Cover -- Title Page -- Contents -- List of Figures -- List of Tables -- List of Cases -- Section 1: Contemporary Tourism Systems -- 1 Contemporary Tourism Systems -- 2 Contemporary Tourism Product Markets -- Section 2: The Contemporary Tourist -- 3 Contemporary Tourists, Tourist Behaviour and Flows -- 4 Contemporary Tourism Marketing -- Section 3: -- The Contemporary Tourism Destination -- 5 Delivering the Contemporary Tourism Product: the Destination -- 6 Governing the Contemporary Tourism Product: The Role of the Public Sector and Tourism Policy -- 7 Consequences of Visitation at the Contemporary Destination -- 8 Planning and Managing the Contemporary Destination -- 9 Marketing and Branding the Contemporary Destination -- Section 4: -- The Contemporary Tourism Industry -- 10 The Scope of the Contemporary Tourism Sector -- 11 The Tourism Industry: Contemporary Issues -- 12 Supporting the Contemporary Tourism Product - Tourism Service Management -- Section 5: -- Tourism Futures -- 13 Tourism in the 21st Century - Contemporary Tourism in a Changing World -- I Index -- Figure 1.1: Locating the tourism experience and tourism product -- Figure 1.2: The geographical tourism system -- Figure 1.3: The tourism value chain: Simplified international value system -- Figure 1.4: The characteristics of tourism in relation to time, distance, boundaries and description of purpose of travel (after Hall, 2003) -- Figure 1.5: Understanding the nature of contemporary tourism -- Figure 2.1: The tourism product market. Source: Cooper, Scott and Kester (2005) -- Figure 2.2: From commodities to experiences. Source: CTC, 2011, Tourism Australia, 2012 -- Figure 2.3: Australia's Experience Hierarchy. Source Tourism Australia, 2012 -- Figure 2.4: The Tasmanian experience concept. Source Tourism Tasmania (2002).

Figure 2.5: A sociocognitive market system (Source: Rosa et al., 1999) -- Figure 2.6: An extended model of high-risk leisure consumption. Source: Celsi et al., 1993 -- Figure 2.7: The environment of product market interactions. -- Figure 3.1: Continuum of idealized attributes of mass and alternative tourism. After Hall ,1998, 2008 -- Figure 3.2: Food tourism as special interest tourism (Hall & -- Sharples, 2003: 11) -- Figure 3.3: The construction of mobility biographies and life courses (after Hall, 2003) -- Figure 4.1: The stage gate process model. -- Figure 4.2: The corporate social responsibility pyramid. Source Carroll, 1999 -- Figure 5.1: Elements of place as locale: locating scapes -- Figure 6.1: Public-private partnerships in tourism -- Figure 6.2: Elements of multilevel governance institutions and relations affecting tourism -- Figure 6.3: Frameworks of governance. Source: After Hall 2011a. -- Figure 7.1: Interrelationships between traditional categorization of tourism's impacts -- Figure 7.2: Change matrix of consequences of tourism. Shading indicates relative change as a consequence of the consumption and production of tourism. The darker the shading the more apparent the consequences. -- Figure 7.3: Understanding the consequences of tourism -- Figure 7.4: The relational nature of tourism impacts (After Hall & -- Lew 2009) -- Figure 8.1: A continuum of state interventions and their characteristics -- Figure 10.1: Partial industrialisation: possible positions of organisations directly supplying services and goods to tourists, in terms of business strategies and degrees of industrial cooperation. -- Figure 12.1: Contributing factors to the transformation of the service economy (after Lovelock & -- Wirtz, 2004 -- Hall & -- Coles, 2008) -- Figure 12.2: Factors that influence tourist satisfaction.

Figure 12.3: The service-profit chain (after Heskett et al., 1997). -- Figure 12.4: Employee-customer linkage model (after Wiley, 1996) -- Figure 13.1: Trends and influences affecting contemporary tourism -- Figure 13.2: Examples of forecasts by source of forecasts and purpose of information -- Figure 13.3: A typology of transitions -- Figure 13.4: Efficiency, sufficiency and sustainable tourism consumption. After Hall, 2007 -- Case study 1.1: Using a tourism systems approach to understand the environmental impact of tourism: Ecological footprint analysis -- Case study 1.2: Womad Festival and Travel Regulation -- Case study 1.2: US National Household Travel Survey -- Case study 2.1: Tasmania's Visitor Engagement strategy -- Case study 2.2: Market-shaping behaviour in adventure tourism product markets: skydiving -- Case study 3.1: 2020 The worst year in tourism history? -- Case study 3.1: Icelandic tourism and recovery from crisis -- Case study 3.2: Trains, planes and automobiles: Thanksgiving travel in the USA -- Case study 4.1: Using social media and big data as research tools -- Case Study 4.2: Accor Hotels and sustainability leadership for the sector -- Case study 5.1: The Maxwell Street Market, Chicago -- Case study 5.2: SoHo, urban redevelopment and place branding -- Case study 5.3: Local foods, terroir restaurants and sense of place -- Case study 5.4: The recovery of New Orleans tourism from Hurricane Katrina -- Case study 6.1: From Øresund to Greater Copenhagen: 'One Destination, Two Countries' -- Case study 6.2: World Heritage and issues of multilevel governance -- Case study 7.1 Resident responses to tourism -- Case study 7.2: Economic impact of the Football World Cup -- Case study 7.3: Tourism in Italy: The Sistine Chapel and Venice -- Case Study 8.1: Making destinations more walkable for tourists.

Case study 8.2: Beijing Winter Olympic legacy and implications for sustainable tourism -- Case study 8.3 Smart cities and smart tourism: evidence from different destinations -- Case study 9.1: Marketing tourism cities in the twenty first century -- Case study 9.2: Positioning Barbados for European long haul markets -- Case study 10.1: Mapping the contemporary tourism industry onto the SIC system -- Case study 10.2: The evolution of tourism satellite accounts -- Case study 11.1 Disruptive Innovations: Airbnb and the Sharing Economy -- Case study 11.2: From Human Resources (HR) to Robot Resources (RR)? -- Case study 12.1 Getting the best online hotel booking deal in New Zealand -- Case study 12.2: Disney as a customer-centric firm -- Case study 12.3: Intercontinental Hotels Group: A strategic approach to HRM -- Case study 12.4: How might the service encounter or blueprint change as a result of COVID-19? -- Case study 13.1: Predicting and responding to change -- Case study 13.2: Human trafficking, modern slavery and the hospitality sector.