Segmenting cruise passengers with price sensitivity [An article from: Tourism Management]
Book Details
Author(s)J.F. Petrick
PublisherElsevier
ISBN / ASINB000RR4XM2
ISBN-13978B000RR4XM0
MarketplaceCanada 🇨🇦
Description
This digital document is a journal article from Tourism Management, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
It has been suggested that discounted cruises have degraded the industry's standards (Berlitz Guide to Cruising and Cruise Ships, Berlitz, Princeton, NJ, 1994), and that value-oriented cruise lines are gaining a competitive advantage over ''high-end'' cruises (http://www.cruisinformationservice.co.uk/press/factsheetdetail.aspx?id=45). This use of price discounting has created new challenges for the cruise industry, as they have attracted a more price-sensitive market than they have in the past. Thus, the purpose of the current study was to segment cruise passengers based on their price sensitivity to determine if price-sensitive markets are desirable. Results revealed that less price-sensitive visitors are more likely to spend more, while visitors who were more price sensitive were more likely to positively evaluate their experiences. Both theoretical and managerial implications are discussed.
Description:
It has been suggested that discounted cruises have degraded the industry's standards (Berlitz Guide to Cruising and Cruise Ships, Berlitz, Princeton, NJ, 1994), and that value-oriented cruise lines are gaining a competitive advantage over ''high-end'' cruises (http://www.cruisinformationservice.co.uk/press/factsheetdetail.aspx?id=45). This use of price discounting has created new challenges for the cruise industry, as they have attracted a more price-sensitive market than they have in the past. Thus, the purpose of the current study was to segment cruise passengers based on their price sensitivity to determine if price-sensitive markets are desirable. Results revealed that less price-sensitive visitors are more likely to spend more, while visitors who were more price sensitive were more likely to positively evaluate their experiences. Both theoretical and managerial implications are discussed.
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