Factors of success of International tourism destinations Lecture 9

Tourism destinations 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).

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 & 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 History Traditions Festivals Food Music Sport Cultural Events

Infrastructure Roads - Railways Public Transport Footpaths & Cycleways Signage Car Parks Amenities Accommodation Public Services

SWOT-analysis Strengths Weaknesses Opportunities Threats

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).

Critical issues for a successful destination management Knowledge and understanding of the needs of our target markets and the “new tourist” Positioning and differentiating our destination and image management Improvement of collecting reliable data and competent analysis of the data Improvement of the competitiveness of the destination, providing “through the chain”, positive visitor experience Product innovation and management Capitilizing on the opportunities provided by new technologies Greater professionalism in service levels and overall HR management Synergy between all the stakeholders in creating the destination vision Public-private sector partnership in the key areas of management and marketing, Continuously adapting to the dynamically changing macro, competitive and market environments