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Destination Marketing offers the reader an integrated and
comprehensive overview of the key challenges and constraints facing
destination marketing organisations (DMOs) and how destination
marketing can be planned, implemented and evaluated to achieve
successful destination competitiveness. This new third edition has
been revised and updated to include: 27 new and updated case
studies, including destinations such as Sri Lanka, Barbados, the
UAE, and crucially relevant topics such as the Australian bushfires
and the threat of COVID-19 Brand-new pedagogical features such as
in-chapter class activities, key term definitions, and highlighted
critical points New content on cross-sector consortia marketing for
meetings and events, social media influencer marketing, the role of
technology, resource consumption and climate change, creativity and
innovation in developing destination branding, experiential
destination marketing and the influence of culture and
sustainability on destination marketing Links to free access of the
author's journal articles on destination marketing Updated
additional online resources for lecturers and students including
PowerPoint slides, quizzes and discussion questions It is written
in an engaging style and applies theory to a range of tourism
destinations at the consumer, business, national and international
level by using topical examples.
This book is the essential guide for managers wishing to implement
the benefits of Intellectual Capital thinking in their companies or
divisions. It serves as an easily accessible introduction to the
subject area for the novice, giving the gist of what it is about
and how it has developed, but above all it gives hands-on
instructions on how to incorporate intellectual capital thinking in
everyday business and how to use the tools provided for the
management and measurement of intangible resources.
Throughout the main part of the book, three different cases in
separate boxes run in parallel with the body text. These are
introduced in chapter 2 and illustrate how the tools are to be
used, depending on what type of company wishes to implement these
ideas. The three case companies are characterised as a
manufacturing company, an R&D organisation and a network
company. Smaller case stories about well-known global companies are
also interspersed throughout the book.
*Practical, hands-on instructions on how to use and grow
intellectual capital in an organization.
*Goran Roos is an Internationally recognised expert in the field of
intellectual capital.
*Written in an accessible style that managers can relate to their
daily work
As technology evolves, it can be difficult to maintain a
competitive edge. The management of intangible resources like
competence, relationships, brands, processes and systems becomes
increasingly important in such a world. Intellectual Capital as a
Management Tool reviews the evidence to demonstrate where the
intellectual capital view of the firm has made major contributions.
The book introduces an updated version of the Intellectual Capital
Navigator as an operational tool to help managers maximise value
generation from an organisations portfolio of diverse resources.
This tool is the only tool that enables organisations to use the
resource based view of the firm in an operational way. The book
also discusses future developments of the Intellectual Capital
Navigator, increasing its precision around the financial aspects of
the organisation. The book has broad application across all types
of organisations and in all operating environments and is vital
reading for managers who want to understand and exploit the
importance of managing intellectual capital.
As technology evolves, it can be difficult to maintain a
competitive edge. The management of intangible resources like
competence, relationships, brands, processes and systems becomes
increasingly important in such a world. Intellectual Capital as a
Management Tool reviews the evidence to demonstrate where the
intellectual capital view of the firm has made major contributions.
The book introduces an updated version of the Intellectual Capital
Navigator as an operational tool to help managers maximise value
generation from an organisations portfolio of diverse resources.
This tool is the only tool that enables organisations to use the
resource based view of the firm in an operational way. The book
also discusses future developments of the Intellectual Capital
Navigator, increasing its precision around the financial aspects of
the organisation. The book has broad application across all types
of organisations and in all operating environments and is vital
reading for managers who want to understand and exploit the
importance of managing intellectual capital.
This book is the essential guide for managers wishing to implement
the benefits of Intellectual Capital thinking in their companies or
divisions. It serves as an easily accessible introduction to the
subject area for the novice, giving the gist of what it is about
and how it has developed, but above all it gives hands-on
instructions on how to incorporate intellectual capital thinking in
everyday business and how to use the tools provided for the
management and measurement of intangible resources. Throughout the
main part of the book, three different cases in separate boxes run
in parallel with the body text. These are introduced in chapter 2
and illustrate how the tools are to be used, depending on what type
of company wishes to implement these ideas. The three case
companies are characterised as a manufacturing company, an R&D
organisation and a network company. Smaller case stories about
well-known global companies are also interspersed throughout the
book.
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