences

, 178

Art-Seeking travelers

, 178, 187–188, 190

Artification

, 176

art-blind travelers

, 189

art-indifferent travelers

, 188–189

art-infused travelers

, 187

art-seeking travelers

, 187–188

cultural tourism

, 178–180

data analysis

, 185–186

within hospitality industry

, 180–182

implications

, 189–191

from lifestyle hotels to art hotels

, 183–185

literature review

, 178–185

method

, 185–189

Artificial intelligence

, 156

Atithi Devo Bhava

, 269

Attracting, Stay, and Return Model (ASR Model)

, 273, 286–288

Attractions, Amenities and Accessibility (3A)

, 242

Attractions

, 225, 227–228

Augmented reality technology (AR technology)

, 156, 162–163

Authenticity

, 217

Automatic speech recognition (ASR)

, 273

Average daily rates (ADR)

, 60–61

Awara Onsen

, 163–164

Badri van wi

, 245

Badrinath

, 245

Balearic Islands, comparative analysis between Canary islands and

, 44–46

Bedford Hotel, The

, 183

Behavior Science Corporation (BASICO)

, 2

Biodiversity

, 117, 119–120

Brahmendra Math

, 243

Built environments

, 238

Business Intelligence (BI)

, 291–292

Business Intelligence System for Tourism (BIST)

, 292

Business-to-business (B2B)

, 60–61

Business-to-consumer (B2C)

, 60–61

Businesses

, 176

performance

, 58–59

perspective

, 152

Canary Islands, comparative analysis between Balearic islands and

, 44–46

Capacity building

, 127

Causes of seasonality

, 34–36

Central Financial Assistance (CFA)

, 249

Central Government’s Initiatives

, 245–249

Chetsingh Ghat

, 243

Class effect

, 67–69

Classical literature

, 156

Cohen’s tourist typology

, 4

Commercial networks

, 80

Competitive business environment

, 151–152

Computable general equilibrium (CGE)

, 58

Connectivity

, 253

Conrad Indianapolis Hotel, The

, 184

Consumer-based brand equity (CBBE)

, 4

Contemporary markets

, 265

Continuity

, 217

Convention and Visitor Board (CVB)

, 263

Conventional business wisdom

, 264

Conventional marketing

, 265, 295–296

Coopetition

, 79–80, 87

activities

, 81

Coopetition networks

, 80, 83–84, 87–89

coopetition discussions

, 81–83

literature review

, 81–84

outcomes

, 84–87

research design

, 84

in tourism destination

, 87

Coronavirus (COVID-19)

, 94, 255, 276

crisis

, 98–99, 135

events impacted on tourism

, 135–136

guarantor

, 139–140

guest experience

, 143–144

interpretation of findings

, 137–139

method

, 136–144

new strategies

, 139–141

outbreak

, 133–135, 138

pandemic

, 152–154

period

, 72

price strategy

, 142

resources and skills for recovery

, 142–143

same positioning, new customers

, 141–142

tourism, hotels, and crises

, 135–136

Corporate social responsibility (CSR)

, 95

Coveted destination, from attraction to

, 229

Crescent-shaped Ganges Ghats

, 243

Croatian Tourism BI System

, 292

Cultural consumption research domain

, 156

Cultural enterprises

, 152

Cultural event effects

, 203

Cultural landscape

, 237–215

Cultural overlay

, 215

Cultural sustainability

, 95, 104, 106

Cultural tourism

, 178, 180, 238

Culture

, 237–215

Cytosine (C)

, 217

Data analysis

, 292–293

Data interpretation

, 157–164

Database

, 288

Deductive process

, 37–38

“Dekho Apna Desh” campaign

, 270–271

Delhi, accessibility in

, 227

Delhi Tourism Development Corporation (DTDC)

, 263

Delivery system

, 202

Delphi method

, 83

Descriptive approach

, 285

Destination

, 213, 226–228, 243, 271–273, 284

added value

, 298

digital marketing

, 300

digitization strategy

, 287–288, 290

functionality

, 296–297

integrity

, 298

interactivity

, 296

leadership

, 261–262, 265, 270, 278, 287, 293

maintenance

, 298–299

management

, 263

marketing mix

, 298

navigation

, 297

promotion

, 299

readability

, 297–298

resources

, 299

simplicity vs. functionality

, 299–300

visitation model

, 4

website

, 294, 297, 300

website content characteristics

, 297–298

website design characteristics

, 295–297

website management

, 298–300

website planning

, 295

Destination management organizations (DMOs)

, 4, 24–25, 259–260, 263, 278–279, 287, 293–294

challenges affecting

, 263–264

Destination Management System (DMS)

, 288

to users

, 290–291

from users to

, 291

Destination marketing triangle (DMT)

, 259–260

Atithi Devo Bhava

, 269

challenges affecting DMOs

, 263–264

closing triangle

, 277–278

Dekho Apna Desh

, 271

delivering experience

, 266

DMO

, 260–263

external marketing

, 264–265

interactive marketing

, 271–277

internal marketing

, 268–271

selling tourism

, 265–266

tourist gap

, 267–268

visit Singapore travel guide app

, 276

Destination Positioning Matrix (DPM)

, 4

Dharamshala

, 241–242

Digital cultural consumption

, 156–157

Digital era

, 283–284

Digital immigrants

, 287

Digital interventions

, 157

Digital marketing

, 300

Digital natives

, 287

Digital supports to Onsens

, 162–163

Digital transformation of social media

, 156

Digitalization

, 155

of cultural enterprises

, 156

of Onsen bathing

, 170

DigiYatra

, 290

Directorate General of Tourism

, 248

“Discreet safety” model

, 145

DNA, ugliness in

, 218

Doctoral dissertation

, 4

Doxey’s model

, 38

Dyadic coopetition

, 81, 83–84

Economic sustainability

, 96–97, 100, 102, 104

Ecotourism

, 123

Ecotourists

, 123

Empathy value creation

, 166–169

Entrepreneurs

, 104

Environment

, 123, 240

Environmental approach

, 118

Environmental management laws

, 119–120

Environmental sustainability

, 95, 105, 109

Equestrianism

, 4

Eternal City, The

, 61–62

Event tourism

, 55–56

Events

, 55–56

benefits of social networks for events industry

, 204–206

characteristics of

, 200–202

definitions of

, 199

evolution of literature on

, 202–204

phenomenon

, 198

risks of social networks for

, 206–207

Exogenous phenomena

, 137

Experience economy

, 179, 189–190

Experiencescape

, 220–223

Experiencescape–Servicescape Dyad

, 222–223

External market development (EMD)

, 261

External marketing

, 264–265

Extranet

, 288–289

Eysenck Personality Inventory

, 4

Festivals

, 55–56

Finance

, 126

Food tourism

challenges and opportunities of

, 96–97

ties between sustainability and

, 95–96

Footwear manufacturing company

, 264–265

Fossil fuel-based energy

, 126

Functionality

, 296–297, 299–300

Fuzzy-set Qualitative Comparative Analysis (fsQCA)

, 25–26

Gamification

, 156

Ganges

, 242–243

Geography

, 217

Geophysical elements of place

, 237–215

Ghat

, 243

Global cultural enterprises

, 156–157

Go jitaku wa Onsen ryokan

, 163–164, 167

“Go to Travel” campaign

, 153–154

Goshoboh official

, 158–159

Governments

, 57, 240–241, 262

actions to support ST

, 119–120

economic plans

, 246

Graph analysis

, 65–67

Green Pilgrimage Model

, 240–241

Gross domestic product (GDP)

, 43, 57, 115–116, 248–249

Guanine (G)

, 217

Guidebooks

, 59

Gulmarg Winter Sports Project

, 248

Handicrafts

, 229

Hanuman Ghat

, 243–244

Harishchandra Ghat

, 244

Hinduism

, 239–240

Hindus

, 242–243

Home delivery products

, 167–168

Homelands

, 120

Horizontal tourism coopetition strategy

, 83

Hospitality

, 248

artification within hospitality industry

, 180–182

industry

, 133–134, 176

products

, 242

sector

, 179

Host community

, 138

Hotels

, 135–136, 247

associations

, 59

chains

, 182

class

, 59–60

destination

, 137–138

determinants of hotel performance

, 59–60

Human resource

, 253

Human resources management (HRM)

, 206–207

Impacts

, 33–34

of seasonality on local society

, 37

of tourist seasonality

, 48

Inclusive community development through tourism

, 127

Independent hotels

, 60

Independent organizations

, 59

India

challenges for tourism industry in

, 253–254

importance of religious tourism in

, 254–255

internal marketing campaign in

, 269

land of temples

, 239–240

National Tiger Conservation Authority

, 240–241

roadblocks to growth of tourism in

, 251–253

sacred places in India for pilgrimages

, 240–245

tourism industry

, 245–246

India Tourism Development Corporation Limited (ITDC)

, 248, 263

Indian Government

, 238, 246

central government’s initiatives

, 245–249

policies and strategies

, 245–249

schemes to boost tourism

, 249–251

state governments’ initiatives

, 247–248

Indian Institute of Skiing and Mountaineering (IISM)

, 248

Indian MOT, The

, 254–255

Indian National Trust for Art, Culture and Heritage (INTACH)

, 229

Indian tourism

industry

, 256

sector

, 238

Indira Gandhi International Airport (IGI Airport)

, 290

Inductive-statistical explanations

, 21

Information and communication

, 253–254

Information and communication technologies (ICTs)

, 284

BI

, 291–292

database

, 288

from DMS to users

, 290–291

extranet

, 288–289

infrastructure

, 288–292

innovations

, 206–207

multichannel delivery platform

, 289–290

from users to DMS

, 291

Infrastructure

, 243

Innovative marketing through creative digitalization

Arima Onsen, Hyogo Prefecture

, 157–161

data interpretation

, 157–164

digital cultural consumption

, 156–157

digital supports to Onsens

, 162–163

empathy value creation

, 166–167

implications and future directions

, 169–170

importance of Japanese Onsens

, 154–155

innovative services value creation

, 167

Japanese tourism and COVID-19 pandemic

, 153–154

Kosugiyu Onsen, Tokyo City

, 161–162

Kusatsu Onsen

, 161–162

literature review

, 153–155

methodology

, 157

service dominant logic and value creation

, 155–156

solutions approach value creation

, 167–168

technical value creation

, 166

theoretical framework

, 155–157

Innovative services value creation

, 167–169

Input–output models (IO models)

, 58

Institutes of Hotel Management and the National Council for Hotel Management and Catering Technology (NCHMCT)

, 248

Integrated marketing communication (IMC)

, 299

Integrity

, 298

Intentional coopetition

, 81

Interaction

, 273

Interactive marketing

, 271–277

interaction

, 273

mobile marketing

, 275–277

Search engines

, 273–274

social media

, 274–275

websites

, 273

Interactivity

, 296

Intergenerational equity principle

, 179–180

Internal destination development (IDD)

, 261

Internal marketing

, 268–271

campaign in India

, 269

International Festival and Events Association (IFEA)

, 199

International Finance Cooperation (IFC)

, 119

International Hotel & Restaurant Association

, 60

International institutions

, 96

International tourists

, 4

Internet

, 287

Investigated international tourists’ perceptions of safety

, 4

Investment

, 126

Irritation index (Irridex)

, 38

Italian context, The

, 103

Jaipur

, 223

Japan External Trade Organization (JETRO)

, 153–154

Japan Post

, 166

Japanese Onsens, importance of

, 154–155

Japanese tourism

, 153–154

Kashi

, 242–244

Kedara Ghat

, 244

Kempegowda International Airport

, 290

Khajuraho

, 229

Khajuraho Group of Temples, The

, 229

Knowledge sharing

, 127

Kosugiyu Onsen

, 161–162, 167–168

description of virtual reality videos

, 161–162

Kulturlandschaft

, 237

Kurokawa Onsen bath products

, 163

Kusatsu Onsen

, 161–162

Lal Bahadur Shastri International Airport

, 290

Landscape

, 217

destination as

, 214–215

Leadership

, 278

Legacy

, 57–58

Lifestyle hotels

, 178–179, 181

to art hotels

, 183–185

List of Values (LOV)

, 4

Literature review of coopetition network

, 81–84

Local communities

, 57, 125–126

Local economy

, 123

Local food producers

, 101

Local food tourism

, 99–100

initiatives

, 105

Local markets

, 100

Local resources valorization

, 106–109

Local tourism authorities

, 261–262

Local tourism organization (LTOs)

, 261–262

Locale

, 217, 231

destination as

, 216

Location, destination as

, 214

Lodging products

, 59

Lokranjan Festival, The

, 229

Long-term effects

, 56

Luxury

hospitality segment

, 135

market

, 134–135

Macro-level coopetition

, 81

Macroanalyses

, 58

Madhya Pradesh State Tourism Development Corporation (MPSTDC)

, 229, 263

Mahanirvani Ghat

, 243

Manikarnika Ghat

, 244

Mansarovar Ghat

, 244

Market segmentation

, 293

Marketing

approach

, 265

data analysis

, 292–293

market segmentation

, 293

marketing mix

, 293–294

mix

, 298

professionalization

, 101

scholars

, 4

superstructure

, 292–294

of tourism

, 261–262

Mass tourism

, 118

Mathura

, 244

Matsunoyama Onsen

, 164

Maximum tourist influx

, 40

Mediterranean coastal tourism destinations

, 34

Medium–term effects

, 56–57

Meetings, incentives, conferences, and exhibitions (MICE)

, 261–262

Mega-events

, 55–56

Mehrabian’s Affiliative Tendency Scale (MATS)

, 4

Méridien chain, The

, 176–177

Meso-level coopetition

, 81

Meta-level coopetition

, 81

Micro-approach

, 56

Micro-economic approach

, 71

Micro-level coopetition

, 81

Microanalysis of hotel sector

, 58

Mid-centrics

, 4

Milan, seasonal patterns in

, 60–61

Milan Expo event

class effect

, 67–69

determinants of hotel performance

, 59–60

effects on hotel performance

, 58–59

findings

, 62–69

holiday and working days

, 67

impacts of events in tourism

, 56–57

literature review

, 57–61

methodology

, 61–62

overall effects

, 62–63

purposes and effects of events

, 57–58

seasonal effects

, 63–67

seasonal patterns in Milan

, 60–61

study limitations

, 72

weekly analysis

, 63–67

Ministry of Agriculture, The

, 98–99

Ministry of Tourism (MOT)

, 246–249, 268–269, 276

Mobile marketing

, 275–277

Mobility

, 243

Modern events

, 201

Multichannel delivery platform

, 289–290

Multifaceted coopetition

, 81

Multiple-channel delivery platforms

, 289

Mutual learning process

, 110

National Capital Region (NCR)

, 227

National consumer travel organizations

, 59

National Institute for Statistics (ISTAT)

, 61, 135

National Institute of Water Sports and Indian Institute of Tourism and Travel Management (NIWS)

, 248

National Strategy for Promoting Tourism, The

, 246

National Technical Textiles Mission (NTTM)

, 250

National Tourism Policy 2002

, 246

National tourism strategy

, 246

Natural capital

, 95

Natural ecosystem of Arima Onsen

, 168

Natural environments

, 238

Natural landscapes

, 237

Natural resources

, 117

Navigation

, 297

Networks

, 79–80

coopetition

, 83

theory

, 86

Niranjani Ghat

, 243

Niryat Rin Vikas Yojana (NIRVIK Scheme)

, 250

“Non-peak” type seasonality

, 41

Novelty-familiarity continuum

, 21–22

“One-peak” seasonality

, 41, 45

“One-to-one” communication

, 138

Online footprints

, 156

Online marketing interventions

, 300

Organizational process

, 142–143

Paid inclusion

, 274

Paid placement

, 274

Pandas

, 241–242

Pandemic

, 152–153

People, Planet, Product and Profit (4P’s)

, 117–118

Personality

inventory

, 4

traits

, 3–4

types

, 4

Pilgrimage Akshardham

, 245

Pilgrimage Rejuvenation and Spiritual, Heritage Augmentation Drive Scheme (PRASHAD Scheme)

, 250

Pilgrimages, sacred places in India for

, 240–245

Pilgrims

, 241

Pilot scheme for “Janata hotels”

, 229

Pink City (see Jaipur)

Place DNA

, 217

Place identity

, 218–219

Placemaking

, 219–220

Plog, Stanley C.

allocentrism-psychocentrism

, 4

background

, 2–4

framework

, 1–2

model

, 3, 25

predictive validity

, 4

psychographic continuum

, 4

psychographic model

, 2

psychograpic model of allocentrism-psychocentrism

, 4

research on

, 4–24

studies reviewed

, 4

typology

, 4

venturesomeness

, 1–2, 23–24

Policy

, 246

Post-Expo period

, 69

Post-modern digital cultural consumption

, 156

Pradhan Mantri Annadata Aay SanraksHan Abhiyan (PM AASHA)

, 250

Pradhan Mantri Vaya Vandana Yojana Mission Karmayogi

, 250

Prayaga Ghat

, 244

Price strategy

, 142

Primal landscape

, 238

Production process

, 102

Professional networks

, 80

Psychocentrics

, 2–4

vacations

, 4

Psychocentrism-allocentrism

, 4

Psychographics

, 21–22

model

, 4

Psychological boundaries

, 239

Publicity, lack of

, 254

Qualitative case study methodology

, 136–137

Quantitative elements

, 202

Rajasthan Tourism Development Corporations (RTDC)

, 263

Rameshwara ghat

, 243

Ranamahal Ghat

, 244

Readability

, 297–298

Recreation Experience Preferences (REP)

, 4

Recreation opportunity spectrum (ROS)

, 4

Recruitment

, 123

Regional development through tourism in South Africa, supporting

, 120–121

Regional Directors (RD)

, 247–248

Regional Improvement Trusts

, 262

Regional tourism organizations (RTOs)

, 261–262

Religious experts

, 241–242

Religious tourism(see also Sustainable tourism (ST))

, 247

Badrinath

, 245

challenges for tourism industry in India

, 253–254

human resource

, 253

importance of religious tourism in India

, 254–255

India’s “land of temples”

, 239–240

Indian Government’s policies and strategies

, 245–249

Indian Government’s schemes to boost tourism

, 249–251

information and communication

, 253–254

Kashi

, 242–244

lack of publicity

, 254

pilgrimage Akshardham

, 245

roadblocks to growth of tourism in India

, 251–253

sacred places in India for pilgrimages

, 240–245

security and safety

, 254

Shaktipitha Naina Devi

, 242

Vrindavan

, 241–242

Research questions (RQs)

, 56–57

Resilience approach

, 134

Resources

, 299

and skills for recovery

, 142–143

Responsible tourism (RT)

, 125

Revenue per available room (RevPAR)

, 58–59, 67

Ritz-Carlton chain

, 184

Sacred places in India for pilgrimages

, 240–245

Safety

, 254

Sahakar Mitra Scheme

, 250

Sakurada Onsen

, 164

Sankatha Ghat

, 244

SAR-CoV-2 viral subtype

, 255

Search engine marketing (SEM)

, 273–274

Search engines

, 273–274

Seasonal patterns in Milan

, 60–61

Seasonality

, 33–35, 41, 46–48

number of

, 38–40

theoretical example of

, 40–46

Security

, 254

Selling tourism

, 265–266

Sense of place

, 218–219

Sensory Marketing

, 277

Service dominant logic

, 155–156, 165

Service enterprises

, 155–156

Servicescape

, 222

SG Arrival Card (SGAC)

, 276

Shaktipitha Naina Devi

, 242

Shivala Ghat

, 243

Shmshana ghat

, 244

Short-haul destinations

, 226–227

Short-term effects

, 56–57

Simplicity

, 299–300

Singapore Tourism Board (STB)

, 275

Small and medium sized enterprises (SMEs)

, 94

Small entrepreneurs

, 101, 106

Smart cities

, 284

Smart destination marketing in digital age

ASR Model

, 286–287

BIST

, 292

destination digitization strategy

, 287–288

destination’s website

, 294–300

DigiYatra

, 290

ICT infrastructure

, 288–292

marketing superstructure

, 292–294

research objectives

, 285

smart tourism destination

, 286

Smart tourism

, 286

destination

, 286

Social approach

, 118

Social distancing

, 137–138

Social event effects

, 203

Social media

, 274–275, 287

benefits of social networks for events industry

, 204–206

characteristics of events

, 200–202

definitions of events

, 199

evolution of literature on events

, 202–204

platforms

, 198

risks of social networks for events

, 206–207

Social networks

, 198, 204

benefits of social networks for events industry

, 204–206

risks of social networks for events

, 206–207

Social sustainability

, 97, 101, 103–104

Society

, 35, 38

Solutions approach value creation

, 167–169

Solutions-based strategy

, 168

Sonesta Group

, 184

South Africa’s tourism industry

, 121

South African Case Study, The

, 119–122

ensuring environmentally ST in South Africa

, 121–122

Government actions to support ST

, 119–120

supporting regional development through tourism in South Africa

, 120–121

South Pacific Island

, 4

Spatial networks

, 88

Special event

, 201

Special occasions

, 55–56

Spirituality

, 239

Sport

, 47

Standard operating procedures (SOPs)

, 270

Startup India Seed Fund Scheme (SISFS)

, 250

State governments’ initiatives

, 247–248

STR (company)

, 60

Study price strategies

, 136

Substantial developments

, 119

Superstructure

, 243

Supply system

, 202

Survey of Villages and Mapping with Improvised Technology in Village Areas Scheme (SVAMITVA Scheme)

, 250

Sustainability

, 117, 177, 179

aspects of sustainability

, 94–95

challenges

, 102–104

challenges and opportunities of food tourism

, 96–97

conditions

, 100–102

context of study

, 98–99

of cultural tourism

, 238

implications for practitioners

, 109–110

opportunities

, 104–106

research process

, 98

results

, 99–106

theoretical background

, 94–97

ties between sustainability and food tourism

, 95–96

Sustainable Alternative Towards Affordable Transportation (SATAT Scheme)

, 250

Sustainable cultural tourism guidelines

, 191

Sustainable development

, 94, 116

promotion of ST toward

, 125–126

Sustainable tourism (ST)

, 116

advantages of tourism

, 123

capacity building and knowledge sharing

, 127

development

, 122–123

disadvantages of tourism

, 123–125

emphasize inclusive community development through tourism

, 127

finance and investment

, 126

literature review

, 117–119

overview of ST in Africa

, 117

pathway in local people participate

, 125

perspectives on

, 118–119

promotion of ST toward sustainable development

, 125–126

recommendations for ST development in Africa

, 126–127

in South Africa

, 121–122

South African Case Study

, 119–122

sustainability of tourism activities

, 119

understanding

, 117–118

Sustainable Tourism Programme (STP)

, 116

Sustainable tourist development

, 124

Swadesh Darshan Scheme

, 249

Swaminarayan Sect

, 245

Swedish project

, 100

SWITCH Africa Green initiative

, 127

Talk networks

, 80

Technical Value Creation, The

, 165–166, 168–169

Technology

, 199, 206, 217, 287–288

10 Year Framework of Programmes (10YFP)

, 116

Territorial marketing strategies

, 94

Textile weaving

, 229

Theoretical coopetition network papers

, 86

Thymine (T)

, 217

Tirtha-yatra

, 241

Tourism

, 4, 81, 83, 116–117, 135–136, 237–239, 242, 248, 252, 254, 268

access and connectivity

, 253

advantages of

, 123

amenities

, 253

challenges for tourism industry in India

, 253–254

companies

, 273

destination

, 79–81, 83, 87, 284–285

destination as tourism product

, 225–227

disadvantages of

, 123–125

events

, 197–198

impacts of events in

, 56–57, 135–136

inclusive community development through

, 127

Indian Government’s schemes to boost

, 249–251

industry

, 123

lack of proper infrastructure

, 253

local product-based initiatives

, 96

roadblocks to growth of tourism in India

, 251–253

seasonality

, 36

supporting regional development through tourism in South Africa

, 120–121

Tourism Policy of India, The

, 245–246

Tourism Satellite Account of India (TSA)

, 248–249

Tourist Bubble, The

, 220–221

Tourist destination

, 43, 213–214

accessibility

, 226–227

accessibility in Delhi

, 227

amenities

, 226

attractions

, 225

attractions and destination

, 227–228

Charleroi

, 218

experiencescape

, 220–221

experiencescape–servicescape Dyad

, 222–223

Jaipur

, 223

Khajuraho

, 229

as landscape

, 214–215

as locale

, 216

locale and landscape

, 217

as location

, 214

place DNA

, 217

placemaking

, 219–220

sense of place and place identity

, 218–219

Servicescape

, 222

as tourism product

, 225–227

Tourist Gap

, 267–268

Tourist Planning Toolkit

, 121

Tourist seasonality

comparative analysis between Balearic islands and Canary islands

, 44–46

literature review

, 35–37

methodology

, 37–40

number of tourists and seasonality

, 38–40

recommendations for future research

, 48

theoretical example of seasonality

, 40–46

Tourists

, 116–117, 124, 238

businesses

, 124–125

destination selection process

, 4

experiencescape

, 240

industry

, 127

number of

, 38–40

tourist-oriented attractions

, 231

Traditional events

, 201

Traditional tools

, 198

Transitory elements

, 237–215

Travel

, 256

websites

, 59

Travelers

, 287

“Two-peak” type seasonality

, 41

UNESCO World Heritage Sites

, 238

Unintentional coopetition

, 81

United Nations Development Program (UNDP)

, 116

United Nations Environment Program

, 120–121

United Nations General Assembly

, 116

United Nations World Tourism Organization, The (UNWTO)

, 115–116, 120–121, 260

Urban destinations

, 36

Urlandschaft

, 237

US-based multi-venue art hotel

, 182

User-generated content (UGC)

, 289

Value creation

, 155–156

clusters

, 168–169

Value net

, 81

Values and Life Style (VALS)

, 4

Venturesomeness concept

, 1–2, 21, 24

Vertical marketing system (VMS)

, 294–295

Vijayanagaram Ghat

, 244

Virtual reality (VR)

, 156

description of virtual reality videos

, 159, 161–162

videos

, 167–168

Vishal Badri (see Badrinath)

Visit Singapore travel guide app

, 276

Visitation process

, 4

Visiting friends and relatives (VFR)

, 4

Volunteer organizations

, 59

Vrindavan

, 241–242

Walt Disney Company’s theme parks, The

, 183

Web 2.0

social media platforms

, 206–207

strategies

, 204–205

tools

, 198

Web content

, 297

Websites

, 273

management

, 298–300

Weekly seasonality

, 65–67

Wildlife

, 122, 126

World Commission on Culture and Development (WCCD)

, 95

World Tourism Organization

, 60, 237–238

World Travel and Tourism Council (WTTC)

, 115–116, 124

Yamato Transport

, 166

Yumeguri Onsen VR, The

, 159