engleski

Event sport tourism business models: the case of trail running

Purpose - Sporting events are the core of sport tourism. However, when it comes to business models in the context of event sport tourism, that is, how value is created and delivered at events, there is a lack of research. The purpose of this paper is to deepen the understanding of business models in the specific context of event sport tourism. Design/methodology/approach - Focusing on trail-running sport events which are rapidly growing in popularity, the paper assesses actual events relative to the existing conceptual business model framework by using the analytical possibilities of the multiple-case study and by applying the interview and observation methods. Findings - The results indicate that the core logic of the examined event-related sport tourism practices is very similar, although there are some significant differences. In addition, this study raises questions concerning potential modifications within the applied framework. Primarily, these relate to the partner network being identified as a second-order theme and an independent business model category and, communication with stakeholders (primarily with competitors), as a key process within the event business model. Originality/value - This paper focuses on under-researched topics in the context of tourism, that is, the business model concept in relation to event sport tourism in general and trail-running sport tourism in particular. The paper provides a better understanding of the business model concept as a whole, and trail-running event sport tourism suppliers could benefit from the research findings by potentially avoiding business mistakes.

Business models ; Event sport tourism ; Trail running

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