Destination Marketing and Management Theories, Applications in the Tourism Sector - Coursework Example

A destination vision Name Professor Date INTRODUCTION Destination marketing is carrying out promotion across various regions or country with an aim to increase the number of tourists that visits a given area. The destination may also mean the communication made by organizations and individuals from a certain region with the potential visitors to affect the tourist choice of destination. Destination marketing is a major determinant of tourist choice on the places that they visit. Therefore, management of the tourism destination is crucial. For instance, tourism destination management may include such managerial responsibilities such as business permits, planning of the land use and other regulations that may encourage an increase in tourism. Organizations may, therefore, opt to make developments and adjustments to the daily operations of activities that are of interest to the tourists. A destination is a term that describes the possible places that may be of interest to tourists. Therefore, destination management and marketing should be carried out efficiently for an area to enjoy tourist preferences of the area. Destination marketing organization is a body that promotes a region to obtain an increase in the number of visitors. Aims and objectives of this case The primary aims and objective of this case is to analyze destination marketing and management theories and their applications in the tourism sector. Moreover, identification of various ways of tourism destination making is very crucial, and there is a need for its identification. The tourism industry is a competitive sector that needs effective and efficient marketing to remain competitive. This case also aims at identifying ways of making a destination competitive. This case also discusses the strategic planning and vision in tourism destination. Strategic planning and vision are the long-term objectives and aims that a region would want to achieve by the choice of tourists to visit the area. DISCUSSION Tourism is an important part of the economic fabric that changes more often. Critical assessment of tourism needs would be necessary in terms of its net contribution to a community. Tourism contributes significantly to the well-being of a community. As part of the community development, residents, therefore, faces some influences caused by tourism hence they play a significant part in the decisions affecting the community development. Therefore, destination marketing and management has been a major focus of particular organizations that are in the tourism sector. There are various participants in the destination marketing such as the local authorities, local NGO’s, academia and indigenous representations of various regions. These are the individuals from ‘Destination Management Organizations’ who concerns themselves with the current tourism requirements for the choice of destination. Tourism is the main driver of the DMO marketing activities since it possesses various changing processes that need consideration now and then. Tourism, therefore, needs a critical assessment by the DMO team for its maximum contribution to the local community well-being. The Destination Management Organization needs to undertake a careful analysis of the inputs that may be desirable and useful to the tourism attraction. Therefore, it is evident that every community should participate in the provision concerning tourist development in the area. Anticipation of tourism benefits varies from region to region. Therefore, communities in such areas need to develop strategic planning and vision on the type of tourism they want to undertake. The promotion of a suitable tourism system is essential since it strengthens the stewardships of the local environment. Strategic planning and visioning According to Ritchie (1993, 379-389), a strategy is a dynamic and continuous process (Ritchie, 1993, 379-389). Ritchie (1993, 379-389) stresses that crafting of a strategy is important since it reflects the ongoing process of acting and thinking. A strategy may come about due o the response that comes from an evolving tourism situation. Formation of a strategy needs determination, experience, and sense of harmony between DMOs. The strategic visioning process is an interactive phenomenon. Crafting a tourism vision It is very important to develop a vision for every organization to be able to achieve various missions. It is also important for every community to formulate visions in an effort for the region to become a tourist destination (Ritchie, 1993, 379-389). In crafting a tourism vision, individuals have to understand and keep in mind the processes of strategic planning in the tourism sector. For instance, tourism vision needs to bring together various views of different organizations including individuals and the community as a whole. The visions should incorporate crucial long-term developments that are, in most cases, inevitable. Moreover, the organization should identify events and program that may help them achieve this vision. Presently, the major task of vision is to build a framework that provides leadership to a region. Moreover, formulating of the vision has to be in line with what the region should seek to become a renowned tourism destination (Ritchie, 1993, 379-389). Observations made in crafting of tourism vision It is recognizable that carrying out certain things could be in a better way in the future. Therefore, observations that concern the process may be of importance to the community. Implementation of initiatives helps in the realizations of the vision. The operation of the visions requires Intensive Corporation from staff work (Ritchie, 1993, 379-389). It is, therefore, important to involve industry professionals to enable the occurring of the duty or work. It is also advisable to have the professionals to engage actively n crafting of vision task forces. However, care must be allocated such that there is no dominance. Overall, visioning is a duty that has to be genuine and broad-based. The visioning process requires a derivation of a combination of creativity and intellectual insights from the practical experience. Moreover, visioning is a natural process that has a main purpose in tapping imagination to produce new avenues. Though visions should offer a challenge to the community, it should bear some relation to the destination for the realization of the vision. Principles underlying the vision of Calgary • The vision should aim at the initiative that reflects a region’s natural strength, heritage and lifestyle (Ritchie, 1993, 379-389). • The development that relates to the vision needs to ensure that the region residents and Calgary are the prime beneficiaries. • The tourism vision should also focus on important initiatives that would help in the development of Calgary as one of the primary tourism destination in the world (Ritchie, 1993, 379-389). Due to the complexity of the tourism sector, organizations need to have an effective destination management structure. A destination management structure enables individuals and organizations, Therefore, the management of destination may be done through the establishment of a clear tourism vision that portrays the image of the destination. FINDINGS There should be a determination to come up with an efficient vision for tourism destinations and taking up economic initiatives for the benefit of the tourists and the community as a whole. Individuals should maintain perspective in the vision process. Though tourism is important in every organization, it is not the most crucial part of a regions’ overall economic development (Ritchie, 1993, 379-389). Therefore, there should be equal acceptance of resistance and apathy with respect to the vision. Organizations need to provide necessary information concerning tourism products such as attractions, recreation, and art. The DMO should work together with the tourists to enable the efficient relay of information concerning the local area. The DMOs, therefore, have various roles that help a region to experience it selection as a major tourism destination. In addition, Calgary should be one of the safest places of the 21st century. Its attractiveness should have a priority of enhancing the livability of the city. It should be a town that preserves value and elegance within the natural environment. Therefore, Calgary has to reflect the vibrant native culture and the Western heritage. Visioning process application process for a destination should be able to provide the support for the development of tourism in the future. For instance, the City of Calgary in Canada is one of the destinations that is a major economic and social force that leads to a greater development of the society as well as the Canadian economy. In most cases, a destination should be known due to its tourism-oriented factors. How to make destination competitive Organizations should consider the need to make destinations to be competitive about to other destinations. One of the major ways of making destination competitive is through positioning. Position of a destination often creates an observation on the minds of potential tourists. Positioning may also be a creation of an image of a destination that offers a distinction between the competitions and portray the destination to be able to fulfill the demands of the tourists. Moreover, the position is a strategy that has the natural flow of communication across target markets. Implementing an effective positioning of the destination should be an important task are. For instance, there should be promising available for the potential tourists so as to create expectation and benefits. Organizations, therefore, need to implement an effective positioning strategy to gain competitiveness of the destination. An effective positioning strategy helps in the creation of distinctive perceptions in the mind of potential tourists. Marketing of the intangibles would result in the competitiveness of a destination since most tourism products have been found to be intangible. Therefore, the marketing of the intangible tourism products alongside the tangible product as evidence is very essential. CONCLUSION Destination marketing and management benefits regions in several ways. First, it creates an establishment of competitive edge. The competitive edge is brought about by the positioning of the destination and marketing intangible tourism products such as support services and attraction. Second, destination management and marketing ensures the presence of tourism sustainability in the region. Moreover, visions should be put in place. There are various roles of the Destination Marketing Organizations that includes maintenance of quality standards to tourism, servicing of customers, carrying out tourism marketing and engaging in tourism education among other roles. The DMOs ensures that there is a universal, regional vision in relevance to tourism that would enable the region to benefit and meet its objectives. REFERENCE LIST Ritchie, J. (1993). Crafting a destination vision. Tourism Management, 14(5), pp.379-389. Read More