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Realigning value chain concept towards destination branding: Zimbabwe tourism destination reality

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dc.contributor.author Chigora, Farai
dc.contributor.author Zvavahera, Promise
dc.date.accessioned 2018-12-10T10:12:28Z
dc.date.available 2018-12-10T10:12:28Z
dc.date.issued 2015
dc.identifier.issn 2326-0297
dc.identifier.uri http://repository.cuz.ac.zw:8080/xmlui/handle/123456789/67
dc.description.abstract The study analysed the value chain model that was used to analyse the sustainable competitive advantage of manufacturing businesses by Porter in 1985. The processes of the model which are both primary and secondary variables were matched and compared to the tourism destination processes. This was done in order to design a specific value chain model that can be used by a tourism destination so as to improve brand equity. The study therefore analysed Zimbabwe as a tourism destination which needs to improve its brand equity through an effective tourism value chain. The study used a sequential mixed method in order to establish data from respondents. It started with a qualitative design whereby by Zimbabwe tourism destination processes were established through in-depth interviews from various experts in the industry. The identified variables were local people, natural resources and destination marketers. Also the respondents agreed that the secondary factors for a Zimbabwe tourism destination value chain include finance, skilled human resources, infrastructure, sustainable practices and global partnerships. The relationship of Zimbabwe tourism destination variables to Porter’s primary value chain activities were identified through a quantitative design using survey questionnaires. The results of the study showed that the inbound logistics is related to local people, operations to natural resources and outbound logistics to destination marketers. The study recommended a value chain model specifically for tourism destinations that comprise of local people, natural resources and destination marketers as the primary activities. An effective mix of the tourism primary factors and secondary factors (finance, infrastructure, skilled human resources, sustainable practices and global partners) will lead to improved brand equity for the Zimbabwe tourism destination. en_US
dc.language.iso en en_US
dc.relation.ispartofseries Vol. 3(2);
dc.subject Value chain en_US
dc.subject Destination branding en_US
dc.subject Zimbabwe en_US
dc.subject Branding en_US
dc.subject Tourism destination en_US
dc.title Realigning value chain concept towards destination branding: Zimbabwe tourism destination reality en_US
dc.type Article en_US


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