The lecture on the topic "Destinations" from the Student Learning Guide of the subject Principles of Tourism II for the students of the College of International Tourism and Hospitality Management of Lyceum of the Philippines Cavite Campus.
2. OBJECTIVES
Explain the nature and roles of destinations in
the wider tourism industry
Identify the range of destinations that exist
Discuss a number of forces in the external
environment impacting on their future.
Discuss the means by which destinations are
managed and marketed
3. UNIT TOPICS
The Nature and Role of Destinations
Destination Types
-(Coastal destinations, Urban destinations, Rural destinations)
The Key Features of a Tourist Destinations
Destination Competitiveness
Destination Management and Marketing
(Destination collaboration, Destination management, organization (DMO’s))
4. DEFINITION OF TERMS
DESTINATIONS
Destinations are often
seen by the tourist as the
outwardly facing element
of a tourism service or
product, being a place
where their consumption
occurs.
5. DEFINITION OF DESTINATION
Destination (main destination) of a trip
The main destination of a tourism trip is
defined as the place visited that is central to
the decision to take the trip. See also purpose
of a tourism trip.
Sourced from
http://media.unwto.org/en/content/understanding-
tourism-basic-glossary
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6. Bierman (2003, P.2) defines a destination
as a “country, state, region, city or town
which is marketed or markets itself as a
place for tourists to visit.”
Destinations are naturally formed or or can
be constructed.
Source: http://wikieducator.org/Tourtist_Destinations
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DEFINITION OF DESTINATION
7. THE NATURE AND ROLE OF DESTINATIONS
Destination is the principal motivating factor behind
the consumer’s decision and expectations.
8. DESTINATION TYPES
Three most basic classification of destination:
Coastal destinations Urban destinations Rural destinations
9. URBAN DESTINATION
1. Auckland, New Zealand
2. Melbourne, Australia
3. Victoria, British Columbia, Canada
4. Charleston, South Carolina, US
5. Dublin, Ireland
6. Sydney, Australia
7. Siam Reap, Cambodia
8. Cape Town, South Africa
9. Savannah, Georgia, US
10. Seville, Spain
Source: http://ceoworld.biz/2014/08/11/10-least-
welcoming-urban-destinations-world
10. PHILIPPINE URBAN DESTINATION
1. Cebu City (Queen City of the South)
2. National Capital Region (Makati City, Manila City, Taguig City,
Ortigas Area, Eastwood, etc)
3. San Fernando City, La Union
4. Davao City, Davao
5. Bacolod, Negros Occidental
6. Subic Bay Freeport
7. Baguio City
8. Laoag City, Ilocos Norte
9. Dumaguete City, Negros Oriental
11. RURAL DESTINATIONS
http://www.hotelclub.com/blog/top-7-rural-destinations-in-the-world/
7. Austria
6. Florina, West Macedonia
5. Durbuy, Belgium, (Known for a long time as the
smallest city in the world)
4. New Zealand
3. Essaouira (Located on the Atlantic coast of
Morocco)
2. An enchanting little village in Latvia, Kuldiga
1. the villages of Romania are probably the uncovered
jewels of Eastern Europe
13. KEY FEATURES OF TOURIST DESTINATIONS
Logical geographical unit recognized by visitors
Containing significant visitor attractions
Access or possible provision of access
Internal transport network
Tourist infrastructure and superstructure are
present or can be developed
Administratively possible to plan and manage
14. DESTINATION COMPETITIVENESS
The competitiveness of a destination refers to ‘its ability to
complete effectively and profitability in the marketplace, while the
successful management of a destination involves a balance with
an increasing need for sensitive environmental management
capabilities.
The comparative advantage of a destination refers to a
destination’s ability to manage its natural and man-made
resources effectively over the long term.
Destinations need to be aware of both demand and supply
factors in order to remain competitive.
15. DESTINATION MANAGEMENT
AND MARKETING
Destination collaboration
Fyall and Garrod (2005) highlight a number of advantages that
exist with respect to collaboration within among destination.
These include:
Reduction of risk through strength in numbers and interconnectedness
within and across destination
Efficient and effective exchange of resources for perceived mutual
benefit
The generation of increased visitor flows and positive economic
impacts
16. The potential for collaborative initiatives to counter
the threat of channel intermediary powers
In peripheral locations, collaboration serving as a
significant vehicle o broaden the destination domain
The potential to develop destination-wide reservation
systems and two-way dialogue with customers
through technology collaboration
Collaboration on the internet
Destination collaboration, continued
17. DESTINATION MANAGEMENT ORGANIZATIONS
A destination management organization or company (DMC or
DMO) is a term for a professional services company possessing
extensive local knowledge, expertise, and resources
specializing in the design and implementation of events,
activities, tours, transportation and program logistics.
These services can be transportation, hotel accommodation,
restaurants, activities, excursions, conference venues, themed
events, incentive schemes as well helping with overcoming
language barriers.
DMC’s or DMOs may operate in one or more locations. Some will focus only a
single city, state or country while others cover a wide range of geographical
locations.
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18. EXAMPLES OF DESTINATION MANAGEMENT
1. Singapore
2. Manx National Heritage
3. Frascati, Rome, Italy
4. Khajuraho Group of Monuments in Madhya
Pradesh
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19. BRIEF HISTORY OF DMO OR DMC
Sourced from: http://pdf.usaid.gov/pdf_docs/PNADL944.pdf
During the 1970’s, as a response to meeting and convention planners’ desire
for custom group leisure activities during their programs, a new business
was born. They are initially referred to as ‘Ground Operators,’ and the first
small entrepreneurial enterprises operated in a single destination. These
local companies offered basic services including airport meet-and-greet,
transportation, tours, and recreational activities for groups. Soon after,
numerous other companies added custom parties and themed events, as
well as spouse and guest programs to their list of services. The term
“Destination Management Company” or DMC was coined to describe the
expanded role these companies played as local experts. Leading DMC
pioneers formed alliances to provide networking and referrals within an
exclusive group.
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20. WHO ARE THEIR CLIENTS?
A DMC’S preferred route is to become an expert in
serving the needs of one of the market niches listed
below:
• Tour Programs • Foreign Independent Tours (FITs)
• Cruise/River Boats and Barge Ship excursions
• Association meetings • Incentive Programs
• Meeting Planning • Theme Parties/Event production
• Religious programs • The Film industry/rock stars
• Government Agencies (NGOs)/Embassies
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23. DESTINATION MANAGEMENT ORGANIZATION (DMOs)
Ritchie and Crouch (2003) advocates that DMO are constituted in a manner
that provides them with the following characteristics:
be clearly identifiable as the organization responsible or coordinating and directing the
efforts of the many parts of the diverse and complex tourism system
Command the support of all important sectors and all major actors in the tourism
system
Be capable of influencing the decisions and actions of the many public sector
agencies/departments and private firms that directly determine the nature and quality
of the tourism experience provided to visitors
Possess the tools necessary to stimulate and encourage the type and amount of
supply development that is required by the overall tourism megapolicy
Be sufficiently independent and flexible to develop innovative strategies that can be
implemented in a timely manner in response to rapidly evolving market and
environmental conditions.
24. ROLES of Destination management organizations
1. Strategy and planning/policy;
2. Representation of interest
3. Product development;
4. Marketing
5. Skills/training
6. Infrastructure development
7. Collection and management of information and research;
8. Sustainability;
9. Business support and advice;
10. Coherence, communication and the management of quality; and
11. The creation of a strong unified voice for the local industry.
25. Poetschk (1995) identifies four critical factors for success
with regard to the governance of Destination Management
Organization of globally competitive destinations:
1. A significant level of private sector control over spending;
2. Understanding of the need to incorporate public sector objectives
to achieve a balance between marketing and new product
development;
3. A dedicated revenue stream that is not subject to annual
government control; and
4. A broad integrated mandate encompassing a function critical to
developing a strong tourism industry, such as marketing
education, research and infrastructure development.