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Topic 5: Destination Marketing and Management, Definition - Coggle Diagram
Topic 5:
Destination Marketing and Management
Contemporary Tourism Marketing
Demanding empowered customers
post-tourist
traditional models do not work
technology has given travellers control over purchases
the connected knowledge economy
become learning organization
share information on-line via social media
Facebook
Instagram
Twitter
inter-organisational networks & collaboration
Globalising market
Homogenisation
Fragmentation
Adaptive organisations
Flexible Organisation
Coalitions & Exchange
Hubs of Complex Networks
Market Exchange Companies
Marketing Coalition Companies
It is a process and outcome which includes many stakeholders.
Marketers are to manage stakeholders, formulate and manage the brand
Operates at a variety of scales
Branding hold destination marketing together
Started in mid 19th century
Destination Management Organisations (DMOs)
Provide leadership
Structure vary
Vulnerable to disintermediation
Strategy acts as umbrella marketing agency
DMOs Aims
Enhancing Destination Image
Increasing industry profitability
Reduce Seasonality
Ensuring long-term funding
Key Tourism Marketing Approaches
Research Driven Market Information
Knowledge Management
Variety of Information Sources
Deep & Meaningful Research
Difficult in tourism due to product & sector
Underpins decisions for new products & opportunities
Future lies in qualitative & technological approaches
Relationship Marketing
Build relationship across organisation
Create and enhance strong relationships with customer
Differs from transactional marketing
Strategies for customer binding
Financial Incentives
Social Benefits
Structural ties
Social Media
Use of Technology
Influences every part of contemporary tourism marketing
Changed culture of purchasing
Connects all market actors
Cost-effective
More suitable for e-marketing of intangible nature of tourism
Advantages
Online brochures:
Virtual tours - able to try and experience before purchasing
Real time update of credible and accurate information
Generates more traffic to the site
More engaging
Allows consumer to book online without having to travel down to the store
New Tourism Product Development
Vital for competitveness
Responds to changing tastes & technology
New products differ from new services
Corporate Social Responsibility
Driven by customer pressure
Takes into account broader needs of Society
Ethical Consumption growing in importance
Approaches to Corporate Responsibility
Minimalist: Basic Stakeholder Support
Philanthropic: Project Specific/Seeks to Change
Encompassing: Looks to broader community/leads change
Social Activist: Foundation of the business/Seeks to affect change in others
Destination Branding
It is a process used to develop a unique identity and personality that is different from all competing destination
Involves "selecting a consistent brand element mix to identify and distinguish a destination through positive image building" (Cai, 2000)
Tourists are increasingly seeking lifestyle fulfilment and experience
Less emphasis on tangible components of the holiday experience
Consumers often link themselves with certain brands to express their personalities, emotions * roles
Differentiation is the key to success
Complexity
Complex amalgam whether its for businesses, services, experiences, or people
Deciding on which elements that will form the basis of the brand is not easy as there are 3 parts of it, namely core, secondary and peripheral
Limited resources
Volatile external environment
Blueprint for branding developing and marketing of destination
positioning
product formulation
nesting the brand
communication strategy
Coordination of the private sector & other stakeholders through cooperative marketing
Acting as a base for promotion of other products
e.g. investment, economic development, film, and TV
Facilitating and encouraging the use of local products and design
Facilitating seamless market communication of the destination
Destination Image
'The attitude, perception, beliefs and ideas one holds about a particular geographic area formed by the cognitive image of a particular' (Gartner 2000)
A simplified version of reality
Critical due to intangible nature of the destination & inseparable nature of consumption
Component consists of: cognitive, affective & conative
destination image principal component of a travellers decision making process, principal component of destination marketing & promotion
Destination Marketing aims to produce positive image of the destination
Choice Sets
Unaware Set
- No knowledge of destination & does not recall easily
Aware Set
Inert
- Neutral image in terms of travel needs
Evoked
- destinations that readily come to mind with positive image
Inept
- Destinations unable to meet travel needs & negative image in relation to needs
Destination Visitor Management
Visitor Management Planning
Enables attractions to achieve sustainable destination development by providing consistent & reliable visitor experience, monitoring & prevention of vandalism & kleptocracy
Balance between resource protection & recreation provision
Long term approach required
Physical & Social Carrying Capacity Considerations
Strategic approaches to reduce negative impacts
Managing supply of tourism/visitor opportunities
Managing demands for visitation - length of stay, type of visa etc
Managing resource capabilities to handle use - hardening the site/specific locations/developing facilities
Managing impact of use - reducing negative impact of use by modifying the type of use/dispersing/concentrating use
Visitor Management Strategies
Restricting access
Certain ticket sales only per day/month/year
Closing off sections at certain times of the year
Maintenance
Visitor flow
Roped areas
No photographs
Guided tours only
Definition