PROGRAMME ACTIVITIES (2002-2005)
DESTINATION MANAGEMENT
CONCEPTUAL FRAMEWORK
Destination is the fundamental unit, on which all the many complex dimensions
of tourism are based, being the focal point in the development and delivery of
tourism products and the implementation of tourism policy. It is also the basic
unit of analysis in tourism.
A tourism destination consists of mainly 4 dimensions:
- Spatial characteristics such as scale and boundary definition
- Host community elements
- Management (supply) orientation
- Marketing (visitor) orientation
Tourism being a multidisciplinary phenomenon is influenced by a range of
economic, technological, societal, legal, political and even psychological forces.
The continuous quantitative growth of tourism has been accompanied in the last
decades by significant quantitative changes which need new policies and
strategies to reinforce the competitiveness of tourism destinations.
Tourism policies normally focus on macro-level policies by creating an overall
strategy for tourism development and planning and also by facilitating the
conditions within which tourism can succeed. On the other hand, “destination
management” is understood to be a recent conceptualization of a micro-level
activity at national, regional and/or local level in which the tourism stakeholders
carry out their individual and organizational responsibilities aiming to achieve
the macro-level policies.
“Competitiveness” is the key word for any destination manager. In general
terms, the notion of destination competitiveness should be consistent with the
notion of competitiveness in the international economics and international
business literature. Destinations compete primarily for economic reasons with
the aim of attracting more tourist expenditure, nevertheless, competitiveness is
linked to the ability of a destination to deliver goods and services that perform
better than other destinations on its overall “appeal” and the tourist experience
offered.
The study of destination competitiveness, as a relative multidimensional
concept, is an emerging field and needs further understanding as a fundamental
tool (not an objective) for destination management and marketing.
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Destination Management/Marketing Organization:
Over the last few decades, tourism administration has become highly
decentralized parallel to the change in the role of central governments. Not only
in developed countries, but also in many developing countries as well,
increasing powers of decision-making is being shifted to provincial/state and
local authorities. In the meantime, the key industry stakeholders have further
been involved in the policy making process and actively been engaged in
tourism development and destination marketing issues.
The trend of decentralization of tourism management has also given a broader
responsibility to the Destination Management/ Marketing Organizations ( DMO)
as well as a much broader range of opportunities ensuring destination
competitiveness. Promotion and marketing remain two important functions of
the Destination Management Organizations. Within this context, the DMOs have
the responsibility of the identification of the strategic markets, image
management (measuring and monitoring the image) branding, positioning and
implementing the promotion strategies. In addition to these activities, depending
on the level of decentralization of tourism management in the country, DMOs,
within their new and broader context of responsibilities are also in charge of
tourism development and planning, creating investment opportunities and
developing tourism related infrastructure, quality management, visitor
management, human resource development, finance and capital management,
crisis management and information and research management. As a
consequence, the success of the destination (not totally) but largely depends on
the performance level of the strategic and operational functions of the DMO.
Programme of Work for Destination Management:
The programme aims at supporting the members in their efforts directed to:
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Enhance sustainable development of tourism, maximizing economic,
social and cultural benefits for the local communities,
Develop effective management and marketing tools to reinforce the
destination competitiveness,
Facilitate new product development in line with market trends, needs and
interests,
Undertake appropriate research to measure the economic impact of
tourism as well as to identify the strategic priorities of the destination.
It is recalled that the main outputs of this programme focus on:
-
Improved capacity of the destinations for performance in management,
Disseminated know-how and good practises related to destination
competitiveness and optimization of destination management,
Advocacy and broader awareness with regard to decentralization and
localization of tourism management with major participation of the
private industry.
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PROGRAMME ACHIEVEMENTS: ( 2002-2005)
Meetings of the Task Force for Destination Management:
The members of the Task Force, reflecting WTO’s intergovernmental character
as well as considering the need for public-private co-operation/partnership have
met four times since March 2002 and chaired by H.E. Dr. Michael Refalo, the
former Minister of Tourism of Malta. (High Commissioner for Malta in the U.K)
The following issues were incorporated in the agenda of the Task Force
meetings:
- Identifying the management-based priorities and concerns of
destinations,
- Competitiveness and measurement of a destination’s performance and
success,
- Guidelines for collecting reliable and comparable data for destination
marketing, e.g. city tourism management
- Results of the survey on the structure, roles and responsibilities of
Destination Management Organizations,
- Assessment of “destination image”, “brand effectiveness”, “positioning”
as the essential tools for marketing strategies, the role of DMOs in this
respect,
- Strategic approach for restructuring tourism after natural disasters, cases
of Hurricanes and Tsunami, proactive support of tour operators and the
role of regional organizations (e.g: PATA & CTO)
- Evaluating and improving Destination Web-Sites.
ACTIVITIES:
ECONOMIC IMPACT AT LOCAL DESTINATION LEVEL:
A workshop on the “Contribution of Statistics and Economic
Analysis to Effective Destination Management Strategies” was held
in Antibes, Juan Les Pins, France, on 19-20 February, 2004. At this
stage, the region of Europe was targeted, since this region implies more
decentralized models in tourism management and has the experience in
TSA at regional/local level.
Aim: To stimulate the debate between the technicians responsible for
measuring the economic impact of tourism at regional/local level together
with the decision makers so as to highlight how statistics and economic
analysis of tourism can support the identification of strategic priorities for
destination management.
Output: Presentations and ensuing debates highlighted:
- The need to establish a bridge between statistical/analytical culture of
technicians and the management mindset of policy makers and the
private industry.
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The importance of establishing a statistics/research/information
structure in the destination.
The need to orient the economic analysis of tourism in accordance
with the real needs of the destination
The role of regional/local TSA as a tool.
SURVEY
ON
DESTINATION
ORGANIZATIONS:
MANAGEMENT
/
MARKETING
A large scale research of Destination Management/Marketing
Organizations has been undertaken as the first of its kind carried out on
a global basis.
Aim: To develop a reliable base of knowledge about the structure, scale,
status, activities, resources and priorities of DMOs on a global basis. It is
intended as a benchmark survey to track the development and activities
of these organizations on a regular basis.
Output: The results enable us to understand the institutional framework
within which the DMOs (national, regional, local) work and to measure
their attitudes and actions on key policy issues. The study also revealed
the degree to which DMOs had adopted and implemented an e-business
strategy.
In order to establish an on-going web-based source of knowledge about
the Destination Management/Marketing Organizations and to observe
the racking of trends, the 2nd phase of the survey will be carried on in
2006.
STRATEGIC TOOLS FOR DESTINATION MARKETING :
A round table on “Strategic Tools for Destination Marketing” was
held during the 73rd Session of the Executive Council which took place in
Hyderabad on 10 July 2004.
Aim:
To identify the marketing fundamentals of a destination (
destination image, destination brand, positioning and vision) in the very
competitive environment and to demonstrate the crucial role of the
Destination Management Organizations in
using the most effective
tools for successful destination marketing.
Output: The round table focused on the strategic goals and marketing
plans of various destinations in order to highlight the importance of image
management , branding, positioning and creating a vision for the
destination The meeting also analysed the process of research and
market intelligence being one of the key principles for destination
performance.
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NEW MODELS FOR DESTINATION MANAGEMENT AND MARKETING
STRUCTURES
An international conference on “New Models for Destination
Management and Marketing Structures” was held in Larnaka, Cyprus,
on 21.22 October 2004.
Aim:
To provide a detailed understanding about the ways in which
destination management and marketing are evolving in different parts of
the world with the aim of increasing competitiveness of the destination
and effectiveness of the Destination Management Organization.
Output: The conference highlighted the key changes affecting tourism
destinations
( changes in the marketplace as well as in the wider environment) and
identified the challenges faced by the Destination Management
Organizations at national, regional and local level in the process of
building new structures and advocating new practices for a more
competitive destination.
The presentations and the ensuing debates
reviewed many key principles for successful destination management
and marketing and explored the new direction of DMOs by analysing
their mission statement in the changing environment of tourism.
NEW PARADIGMS FOR CITY TOURISM MANAGEMENT: FORUM: Istanbul,
Turkey, 01-03 June, 2005)
Having considered the most recent trends and forecasting studies
indicating the outstanding growth in the demand for city destinations and
having recognized that city tourism represents both a complex product
and a complex experience, the Forum aimed at:
i)
With the participation of all the stakeholders involved in city
tourism management including the NTAs and NTOs, providing an
international platform for the discussion of the role of city tourism
in the changing marketplace,
ii)
identifying the emerging trends, opportunities, needs and key
challenges of city tourism policy and management together with
management structures,
iii)
Highlighting the determining factors for city tourism
competitiveness and value for effort concept.
Output: The elaborations enable us to understand the diverse
parameters of city tourism in order to provide a broad framework and
approach in analysing the needs of all the stakeholders who take part in
the management process. The forum provided the participants with a
detailed understanding of the major components of city tourism ( in
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demand and supply terms) and the paradigms for a successful
management and performance, under the discussion topics like: ”
emerging trends and opportunities”,” conceptual framework for
competitiveness”, “reinventing the city breaks”, “city tourism and culture”,
“the value for effort”, “key challenges for city tourism competitiveness”,
“the events market”, “MICE Tourism”, “the convention market”, “youth
travel”, ”the impact of low-cost airlines”, “advertising cities”, “consumer
experience”, “dynamics for project development”, safety and security
systems”, “urban quality life indicators”, “visitor’s perception for quality”,
“marketing myths”, “the impact of new media”, “public-private
partnership”.
ACTIVITIES- 2006-07:
OUTCOMES:
1) Improved capacity of destinations to develop effective and successful
management/marketing tools
2) Disseminated know-how and good practices related to destination
competitiveness and optimization of destination management. Advocacy
and broader awareness with regard to the decentralization and
localization of tourism management.
Outcome 1):
Key result area:
Strengthening the competitiveness of destinations through developing strategic
management and marketing tools
Activities:
a) Identification of the key factors for success in destination
competitiveness and dissemination through seminars and workshops
b) Highlighting the areas for further conceptual and empirical research for
destination performance
Outputs:
Improved global knowledge and analysis of destination marketing strategies.
Key result area:
Monitoring consumer behaviour and tourist satisfaction in destinations
Activities:
Development of guidelines for a harmonized data pool for guest surveys
Outputs:
Consistent and comparable analysis to be used by destination managers
Outcome 2):
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Key result area:
Developing effective organizational models (structures) for destinations
associated with the key change drivers in the marketplace
Activities:
a) Comparative analysis of destination management organizations,
sharing and developing know-how and good practices in workshops and
seminars with all the destination stakeholders
Outputs:
DMO Typology, Specialized DMO Directory; benchmarking performance of
DMOs over time and against competition,
Key result area:
City Tourism Planning and Management
Activities:
Quantitative and qualitative analysis of city tourism. Set of activities to illustrate
good practices and new challenges
Outputs:
Policy and management recommendations
EVENTS OF 2006-07:
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Regional Seminar/Workshop for Africa: Tourism Destination
Management-Routes to Success, 27-29 March 2006, Addis-Ababa,
Ethiopia
Seminar on “The Impact of Low-Cost Airlines on Destination
Development and Management Dubrovnik, Croatia ( dates to be fixed)
International Conference on Event Management and Destinations, 15-17
November 2006, Budapest, Hungary
Regional Seminar on “Urban Tourism”, Buenos Aires, Argentina ( dates
to be fixed)
Workshop on DMO’s:Cuenca, Ecuador (dates to be fixed)
Workshop on “Monitoring Consumer Behaviour I Destinations” ( host and
dates to be fixed)