Destination Management Essay
The most critical functions of a Destination Management Organization (DOOM) are: Experience Development – circuit development, packaging, and signage Tourism Branding and Tourism Marketing – orphic design services, social media, tour operator/travel press familiarization (FAME) trips Market Access – reservations systems, accessing existing networks Ensuring Brand Integrity – standards, certification, and training Customer Relationship Management- at the retail and wholesale level Representation – giving stakeholders a unified and more powerful voice Financial Sustainability – through strategic business planning of the DOOM Solaria provides end-to-end solutions for new and existing Dooms to successfully take on all of these responsibilities, and create and Implement business plans that will provide them with the Flanagan resources needed to carry them out on an ongoing basis.
Solaria also assists Doom’s with the following visitor services that provide a more defined and memorable sense of place: Visitor Center Development and Management – providing a hub for tourism Information, trade promotion, and destination marketing Visitor Interpretive and Directional Signage – destinations such as the medina of Marshes and the cloud forests of Nicaragua have benefited from Collar’s assistance In planning, creating and assimilating the necessary informative and interpretive information to enrich the tourist experience. Maps and Digital Applications
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Destination Management Organizations Statistical Strengthening and Development of a Tourism Satellite Account (TTS) Technical product category: Statistics and Quality Standards Facilitate the understanding of the full social and economic dimension of tourism in terms of demand (international and domestic arrivals, characteristics of their visits, and their consumption of goods and services) and supply (characteristics of local capital), thereby guiding tourism policy and planning while providing a useful lobbying tool to National Tourism Administrations to advocate the cause of tourism. National Tourism Administration Provincial Governments A regular, competitive and reliable source of tourism statistics and related economic and social data (including information on employment generated by tourism). Capacities built among staff of ANTA, National Statistical Office, Central Bank and Immigration Authorities to collect and process tourism-related statistics.
Destination Management Organizations Product Development and Diversification Product Development, Marketing & Promotion Increase the competitiveness of the country tourism industry by evaluating the cope and diversity of existing and potential tourism resources; providing guidelines for their conversion into quality tourism products based on research of current and future market trends; and, addressing the national and regional challenges of product similarity and lack of product diversity with the ultimate aim of increasing tourist arrivals (including repeat visitors), increasing their length of stay and thereby, spreading the economic benefits of tourism to all parts of the country. Destination Local communities Private sector Potential products identified to facilitate diversification.
Organizations Marketing and Promotion Plan Formulate a detailed marketing and promotional plan for the sector taking into account the quality and quantity of tourism products, the diversity of domestic, regional and international source markets, image and positioning, branding, quality and distribution of promotional materials (including e-marketing) and institutional mechanisms for marketing and promotion including public-private partnership. Strategic positioning of the country as a tourism destination and identification of tourist patterns and priority source markets and segments. Destination Value Chain Analysis and Local Economic Development Policy Planning and Economic Development Investigate the structure and working of the tourism value chain in a destination and the economic value generated, and plan and execute actions to enhance the local economic impact of tourism.
In destinations that are concerned about poverty alleviation, specific attention is paid to analyzing the amount of income from all transactions in the tourism sector that is received by the poor, and to identifying which particular kinds of transactions are most pro-poor or have the potential to be add more pro-poor. The value chain analysis concludes with an action plan outlining interventions to enhance the local economic impact from tourism in the destination; especially interventions that will secure a significant increase in the flow of income and opportunities to the poor. Destination Management Organizations Creation of a tourism value chain and strengthened capacity of local stakeholders in the tourism sector to plan and manage interventions to enhance the local economic impact from tourism in the destination. Destination Management Organizations
Institutional Strengthening and Public-Private Partnership Identify and clarify the present and future roles of the public and private sector organizations in tourism development of the country, and make improvements on operations of tourism associations and tourism boards. Destination Management public-private participatory model for decision and policy-making processes for tourism development, management and promotion. Destination Management Tourism Legislation and Regulation Formulate a legal and regulatory framework for the sustainable development and management of tourism, protection and conservation of natural and cultural resources; and, facilitation of the involvement of private sector and local communities in tourism development activities.
It reflects the roles and responsibilities of all stakeholders; ensures the rights of international/local tourists; and, ensures the rights and obligations of participating businesses, inbound-outbound tour operators and all other concerned players in the tourism field. Destination Management A logical and well-defined legal and regulatory framework for tourism. Tourism Physical Planning and Resort Development Destination Provide realistic and practical guidelines for the sustainable development of high quality tourism infrastructure and superstructure with a view to ensuring improved governance and management in the entire planning and development process. Comprehensive general and area-specific development guidelines for tourism zones with specific urban designing, land use planning and infrastructure planning.
Tourism Development Master Plans and Strategic Development Plans Technical product category: Formulate a long-term development framework for tourism (10-20 years) with emphasis on policy and strategy, planning, institutional strengthening, legislation and regulation, product development and diversification, marketing and promotion, tourism infrastructure and superstructure, economic impact of tourism and tourism investment, human resource development, and socio-cultural and environmental impacts of tourism. It includes a short term (three-year) action plan for priority actions to be undertaken to kick-start sustainable tourism development, and preparation of several demonstration projects for pilot areas.