Tourism destination management

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Date:Tourism destination management

Chapter Four

The destination management roles comprise marketing, promotion, partnership, teambuilding and community relations. Marketing and promotion help in visitor identification, profiling and market analysis. Partnerships compare benefits of other destinations while community relations collect tourism attitudes among members. The destination management agenda involves ongoing, periodic and as-needed research. Employing classic research model ensures reliability and accuracy of Destination Research Management Process (DRMP). The research process follows the ordinary research methods. Primary research is either quantitative or qualitative done by DMO staff while secondary entails internal and external types. The research highlights the visitor profile study objectives. A survey is important to get opinions of visitors from Scotland, New Zealand, Canada, India and South Africa. The image of the destination is analyzed to determine their attributes and function. Definition of image formation agents offers broad knowledge on their operations. Brand image provides the strengths of the tourism destination alongside the attitudes of the host community. Satisfaction of exiting tourists will boost the image of the destination. The research project for product development can be people, packaging, programming and physical products. Economic impacts to Australia and New Zealand are determined through multipliers and satellite accounting. Crouch (2007) provides the theoretical model to approach competitors. Performance measurement allows DMOs to compare results, efforts, goals and plans.

Chapter Five

Destination product is the interaction of people, packages and programs. The components of the product are customer perceptions and product behavior. The tourism area life cycle starts from exploration, involvement, development, consolidation, stagnation and decline or rejuvenation. Its impact is attention to tangibles and resource allocation. The DMO can be a bystander, instigator, partner or facilitator with roles varying from specialty, history and tourism opportunities. Hard product components are people, physical products and programming while soft products are people, packaging and programming. Destination quality is important since it involves service quality, dimensions and managing dimensions. Tourism packaging adds value, efficiency, appeal and consistent quality. Programming benefits allows for active participation, new markets, attract special interest markets and adds excitement. Visitors’ information centers recommends itineraries, bookings, high per capita spending and interpretation of culture and history. I believe that the DMO has wider opportunities to catalyze sustainability, encourage operators, assure residents of continued returns and provide greater recognition to product development and engagement. Competition is intensifying hence need for recognition of tourism marketing, partnerships and product development.

Reference list

Morrison A M 2009, Marketing and managing tourism destinations: Chapter Four and Five: Shutterstock, Inc.