BARRIERS &
SOLUTIONS
Agenda
Introduction
Feedback on Survey
General Feedback
Interesting facts
Questions to the audience
Review of Diagnostic Review
General Feedback
Interesting facts
Questions to the audience
TOV & SPK
MTCBC
Introduction to Destination Management (using ABRON as an example)
Regional Assets
Terms used
Added Value
Exercise
Feedback
BREAK
Destination Management in Partner Areas
Exercise
Determine Strengths & Opportunities (Partners work in own groups)
Feedback
Each partner highlights their Strengths & Opportunities for development
Exercise
Partners form groups and devise action plan for working with each other
Feedback
Partner Guru feedback their action plan
Summary
The Next 6 Months
Introduction to
Destination
Management
TOURISM DESTINATION
•
•
•
•
•
•
The fundamental unit, on which all the many complex dimensions of tourism
are based,
The focal point in the development and delivery of tourism products and the
implementation of tourism policy,
The basic unit of analysis in tourism,
Cluster: co-location of activities (products and services) that are linked
horizontally, vertically or diagonally along the value-chain and served by
public and private sector,
Offers a broad range of products, experiences and services under the
destination brand,
Physical, but also intangible (image, identity, personality).
Destinations must understand that they don’t
just provide tourism products or services…
“They provide tourism/visitor experiences”
Taxi back
Home
Air
Travel
Taxi to
Airport
Restaurant
Meal
Residence
Trip to
Waterfalls
Taxi to
Airport
Roads
Airport
Services
Air Travel
Car
Rental
Hotel
Visit with
Relatives
Meals
“the total travel experience”
SUSTAINABLE DESTINATION MANAGEMENT - CONCEPT DIAGRAM
hy
sop
Philo
ent
shi
p
em
n ag
Ma
Im a
ge
R
ss
et
s
and Climate
Cultural
heritage
Activity
tourism
Training
and Skills
Public
development
Sector
involvement
Visitor satisfaction
b
olla
nt c
are
nsp
tra
ora
ti v e
c ul
e
tu r
Sh
are
k no
wle
d
ge
an
de
xpe
r ie
nce
s
vel
l le
t al
el
rag
cou
En
nes
s
Market segmentation
e n,
Op
a
hip
ers
ea d
Loc
a
Visitor management
e/
Access to
finance
Visitor
information
and
Signposting
tive
Revenue
generation
Marketing
eo
fP
la c
Promotion,
including
branding
Sen
s
s
Human and
Economic
Informal
Research, Accessibility resources
recreation Private
Infrastructure
Monitoring
Sector
and
involvement
Evaluation
Visitor
Festivals
attractions
and
Events
Heritage Arts and
Destination
Crafts
sites
information and
Planning
Statistics
l di
stin
c
COMPETITIVE (MICRO) ENVIRONMENT
y
Local
produce
A
GLOBAL (MACRO) ENVIRONMENT
Political will
Hospitality
Collaborative
Safety for money
working,
n
and
Partnership
gio al
Security e
and
Destination
Integration
Management
Location,
Physiography
Warm
Structures
welcome
gi
c
alit
actors
Qu
Cost and
Value
at
er
Carrying
capacity
Vision
At
tr
al
Resource
stewardship
and maintenance
te
r
Visito
io
n
tra
Competitive
analysis
Audit and Inventory
Ma
nag
ement
-S
Information
Technology
(ICT)
p
- O
Ambassador schemes
io n
Destinat
Valu
es
Su
st
Ma
nag ainabili
ement ty
tion
Destina
tion
e la
er R
om
t
s
Cu
and
COMPARATIVE
ADVANTAGES –
REGIONAL ASSETS
•
•
•
•
•
•
•
Natural and/or man made
resources available in the
destination:
Physical resources
Historical and cultural resources
Capital resources
Size of the local economy
Infrastructure and
superstructure
Human resources etc.
COMPETITIVE ADVANTAGES
– THE REST OF THE WEB
Ability of the destination to use
or mobilize these resources
over the long term.
A DESTINATION WITH DIVERSIFIED AND ABUNDANT
RESOURCES MAY NOT BE AS COMPETITIVE AS
ANOTHER DESTINATION, WHICH HAS RELATIVELY
LIMITED RESOURCES BUT HAS THE ABILITY TO
EFFECTIVELY USE AND ENHANCE THESE
RESOURCES, STRENGTHEN THEIR QUALITY AND
EFFECTIVENESS AND BEST ADAPT TO
SITUATIONAL CONDITIONS !!!!!
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
Location, Physiography
& Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography &
Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Slow
Location, Physiography &
Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography &
Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography &
Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
Human and Economic
Resources
Human Resources
Capital & Revenue Funds
Knowledge and Skills
Exchange Rates
Taxes
Licences
Rates
Insurance
Technology
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
Infrastructure
Roads - Railways
Public Transport
Footpaths & Cycleways
Signage
Car Parks
Amenities
Accommodation
Public Services
Infrastructure
Roads - Railways
Public Transport
Footpaths & Cycleways
Signage
Car Parks
Amenities
Accommodation
Public Services
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Human and Economic
Resources
Human Resources
Capital & Revenue Funds
Knowledge and Skills
Exchange Rates
Taxes
Licences
Rates
Insurance
Technology
Cultural Heritage
Language
Political Systems
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Infrastructure
Roads - Railways
Public Transport
Footpaths & Cycleways
Signage
Car Parks
Amenities
Accommodation
Public Services
LIST YOUR
REGIONAL
ASSETS
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
resources
Infrastructure
As
Cost and
Hospitality
Value
Safety for money
Local
nal
and
i
o
g
produce
Security e
R
VISITOR
ATTRACTORS
et
s
Location,
Physiography
Warm
and Climate
welcome
Cultural
heritage
Human and
Economic
Accessibility resources
Infrastructure
s
Festivals
and
Events
Heritage
sites
Activity
tourism
Informal
recreation
Visitor
attractions
Arts and
Crafts
R
et
s
Location,
Physiography
Warm
and Climate
welcome
Cultural
heritage
Human and
Economic
Accessibility resources
Infrastructure
s
Festivals
and
Events
Heritage
sites
Activity
tourism
Informal
recreation
Visitor
attractions
Arts and
Crafts
VISITOR ATTRACTORS
As
Cost and
Hospitality
Value
Safety for money
Local
nal
and
i
o
g
e
produce
Security
R
Cost and
Hospitality
Value
Safety for money
Local
nal
and
i
o
g
produce
Security e
As
You have been asked
to organise a world
story telling festival in
your region
et
s
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
Accessibility resources
Infrastructure
List the key visitor attractors
that you would
a) require the public sector to
focus on
b) require the private sector
focus on
Festivals
and
Events
Heritage
sites
s
Warm
welcome
Activity
tourism
Informal
recreation
Visitor
attractions
Arts and
Crafts
Which can you help to
influence?
R
As
How?????
Cost and
Hospitality
Value
Safety for money
Local
nal
and
i
o
g
produce
Security e
et
s
Location,
Physiography
and Climate
Cultural
heritage
Human and
Economic
Accessibility resources
Infrastructure
Festivals
and
Events
Heritage
sites
s
Warm
welcome
Activity
tourism
Informal
recreation
Visitor
attractions
Arts and
Crafts
STRATEGIC
MANAGEMENT
control
Public Sector
Involvement
Planning
Research &
Monitoring
Vision
Info & Stats
Cost
Destination Management Structures
Competitive
money
Cost time
analysis
Private Sector
Involvement
Access to finance
No control
Political Will
Revenue
generation
Carrying
capacity
What are your USP’s
Vision of Morangie Bay
By 2015, Moranie Bay will be internationally recognised as a
‘model’ tourism destination, achieving a unique balance
between its environment, communities, industry and
visitor satisfaction, achieving long-term economic and
social benefit for the region.
SWOT-analysis
Strengths
Weaknesses
Whales
Lack of facilities
Close to the City
No infrastructure outside of city
Heritage (castles/ churches)
Seasonality
Adventures walking and cycling routes
No collaboration
Opportunities
Threats
Local myths and legends
Fish Disease
Simon Deluxe
Global warming
Creative Industry
Unemployment
Accommodation in summer at University Campus
Lack of access
Market segmentation
Dare group
RELEASE
Morangie Bay
SELF
OTHER
CONTROL
Unique Selling Points
Morangie Bay
Vision
Morangie Bay – where nature, culture and
people thrive in a sustainable environment
Political Will
MB has full political support for collaborative
working between all sectors to make the
visitor experience the best it can be
Public & Private Sector Involvement
In MB there is an excellent working
relationship between the private & public
sectors – each promote Morangie Bay
clusters & business, meet regularly and are
involved in joint initiatives for the benefit of
the region
Unique Selling Points
Morangie Bay
Planning
MB – works to a 15 year sustainable
development plan. Plan 15 – reviewed each
year
Access to Finance
The Banks & Insurance companies are on
the board of the Morganie Bay Destination
Management Group & provide disounted
loans and group insurance schemes for
cluster groups
Revenue Generation
25% of Morangie Bays GDP is based on
income from destination based enterprises
and it is set to grow by 4 % in the following
year
Unique Selling Points
Morangie Bay
Information & Statistics
Regular attitudinal surveys are carried out
by clusters – and annual visitor surveys are
carried out by the public sector – these
inform Plan 15
Research – Monitoring & Evaluation
Lavelle City University has an ongoing
research programme that feeds into Plan
15. Each year a mystery caller survey is
done on a different sector – all enterprises
have access to statistics and research
Destination Management Struture
The Morganie Bay Destination Management
Group comprises representatives of
private/public sector working together for the
benefit of the region
Morangie Bay Destination
Management Group
Destination
Management
Services
Visitor
Visitor stewardship
ambassador
programme
Industry
Tourism
Partnerships
Community
Community
Tourism
Groups
Cluster Groups
Research
Planning
Quality
Green
Accreditation
Training
Transport
Visitor Centres /
TICs
ICT
Environment
Eco-Interest
Groups
Natural &
Built Heritage
Transport
Indicators
Destination Audit
Strategy
Action Plans & identified
delivery responsibilities
Monitor
Performance
Morangie Bay
Unique Selling Points
Carrying Capacity
Morangie Bay’s Plan 15 analyses the
carrying capacity of different
attractions each year and uses a
C thermometer
- 20
OK, doing well
- 25
Caution: preventive measures!
- 30
Alert: remedial action!!
- 35
- 40 Number of groups using
the Lavelle City Canal
Walk per day
-
Unique Selling Points
Morangie Bay
Competitive Analysis
Morangie Bay continually
monitors its competition…..
high
Strengths
Hygienics
Motivators
A9
low
Claimed Importance
A21
A31
A3
A35
A34A25 A20
A17
A27
A5
A16
A12
A7
A24A19
Hidden
Opportunities
Savers
low
Real Importance
Strengths

A8 – The quality of the accommodation

A10 – Overall welcome and friendliness

A35 – Interesting villages, towns, locations to visit

A32 – Beaches and coastline

A26 – Place for peace and quiet and relaxation

A31 – Unspoilt countryside

A4 – Choice of hotels, B&B’s, guesthouses etc

A29 – History and heritage

A18 – Facilities for walking rambling and cycling

A33 – Chance to see wildlife in natural habitats
A8
A10
A26
A32
A4
A1
A2
A22A13
A33A29
A18
A30 A15
A28
A23 A6
A14
A11

high
high
Areas for Improvement
Hygienics
Motivators
A9
low
Claimed Importance
A21
A31
A3

A35
A34A25 A20
A17
A27
A5
A16
A12
A7
A24A19
low
Hidden
Opportunities
Real Importance
Priorities

A9 – Standards of service

A21 – Quality restaurants and dining

A23 – Availability of tourism information
A8
A10
A26
A32
A4
A1
A2
A22A13
A33A29
A18
A30 A15
A28
A23 A6
A14
A11
Savers

high
Hidden Opportunities

A6 – Choice of self-catering accommodation

A14 – Range & availability of local produce, arts and crafts and
souvenirs

A17 – Range of water based activities, e.g. sailing, surfing, swimming

A7 – Choice of camping and caravanning facilities
Destination Driven
Experience Driven
PLANNING: ( broad steps to deliver on the vision)
 Analysis of the current situation,
 Analysis of the opportunities and needs,
 Selecting the target market,
 Setting objectives,
 Prioritisation and selection of areas for focus and investment
(infrastructure, human resources, product development, technology and
systems development, related industries and procurement),
 Marketing plans (destination image, branding, positioning, distribution
channels, promotion tactics etc.),
 Evaluate results (measure perfomance, monitor governance, identify gaps
and respond).
And……
Lavelle City is rated as one of the most likely places to be
abducted by aliens………..
What are your USP’s
Indicators
Economic Performance, e.g.
•Total visitor expenditures (secondary data)
•Ratio of travel/tourism employee
compensation to overall employee
compensation (secondary data)
•Ease of starting a tourism-related business
(expert opinion)
•Travel and tourism GDP and/or overall
GDP (secondary
data)
Indicators
Sustainability, e.g.
•Preservation of natural capital (expert opinion)
•Maintenance of ecological integrity (expert opinion)
•Resident access to tourism infrastructure (resident
survey)
•Level of political support in facilitating tourism efforts
(expert opinion)
•Taxes generated from tourism expenditures
(secondary data)
•Visitor perception of destination having reached its
tourism carrying capacity (visitor survey)
Indicators
Visitor Satisfaction, e.g.
•Perceived richness of destination culture and
history (visitor survey)
•Satisfaction with overall destination quality of
service (visitor survey)
•Level of repeat visitation (secondary data)
•Perception of resident hospitality (visitor survey)
•Quality of the destination experience (visitor survey)
Indicators
Management Action, e.g.
•Satisfaction with destination management (DM)
action in dealing with competitive pressures
(expert opinion)
•Quality of involvement in human resource
development programming and support (expert
opinion)
•Satisfaction with destination materials to help with trip
planning (visitor survey)
•Number of quality special events (secondary data)
•Average visa fees per visitor (secondary data).
OPERATIONAL
MANAGEMENT
Flag up your
strengths!
Flag up areas
you wish to
develop
Train The Trainer
Promote the Setting up and
Development...
Setting up
•
•
•
•
•
•
Know Your Area.
Dynamics of a Group.
Encourage Triangulated Participation.
Three Stage Contact Process – Letter, Call & Meeting.
Business Analysis – SWOT, Needs etc.
Incentives.
Train The Trainer
Development
• Assess the Capacity of the Group – Training
Needs.
• Sense of Place – Know Your Area / Market.
• Consider the Unique Selling Points of the
area.
• Keep up-to-date with Current Tourism /
Economic / Cultural Trends.
• Devise and Implement a Strategy based on
experience, knowledge and findings.
• Promote Product Development – Eco Accred,
Local Produce, Logo, Marketing, Embrace
Technology etc.
• Utilise Existing Skill-base within the Group.
PHILOSOPHY
&
VALUES
Killi Mountains
Vision
To improve the standard of living within
the Killi Region without destroying the
culture or environment
How can we enchant you…?
• The magic of the area is
the people and their stories.
• All the stories are related to
the people who live there
and the place in which they
live.
• Story Festival in the Killi
Mountains
• Story Living Room Festival
• Story telling in the city
Sense of Place Local Distinctiveness
Quality
Sustainability
Customer Relation Management
Image
Encouraging leadership at all levels
Share knowledge & Experience
Open, collaborative culture..
CONCLUSIONS: Critical issues for a successful destination management
1)
Knowledge and understanding of the needs of our target markets and the “new
tourist”
2)
Positioning and differentiating our destination and image management
3)
Improvement of collecting reliable data and competent analysis of the data
4)
Improvement of the competitiveness of the destination, providing “through the
chain”, positive visitor experience
5)
Product innovation and management
6)
Capitilizing on the opportunities provided by new technologies
7)
Greater professionalism in service levels and overall HR management
8)
Synergy between all the stakeholders in creating the destination vision
9)
Public-private sector partnership in the key areas of management and marketing
,
Continuously adapting to the dynamically changing macro, competitive and market
environments
10)