Content area
Full text
Introduction
There is a need to outline service agendas in the field of sport tourism focussing on business modules that explicitly address consumer experiences alongside value delivery. Business models describe how value is created and delivered to consumers (Teece, 2010; Wikström et al. , 2010; Zott et al. , 2011). Similarly, experiences offered are essential elements of value delivery and service quality, and this focus has seen increased attention among researchers in the field of management (see Andersson, 2007; Kim et al. , 2012; Knutson and Beck, 2004; Morgan et al. , 2009; Oh et al. , 2007; Peric and Wise, 2015; Prahalad and Ramaswamy, 2004; Sheng and Chen, 2013; Williams, 2006). This conceptual paper offers perspective and adds to the literature by looking at business models and experiences. Specifically, this paper outlines the need for an approach to evaluate how experiences are managed and delivered in sport tourism. The sustained growth of the sports industry worldwide is accompanied by the development of different sport experiences. Accordingly, based on the final component of Pine and Gilmore's (1998) progression of economic value delivery, it can be argued that memorable sport experiences are becoming increasingly diversified - with different products, goods and services being offered.
Linked to the focus of this paper, the disciplines of sport and tourism are often studied together (De Knop and Van Hoecke, 2003; Downward, 2005; Glyptis, 1982; Harris, 2006; Weed, 2007). From a management perspective, whether looking at sport and tourism independently, or interdependently, experiences have to be developed, manufactured, marketed and delivered. Developing, manufacturing, marketing and delivering experiences represent a challenge for sport and tourism managers/marketers when trying to cater to a range of visitor needs. However, when considering these areas all together, there is little research that integrates experiences within business models in the field of sport tourism (e.g. Peric and Wise, 2015). This paper proposes a research agenda that seeks to fulfil a void that links concepts of business models with the areas of sport tourism management along with the notion of the experience economy. As discussed below, these areas assessed together have been underexplored in previous research. Other scholars would agree that alternative approaches to the study of sport management is needed (e.g. Amis and Silk, 2005; Doherty,...