L1 1 introduction to tdm

An Introduction to
Destination Management
Lecture 1/1
An Introduction to
Lecture 1/1
An Introduction to

Anna Antonova, Ph.D.Tourism Destination Management. - 20152
An Introduction to Destination
Management (1/1)
1.1 Defining a Tourism Destination
1.2 Defining Destination Management
1.3 Why Manage the Destination
1.4 Tourism Destination Management:
Similar But Different to Other Industries
1.5 Sustainable Tourism Development
1.6 Destination Life Cycle: Various Stages of
Development and Why it is Important to be
Aware of Them

An Introduction to Destination
Management (1/2)
1.7 Types of Tourism
1.8 The Customer Journey
1.9 Maximising Visitor Satisfaction: A
Value Chain Approach
1.10 A Framework for Developing a
Destination Management Strategy
1.11 Strategy Check List

1.1 Defining a Tourism Destination
What is “Tourism Destination”?

“Tourism Destination”:
• Is a physical space in which a tourist
spends at least one overnight.
• It includes: tourism products (such as
support services) and attractions and tourist
resources within one day’s return travel time.
• It has physical and administrative boundaries
defining its management, and images and
perceptions defining its market
competitiveness.

Destinations could be on any
scale:
…a whole country
(e.g. Australia)

… a region (such as the Spanish
‘Costas’) or island (e.g. Bali)

…a village, town or city

...a self-contained centre
(e.g. Disneyland)

…Other examples of
Destination?

Note:
In this course we consider
that the optimum level for
destination management in
most countries is below the
national level or regions

The Basic Elements of the
Tourist Destination
Destination appeal and experiences offered are
shaped by:
AttractionsAttractionsAttractions
Public and
Private
Amenities
Accessibility Human
Resources
Image and
Character
Price

Attractions
…focus of visitor attention and may provide
the initial motivation for the tourist to visit
the destination.

Attractions can be categorised as…
1) natural (e.g. beaches, mountains, parks,
weather)…

2) built (e.g.
iconic buildings
such as the
Eiffel tower,
heritage
monuments,
religious
buildings,
conference and
sports facilities)

3) cultural (e.g. museums, theatres, art
galleries, cultural events)

…attractions could be in the public realm
such as a nature park, cultural or historical
sites or could be community attractions
and services such as culture, heritage or
lifestyle. Other, less tangible factors, such
as uniqueness and emotional or
experiential triggers are also attracting
tourists to destinations.

Sector
(type of ownership)
Main types of
attractions owned
Main motives for ownership an operation
Public:
- government,
- local authorities,
- nationalised
industries.
Museums, galleries
Ancient monuments
Archaeological sites
Historic buildings
Country parks
Forests
Main priority
Conservation
Other priorities
Education, public access, increased leisure
opportunities for the community, catalyst for
tourism development, income, visitor
management
Private:
- Commercial
organisations.
Theme parks
Zoos
Marinas
Main priority
Profit
Other priorities
Entertainment, max. visitor numbers, market
share, exploit growth markets
Voluntary:
- Trusts &
charities.
Historic buildings
Heritage centres
Steam railways
Main priority
Conservation via income from visitors
Other priorities
Education, visitor management
Ownership of Attractions

Amenities…
…are the wide range of services and
facilities which support the visitors’ stay

Amenities include basic infrastructure
such as:
- utilities

- public transport, and roads

- direct services for the visitor such as:
..accommodation,
..visitor information,
..recreations facilities,
..guides,
..operators,
...catering
..shopping facilities

Accessibility
• The destination should be accessible to a
large population base via road, air
passenger services, rail or cruise ships.
Visitors should also be able to travel with
relative ease within the destination.

• Visa requirements, ports of entry, and
specific entry conditions should be
considered as part of the accessibility of
the destination.

• What is your opinion about
accessibility of such destination as
St-Petersburg?

Image
• A unique character or image is important for
attracting visitors to the destination.

• It is not sufficient to
have a good range of
attractions and
amenities if potential
visitors are not aware
of this.

The image of the destination includes:
• uniqueness,
• sights,
• scenes,
• environmental quality,
• safety,
• service levels,
• friendliness of people.

DESTINATION
ST.-PETERSBURG

• Various means can be used to promote
the destinations image (e.g. marketing
and branding, travel media, e-marketing).

Price
• Pricing is an important aspect of the
destination’s competition with other
destinations.

Price factors relate to the:
- cost of transport to and from the
destination
- cost on the ground of accommodation,
attractions, food and tour services.
• A tourist’s decision may also be based on
other economic features such as currency
exchange.

Human Resources
• Tourism is labour intensive and interaction
with local communities is an important
aspect of the tourism experience.
• A well-trained tourism workforce and
citizens who are equipped and aware of
the benefits and responsibilities
associated with tourism growth are
indispensable elements of tourism
destination delivery and need to be
managed in accordance with the
destination strategy.

Questions
• What is “Tourism Destination”? Give
an examples.
• What the Basic Elements of the Tourist
Destination do you know?
• What is “Tourist attraction”? What
types of tourist attractions do you
know?

1.2 Defining Destination Management
1.2.1. The Destination Management Organisation (DMO)
• The DMO’s role should be to lead and coordinate
activities under a coherent strategy.
• They do not control the activities of their partners but
bring together resources and expertise and a degree of
independence and objectivity to lead the way forward.
• DMOs must develop a high level of skill in developing
and managing partnerships.
• DMOs have typically undertaken marketing activities,
their remit is becoming far broader, to become a
strategic leader in destination development.

Tourism being an extremely competitive industry
requires a coordinated management approach
based on collective vision and strong partnership

DESTINATION MANAGEMENT
ORGANIZATIONS:(DMO)
• A recent conceptualization of the organization function
for destination management: M means total
management rather than simply marketing.
• DMO is highly representative of the tourist industry and
involves public and private stakeholders operating a
partnership model both in terms of representation and
funding.

Destination Management Organisations
could be one of the following categories:
• National Tourism
Authorities (NTAs) or
Organisations (NTOs),
responsible for
management and
marketing of tourism at
a national level.

• Regional, provincial or state
DMOs (RTOs), responsible for
the management and/or
marketing of tourism in a
geographic region defined for
that purpose, sometimes but
not always an administrative
or local government region
such as a county, state or
province.
• Local DMOs, responsible for
the management and/or
marketing of tourism based on
a smaller geographic area or
city/town.

Link between the success of a
destination and the DMO:
• Effective model and structure
• Vision and leadership
• Planning

DMO: VISION AND LEADERSHIP
• Vision is a created portrait or an overall picture of the
desired future of the destination. It is the essential
component of tourism policy and should intergrate all
the elements necessary for destination
competitiveness.
• Vision provides a direction for development
• In the visioning step, the stakeholders which in many
cases differ in their perceptions of the impacts and
can easily go off in different directions should share a
common view. (strong sense of purpose, shared
ambition)

PLANNING: ( broad steps to deliver on
the vision)
• Analysis of the current situation,
• Analysis of the oppotunities and needs,
• Selecting the target market,
• Setting objectives
• Prioritisation and selection of areas for focus and
investment (infrastructure, human resources, product
development, technology and systems development,
related industries and procurement),
• Marketing plans (destination image, branding, positioning,
distribution channels, promotion tactics etc.),
• Evaluate results (measure perfomance, monitor
governance, identify gaps and respond).

Anna Antonova, Ph.D. Tourism Destination Management. - 2015 45
Example Tourism Victoria, Australia: Goals of
a destination management organisation (1/2)
• Tourism Victoria is the State Government
authority responsible for developing and
marketing Victoria as a premium tourist
destination for Australian and international
travellers. Tourism Victoria is a statutory
authority within the Department of Innovation,
Industry, and Regional Development.
• Tourism Victoria’s mission, in partnership with the
industry, is to “Maximise employment and the
long-term economic benefits of tourism to
Victoria by developing and marketing the State as
a competitive tourist destination”.
See: www.tourismvictoria.com.au

Anna Antonova, Ph.D. Tourism Destination Management. - 2015 46
Example Tourism Victoria, Australia: Goals of
a destination management organisation (2/2)
• Marketing Goal. To increase visitor numbers,
length of stay and visitor expenditure by
positioning Victoria as a distinct and competitive
tourist destination.
• Leadership Goal. To take a leadership role in the
tourism industry, encourage professional
standards and the development of cooperative
arrangements which maximise industry
effectiveness.
• Infrastructure Goal. To improve the tourism
assets of Victoria by identifying infrastructure
opportunities and facilitating development
projects.
• Management Goal. To maximise the effective use
of resources by conducting the business of
Tourism Victoria in accordance with professional
commercial management principles.

1.2.2 What is Destination Management?
• Destination management is the co-ordinated
management of all the elements that make up a
destination (attractions, amenities, access,
marketing and pricing).
• Destination management takes a strategic
approach to link-up these sometimes very
separate entities for the better management of
the destination.
• Joined up management can help to avoid
duplication of effort with regards to promotion,
visitor services, training, business support and
identify any management gaps that are not
being addressed.

Destination management

• The elements of the destination are supported
by marketing to get people to visit in the first
place and delivery of services on the ground
to ensure that expectations are met at the
destination.
• Underlying these activities is the need to ensure
a suitable environment, (physical, social and
economic) in which to develop tourism.
• The Destination Management Organisation
should lead and co-ordinate these different
aspects of the destination.

Creating a suitable environment
includes:
• Planning and
infrastructure;
• Human resources
development;
• Product development;
• Technology and
systems development;
• Related industries and
procurement.

Marketing – to attract visitors
Marketing includes:
• Destination promotion, including branding
and image;
• Campaigns to drive business, particularly
to SMMEs (Small medium and micro
enterprises);
• Unbiased information services;
• Operation/facilitation of bookings;
• CRM (Customer Relationship
Management).

“St-Petersburgs’ Logo”

Delivery on the ground includes:
• Destination coordination and management for
visitor ‘quality of experience’, especially the
public realm;
• Product “start-ups”;
• Events development and management;
• Attractions development and management;
• Training and education;
• Business advice;
• Strategy, research and development.

1.2.3 How Does Destination Management
Work?
Destinations are some of the most difficult
entities to manage and market, due to the
complexity of the relationships of local
stakeholders

STAKEHOLDERS

The Destination Management Plan (DMP)
is a key instrument for building partnership and
commitment. As a document it should set out clearly the
plan of action and the rationale for the programme. As a
process it should be a prime opportunity to:
• Integrate the actions of separate organisations;
• Confirm and strengthen the link between strategy and
action;
• Apply the DMO’s knowledge and expertise to the project
planning of other organisations;
• Foster an evidence-based and learning approach to
destination promotion and management.

1.3 Why Manage the Destination
• Why Does the Destination Have to be
“Managed”?

• Tourism is an extremely competitive industry and to
compete effectively destinations have to deliver
excellent value to visitors.
• From the time that the visitor arrives at the
destination, until he/she leaves, visitor value is
affected by many services and experiences: public
services, private products and community
interactions and hospitality.
• It is vital that the various components of the visitor’s
stay are managed and coordinated to maximise
customer value throughout the visit.
• Effective destination management allows
destinations to maximise tourism value for visitors
while ensuring local benefits and sustainability.

1.3.2 Advantages of Managing a Destination
1. Establishing a competitive edge – has 2 requirements:
• Establishing a strong and unique positioning, i.e.
offering a different kind of experience compared to
other destinations, by developing the destination’s
attractions and resources in a way that highlights
its unique characteristics.
• Delivering excellent quality experiences and
superior value for money, by ensuring that all
aspects of the visitor experience are of the highest
standard are co-ordinated.

2. Ensuring tourism sustainability
Sustainable tourism development with
proper management and planning ensures
that the destination maintains its
environmental integrity and the resources
and character that made it attractive in the
first place are protected. Good
management can also help to avoid social
and cultural conflicts and prevent tourism
from affecting local lifestyles, traditions
and values adversely.

3. Spreading the benefits of
tourism
Tourism expenditure and consequent
benefits could be spread e.g. by
supporting the development of community
based products and experiences,
advancing rural and experiential tourism,
promoting small business development,
exploring the potential of arts and crafts
industries, etc.

4. Improving tourism yield
Through focused spatial development and
targeted marketing, destinations could
lengthen the average visitor length of stay,
increase per capita visitor expenditure and
reduce unwanted seasonality in visitor
arrivals; all contributing to an improved
return on investment and yield per visitor.

5. Building a strong and vibrant
brand identity
DMOs are increasingly realising the value
and power of strong destination brands.
By consistently delivering excellent value,
brand loyalty increases and visitors return
to the destination on a regular basis.

• Why destinattion has to be managed
and what are advantages of managing
a destination?

1.4 Tourism Destination
Management:
Similar But Different to Other Industries
Common success indicators: Tourism and manufacturing
industries
Shoe Manufacturing Tourism
Number of shoe manufacturers Number of tourism businesses
Number of people employed in
shoe manufacturing
Number of people employed in
tourism
Pairs of shoes produced per
annum, per type of shoe
Value of shoes produced
Number of visitors attracted,
per visitor segment Tourist
spend

• As with other industries a successful
tourism industry depends on two key
aspects coming together: a suitable
experience (product) and a customer
(market) that is willing to purchase and
pay for it.

• Tourism can only succeed if tourism
businesses are viable, i.e. if the product is
suitable and if there is adequate demand
for it.

1.4.1 Unique Features of the Tourism Industry

1.5 Sustainable Tourism Development
• Destination management -
is the interactions between
the visitors, the industry
that serves them, the
community that hosts them
and the environment where
this interaction takes place.
• The last of these, the
environment, can be
understood in its broadest
sense to include built and
natural resources on which
many tourism products are
based.

The model can be used as a quick check of
the sustainability of a proposed plan or
action. Four questions should be asked:
• How will this decision affect the visitors?
• What are the implications for industry?
• How does this affect the community?
• What will be the impact on the
destination’s environment and/or culture?

• If positive answers cannot be given for all
four questions, then the right balance has
not been found and the proposition is
unlikely to be sustainable.

• Discuss a possibility to build in St-
Petersburg region a F-1 ring to give a new
breath to tourism in this historical city.
• Answer the 4 above questions and make a
conclusion about potential sustainability of
tourism in such case.
“St-Petersburg – the
city of Formula-1”

1.6 Destination Life Cycle:
Various Stages of Development and Why
it is Important to be Aware of Them
• Tourism destinations are constantly
changing, they rise and fall in popularity
and their success can often be influenced
by changes in fashion or to external
influences outside the control of the
destination. This process can be
understood in terms of a life cycle as
explained by the Tourism Area Life Cycle
(TALC)

Tourism Area Life Cycle

Exploration.
• During this stage small numbers of visitors
are attracted by natural or cultural
attractions; visitor numbers are limited and
few tourist facilities exist; visitors may
come from nearby towns.

Involvement.
• During this stage there is limited
involvement by local residents who
provide some facilities for visitors;
recognisable tourist seasons and market
areas begin to emerge; visitors may travel
from within the state or region.

Development.
• During this stage large numbers of tourists
arrive and external organisations such as
hotel chains and tour operators take more
of a key role; tourists may travel from all
parts of the nation or internationally.

Consolidation.
• During this stage tourism becomes a
major part of the local economy and of
increasing political importance, with
politics perhaps taking more of a central
role. Rates of visitor growth may have
levelled off and some facilities may be in
need of upgrading.

Stagnation.
• During this stage the number of visitors has
peaked; the destination may no longer be
considered fashionable and there may be a high
turnover of business properties. Depending on
the response of destination managers to the
onset of stagnation, various scenarios are then
possible, including decline, stabilisation, or
rejuvenation and re-invention. It is at the stage of
consolidation and stagnation that managers
need to intervene and take action to avoid
decline.

1.7 Types of Tourism
 L1_2 Tourism overview
Tourism destinations may be affected by many
external influences outside their control such
as changes in fashion, or political or
environmental circumstances. Depending on
the resources available to the destination, it is
wise to diversify and to offer more than one
type of tourism. The following is a brief
explanation of the key types of tourism.

Leisure.
• Leisure tourism is the term used to
describe tourism for the main purposes of
recreation and leisure. It is typically
thought of in terms of the residential
vacation, but it may include day trips
also.There are many different types of
tourism within this sector such as
adventure tourism, ecotourism, heritage
tourism, wine tourism, packaged beach
vacations and so on.

Health.
• Health tourism can broadly be defined as people
travelling from their place of residence for health
reasons. This includes visits to spas and health
and fitness centres, as well as travelling to
receive treatments which require more specific
medical intervention such as cosmetic or
medical surgery. The latter have been driven by
high costs and long waiting lists in the
generating countries and by new technology and
skills in destination countries alongside reduced
transport costs and Internet marketing.

Educational/study.
• Educational or study tourism includes both
travelling to attend an academic institution
in order to gain qualifications or
participation in a tour for the purposes of
learning.

Business tourism.
• Is travel to attend an activity or event associated with
business interests. A key component of business tourism
is the MICE sector: meetings, incentives, conventions
and exhibitions.
• Business travellers come at different times of the year, at
different days of the week and may return to a
destination as leisure travellers. Business travellers,
particularly conference delegates, may travel with their
partners and can be persuaded to spend extra time in
the destination for leisure purposes. Business tourism is
high quality and high yield and can be positioned as a
key part of an economic development strategy. The
sector is resilient to the types of events and economic
downturns that affect leisure tourism adversely.

Visiting friends or relatives
• This term refers to travel to visit friends or
relatives and could be the primary purpose of a
trip, or could be a combination of visiting friends
and relatives with a vacation. The extent to
which VFR visitors use services such as
accommodation and attractions will vary, some
may stay exclusively with their friends/family
while for others this may be a combination.
Globalisation is facilitating more of those who
live and work in different countries from those in
which they were born and this will inevitably
increase VFR travel.

Religion.
• Religious tourism is tourism motivated
strongly for religious reasons. This may
include pilgrimages to significant religious
places such as the Holy Lands –
significant to Jews, Muslims and
Christians or India – significant to Hindu
and Buddhists. Religious tourism can also
be for a specific religious conference or
event such as the Islamic pilgrimage to
Makkah (Mecca).

Sport.
• Sport tourism is travel
• to participate in a sports activity for recreation or
competition;
• or to observe a sporting event (e.g. the Olympics, which
attract a number of participants and spectators);
• or to visit a sports attraction. Attractions may be
natural or man made and provide opportunities to
participate in sport.
Resorts often specialise in providing sport activities such as
golf or tennis and specialised tours such as package ski
tours or tours for spectators and participants have been
developed.

Type ofType of
destinationdestination Customers & ActivitiesCustomers & Activities
Urban
Business-MICE
(Meetings-Incentives-Conferences-Exhibitions-Education-Religion-Health)
Leisure
(Sightseeing-shopping-shows-short breaks)
Seaside
Business-MICE
(Meetings-Incentives-Conferences-Exhibitions)
Leisure
(Sun-sand-sea-sex-sports)
Alpine
Business-MICE
Leisure
(Ski-Mountain sports-health)
Rural
Business-MICE
Leisure
(Relaxation-Agriculture-outdoor activities-sports)
Authentic
third world
Business-MICE
(explore business opportunities-incentives-touristic visit)
Leisure
(Outdoor-adventure-authentic-charities-special interest)
Unique
Exotic
Business-MICE
(Meetings-Incentives)
Leisure
(Special occasion-honeymoon-anniversary)

1.8 The Customer Journey
• The customer journey is a helpful
framework for understanding the
experience of the customer: from first
thinking about a vacation or business trip
through to planning, booking, experiencing
and recalling the experience.

The Customer Journey

1. Dreaming.
• The customer is considering a vacation.
They may have an idea of when they will
travel, for how long and how much they
might spend, but they have not decided
where they will go or what they will do.
They will be looking for inspiration, ideas
and recommendations. Decision making
will probably begin at the national level, as
different countries are considered.

2. Planning.
• The customer may have a clearer idea of
where and what they want. They will be
looking for further, specific information
about their choice such as transport and
accommodation options, things to do,
‘must sees’, events, the weather, and bad
weather options. The decision making
may be narrowed down to regions and/or
destination in the country of choice.

3. Booking.
• The customer may make comparisons of
best values – price may be the main
priority followed by convenience and
security. The booking may be made
through an intermediary – a tour operator,
travel agent, booking agent or DMO or
directly with individual providers (e.g.
Transport and accommodation providers).

4. Experiencing.
• This is the stage at which the visit is
experienced and will include transport to
and arrival at the destination as well as
every aspect of the visitors stay once they
have arrived. This stage covers everything
from the overall welcome that they
receive, the standard of the facilities, the
quality of the attractions, accommodation
and other amenities and the information
that visitors receive.

5. Remembering.
• The customer will recall their journey and will assess
whether it was good or bad. The experience at every
step of the journey will inform this decision. If the
experience was good, then the customer may
recommend to others, or return themselves. If the overall
experience was bad then the customer will not return,
will not recommend to others, and may well speak badly
of the destination. The DMO can keep the memory of the
good experience fresh in the mind of the visitor through
the good practice of Customer Relationship
Management. This “satisfaction dividend” is reaped
through the destination’s marketing. Databases of past
customers and followup database/e-database marketing
should be maintained on an ongoing basis.

• Quality consistency at every stage of the
journey (from planning and anticipation
through the booking process and into the
experience) should be ensured
• Those concerned with the success of the
destination (including the public and
private sectors) should combine effectively
to deliver this consistent quality. This will
generally be through a DMO.
 L6 Quality

Customer journey,
communications life cycle (CLC)
and destination action

1.9 Maximising Visitor Satisfaction:
A Value Chain Approach
• A large part of the tourist’s experience is
dependent on support factors at the destination
that cannot be affected, controlled or packaged
by any individual player in the industry.
• In order to analyse and understand exactly
where and how value is added to the destination
experience at each stage we need to design a
value model that is clearly focused on the
consumer’s requirements sand activities.

Primary Activities
• Primary activities directly involve the
packaging, promotion and delivery of the
tourism experience to the visitor. The
public and private sector tourism
industries consider these primary activities
their core business including: Product
development, Destination and product
packaging, Promotion, Distribution and
sales, In and outbound logistics,
Destination operations and services,
Aftercare.

The destination value chain:
Primary activities

Product development.
• This is of key importance to ensuring constant
rejuvenation of the destination offering. There are two
different parts that make up the product. Firstly
attractions such as natural, cultural and man-made
products that provide the major reasons for travellers
wanting to visit and experience the destinations and
plant such as accommodation, catering and
transportation which is mainly developed in support of
the attractions of a destination and does not act as a
primary motivator for travel. It is therefore of utmost
importance that the attractions are constantly improved
and expanded in accordance with new trends and
developments in the marketplace.

Destination and product
packaging.
• The intangible tourism product should be
packaged as conveniently, attractively and
accessibly as possible. Packages consist
of a range of attractions, experiences,
products and services and can be offered
according to theme, suggested itineraries
or geographical locations.

Promotion.
• The destination needs to be promoted to
the marketplace either directly to the
consumer or to the intermediaries (travel
agents and tour operators) using a range
of promotional methods.

Distribution and sales.
• Generic and commercial information
should be distributed through the most
appropriate channels. These include
consumer enquiry lines, mailing services
to distribute destination information,
brochure display facilities, retail travel
agency networks to quote, sell and make
reservations, arranging insurances as well
as payment and ticketing systems.

In and outbound logistics.
• Ease and speed of access, especially for long-
haul destinations, is increasingly having an
influence on destination choice. Choices to visit
can be influenced by convenience factors such
as availability and cost of flights, visa and
passport provision, airport facilities and services,
VAT reclaim facilities, emigration services, check
in and gate operation, baggage handling, in-
flight services, seat pricing and scheduling, etc.

Destination operations and
services.
• The largest part of the tourist experience
happens at the destination and this has a
determining effect on the enjoyment levels and
value experienced by the visitor. These include
all aspects of the tourists visit including
transfers, taxis and public transportation, visitor
services and centres; accommodation,
food/catering, tours, attractions, car and car
rentals, entertainment, health and beauty
services, sport and recreation, etc.

Aftercare.
Client care and follow-up is essential to
establish loyalty and positive attitudes
among clients.
Aftercare services include establishing,
managing and maintaining databases of
client information, tracking consumer
attitudes and profiles and conducting
industry feedback and follow-up
programme.

Foundation Activities
The foundation activities are those where the value
delivery is indirect and supports the visitor
experience e.g. : infrastructure, planning, human
resources development, technology and related
industries such as construction, retail, etc.
The provision of these foundation activities is
especially challenging, since they are delivered
by a range of public and private agencies that do
not have tourism as their core businesses.

Foundation Activities

• The efficient delivery of these activities
and their performance are a fundamental
foundation for building a tourism
destination and as such are vital to the
destination’s success. The destination
must live up to its brand promise,
otherwise there will be high levels of
dissatisfaction. Ensuring these foundation
activities are in place requires strong
leadership from the DMO.

• Such delivery can only occur within the
framework of public/private partnerships
and strategic alliances and effective
institutional coordination among the
various players in the value chain.

1.10 A Framework for Developing a
Destination Management Strategy
The following systems framework [110]
summarises the strategic planning model
that could be used for devising a strategy
for effectively managing the destination.

A framework for destination strategy development

Sources (main):
1. Trends and Issues in Global Tourism - 2011. Roland
Conrady, Martin Buck. – 2011. - ISBN 978-3-642-
17766-8
2. A Practical Guide to Tourism Destination
Management. World Tourism Organization, 2007 -
ISBN: 978-92-844-1243-3
3. Rich Harrill, Ph.D. Guide to Best Practices in
Tourism and Destination Management. Vol.1.
AMERICAN HOTEL & LODGING EDUCATIONAL INSTITUTE, 2003 -
ISBN 978–0–86612–250–4
4. Rich Harrill, Ph.D. Guide to Best Practices in
Tourism and Destination Management. Vol.2.
EDUCATIONAL INSTITUTE of the AMERICAN HOTEL & LODGING
ASSOCIATION, 2005 - ISBN 0–86612–272–9

5. The new Destination Managers Toolkit (DMT) -
http://
www.insights.org.uk/destinationmanagementguide.aspx
#
6. Sustainable Tourism: International Cooperation for
Development / http://lms.rmportal.net/course
/category.php?id=51
7. Handbook on Tourism Destination Branding.
UNWTO, 2009. – ISBN 978-92-844-1311-9
8. World Tourism Organization (UNWTO) official
website: http://www2.unwto.org/en
Sources (additional):

L1 1 introduction to tdm

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