Abstract
Purpose – This paper seeks to demonstrate the critical importance of the destination’s decisions made
in relation to market positioning in understanding the competitive performance achieved by local
businesses.
Design/methodology/approach – The aim of the empirical research was to check the following
hypotheses: clear positioning on longer-stay customers makes it more likely that the conduct of ski
corporations and hotel businesses will complement each other; clear positioning on longer-stay
customers improves the competitive performance of ski corporations; and clear positioning on
longer-stay customers improves the competitive performance of tourist hospitality businesses. The
multiple case study methodology was adopted as a means of refuting or confirming these hypotheses,
with the use of a combination of qualitative and quantitative data, although giving greater weight to the
quantitative sources.
Findings – Two dimensions are of decisive importance: the commercial mix of customers attracted to
the destination (distinguishing between day-trippers and longer-stay customers), and the structural mix
of plant capacity and high turnover tourist accommodation facilities.
Originality/value – The case studies chosen have made it possible to test three hypotheses according
to which a clear positioning on longer-stay customers: increases the extent to which the behaviour of ski
corporations and hotel structures complement each other; improves the competitive performance of the
ski corporations; and improves the competitive performance of the businesses offering tourist accommodation.