SlideShare a Scribd company logo
1 of 18
Download to read offline
DESTINATION
MANAGEMENT
PLANNING
DESTINATION MANAGEMENT PLANNING
What is a Destination Management Planning?
Destination Management is a process of leading, influencing and
coordinating the management of all the aspects of a destination that
contribute to a visitor’s experience, taking account of the needs of
visitors, local residents, businesses and the environment.
Destination Management Planning provides tourism organizations
with the tools to produce sustainable and competitive tourism in the
destination. It is organized around a destination’s unique tourism
assets and unique development, marketing and management needs
Destination Management Planning goes beyond destination
marketing and provides a more holistic and integrated approach to
understanding the tourism potential of the destination and the best
methods of maximizing that potential.
WHY BOTHER TO HAVE A DESTINATION MANAGEMENT
PLAN?
 The importance of having a plan:
 Addressing fragmentation: The visitor economy involves a whole set of experiences delivered by
many organisations in the public, private and voluntary sectors. It is essential that they work
together and in doing so achieve a better use and management of resources.
 Recognizing, strengthening and coordinating different functions: Supporting the visitor economy is
not just about promotion but must cover a whole range of activities aimed at strengthening the
quality of the visitor experience and the performance of businesses.
 Managing and monitoring impacts: Tourism has a range of impacts on society and the environment
and is inherently an activity that benefits from management.
 Prioritizing and allocating resources: A key benefit of having a plan is to identify what the real
needs and priorities are so that financial and human resources can be used most effectively.
WHO SHOULD BE INVOLVED?
 If there is an existing Destination Management Organization (or equivalent
group of stakeholders) it should be responsible for leading the development of
the DMP.
 Private sector – representative bodies and/or key tourism enterprises.
 Local authority – key departments/functions: economic development;
tourism/recreation; arts/culture/heritage; planning; transport;
environment/countryside. Some destinations will involve more than one
authority and all should be engaged.
 Civil society/ voluntary interests – community, civic, environmental.
 Wider economic partners that are influenced by or have influence on tourism.
 Cultural and heritage partners
THE STAGES OF
DESTINATION
MANAGEMENT PLAN
DEVELOPMENT
Stage Time
required
(months)
Key stakeholder
engagement
Wider
consultation
Outputs
Getting started Initial meeting Announcement
Gathering
evidence
2 – 6 Assistance and
participation
Extensive
consultation
Summary
results
Establishing
strategy/direction
1 – 2 Stakeholder workshop Information as
required
Strategic
directions
Developing action
plan
1 – 4 Agreement on tasks
and responsibilities
Information as
required
Draft DMP
(1 – 2) Approval of DMP (Consultation on
draft)
Final DMP
launched
Monitoring and
reporting
Quarterly reporting Regular
communication
Annual
report
The time required for each stage is
shown as a range and will depend on
the size and complexity of the area and
size of the team involved. The minimum
requirement is likely to be around 4
months and the maximum around one
year.
GATHERING
THE DATA
Destination Management Plans should be evidence
based rather than being built on assumptions or on
limited knowledge and opinion.
KNOWING THE PRODUCTS
Tourism facilities Accommodation, catering, attractions, activities, events, retail
relevant to tourists, other facilities.
Heritage and
culture
Historical connections, traditions, specific heritage sites, arts,
crafts, cuisine, other aspects of living culture.
Landscape and
countryside
General qualities, appeal and distinctiveness of the landscape.
Specific access sites, routes and trails, wildlife and other features.
This may include the seaside and beach management.
Built environment Cityscape, towns, villages – appearance and upkeep.
Specific features, distinctive architecture, parks and gardens, public
realm.
Access and
transport
Road, rail, boat (river, sea), air links to and within the destination.
Transport providers (public and private).
Visitor services Marketing media, information provision and outlets.
Signposting, car-parking availability and charging, toilets, other
services.
Accessibility of tourism products and services.
 DMPs should be based on a sound knowledge and
assessment of all the features of the destination
 In addition to what is currently available in the
destination, it is very important to be aware of:
 New development projects – being constructed,
planned or proposed.
 Neighbouring product – major facilities and
attractions, key strengths, new developments and
initiatives, outside but close to the destination
Understanding current performance :his is about
gaining a clear picture of the volume and value of
tourism in the destination and the performance of
tourism businesses. It should include the most up
to date annual figures, including any trend
information where possible.
Listening to visitors :Destination Management
Plans should, if possible, be market based and
fully informed by a knowledge of visitors and their
experiences.
 Information required about visitors includes:
 Visitor profiles – origin, lifestage, party make up
etc.
 Information on visit – previous visits, awareness
of brand, specific purpose of visit, transport,
information used, length of stay, spend
 Activities – places visited, use of services,
activities undertaken
 Reaction to the destination and its components
– general and specific satisfaction/
dissatisfaction; recommendations.
Understanding businesses
 Destination Management Plans should give high
priority to the performance and impact of
tourism businesses and so they should be based
on a clear understanding of their needs.
Identifying local issues
 This aspect of evidence gathering is more
intangible and difficult to define but is very
important in shaping the strategy and actions
IDENTIFYING THE
ACTION
Destination Management Plans should contain clear
action plans to form the basis for their implementation.
Actions should be guided by the strategic objectives and
relate back to them in the way they are framed, selected
and prioritized
COVERING THE GROUND
 DMPs will be stronger if they address, and coordinate, a full range of action areas that are
relevant to the visitor economy
 Partnership structures and communication
 Community engagement, including advocacy
 Product quality and development, including
investment promotion - Infrastructure investment
and improvements.
 Place making – public realm etc.
 Sense of place – use of local produce
 Arts, culture and heritage – access, interpretation,
promotion
 Provision for informal and organised activities
 Events planning and management
 Destination branding and awareness-raising
 Tactical marketing, including relationships and
engagement with others
 Information services – including signing and host
orientation
 Visitor transport and access
 Business support and training
 Environmental management and conservation
 Visitor safety and security
 Research and knowledge gathering
IDENTIFYING AND DEFINING ACTIONS
 Ideas and concepts for specific actions will emerge throughout the DMP
development process.
Action plans should identify for each action:
 The timing for the action
 The level of importance
 Indicative cost and resources required (this does not necessarily have to be
additional costs)
 Responsible body and others involved
 Funding source,
 Allocating roles and securing commitment
Action plans are pointless if they are not implemented. A key feature
of actions identified in a DMP is that they will need to be carried out
by a range of different stakeholder bodies. For this reason it is
important that action plans are developed in concert and are agreed
by the stakeholders
ORGANISATION ROLES
Destination Management Organisation
(if one exits or a similar partnership
body/group)
• Overall responsibility for DMP
• Representing tourism and the visitor economy
• Quality of the visitor experience – standards
• Evidence gathering / monitoring – visitor/business surveys
• Destination branding and marketing
• Visitor information and orientation
Local Authority (County,
District or Unitary)
• Public realm – appearance and maintenance
• Transport planning and supporting provision – infrastructure
• Planning and development control
• Public health and safety
• Public/visitor services – toilets, car parking, waste, utilities
• Certain arts, heritage, leisure and information services
• Access, rights of way, countryside management
• Partnership with private sector on development /promotion
Protected Area Authority
(National Park, AONB)
• Some of the above, depending on status
• Conservation and enhancement of natural beauty/heritage
• Visitor enjoyment and understanding of protected area
• Economic and social wellbeing of the community
Parish / Community Council/
neighbourhood group
• Future direction for area/community
• Local place-making; aspects of public realm / visitor services
• Engagement in planning
• Local activities, events
Local Enterprise
Partnership
• Economic/ business development, including sector support
• Investment promotion
• Funding of enterprise focussed initiatives
Individual tourism businesses •
•
Development and operation of most visitor facilities
Employment creation and maintenance
Product development, investment and improvement
Promotion of business and link to destination brand
Visitor welcome, orientation and care
Local landowners Provision and management of access to key sites
Future development opportunities
Local civic societies, heritage groups,
arts & culture groups, other local/
voluntary bodies
•
•
•
Presentation / interpretation of heritage – sense of place
Local events and initiatives
Support for community engagement
Representing environmental interests
Local knowledge and expertise
City Centre Management teams •
•
Streetscape, including cleaning, presentation
Signage/ visitor information
Street safety
Other aspects of place making not carried out by the local authority.
Business Improvement
Districts (BIDs) or Tourism
Business Improvement
Districts (TBIDS)
•
•
Establishment of local private sector partnerships and engagement
Development of better trading environment for businesses within a specific geographical area.
MEASURING PROGRESS
AND KEEPING IT GOING
A Destination Management Plan (DMP) should be
regarded as a living entity, kept relevant and fresh by
constant use. This will require a structure for supporting
the DMP, with on-going reporting and communication, a
process for assessing its impact and a programme of
review and renewal.
ADD A SLIDE TITLE - 2
 Supporting and maintaining the DMP
 The DMP should be the responsibility of the DMO or equivalent body. If appropriate the
Steering Group or another working group could be maintained to oversee implementation.
 Actions to support the implementation of the DMP include:
 Allocation of actions to lead bodies, as indicated in the previous section
 Work on securing funding and resources for the plan and individual actions, as required.
 Reviewing and renewing the Destination Management Plan
 Through annual reporting and renewal of the action plans, the DMP will be
kept up to date. The overall strategic direction of the DMP should be
considered annually through this process in case there may be an early need
for change and amendment.
Destination management planning
SOURCE
 https://www.visitbritain.org/developing-your-destination-management-plan
 https://www.visitbritain.org/sites/default/files/vb-corporate/Documents-
Library/documents/England-documents/dm_plans_guiding_principles.pdf
Destination management planning

More Related Content

What's hot

Introduction to tourism
Introduction to tourismIntroduction to tourism
Introduction to tourismMabxiconic
 
Lecture 1. Introduction to Tourism Planning and Development(1).pptx
Lecture 1. Introduction to Tourism Planning and Development(1).pptxLecture 1. Introduction to Tourism Planning and Development(1).pptx
Lecture 1. Introduction to Tourism Planning and Development(1).pptxPeteirsGTMaturaChiti
 
Introduction to destination management
Introduction to destination managementIntroduction to destination management
Introduction to destination managementKalam Khadka
 
Emerging trends in tourism
Emerging trends in tourismEmerging trends in tourism
Emerging trends in tourismArjun Ramesh
 
Chapter 4 Marketing of Tourist Destinations (Destination Management)
Chapter 4   Marketing of Tourist Destinations  (Destination Management)Chapter 4   Marketing of Tourist Destinations  (Destination Management)
Chapter 4 Marketing of Tourist Destinations (Destination Management)Md Shaifullar Rabbi
 
Understanding tourism demand
Understanding tourism demandUnderstanding tourism demand
Understanding tourism demandReymarie Oohlala
 
Chapter 5 Destination Development Policies (Destination Management)
Chapter 5  Destination Development Policies (Destination Management)Chapter 5  Destination Development Policies (Destination Management)
Chapter 5 Destination Development Policies (Destination Management)Md Shaifullar Rabbi
 
ITFT -Types Of Tourism Planning
ITFT -Types Of Tourism PlanningITFT -Types Of Tourism Planning
ITFT -Types Of Tourism PlanningSwati Sood
 
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENT
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENTSUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENT
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENTÄngel Rözi Rozi
 
Introduction Tourism System (NEW VERSION 2017)
Introduction Tourism System (NEW VERSION 2017)Introduction Tourism System (NEW VERSION 2017)
Introduction Tourism System (NEW VERSION 2017)Edutour
 
Community based tourism
Community based tourismCommunity based tourism
Community based tourismdharnas
 
SUSTAINABLE TOURISM DEVELOPMENT
SUSTAINABLE TOURISM DEVELOPMENTSUSTAINABLE TOURISM DEVELOPMENT
SUSTAINABLE TOURISM DEVELOPMENTReymarie Oohlala
 

What's hot (20)

Tourism Geography
Tourism GeographyTourism Geography
Tourism Geography
 
Introduction to tourism
Introduction to tourismIntroduction to tourism
Introduction to tourism
 
Lecture 1. Introduction to Tourism Planning and Development(1).pptx
Lecture 1. Introduction to Tourism Planning and Development(1).pptxLecture 1. Introduction to Tourism Planning and Development(1).pptx
Lecture 1. Introduction to Tourism Planning and Development(1).pptx
 
event tourism
event tourismevent tourism
event tourism
 
MICE tourism
MICE tourismMICE tourism
MICE tourism
 
Introduction to destination management
Introduction to destination managementIntroduction to destination management
Introduction to destination management
 
Emerging trends in tourism
Emerging trends in tourismEmerging trends in tourism
Emerging trends in tourism
 
Types of tourism
Types of tourismTypes of tourism
Types of tourism
 
Chapter 4 Marketing of Tourist Destinations (Destination Management)
Chapter 4   Marketing of Tourist Destinations  (Destination Management)Chapter 4   Marketing of Tourist Destinations  (Destination Management)
Chapter 4 Marketing of Tourist Destinations (Destination Management)
 
Understanding tourism demand
Understanding tourism demandUnderstanding tourism demand
Understanding tourism demand
 
Chapter 5 Destination Development Policies (Destination Management)
Chapter 5  Destination Development Policies (Destination Management)Chapter 5  Destination Development Policies (Destination Management)
Chapter 5 Destination Development Policies (Destination Management)
 
ITFT -Types Of Tourism Planning
ITFT -Types Of Tourism PlanningITFT -Types Of Tourism Planning
ITFT -Types Of Tourism Planning
 
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENT
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENTSUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENT
SUSTAINABLE TOURISM AND SUSTAINABLE DEVELOPMENT
 
Destination planning procedure
Destination planning procedureDestination planning procedure
Destination planning procedure
 
Introduction Tourism System (NEW VERSION 2017)
Introduction Tourism System (NEW VERSION 2017)Introduction Tourism System (NEW VERSION 2017)
Introduction Tourism System (NEW VERSION 2017)
 
Tourism concept
Tourism conceptTourism concept
Tourism concept
 
Tourism development
Tourism developmentTourism development
Tourism development
 
Community based tourism
Community based tourismCommunity based tourism
Community based tourism
 
SUSTAINABLE TOURISM DEVELOPMENT
SUSTAINABLE TOURISM DEVELOPMENTSUSTAINABLE TOURISM DEVELOPMENT
SUSTAINABLE TOURISM DEVELOPMENT
 
Heritage tourism and sustainable development
Heritage tourism and sustainable developmentHeritage tourism and sustainable development
Heritage tourism and sustainable development
 

Similar to Destination management planning

Lecture LOCAL DEVELOPMENT by Violeta- Kaunas College
Lecture LOCAL DEVELOPMENT by Violeta- Kaunas CollegeLecture LOCAL DEVELOPMENT by Violeta- Kaunas College
Lecture LOCAL DEVELOPMENT by Violeta- Kaunas Collegeforteip
 
Tourism planning
Tourism planningTourism planning
Tourism planningmvelo ntuli
 
Overview of Tourism Planning and Development
Overview of Tourism Planning and DevelopmentOverview of Tourism Planning and Development
Overview of Tourism Planning and DevelopmentHeinzel Villanueva
 
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENT
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENTOVERVIEW OF TOURISM PLANNING AND DEVELOPMENT
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENTReymarie Oohlala
 
Chuong 1 quy hoach
Chuong 1 quy hoachChuong 1 quy hoach
Chuong 1 quy hoachTan Pham
 
Destination Management Organization Overview and Toolkit Presentation to USAID
Destination Management Organization Overview and Toolkit Presentation to USAIDDestination Management Organization Overview and Toolkit Presentation to USAID
Destination Management Organization Overview and Toolkit Presentation to USAIDDavid Brown
 
Equinox Advisory Ltd. Tourism & Hospitality Services
Equinox Advisory Ltd. Tourism & Hospitality ServicesEquinox Advisory Ltd. Tourism & Hospitality Services
Equinox Advisory Ltd. Tourism & Hospitality ServicesBernard Mallia
 
Working together towards responsible tourism in a local area
Working together towards responsible tourism in a local areaWorking together towards responsible tourism in a local area
Working together towards responsible tourism in a local areaBetter Tourism Africa
 
Unit 8: Responsible Tourism Impact Monitoring For Sustainability
Unit 8: Responsible Tourism Impact Monitoring For SustainabilityUnit 8: Responsible Tourism Impact Monitoring For Sustainability
Unit 8: Responsible Tourism Impact Monitoring For Sustainabilityduanesrt
 
CHAPTER 2 supplementary info
CHAPTER 2 supplementary infoCHAPTER 2 supplementary info
CHAPTER 2 supplementary infoReymarie Oohlala
 
Destination management
Destination managementDestination management
Destination managementeretrianews
 
Destination Management in Da Nang, Hue, Quang Nam
Destination Management in Da Nang, Hue, Quang NamDestination Management in Da Nang, Hue, Quang Nam
Destination Management in Da Nang, Hue, Quang Namduanesrt
 
Lesson 2 Develop and Update Industry Knowldege
Lesson 2 Develop and Update Industry KnowldegeLesson 2 Develop and Update Industry Knowldege
Lesson 2 Develop and Update Industry KnowldegePrincess Joy Revilla
 
TOURISM PLANNING AND DEVELOPMENT
TOURISM PLANNING AND DEVELOPMENTTOURISM PLANNING AND DEVELOPMENT
TOURISM PLANNING AND DEVELOPMENTYanne Evangelista
 
11 john hummel
11 john hummel11 john hummel
11 john hummelFEST
 
Int. Module: An Introduction to Destination Management (2)
Int. Module: An Introduction to Destination Management (2)Int. Module: An Introduction to Destination Management (2)
Int. Module: An Introduction to Destination Management (2)Raul Revuelta
 
Tourism planning and development (Introduction)
Tourism planning and development (Introduction)Tourism planning and development (Introduction)
Tourism planning and development (Introduction)Mike Joseph
 

Similar to Destination management planning (20)

Lecture LOCAL DEVELOPMENT by Violeta- Kaunas College
Lecture LOCAL DEVELOPMENT by Violeta- Kaunas CollegeLecture LOCAL DEVELOPMENT by Violeta- Kaunas College
Lecture LOCAL DEVELOPMENT by Violeta- Kaunas College
 
Tourism planning
Tourism planningTourism planning
Tourism planning
 
Overview of Tourism Planning and Development
Overview of Tourism Planning and DevelopmentOverview of Tourism Planning and Development
Overview of Tourism Planning and Development
 
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENT
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENTOVERVIEW OF TOURISM PLANNING AND DEVELOPMENT
OVERVIEW OF TOURISM PLANNING AND DEVELOPMENT
 
Chuong 1 quy hoach
Chuong 1 quy hoachChuong 1 quy hoach
Chuong 1 quy hoach
 
Destination Management Organization Overview and Toolkit Presentation to USAID
Destination Management Organization Overview and Toolkit Presentation to USAIDDestination Management Organization Overview and Toolkit Presentation to USAID
Destination Management Organization Overview and Toolkit Presentation to USAID
 
Equinox Advisory Ltd. Tourism & Hospitality Services
Equinox Advisory Ltd. Tourism & Hospitality ServicesEquinox Advisory Ltd. Tourism & Hospitality Services
Equinox Advisory Ltd. Tourism & Hospitality Services
 
Tourism planning
Tourism planningTourism planning
Tourism planning
 
Working together towards responsible tourism in a local area
Working together towards responsible tourism in a local areaWorking together towards responsible tourism in a local area
Working together towards responsible tourism in a local area
 
Unit 8: Responsible Tourism Impact Monitoring For Sustainability
Unit 8: Responsible Tourism Impact Monitoring For SustainabilityUnit 8: Responsible Tourism Impact Monitoring For Sustainability
Unit 8: Responsible Tourism Impact Monitoring For Sustainability
 
CHAPTER 2 supplementary info
CHAPTER 2 supplementary infoCHAPTER 2 supplementary info
CHAPTER 2 supplementary info
 
Destination management
Destination managementDestination management
Destination management
 
Destination Management in Da Nang, Hue, Quang Nam
Destination Management in Da Nang, Hue, Quang NamDestination Management in Da Nang, Hue, Quang Nam
Destination Management in Da Nang, Hue, Quang Nam
 
Lesson 2 Develop and Update Industry Knowldege
Lesson 2 Develop and Update Industry KnowldegeLesson 2 Develop and Update Industry Knowldege
Lesson 2 Develop and Update Industry Knowldege
 
TOURISM PLANNING AND DEVELOPMENT
TOURISM PLANNING AND DEVELOPMENTTOURISM PLANNING AND DEVELOPMENT
TOURISM PLANNING AND DEVELOPMENT
 
itc.ppt
itc.pptitc.ppt
itc.ppt
 
Destinations
DestinationsDestinations
Destinations
 
11 john hummel
11 john hummel11 john hummel
11 john hummel
 
Int. Module: An Introduction to Destination Management (2)
Int. Module: An Introduction to Destination Management (2)Int. Module: An Introduction to Destination Management (2)
Int. Module: An Introduction to Destination Management (2)
 
Tourism planning and development (Introduction)
Tourism planning and development (Introduction)Tourism planning and development (Introduction)
Tourism planning and development (Introduction)
 

More from ANANDHU BALAN

Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala ANANDHU BALAN
 
Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala ANANDHU BALAN
 
Bank Accounts & Customers
Bank Accounts & CustomersBank Accounts & Customers
Bank Accounts & CustomersANANDHU BALAN
 
Credit card its operations
Credit card  its operationsCredit card  its operations
Credit card its operationsANANDHU BALAN
 
ELECTRONIC FUND TRANSFER
ELECTRONIC FUND TRANSFERELECTRONIC FUND TRANSFER
ELECTRONIC FUND TRANSFERANANDHU BALAN
 
ATM / Electronic Clearing Service
ATM / Electronic Clearing ServiceATM / Electronic Clearing Service
ATM / Electronic Clearing ServiceANANDHU BALAN
 

More from ANANDHU BALAN (9)

Seminar aparna
Seminar aparnaSeminar aparna
Seminar aparna
 
Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala
 
Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala Business plan: Coconut chip company-Kerala
Business plan: Coconut chip company-Kerala
 
Technical analysis
Technical analysisTechnical analysis
Technical analysis
 
Bank Accounts & Customers
Bank Accounts & CustomersBank Accounts & Customers
Bank Accounts & Customers
 
PLASTIC MONEY
PLASTIC MONEYPLASTIC MONEY
PLASTIC MONEY
 
Credit card its operations
Credit card  its operationsCredit card  its operations
Credit card its operations
 
ELECTRONIC FUND TRANSFER
ELECTRONIC FUND TRANSFERELECTRONIC FUND TRANSFER
ELECTRONIC FUND TRANSFER
 
ATM / Electronic Clearing Service
ATM / Electronic Clearing ServiceATM / Electronic Clearing Service
ATM / Electronic Clearing Service
 

Recently uploaded

Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------ThanzirNazer
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Entrepreneurship and individuals workshop
Entrepreneurship and individuals workshopEntrepreneurship and individuals workshop
Entrepreneurship and individuals workshopP&CO
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 

Recently uploaded (20)

Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Entrepreneurship and individuals workshop
Entrepreneurship and individuals workshopEntrepreneurship and individuals workshop
Entrepreneurship and individuals workshop
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 

Destination management planning

  • 2. DESTINATION MANAGEMENT PLANNING What is a Destination Management Planning? Destination Management is a process of leading, influencing and coordinating the management of all the aspects of a destination that contribute to a visitor’s experience, taking account of the needs of visitors, local residents, businesses and the environment. Destination Management Planning provides tourism organizations with the tools to produce sustainable and competitive tourism in the destination. It is organized around a destination’s unique tourism assets and unique development, marketing and management needs Destination Management Planning goes beyond destination marketing and provides a more holistic and integrated approach to understanding the tourism potential of the destination and the best methods of maximizing that potential.
  • 3. WHY BOTHER TO HAVE A DESTINATION MANAGEMENT PLAN?  The importance of having a plan:  Addressing fragmentation: The visitor economy involves a whole set of experiences delivered by many organisations in the public, private and voluntary sectors. It is essential that they work together and in doing so achieve a better use and management of resources.  Recognizing, strengthening and coordinating different functions: Supporting the visitor economy is not just about promotion but must cover a whole range of activities aimed at strengthening the quality of the visitor experience and the performance of businesses.  Managing and monitoring impacts: Tourism has a range of impacts on society and the environment and is inherently an activity that benefits from management.  Prioritizing and allocating resources: A key benefit of having a plan is to identify what the real needs and priorities are so that financial and human resources can be used most effectively.
  • 4. WHO SHOULD BE INVOLVED?  If there is an existing Destination Management Organization (or equivalent group of stakeholders) it should be responsible for leading the development of the DMP.  Private sector – representative bodies and/or key tourism enterprises.  Local authority – key departments/functions: economic development; tourism/recreation; arts/culture/heritage; planning; transport; environment/countryside. Some destinations will involve more than one authority and all should be engaged.  Civil society/ voluntary interests – community, civic, environmental.  Wider economic partners that are influenced by or have influence on tourism.  Cultural and heritage partners
  • 5. THE STAGES OF DESTINATION MANAGEMENT PLAN DEVELOPMENT Stage Time required (months) Key stakeholder engagement Wider consultation Outputs Getting started Initial meeting Announcement Gathering evidence 2 – 6 Assistance and participation Extensive consultation Summary results Establishing strategy/direction 1 – 2 Stakeholder workshop Information as required Strategic directions Developing action plan 1 – 4 Agreement on tasks and responsibilities Information as required Draft DMP (1 – 2) Approval of DMP (Consultation on draft) Final DMP launched Monitoring and reporting Quarterly reporting Regular communication Annual report The time required for each stage is shown as a range and will depend on the size and complexity of the area and size of the team involved. The minimum requirement is likely to be around 4 months and the maximum around one year.
  • 6. GATHERING THE DATA Destination Management Plans should be evidence based rather than being built on assumptions or on limited knowledge and opinion.
  • 7. KNOWING THE PRODUCTS Tourism facilities Accommodation, catering, attractions, activities, events, retail relevant to tourists, other facilities. Heritage and culture Historical connections, traditions, specific heritage sites, arts, crafts, cuisine, other aspects of living culture. Landscape and countryside General qualities, appeal and distinctiveness of the landscape. Specific access sites, routes and trails, wildlife and other features. This may include the seaside and beach management. Built environment Cityscape, towns, villages – appearance and upkeep. Specific features, distinctive architecture, parks and gardens, public realm. Access and transport Road, rail, boat (river, sea), air links to and within the destination. Transport providers (public and private). Visitor services Marketing media, information provision and outlets. Signposting, car-parking availability and charging, toilets, other services. Accessibility of tourism products and services.  DMPs should be based on a sound knowledge and assessment of all the features of the destination  In addition to what is currently available in the destination, it is very important to be aware of:  New development projects – being constructed, planned or proposed.  Neighbouring product – major facilities and attractions, key strengths, new developments and initiatives, outside but close to the destination
  • 8. Understanding current performance :his is about gaining a clear picture of the volume and value of tourism in the destination and the performance of tourism businesses. It should include the most up to date annual figures, including any trend information where possible. Listening to visitors :Destination Management Plans should, if possible, be market based and fully informed by a knowledge of visitors and their experiences.  Information required about visitors includes:  Visitor profiles – origin, lifestage, party make up etc.  Information on visit – previous visits, awareness of brand, specific purpose of visit, transport, information used, length of stay, spend  Activities – places visited, use of services, activities undertaken  Reaction to the destination and its components – general and specific satisfaction/ dissatisfaction; recommendations. Understanding businesses  Destination Management Plans should give high priority to the performance and impact of tourism businesses and so they should be based on a clear understanding of their needs. Identifying local issues  This aspect of evidence gathering is more intangible and difficult to define but is very important in shaping the strategy and actions
  • 9. IDENTIFYING THE ACTION Destination Management Plans should contain clear action plans to form the basis for their implementation. Actions should be guided by the strategic objectives and relate back to them in the way they are framed, selected and prioritized
  • 10. COVERING THE GROUND  DMPs will be stronger if they address, and coordinate, a full range of action areas that are relevant to the visitor economy  Partnership structures and communication  Community engagement, including advocacy  Product quality and development, including investment promotion - Infrastructure investment and improvements.  Place making – public realm etc.  Sense of place – use of local produce  Arts, culture and heritage – access, interpretation, promotion  Provision for informal and organised activities  Events planning and management  Destination branding and awareness-raising  Tactical marketing, including relationships and engagement with others  Information services – including signing and host orientation  Visitor transport and access  Business support and training  Environmental management and conservation  Visitor safety and security  Research and knowledge gathering
  • 11. IDENTIFYING AND DEFINING ACTIONS  Ideas and concepts for specific actions will emerge throughout the DMP development process. Action plans should identify for each action:  The timing for the action  The level of importance  Indicative cost and resources required (this does not necessarily have to be additional costs)  Responsible body and others involved  Funding source,
  • 12.  Allocating roles and securing commitment Action plans are pointless if they are not implemented. A key feature of actions identified in a DMP is that they will need to be carried out by a range of different stakeholder bodies. For this reason it is important that action plans are developed in concert and are agreed by the stakeholders ORGANISATION ROLES Destination Management Organisation (if one exits or a similar partnership body/group) • Overall responsibility for DMP • Representing tourism and the visitor economy • Quality of the visitor experience – standards • Evidence gathering / monitoring – visitor/business surveys • Destination branding and marketing • Visitor information and orientation Local Authority (County, District or Unitary) • Public realm – appearance and maintenance • Transport planning and supporting provision – infrastructure • Planning and development control • Public health and safety • Public/visitor services – toilets, car parking, waste, utilities • Certain arts, heritage, leisure and information services • Access, rights of way, countryside management • Partnership with private sector on development /promotion Protected Area Authority (National Park, AONB) • Some of the above, depending on status • Conservation and enhancement of natural beauty/heritage • Visitor enjoyment and understanding of protected area • Economic and social wellbeing of the community Parish / Community Council/ neighbourhood group • Future direction for area/community • Local place-making; aspects of public realm / visitor services • Engagement in planning • Local activities, events Local Enterprise Partnership • Economic/ business development, including sector support • Investment promotion • Funding of enterprise focussed initiatives Individual tourism businesses • • Development and operation of most visitor facilities Employment creation and maintenance Product development, investment and improvement Promotion of business and link to destination brand Visitor welcome, orientation and care Local landowners Provision and management of access to key sites Future development opportunities Local civic societies, heritage groups, arts & culture groups, other local/ voluntary bodies • • • Presentation / interpretation of heritage – sense of place Local events and initiatives Support for community engagement Representing environmental interests Local knowledge and expertise City Centre Management teams • • Streetscape, including cleaning, presentation Signage/ visitor information Street safety Other aspects of place making not carried out by the local authority. Business Improvement Districts (BIDs) or Tourism Business Improvement Districts (TBIDS) • • Establishment of local private sector partnerships and engagement Development of better trading environment for businesses within a specific geographical area.
  • 13. MEASURING PROGRESS AND KEEPING IT GOING A Destination Management Plan (DMP) should be regarded as a living entity, kept relevant and fresh by constant use. This will require a structure for supporting the DMP, with on-going reporting and communication, a process for assessing its impact and a programme of review and renewal.
  • 14. ADD A SLIDE TITLE - 2  Supporting and maintaining the DMP  The DMP should be the responsibility of the DMO or equivalent body. If appropriate the Steering Group or another working group could be maintained to oversee implementation.  Actions to support the implementation of the DMP include:  Allocation of actions to lead bodies, as indicated in the previous section  Work on securing funding and resources for the plan and individual actions, as required.
  • 15.  Reviewing and renewing the Destination Management Plan  Through annual reporting and renewal of the action plans, the DMP will be kept up to date. The overall strategic direction of the DMP should be considered annually through this process in case there may be an early need for change and amendment.