Please enable JavaScript.

Coggle requires JavaScript to display documents.

Chapter 2 The Strategic Foundations: Assessing the Situation and Setting a…

- - - - market-orientated
      - Identify potential market opportunities
      - realistic assessment of the destination’s resources;
      - analysis of other destinations  competitive analysis undertaken
  - - - Market performance – e.g. occupancy, visitor numbers.
      - Yield and profitability.
      - What are the overall dimensions of tourism demand and impact?
      - Peaks and troughs
      - How is the tourism product performing?
    - - National Tourism Surveys on domestic and inbound visitors.
      - Tourism Satellite Accounts (TSAs).
      - Attraction surveys
      - Local Economic Impact models
      - Occupancy surveys
  - - - Realities facing:
        
        outside the control of the destination marketer
        
        environment is changing at an escalating rate
        
        =>Continuously scan and evaluate the trends
    - - Maximising and turning the inherent resources into competitive advantages is critical to the success of the destination strategy
      - Factors:
        
        Tangible resources
        
        The key “attractors” in a destination (tourist attractions, historic sites, beaches,...)
        
        Accommodation stock in the destination
        
        Transport
        
        Others
        
        Intangible resources
        
        Image (safety, security, uniqueness of experience, etc.)
        
        Culture (welcoming, hospitality, etc.)
        
        Reputation (value, service quality, hospitality, etc)
        
        Human resource
        
        Work ethic.
        
        Training
        
        Skill, qualifications and experinece
        
        Financial resources
        
        Public capital (services, infrastructure, etc.)
        
        Finances to develop and market tourism, etc.
        
        Investment capital
      - questions that should be covered include:
        
        The capacity of tourism resources;
        
        The quality of tourism resources;
        
        The key motivation themes and their relative strengths, the unique selling points (USPs);
        
        Current and potential investment.
        
        The scale of the tourism product;)
      - Identified through:
        
        Audits;
        
        Site visits;
        
        Product databases;
        
        Capacity studies.
    - - Market performance evaluation of the destination should include an evaluation of the destination’s performance relative to its competitors
      - Aspects:
        
        Market trends. Global movements, demand consistency and fluctuations, etc.
        
        Source markets and segments
        
        Market gaps
        
        Market impact
      - Total Market Review:
        
        give a broad overview of the marketplace
        
        which to look at potential markets.
        
        research to pull together information on the global tourism market
      - Current Market Review: It is important to know who is coming now.
      - Sources: Vistors survey, Database analysis
    - - Destination tourism competitiveness depends heavily on the ability of related industries (retail, vehicle, etc.)
      - The ability of the tourism industry to be at the cutting edge of tourism innovation:
        
        Institutional “thickness” and competitive maturity
        
        the interest of developing and promoting the destination while competing with one another;
        
        The price competitiveness
        
        Innovation and diversity of facilities and services;
        
        The quality and standards of facilities and services;
        
        Technological astuteness & The ability of the industry to capitalise on new one
      - SWOT analyses should focus minds on real strengths, significant weaknesses, the best potential opportunities, and the greatest external threats.
- - - - Products and experiences promoted
      - Distance from our key source markets
      - Market segments targeted
      - Source markets
      - Growth performance
      - Peak tourism months
  - - - Comparing with other destinations
      - The application of public resources
      - Tracking performance over time
      - Evaluating tourism strategy
    - - Annual average % growth compared to competitors
      - Accommodation capacity growth/ occupancy rates
      - Market share of key source markets
      - Tourism seasonality/ geographical spread.
      - The volume/ value of tourists
  - - - Threat of Entry (ex: quality and cost of new destinations)
      - Complementors (Additional products/ services)
      - Supplier and Buyer power (ex: price, financial ability, quality…)
      - Current Competitors
- - - - Measurable. You should be able to measure if you met your objectives;
      - Achievable. Are the objectives you set achievable?
      - Specific. Objectives should specify what exactly you want to achieve;
      - Realistic. Can you realistically achieve them with the resources you have?
      - Timebound. In what time-scale do you want to achieve the objectives?
    - - Generate an average of US$ X million worth of additional tourism receipts each year;
      - Generate X thousand additional jobs in tourism by the year Y;
      - Increase the volume of tourist arrivals to X by the year Y (this can be broken up into specific segments, depending on the strategy);
      - Create an additional X thousand bed-spaces by the year Y.
      - Increase the value of tourism to the economy by X% by the year Y;
- - - - Tourism Marketing;
      - Information and Visitor Services;
      - Activities, Attractions and Experiences
      - Tourist Accommodation;
      - Business and Workforce Development;
      - Integrated Transport Infrastructure;
      - Planning and the Environment.