Lecture week 6 sustainability brian weir and jill gran

Lecture week 6: Sustainability
Brian Weir and Jill Grant
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What we will cover todayParadigms: Ways of seeing
What sustainability is not
What sustainability is
Degrees of sustainability and measuring sustainability
Why bother?
Encouraging sustainable events and tourism
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Note: this presentation is a very simplified and brief overview
of only some of the issues around sustainabilityThere is much,
much more to know!
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Paradigms and how we see thingsParadigm = beliefs,

assumptions and values that underlie the way in which we
interpret reality at a given point in timeOne example: Flat earth
vs spherical earth
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Can you think of any ‘paradigms’ you use, or that you have read
about?
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With regard to development, there are two contrasting
paradigms
Western environmental paradigm = anthropocentric (humans
are dominant), technological focus, free market based, can lead
to large-scale uncontrolled development
Green paradigm = an eco-centric world view = natural
environment is the core concern. Quality of the environment
more important than human ‘progress’
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Often when we speak about ‘sustainability’ we think only about
environmental sustainability
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If we thought about sustainability in this way, how would those
believing the anthropocentric paradigm see sustainability, and
those who thought of it that way?
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“ Sustainability is more than the environment … sustainability
is a concept and the basis for a business approach that will
assist education, sport and recreation practitioners and
organisations make their operations more financially /
economically, socially and environmentally
successful and beneficial to their stakeholders, communities and
staff”
Source: Weir & Dickson 2012
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A simple model of sustainability

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Economic elements
Environmental
elements
Social
elements
Sustainability
Triple bottom line approachThis focus on all three elements is
often called the Triple Bottom Line approach
Rather than just a financial bottom line, social and
environmental bottom lines are considered too
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An alternate model of sustainability
Organisational sustainability
Social Environmental Economic
Sustainability Sustainability Sustainability
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Sustainable development = "meeting the needs of the present
without compromising the ability of future generations to meet
their own needs"
Source: World Commission on Environment &
Development 1987 Our Common Future (The Brundtland
Report)
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How does this relate to events & tourism?
"Sustainable tourism is envisaged as
leading to management of all resources
in such a way that economic, social and
aesthetic needs can be fulfilled while
maintaining cultural integrity, essential
ecological processes, biological diversity
and life support systems"
Source: World Tourism Organisation
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In a sustainable approach to tourism:Tourism businesses work
to not exceed the environmental, social, cultural or economic
carrying capacitySo:
MINIMISE environmental, social, cultural and economic costs
MAXIMISE environmental, social, cultural and economic
benefits

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Of course sustainability isn’t a black / white, yes/no, we have it
/ we don’t have it propositionThere can be:
Degrees of sustainability, and
Development or evolution towards (or away!) from
sustainability
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Very strong
Minimization of resource use
Anti-economic growth
Sustainability position
Anthropocentrism
Eco-centrism
Very weak
Weak
Strong
Exploitation of resources
Economic growth

Technological innovation
Resource preservation
Zero economic growth
Zero population growth
Resource conservation
Managed growth
Common interpretation of sustainable development
Development of sustainabilityHow can sustainability be
developed or encouraged?
First we need to have measures and practices or processes for
measuring sustainability
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What indicators can we use to measure sustainability?Indicators
= measures that provide information about the status of some
phenomenonProvide data so tourism and events activities and
facilities can be managed accordingly
see Weaver and Lawton 201o: 300 for a table of UN World

Tourism Organisation indictors for tourism destinations
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Some examples of indicators in the tourism industry
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Some of the challenges with indicatorsFuzzy boundaries of
complex tourism systems Incompatible timeframes of
monitoring vs. political process Nonlinear relationships
between cause & effect Lack of knowledge re. benchmarks &
thresholds Potential incompatibility between environmental,
economic & sociocultural outcomes
Source: Weaver & Lawton 2010
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Is scale of operations a barrier to sustainability?Large scale:
Mass tourism / events
Small scale: Alternative tourism / events
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*Mass tourism / events = tourism or events involving large
numbers of visitors = less sustainable?

Alternative tourism = tourism involving smaller numbers of
visitors (small-scale tourism) = more sustainable ?
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Some ‘ideal’ types of mass tourismUnsustainable Mass
Tourism= destinations don’t have regulatory controls, exceed
existing environmental and socio-cultural carrying capacities or
limits of acceptable change
Examples?
Sustainable Mass Tourism = destinations, in theory, have high
intensity, large-scale tourism sectors which are maintained
within those carrying capacities or limits
Examples?
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Some ‘ideal’ types of alternative tourismCircumstantial
alternative tourism = destinations have a non-regulated, small-
scale tourism sector that superficially resembles Alternative
Tourism
That is, alternative-type tourism activities / practices happen
without planning
Deliberate alternative tourism = regulatory regime in place that
maintains sustainability
That is, Government or other regulation enforces this
Which do you think is the most effective?
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Some differences between mass and alternative tourism (Source:
Weaver & Lawton 2010)
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Some examples of small scale tourismHomesta ys Indigenous
tourism (e.g., Camp Coorong) Vacation farms Educational
tourism Volunteer activity
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Criticism of alternative tourism
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Some forces encouraging sustainable tourism:Traveler (and
business?) ethical considerations Growth of the ‘green tr aveler’
market Financial profitability of sustainability Changes in
business practice - adopting sustainable practices
Either by own initiative, industry pressures or regulation
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Let’s look at one element...
The growth of the ‘green traveler’ market Environmental and

social considerations exert a major influence on this kind of
tourists’ purchasing behavior That is, on what type of product,
what supplier etc., the traveler will spend their money on
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Characteristics of the ‘green traveler’More independent-minded
Prefers flexible and spontaneous itineraries Carefully assesses
tourism products in advance
Sensitive to local cultures Conscious of social justice concerns
Motivated by a desire for self-fulfillment and learning Searches
for authentic and meaningful experiences Searches for
physically and mentally challenging experiences
Knowledgeable about environmental issues
Wishes to have a positive impact on the destination
See Weaver & Lawton 2010: 304 for more detail
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But how committed are we to be ‘green’?
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Why bother with sustainability?‘Doing the right thing’Greater
awareness Cultural change = community, governments expect

moreTourists’ (i.e. those who buy the product) expectations
changingImpacts greater as more and more people travelImpacts
more visibleEnvironmental movement more mainstreamReduce
costs, increase profits
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An example: An ACT hotel has adopted stronger sustainability
practices to reduce costs, increase profits
This involved:Reducing energy consumption Reducing other
resource use (e.g. water)Reducing waste generated
The payoffs:Save $Benefit ACT environmentWon ACT
QANTAS Sustainable Tourism Awards 2012, 2013
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How can we encourage tourism and events to become more
sustainable?
Leadership: Tourism sectors often led by a small number of
high-profile innovative leaders ( e.g. Marriott Hotels, British
Airways)
How-to-do-it guidesGovernment / industry guidelines /
legislatione.g. SA Tourism Commission Ecotourism Design
Guide (extract on Unit Moodle site)
Self regulationIndustry associations set and enforce codes of
practice or accreditation e.g. Ecotourism Australia Ecotourism
accreditation

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Tools for sustainability
Certification, e.g. Green Globe:
Global, and encompasses all tourism sectors
Benchmarked - Certified
But consumer awareness lacking
Environmental branding, e.g. ‘eco-friendly’
Awards schemes – win awards for best practice, special
achievements, etc.
Supply chain audit for environmental and social performance,
maybe start with profitable, inexpensive and high exposure
practices
Environmental management systems; large corporations may
find it easier to be early adopters of sustainable practices -
benefit from economies of scale
‘Green’ funding and investment Regulation
Government legislation, mandated standards, practices etc.
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What are the relative strengths and weaknesses of each of
these?
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Further readingWeaver & Lawton (2010) Chapter 11Bladen et
al. (2012 )Black and Crabtree (2007) Quality Assurance and
Certification in Ecotourism CABI: Cambridge, Mass. USAWeir
& Dickson (2012) Organisational sustainability and risk
management. In: Dickson and Gray (eds.) Risk Management in
the Outdoors. Cambridge Univ Press: Cambridge, UK
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Running head: ESSAY: STRATEGIC MARKETING PLAN
1
ESSAY: STRATEGIC MARKETING PLAN
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Strategic Marketing plan
Author’s name
Institutional affiliation
Strategic marketing plan
Introduction
A strategic marketing plan of the UNE life should be able to
describe and explain the achievable objectives within a
specified period. Additionally, it must also show how the
resources will be distributed and allocated so as to enable UNE
life to gain competitive advantage. In simple terms, a
company’s strategy must also establish where the product
market should focus. Furthermore, a well-stipulated strategy
encompasses the scope of the organization, the goals and
objectives, resource allocation and deployments, sustainable

completive advantage, and the synergy of the organization
(Root 3, 2015). UNE life is an organization that tries to make
the students life in campus easier in terms of meals, booking of
gowns, entertainment as well as fitness services (UNE life,
2015). A proper marketing strategic plan will, therefore, ensure
that UNE life attains its objectives through appropriate
allocation of resources to gain competitive advantage.
Relevance of the mission, smart objectives and hierarchy of
strategies
Mission Relevance
UNE life’s mission enables it to focus and concentrate on what
is significant to its stakeholders as well as the organization
(Kokemuller, 2015). In other words, a mission statement
describes the basic organization’s purpose by explaining why in
the first place UNE life is unique in its services and their scope
of operation. In this case, UNE Life focuses on enabling the
students experience campus life by helping them to relax, be
entertained, celebrate; stay fit and take care of their issues in
business (UNE life, 2015).
Smart objectives
UNE life’s SMART objectives focus on the overall desired
accomplishments levels of the organization. Additionally,
SMART approach in marketing is employed as a blueprint for
establishing essential and marketing campaigns (Root 3, 2015).
UNE life focuses on specific marketing objective by ensuring
that each and every product they offer has its portal on their
website. To establish the importance and success of a strategic
marketing plan, it is of utmost importance that the organization
should have goals to measure as well as a milestone (Root3,
2015). In other words, UNE life uses the number of sold units
and the total revenue realized by intending to offer 30 percent

more services than the preceding year. Additionally, UNE life
has made this objectives realist by ensuring that their
expectations do not overwhelm their historical results in terms
of sales and average revenue (UNE life, 2015). Moreover, the
objectives of UNE life are time-bound because they have an
event calendar that shows specific ongoing events in the
campus. By so doing, they are able to analyze the real results on
the ground versus the projected results within a specified period
so as to enable the organization to make some adjustments
towards the strategic plan objective (Root 3, 2015).
Hierarchy of strategies for UNE life
UNE life is bound by three levels of strategy that include the
corporate strategy, business level strategy, and the functional
strategy. In this case, UNE life ensures that its corporate
strategy is functioning by concentrating on the scope of the
organization, resource allocation and distribution in the
organization (Granger, 2015). Corporate strategy is therefore
achieved through UNE life’s technical compatibility, ensuring
similarity in their customer and making sure that there is a
similarity in the customer’s behavior patterns (ANZ, 2015). By
so doing, they are in a position to achieve their sole mission
that is making campus life easier and enjoyable. Additionally,
UNE life ensures its business level strategy is functioning by
concentrating on sustaining competitive advantage through
advertisements and event promotions, overall cost leadership,
and differentiation (Granger, 2015). Moreover, UNE life should
therefore fully focus on campus life making so as to achieve its
functional strategy. By so doing, it will be able to accomplish
the objectives of the firm within the campus market.
UNE life’s Porter’s five competitive forces and the strategic fit
of prospector/ reactor/ analyzer/ defender
Porter’s competitive forces

UNE life is affected by stiff competition in the market from
those organizations offering similar services in the present
market. For instance, UNE life specializes in selling second-
hand books that can as well be bought in the streets black
market at the cheaper price (Adapa, 2015). By so saying, it
means that, since there is minimal product differentiation and
high investments in terms of second-hand books and institutions
offering hiring of gowns services, UNE life will continue
getting competition from present competitors such as the
University of Minnesota.
Moreover, there is also the stiff competition that is preventing
the emergence and entry of new organizations in the market.
Some of the factors that prevent the entry of firms such as UNE
life in the dominant market include; first, the existence of large
economies of scale as well as the learning effects makes product
differentiation for the new firms in the market difficult
(Adapa,2015). Second, UNE life may also incur threats in terms
of difficulties in ensuring that its products and resources are
distributed across the campus. Third, there is also a threat that
occurs in terms of strong capital requirements at the outset of
production (Adapa, 2015). In other words, UNE life burst into
the market is made difficult by factors that prevent the entry
into the market. For example, Melbourne city offers some of the
best recreational services that may offer stiff competition to
UNE life given the fact that Melbourne city of Australia has the
large capital accumulation that UNE life.
UNE life is also threatened by the conditions stipulated by the
product suppliers. By so saying, it means that the cost
associated with changing suppliers in case of product change is
always high. Moreover, the substitutes of the existing supplies
are also high making the forward integration of UNE life more
difficult (Adapa, 2015). For example, the Supplies of the Brattle
Book Shop that is located in Boston may be much cheaper that
the ones were supplying at UNE life making competition in

terms of prices difficult.
Customers also play a vital role in the threats that are affecting
UNE life (Flat world, 2015). Additionally, the level and the
extent at which the customer’s concentration impacts on the
product determine the product importance in terms of
performance. Moreover, the buyer profitability also makes UNE
life products such as second-hand books, hiring of gowns and
graduation facilities such as meals to incur a backward
integration (UNE life, 2015).
The products of UNE life are also threatened by products that
exist in the market that virtually serve the same function. In
other words, this substitute product establishes a ceiling on the
sales that puts pressure on product prices whenever the supply
demand exceeds (Adapa, 2015). Therefore, this substitute makes
the overall volume sales and the profitability of UNE life to
drop tremendously.
Market and industry attractiveness through macro and micro
level analysis
It is universally acknowledged that industries and markets
should be assessed at both Micro and macro levels(ANZ, 2015)
The macro-environmental of any business organization entails
the business environmental conditions such as technological
factors, demographic factors, socio-cultural factors, regulatory
and the natural environment. Additionally, the micro
environmental factors entail all those individuals that make up
the industry that include; the companies and customers (Oxford,
2015)
UNE life’s Macro-environment

The UNE life target customers are mostly proactive youths in
campus (UNE life, 2015). Additionally, most of these campus
students likes to stay fit, relax with their peers and friends as
well as getting entertained. Being a university business, UNE
life experiences diversity in cultural values, beliefs, and norms
which are good for business. In other words, the social -cultural
trends experienced in The UNE life business vary depending on
the attitudes, values and individual behaviors (Adapa, 2015).
Moreover, the economic environment of UNE life is determined
by the income of the campus students, interest rates on their
products, the tastes and preferences of the campus students and
the UNE life’s overall impact on the economic health (Oxford,
2015). Furthermore, the increasing rise of internet retailing, the
powerful implications on the regulatory environment in which
firms operate make up the regulatory environment of UNE life
(UNE life, 2015). UNE life, therefore, should concentrate in an
establishment of environmental friendly products that will not
require the heavy employment of fossil hence reducing the
effects of global warming. However, UNE life incus some
challenges when it comes to sampling of the relevant market
which entails measuring the customer growth rates and market
size. Furthermore, considering the products and customers that
result in high revenues makes UNE life to incur a dilemma
when it comes to the definition of their company such that, is it
narrow or broad?(Adapa,2015)
UNE life Micro level environment
Micro environment entails offers that increase the customer
base, identifiable set of customers, the needs of customers and
other segments of the market that the current crop of products
and services may be able to penetrate (Adapa, 2015). In this
case, UNE life offers services in a unique way that makes it
hard for other organizations to duplicate. For instance, their
gym is well furnished with the facilities that are a necessary fit
for the youth in Campus (UNE life, 2015). Moreover, their

meals arrangement is developed in superior organizational
processes and abilities that make it difficult for other
organizations entering the market to imitate or rather duplicate.
To curb some of the consequences of Macro and Micro
environment, UNE life must concentrate on the positive and
negative impacts as far as profitability and the market share are
concerned. Moreover, it must exercise relevant timing when it
comes to changing their suppliers as well as the quality of their
products (UNE life, 2015). Furthermore, UNE life must exercise
proper market and industrial segmentation so as to establish a
homogeneous segment that is unique from others. By so doing,
it will solve the threats associated with the micro and macro
environment (Adapa, 2015).
The relevance of the marketing research and the 4 Ps
Marketing research entails the collection, design analysis and
reporting of information that is essential in gathering data
related to a marketing opportunity or challenge (Flat world,
2015). In other words, UNE life must, therefore, concentrate on
research objectives, research approaches, data sources, search
designs and planned analysis when it comes to their product
differentiation and customer segme ntation (Khan, 2015). By so
saying, their Gowns services should be planned in such a way
that, the students can obtain them in advance before the day of
graduation.
The client’s sales and contact should be carried out so as to
enable UNE life to disseminating real-time product data that
will enhance their net sales (ANZ, 2015). Additionally, the
choice of products depends on the calendar events in the
campus. For example, Gowns are distributed prior to a
graduation ceremony. Through the various advertisements on
their official website, the data collected through feedbacks and
opinions makes it possible to choose the price of the product
depending on the production cost and demand by the students
(UNE life, 2015). Moreover, the distribution of their services is

done the moment an individual places an order online.
The significance of the overall segmentation, targeting,
positioning and differentiation
The UNE life’s market positioning, differentiation and
segmentation comprises of distinct subsets of students who have
similar attributes and needs that makes them to act in a
particular manner towards goods and service offering as well as
a marketing program (Sujana, 2015). By so saying, it means
that, through its mission of helping students to relax and enjoy
the campus life, it can provide what each and every student
segment wants irrespective of age, gender, and ethnic origin
(Nielsen, 2015). Moreover, UNE life ensures that its products
are well positioned to offer competitive advantage through the
creation of a unique image in client’s minds (Adapa, 2015). By
so saying, it means that, its website is established in such a way
that, every time an individual looks for the University of
England website, he or she can find the UNE life website as
well. However, despite being closely linked, the segmentation
process, positioning and target marketing stands independently
Therefore, UNE life must ensure that the choices and analysis
of student segments are significantly evaluated (Lombardo,
2015). By so doing, they will have prevented the issues
concerning the prevailing realities in the market that makes
segmentation in terms of population, growth, and micro-
segmentation and demographic changes imperative.
The uniqueness or differentiation of goods and services
comprises of better and high-quality attributes coupled with
better money value (Lombardo, 2015). UNE life’s products such
as the gymnasium and entertainment services are setup in a way
that the students life on campus can relax, enjoy and keep fit.
The rates of payment are student friendly that is one of the main
reasons why most students in the University of England prefers
UNE life brand as opposed to others like the University of
Minnesota. By so doing, UNE life’s products have the
reputation for greater convenience, better and wider variety of
services and low cost of differentiation (UNE life, 2015). In

other words, UNE life must ensure that its products, gowns,
meals, gymnasium and entertainment products are differentiated
in terms of cost, design, quality and originality so as to position
their products into clients purchasing options.
Conclusion
In conclusion, proper marketing strategic plan will, therefore,
ensure that UNE life attains its objectives through appropriate
allocation of resources to gain competitive advantage.
Additionally, appropriate corporate strategies will ensure that
UNE life practice effectiveness when it comes to macro and
microenvironment. Moreover, with proper segmentation and
product differentiation, UNE life will ensure that customers
position their products image in their minds when it comes to
making choices.
References
ANZ, (2015). The importance of market research. Retrieved
from:
https://bizhub.anz.co.nz/resources/the-importance-of-market-
research.aspx
Charles H. Granger, (2015). The hierarchy of objectives.
Retrieved from:
https://hbr.org/1964/05/the-hierarchy-of-objectives
Dr.Sujana Adapa, (2015).Marketing strategy and management.
Flat world, (2015). Why market research is vital for business
success. Retrieved from:
https://www.flatworldsolutions.com/research-
analysis/articles/market-research-for-
business-success.php
George N. Root 3, (2015). Example of a smart objective for a
marketing plan. Retrieved from:
mallbusiness.chron.com/example-smart-objective-marketing-
plan-11290.html
Jennifer Lombardo, (2015). Market segmentation: why Market

segments are important to
marketers. Retrieved from:
http://study.com/academy/lesson/market-segmentation-why-
market-segments-are-important-to-marketers.html
Lisa Nielsen, (2015). Product positioning and differentiation
strategy. Retrieved from:
http://smallbusiness.chron.com/product-positioning-
differentiation-strategy-5078.html
Neil Kokemuller, (2015). Importance of mission, vision in an
organization. Retrieved from:
http://smallbusiness.chron.com/importance-mission-vision-
organizational-strategy-
16000.html
Oxford,( 2015). The impact of Micro and Macro Environment
Factors on marketing. Retrieved
from:
http://blog.oxfordcollegeofmarketing.com/2014/11/04/the-
impact-of-micro-and-
macro-environment-factors-on-marketing/
Qadar Khan, (2015). Market segmentation. Retrieved from:
http://www.thehomeofknowledge.com/the-importance-of-
market-segmentation/
UNE life, (2015). Experience campus life with us. Retrieved
from: http://unelife.com.au/
CHAPTER
10
--‐
TM
DESTINATION
DEVELOPMENT

L E C T U R E 8 W E E K 9 – I E T 9 4 7 0
D R . P A T R I C K L ’ E S P O I R D E C O S T A
LEARNING
OBJECTIVES
!  Discuss the implications of the destination cycle for tourism
managers
!  Outline the destination cycle in the Butler sequence
!  Explain how the different elements can be incorporated into
the
destination cycle
!  Critique the Butler sequence
!  Identify and discuss the factors that influence the destination
cycle
!  Describe the combined process of contagious and hierarchical
spatial
diffusion as an explanation for the process of tourism
development
at a national scale
!  Describe how the destination cycle can be applied to touris m
development

DESTINATION
CYCLE
–
THE
PREMISES
!  Tourism activities induce changes within a destination
!  Integrating earlier concepts on impacts, markets, destinations
and tourism products allows us to examine the process of
Destination Development
!  The Theory of Destination cycle IMPLIES that Destinations
experience predictable evolution and helps
! Identify where a destination is positioned on the destination
cycle
! appreciate implications for the future – to intervene or not
!  The latter point implies that Destination cycle is theoretically
NOT UNAVOIDABLE and therefore can be REDIRECTED
!  MANAGEMENT MEASURES can help realise ecologically
and socio-culturally sustainable outcomes
THE
BUTLER
SEQUENCE

!  Butler (1980) developed S-shaped resort cycle model, called
the
Butler sequence (aka Tourism Areal Life Cycle – TALC)
!  Model proposes that UNDER FREE MAKKET AND
SUSTAINED
DEMAND CONDITIONS destinations tend to experience five
stages of growth:-
! Exploration
! Involvement
! Development
! Consolidation
! Stagnation
! ASSUMPTION OF THE MODEL: push factors create a
sufficient
level of demand to fuel the progression of the Butler sequence
THE
BUTLER
SEQUENCE
!  The Butler sequence is one of the most cited and applied
models
within tourism studies
!  The model is popular because it is structurally simple

!  The model is similar to other models
! product lifecycle curve – used by economists and marketers to
describe the behaviour of the market in purchasing consumer
goods
! demographic transition model- used by demographers to
describe
the natural growth of a country’s population over time – SEE
BURTON’s four phases of tourism participation and their
association with demographic transformations (pp 61- 69)
!  The model has intuitive appeal- we can see some form of
cyclical
dynamic at destinations
!  It is comprehensive – allows for the incorporation of all
facets of
tourism
!  More than just the visitor numbers – see table 10.1 below for
more
of these facets or variables that the model can incorporate for
analysis
!  It looks to be universally applicable
Table
10.1
CHANGING
CHARACTERISTICS
AS

PROPOSED
BY
THE
BUTLER
SEQUENCE
Table
10.1
CHANGING
CHARACTERISTICS
AS
PROPOSED
BY
THE
BUTLER
SEQUENCE
EXPLORATION--‐
PRE
TOURISM
STAGE
!  In the Butler sequence, the exploration stage has very small
numbers
of visitors – dispersed; longer stays

!  Negligible visitation- Tourism “industry” as such does not
exist
!  So no establishment of specialised facilities or services
!  Visitors are allocentric types – adventurous
! drawn to authentic experience – unspoiled natural attractions
! Not affected by seasonality
!  Though absolute revenue is small - Multiplier effect is large –
no
leakage – Why? (tourists’ desire to consume interesting local
products)
!  Resident attitude towards visitors is cordial – Pre- euphoric
attitudes
of residents towards visitors as impacts are not large enough to
benefit the economy
!  Exploration-stage destination is only peripherally connected
to origin
destination within a tourism system perspective
DesBnaBon
Cycle
The
Butler
sequence
The Exploration Stage

EXPLORATION
•  what type of tourists are evident during this stage of the DC?
•  drawn to a region because of its cultural/natural uniqueness
•  revenues obtained from tourism are small
•  what is the attitude toward tourists?
#
of
v
is
ito
rs
Time
TWO--‐ TRACK
TOURISM
IN
IRAQ
•  War
destroys
tourism
in
Iraq
but
then

sBmulates
tourism
(dark
tourism)
•  Tourists
are
common
targets
(carry
a
lot
of
cash
because
credit
cards
not
accepted)
INVOLVEMENT
!  Several developments characterise Butler’s involvement
stage:-
o  Local entrepreneurs begin to provide a limited amount of
specialised services and facilities in response to regular

appearance
of tourists
o  Largely informal tourism sector begins to form small clusters
of
development: inns and guesthouses, eating places, guides and
semi-
commercial attractions- Still little visual and environmental
impacts
o  Visitor intake increases slowly in response to these local
initiatives
!  Tangible economic benefits are increasing and given control
is still
local, therefore
!  Positive community attitudes towards tourism
!  A formal system of tourism development starts to kick in
! More non-local participation
! Greater number of mid-centric tourists
! Indicating destination is integrating within the tourism system
as
demand increases
INVOLVEMENT--‐ FACTORS
THAT
TRIGGER
THE

INVOLVEMENT
STAGE
(FROM
EXPLORATION)
! Trigger factors can be internal or external
! Internal forces arise within the destination – e.g. entrepreneur
develops
adventurous attraction to encourage visitation
! Signal a proactive approach by locals to tourism development
! Local control would likely be maintained
! External forces originate outside the destination and can occur
because
of word-of-mouth (about the “untouched” destination), or a
high-profile
event (e.g. documentary or feature article), or construction of a
road or
airport
! RESULT: increase in tourism numbers
! Signal large-scale variety of development inducing rapid
change
directed by outside interests
! Local community goes on defensive reactive mode
DEVELOPMENT
!  The development stage is characterised by rapid tourism
growth and
dramatic changes over a relatively short period of time

!  The change from involvement to development is transitionary
– no
clear boundary
!  Specific events (e.g. construction of the first major resort,
celebrity
visit) may act as a catalyst for accelerated change
!  Pull factors will influence growth rate
!  Some example destinations – Byron Bay, Hervey Bay
!  Local control rapidly eroded with large scale tourism
development
!  Destination integrated within the tourism system resulting in
! Involvement of larger transnational companies gaining more
control
! Attracting mid-centric and psychocentric tourists – as
characterised
by organised package tours
15
DesBnaBon
Cycle
The
Butler
sequence

The Development Stage
DEVELOPMENT
Time
#
of
v
is
ito
rs
•  change from involvement to development stage is transitional
•  destination is fully integrated into tourism system
•  what does the landscape look like now (i.e. attractions)?
•  what type of consumers are now present? How long do they
stay?
• how do residents view visitors?
DEVELOPMENT
--‐
CONSEQUENCES
•  Rapidly changing landscapes – large resorts replacing small
hotels;
agricultural lands replaced by golf courses; mangroves giving
way
to marinas, etc.
•  Unique “sense of place” revealed by the exploration stage

gives way
to generic ‘international scape”
•  Environmental stresses are widespread as negative
environmental
responses become more apparent
•  Residents’ attitude change to one of Apathy
•  As pressures grow on carrying capacities of the place,
residents’
attitude change to one of Annoyance
•  Aspects of local culture becomes increasingly commodified
•  Examples if destinations (in development stage) in Australia:
Port
Macquarie in New South Wales, the alpine resorts of Thredbo
CONSOLIDATION--‐
THE
BEGINNING
OF
THE
END?
!  The consolidation stage involves a decline in the growth rate
of visitor
arrivals and tourism-related activity ALTHOUGH the total
amount of
activity continues to increase
!  Visitor numbers in a 12-month period typically exceed the
resident

population
!  Destination’s carrying capacities (environmental, social and
economic)
are exceeded
!  Quality of the tourism products and tourism and resident
experience
tend to be in decline
!  Crowded, high-density tourism districts dominate with high
concentration of psychocentric clientele on short stay tour
packages
!  Large tour operators and hotel chains
!  Destination wholly integrated within the global tourism
system
!  Tourism dominates the economy of the area- locals become
blatantly
ANTAGONISTIC
!  Transnational companies begin to show DISINTEREST in
redevelopment resulting in high turnover/change in ownership
and
abandonment of facilities
18
DesBnaBon
Cycle

The
Butler
sequence
The Consolidation Stage
CONSOLIDATION
Time
#
of
v
is
ito
rs
•  overwhelming dependency on tourism
•  psychocentric clientele – large package
tour operators & hotel chains
•  carrying capacities breached
•  deterioration of tourism product begins
•  high turnover in tourism facilities can
lead to abandonment
•  seasonality emerges as an impediment
•  locals - antagonistic or resigned
•  negative WOM advertising = decline in
visitor numbers (leads to stagnation)
STAGNATION

!  The stagnation stage involves peak (and stable) visitor
numbers and
high levels of associated facilities (such as available
accommodation)
!  Surplus capacity is a persistent problem – leading to much
discounting, deterioration, bankruptcies (as fixed costs are high
in
tourism sector in general)
!  Hotel accommodation is frequently turned into self-catering
apartments or even permanent residences for retirees
!  Destination is perceived to be ‘out of fashion’
!  Destination increasingly relies on repeat psychocentric
tourists
!  Examples of destinations in that stage: global pleasure
periphery,
Spain’s Costa Brava, The Bahamas’s New Providence Island
DECLINE
OR
REJUVENATION
!  The stagnation stage can persist indefinitely; but most likely
to turn into a
downturn or an upturn
Decline will occur as a result of a combination of :
! Repeat visitors no longer satisfied- efforts to recruit new

visitors fail
! Major destination’s attractions may no longer be available –
causing LAST
CHANCE TOURISM – see p. 294 Come and see before it’s gone
! No attempts to revitalise or reinvent the local tourism product
! Residents’ attitude deteriorate – outright hostility towards
tourists
! Tourism facilities abandoned or converted and can induce
! Snowballing effect that further accelerates decline of
destination
! Examples of destinations in decline- The Coolangatta district
of the Gold
Coast, the older established areas of Miami Beach, the French
and
Spanish rivieras
DECLINE
OR
REJUVENATION
!  The stagnation stage can persist indefinitely; but most likely
to turn into a
downturn or an upturn
Rejuvenation (may occur after stagnation or decline
stages):
! Decline or decreasing numbers may serve as a catalyst for
action and
provides an “arena of innovation” (Weaver, 2012)

! Stakeholders respond creatively and effectively to major
internal and external
challenges – proactive strategies adopted by destination
! Innovation may turn destination around
! Requires close collaboration between private and public
sectors – see
contemporary issue on page 295
! E.g. Atlantic City legalizing casino-based gambling – bringing
new tourism
products and therefore attracting new market segments
! Vegas re-branding itself to appeal to the “naughty” side of its
visitors with
its campaign “what happens in Vegas stays in Vegas”
! New York changing its image as a dangerous city to become a
major
cosmopolitan and safe World city.
APPLICATION
AND
CRITIQUE
OF
THE
BUTLER
SEQUENCE
!  A major implication of the model is that tourism carries
within itself

the seeds of its own destruction
!  Negative sociocultural, economic and environmental impacts
accelerates move along the TALC (Butler’s sequence (BS) or S
curve)
!  Proactive management strategies essential if destinations want
to
avoid self-destruction – requires vision and long term strategies
!  Cycle Applications –
! The model has been examined over 50 times
! General support for the model
! Important theoretical and practical tool for describing and
predicting
the evolution of destinations
! Some anomalies where results are ambiguous or BS does not
apply –
e.g. Grand Cayman Island, Niagara Falls, Coolangatta (refer
Table
10.2)
Table
10.2
selected
anomalies
to
the
Butler
sequence
in
empirical

case
studies
The
Australian
ski
resort
of
Thredbo
evolved
from
an
essenBally
winter--‐ only
resort
to
a
Year--‐ round
desBnaBon,
thus
reversing
the
expected
seasonaility
pa`ern
APPLICATION
AND
CRITIQUE
OF
THE

BUTLER
SEQUENCE
!  General Criticisms–
! Sequence criticised for determinism – that stages are
inevitable
! Tourism planners must identify likely experiences in those
early stage
destinations rather than worrying that such destinations will
eventually decline
! Destination cycle dynamics is Western centric assuming the
cycle sets
off as soon as Western explorer-tourists appear in the
exploration
stage
! A non-western cycle dynamics may exist when indigenous
communities participate as tourists in the “pre-exploration”
stage
that precedes the Western exploration phase
! Determinism related to carrying capacity thresholds –
! Tourism development continues until thresholds exceeded
BUT
destination managers can be proactive and INTERFERE to
override
free market forces to avoid negative impacts of tourism such as
in
1. Supply-driven scenario (refer Figure 10.3 a)
2. Demand-driven scenario (refer Figure 10.3 b)

ALTERNATIVE RESPONSES TO THE BS
S U P P L Y D R I V E N
S C E N A R I O F I G 1 0 . 3 A
•  Carrying capacities are deliberately left as they
are
•  Development levels curtailed to remain below
relevant thresholds
•  Long involvement period triggered followed by
consolidation at desired level such that
development is avoided
•  How?
•  Restricting number of visiotrs
•  Imposing development standards
•  Restricting air access
•  Limiting size and number of accommodation
facilities
•  Zoning only certain limited areas for front stage
tourism development
•  Prohibiting expansion of infrastructures that
would facilitate tourism
•  increasing visa entry fees
D E M A N D - D R I V E N
S C E N A R I O F I G 1 0 . 3 B

•  Conventional sequence takes place
BUT
•  Measures taken to increase
carrying capacity thresholds to
cope with increasing visitor intakes,
i.e. increase supply to meet
demand
•  How?
•  Clear demarcation between front
stage and backstage socio-cultural
elements
•  Relying on education programs to
create awareness in both residents
and tourists
•  Adopt site hardening initiatives to
pre-empt environmental stresses
due to increasing tourism activities
– e.g. installation of sewage and
water treatment facilities
•  Expansion of local manufacturing
and agricultural facilities to provide
adequate backward linkages to the
tourism sector – to avoid LEAKAGES
ALTERNATIVE
RESPONSES
TO
THE

BUTLER
SEQUENCE
Figure
10.3
APPLICATION
AND
CRITIQUE
OF
THE
BUTLER
SEQUENCE
!  The question of geographic scale –
! Destination can be applied at different scales – from single
small
attraction to continent or macro-region such as the pleasure
periphery
! Sequence may be better suited to certain scales rather than
applicable
across geographical spectrum
!  The Butler sequence as an ‘ideal type’against which real li fe
situations can be measured –
! The model is best suited to destinations that are:-
!  Relatively small
!  Spatially well-defined

!  Highly tourism focused
!  Dominated by ‘laissez-faire’ forces
!  In high demand
FACTORS
THAT
CHANGE
THE
DESTINATION
CYCLE
!  It is important for managers to understand the factors that
affect the cycle, namely the
degree they can be manipulated and controlled
!  The factors that influence the evolution of tourism in
destinations can be positioned
within a simple eight-cell matrix model of cycle trigger factors
(see Figure 10.4)
!  Internal-intentional actions– this is the ideal- involves
stimulants and depressants
! stimulants that trigger further growth – e.g. upgrading of
infrastructures, effective
marketing campaigns by local authorities, pursuit of growth
pole-type strategy based on
tourism
! Depressants (entry fees, restrictions on infrastructure) are
deliberately used to restrict or

reverse growth of tourism
! External-unintentional actions– opposite situation- least
desirable - tend to be
unpredictable because they originate outside of the control of
the destination and they
are not deliberate actions e.g. cyclones in Vanuatu
!  Internal-unintentional actions– intermediate – originate
within the destination thus
allows some sort of control or ability to managers to deal with
them e.g. of depressants –
civil war or coral reef destruction caused by local pollution
source
!  External-intentional actions– decisions taken by external
sources or other countries
affecting the local destination; e.g. Decision by Atlantic city to
allow gambling posed
challenges to Las Vegas
FACTORS
THAT
CHANGE
THE
DESTINATION
CYCLE
Figure
10.4

NATIONAL
TOURISM
DEVELOPMENT
!   Butler sequence is not applicable at the scale of entire
countries, unless the country is extremely small
!   Spatial diffusion – a process whereby
! an innovation or idea spreads from a point of origin to
other locations (Gertis et al., 2011)
! In larger countries tourism development is best described
as the result of a combined spatial diffusion process that is
distorted by assorted barriers and opportunities
! the spatial diffusion can be contagious or hierarchical
(refer Figure 10.5)
SPATIAL DIFFUSION
H I E R A R C H I C A L
D I F F U S I O N
•  Innovative idea originates
from large urban centre

•  Spreads through
communication and
transportation systems to
smaller centres
•  E.g. historical spreading
of televisions from urban
centres to small regions
C O N T A G I O U S D I F F U S I O N
•  Innovative idea spreads as
a function of spatial
proximity
•  Likened to the ripple
effect
HIERARCHICAL
AND
CONTAGIOUS
SPATIAL
DIFFUSION
Figure
10.5
EFFECTS OF SPATIAL DIFFUSION

E F F E C T S O F
H I E R A R C H I C A L
D I F F U S I O N
! City functions as gateway
! Contains prominent/primary
attractions to tourists
! City acts as a magnet for
domestic tourists
! These will trickle down the
urban hierarchy as the
country evolves, i.e
! Smaller cities begin to
provide better services and
attractions in their own right
! Causing tourism to spread
over time into lower levels of
the urban system
! Aided by expansion of
external systems such as
transportation
E F F E C T S O F
C O N T A G I O U S
D I F F U S I O N
•  Follow on from effects of
hierarchical diffusion

•  Growing cities become
significant domestic markets
and important destination for
inbound tourists
•  Communities nearby adopt
tourism (because of
proximity)
•  Destination cycle thus first
affects communities on the
periphery of existing tourism
regions to then spread further
as the recreational hinterland
expands to surrounding areas
in the country side.
BARRIERS AND FACILITATORS TO DIFFUSION
B A R R I E R S
•  Demand is not
unlimited
•  Lack of attractions
capable of carrying
destination beyond
exploration stage
•  Community resistance
•  Political boundaries
•  Climate
F A C I L I T A T O R S

•  Extensive area of tourism
potential such as a beach-
lined coast or alpine
valley
•  Upgraded transportation
networks
MODEL
OF
NATIONAL
TOURISM
DEVELOPMENT
Figure
10.6
Time
0--‐
an
involvement
stage
Capital
city
is
main
gateway
Time
1--‐

recreaBonal
hinterlands
Or
village
markets
form
around
city--‐
excursion
desBnaBons
ResulBng
from
growth
pole
strategy
Time
2--‐
contagious
diffusion
Allows
tourism
to
expand
outwards
Of
main
city

(hinterlands)
and
tourism
Adopted
in
second
Ber
city
–
Hierarchical
diffusion
Time
3--‐
expansion
conBnues
as
new
Places
experience
involvement;
se`lement
In
the
interior
become
alpine
tourist
resorts
Time
4

–
transportaBon
corridors
allow
expansion
Into
other
interior
fourth--‐ Ber
se`lements
such
that
The
enBre
country
becomes
a
tourism
landscape
CHAPTER
REVIEW
!  Butler sequence introduced in 1980
!  Model proposes that destinations tend to pass through a series
of
stages
!  The stages are exploration, involvement, development,

consolidation, and stagnation
!  The destination may then continue through stagnation, or
subsequently go through decline and/or rejuvenation
The Nature of Marketing
Services Marketing
Managing Supply and Demand
Market Failure
Strategic Tourism Marketing
Marketing Mix
Key reference:
Weaver & Lawton Chapter 7
The nature of marketing
One definition of marketing
Marketing involves
the interaction and interrelationships

among consumers and producers of goods and services,
through which ideas, products, services and values are
created and exchanged
for the mutual benefit of both groups.
3
3
Services marketing
Services marketing applies to service sector activities such as
tourism - fundamentally different form the marketing of goods.
Goods are?
Services are?
On your last holidays, what goods and services did you buy
and consume?
5

What’s different about marketing goods and services? Four
factors
6
Intangible
Inseparable
Variable
Perishable
Intangible
Intangible = cannot be directly seen, tasted, felt or heard prior
to purchase and consumption
Thus consumers cannot share experiences
Do you think this is true?
Products cannot be ‘returned’ once consumed
Unlike say clothing or a car
But compensation for an ‘unsatisfactory’ experience can be
made
7
Some implications of intangibility
Can’t experience the product until you actually experience it
Risk for first time customer – what’s it like? Will I enjoy it? Is
it worth my time and money? What will my partner / kids think?

Some solutions
Service provider provides LOTS of information about the
product to inform, encourage and make you feel more confident
about purchase / consumption
Can also provide tangible clues e.g. Presentation, attractive
brochures, website, uniformed personnel etc.
8
Word of mouth also becomes very important – but:
Who is passing information along?
Do they have any biases?
What about psychographic (other segmentation) profile or
tastes?
When were they there?
Was it just a bad day – or a good day?
9
What are the intangibles that appeal / do not appeal to you?
Are you adventurous? (see Plog)
Do you ‘trust’ brochures, website etc?
How about feedback from a friend who’s been there?
Would these be influenced by:

Cost, e.g. It costs a lot?
Distance or difficulty e.g. It a long, hard trip to get there?
Visibility e.g. Sydney Bridge Climb vs. Tank Stream
underground tour?
Other factors?
10
11
Inseparability
Inseparability = production and consumption occur at the same
time (simultaneously)
Some implications:
This can have a major impact on customer satisfaction because a
supplier staff member (i.e. a person) is in frequent contact with
customers
Both are people, with their own human characteristics
Thus emotional labour characteristics become very important in
staff – reassurance, empathy, responsiveness
12

Production ‘mistakes’ cannot be undone before consumption
e.g. airline turbulence
But what about tourist behaviour?
Can impact on themselves and other tourists’ experience
And on staff, and on local communities
Should tourists be ‘trained’ or at least briefed on appropriate
behaviours e.g. smoking, dress, use of alcohol
13
Variability
Variability = each producer / consumer interaction is a unique
experience, influenced by a large number of often unpredictable
factors
These include ‘human element’ factors such as mood and
tiredness (on either parties’ part)
Such uncertainties, added to simultaneous nature of production
and consumption, make quality control much harder than with
tangible goods, such as cars or clothes
14

15
Perishability
Perishability = tourism services cannot be produced and stored
today for consumption in the future
Introduces a particular demand for being able to match supply
and demand, e.g. plane seats, accommodation
16
Managing supply and demand
Need to understand fixed costs and variable costs; there is no
set boundary, but in general:
Fixed costs = costs that the operation has little control over
Variable costs = costs that can be changed in the short term
17

Tourism businesses tend to have a high proportion of their costs
in fixed costs
Thus it costs a lot to keep the asset operating, even if there is
no or little demand, e.g.
Canberra restaurants
Hotels
18
Variations in demand
This situation is made harder by variations in demand; e.g. just
as you may use your car more some days, or some weeks, or
even some seasons, so it is with tourism assets
Variation in demand (= the number of people wanting your
product changes over time):
Daily, or maybe even more frequently
Weekly
Monthly
Seasonal
Long term
19
For the hotel
Weekly
Hotel could be aimed at a business market (=maximum demand
Mon –Thurs)
Or aimed at the short holiday market (=maximum demand on Fri

– Sunday, or holidays)
20
Seasonal
High / low and ‘shoulder’ seasons
Will depend on climate and the nature of the destination
21
Long term
Difficult to predict
Remember the factors acting on the tourism system – economic,
environmental, political, etc. – will change and bring change
over time
Also:
Butler’s product life cycle
Changing consumer preferences
22
So what to do?

We’ve spent a lot of time and money building our hotel, how do
we maximise our return?
We need to find ways to match supply to demand, through
supply / demand matching strategies.
23
24
If supply exceeds demand, we can
Increase demand
Discount price
Increase marketing
Strengthen distribution channels
Reduce supply
For example a hotel – close some rooms
Redistribute supply
For example, our hotel – change rooms into apartments and sell
25
If demand exceeds supply, we can:

Reduce demand
Increase the price
Discourage demand through de-marketing (e.g. national parks)
Increase supply
Add new facilities e.g. In a hotel, new rooms
Redistribute demand
For resorts – use seasonal pricing
For attractions – have weekday discounts on tickets
26
So, this should sort everything out?
27
Not really........
Market failure = market forces do not produce equilibrium
between supply and demand
Often happens in tourism
or
We want to make more money – sell more product
28

Strategic tourism marketing
29
Whether for an individual business, a destination, a country or
other wise....
... marketing should take into account the mission (or
objectives) and the operating environment of the business or
destination or country, etc.
30
Objectives
Mission statement = very basis statement about the business (or
destination or ...) goals or objectives, e.g.
Our business will be the leading tourism operator in Canberra
Our destination, Canberra, will increase visitor nights by 10 %
over the next two years;
Our nation, Australia, will increase Chinese visitation by 20%
by 2018
31

32
Marketing mix
Once we have our objectives, and understand our operating
environment, how do we market our business, destination,
nation etc.??
One simple approach is the marketing mix
There are several models of this, but one popular one is the 8P
model
33
8 P model
8 components
Need to come together in a mutually reinforcing (= each
strengthens the others) way
This model is particularly useful in practice
34

Place
Place is essential, because tourists travel to a specific
destination to consume a desired product
Elements:
Relative location = how close are we to our actual & potential
markets?
Coverage = other places identified as target markets, or not
identified as target markets
Sense of place= something special about our business or
destination or nation that brands it as a unique product offering,
not available elsewhere
35
Product
Product:
Range of goods and services offered to tourists
Quality
36
People
People:
Tourism service personnel

Tourists
Local residents
How do each of thee impact on tourism marketing?
37
Price
Pricing is critical – in general, tries to balance consumer
affordability / supplier profit
Some approaches:
Profit-oriented = maximise profit
Sales oriented = maximise sales
Cost oriented = based on actual cost of production + a profit
margin
Competitor oriented = based on what competitors are charging
What situations would each of these particularly suit?
38
Packaging
Packaging = grouping of two or more elements of the tourism
experience into a single product for sale
Works because it’s convenient for customers
A good example based on a business is a guided tour, bringing
together transport, accommodation, visits to attractions, food
and beverage

A good example for a destination could be bringing together
several products into a single ‘package’
39
Programming
Programming = adding events, activities or programs to a
product to make it more attractive
Examples might include:
Guided tours in a national park;
A ‘free’ cabaret or other show at a resort; or
‘Free’ sports broadcasts at sports bars
40
Promotion
Often the one element we think of when we think of marketing
Aims to increase demand...
... by selling an attractive image of the product to
... potential customers
... through appeals to
... perceived demands, needs, tastes, values, and attitudes of
... the market, or a particular target market
41

Consists of :
Presentation
Personal selling
Sales promotion
Publicity
Merchandising
Advertising
Rifle or shotgun approach = specific, or mass market
Outlets (=media) : internet, tv, radio, newspapers and
magazines, brochures
Each will have benefits and costs
42
Introduction
Segmentation
Generally, tourist market segmentation can divide into
Geographic segmentation, sociodemographic segmentation,
psychographic segmentation and behavioural segmentation.
Geographic segmentation
First of all, geographic segmentation as one of the oldest and
still very popular basic segmentation, it considers spatial
criteria for example, region and country of residence,
subnational segmentation, urban and rural origins (Weaver &
Lawton, WILEY 2014). Based on the VISITCANBERRA

DESTINATION MARKET STRATEGY 2015, Canberra has
large global marketing people who are mainly from New
Zealand, China, India, South East Asia and also contain UK,
USA and Europe. The primary target audience is focusing on
the domestic tourists such as, NSW, VIC, QLD and SA, and
people from Singapore as well. Meanwhile, visitors form
Sydney which is occupied the most, 34 percent in 2014 (Visitor
Perceptions of the ACT, 2014).
Sociodemographic segmentation
Sociodemographic segmentation which contains gender, age,
family cycle, household education, occupation and income. Age
and family circle are popular used in sociodemographic
segmentation, it contains older people, young people and family
lifecycle. Traditionally, the 65+ market are influenced by the
dual impact of retirement income and time. However, compare
with older adults, young adults and teens, they are often
associated with higher level of loutish and high risk behaviour.
For the family lifecycle, which consists of a lot stages, from
young single to death. And also, education, occupation and
income will effect on the travel behaviour. High-income people
are less considering with financial to destination options.
Moreover, the other element is disability. According to the Yau,
MaKercher & Packer 2004; Stumbo & Pegg 2005 idea that
persons with disabilities are often neglected or overlooked as an
important tourist segment, it is apparent that the number of
individuals is immense and their eager to travel with high
general population’s. In 2003, based on the Australian Bureau
of Statistics criteria, 20 percent of the Australian population
were considered to have a disability. For the Canberra tourism
segmentation, female visitors was a large group around 56
percent visiting Canberra. On the young adults, which contained
81 percent, and older people 19 percent in 2014 (Visitor
Perceptions of the ACT, 2014).

Psychographic segmentation
The psychographic segmentation include a complex and diverse
factors, for example, motivation, personality type, attitudes and
perceptions and needs. The personality typology of Stanley Plog
can be divided into venturers and dependables. The ventures
type of tourist characteristic is people who can accept a high
level risk and enjoy different culture, they like arrangement
their travel by themselves. Because usually they are confidence
and enjoy challenge. In contrast, the type of dependable, these
people are usually lacking confidence and avoid take
adventures. They like common places with the familiar travel
destinations. In Canberra, there is not many outdoor and
adventure activities, the ranking is the lowest in Australia
compared with other cities (Visitor Perceptions of the ACT,
2014). However, Canberra also attracts many backpackers form
the world. Canberra as one of the route with Sydney, it attracts
a lot of young adults to visit.
Behavioural segmentation
The basic behavioural criteria contains travel occasion,
destination coverage, activities and repeat patronage loyalty.
Travel occasion is related to travel destination, such as
birthdays, wedding, anniversaries, honeymoon and funerals.
Destination coverage which includes length of stay, and the
number of destinations. Furthermore, generally activities can
include accommodation type, mode of transportation, total and
per-day expenditure, attractions visited and types of tourist
activities undertaken. Most people come to Canberra, because
Canberra is Australian capital city. There are many political
attractions such as New Parliament House, Capital Hill and War
Memory and more. Usually people will take one day or two days
in Canberra. Meanwhile, from Sydney to Canberra, by bus, only
take around three hours, that’s why many visitor from NSW, it
occupied 34 percent (Visitor Perceptions of the ACT, 2014).

Marketing and Services Marketing
The definition of marketing is perceived as involving little more
than the promotional advertisements that are displayed by
television and other media platforms. In terms of services
marketing, which applies to service-sector activities. The main
marketing characteristic are intangibility, inseparability,
variability and perishability (Bowen, Makens & Kotler 2005).
Intangibility, which means that somethings cannot be seen, felt
or heard by customer with their purchase. That’s why word of
mouth is very important, it can effect on potential customer
decision (Morrison, 2009). Another tourism service
characterised is inseparability. It means production and
consumption cause simultaneously and in same place
(Anderson, Provis & Chappel 2003). Moreover, tourism services
have a high level variability.
Destination cycle
Sustainability
Conclusion
Reference
http://tourism.act.gov.au/images/documents/corporate/strategic_
reports/Marketing_Strategy_15-20.pdf
http://tra.gov.au/documents/Visitor_perceptions_of_the_ACT_A
ug2014_FINAL.pdf
ABS 2003. Family Characteristics, Australia. Catalogue No.
4442.0. www.abs.gov.au
Anderson, B., Provis, C. & Chappel, S. 2003. ‘The Selection
and Training of Workers in the Tourism and Hospitality
Industries for the Performance of Emotional Labour’. Journal of
Hospitality and Tourism Management 10: 1-12.

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