Destination management involves coordinating all elements of a tourism destination. VisitEngland used best practices like stakeholder collaboration and evidence-based planning to showcase Britain and increase visitor spending. Their GREAT Britain campaign had a £100 million budget and exceeded targets by generating over £8 billion in visitor spending and £52 million from partners. The NEST model analyzes how stakeholder networks can promote sustainable tourism development. It establishes a core group to oversee measures like an Experience Development Strategy, which Australia funded for regions to improve their tourism offerings.
This document discusses the importance of tourism for regional development and prosperity. It notes that tourism is a major economic driver and can help alleviate poverty. The document outlines how tourism can have quantifiable economic impacts as well as softer benefits like improved image and quality of life. It stresses that tourism must be managed sustainably. The rest of the document provides guidance on developing a competitive tourism industry through products, services, infrastructure, branding, marketing and destination management. Sustainable development is positioned as the overarching goal for tourism.
Tour operators are responsible for operating and providing vacation through contracting, booking and packaging various components together (hotel, transportation, meals, guides, optional tours and sometimes flights).
Introduction to destination managementKalam Khadka
A tourism destination is defined as a region where tourists spend at least one overnight. It consists of attractions, infrastructure, amenities, and resources. Destination management involves coordinating all of these elements through a Destination Management Organization (DMO) to create suitable environments, effectively market the area, and ensure a quality experience. The DMO leads local stakeholders from public and private sectors to develop collaborative strategies and plans through mechanisms like working groups and joint projects.
Destination Management Organization Overview and Toolkit Presentation to USAIDDavid Brown
A background on moving from competitive clusters to destination management organizations. An overview of the Destination Management Organization Toolkit developed by the Global Sustainable Tourism Alliance for the United States Agency for International Development.
Destination Management in Da Nang, Hue, Quang Namduanesrt
This document discusses destination management for the cities of Đà Nẵng, Huế and Quảng Nam in Vietnam. It defines destination management organizations (DMOs) and their role in coordinating tourism development, marketing and sustainability efforts. DMOs bring together public and private sector stakeholders. The document also provides examples of DMO models in Indonesia and the United Kingdom, and outlines next steps to establish a joint roadmap and action plans for the three Vietnamese destinations.
This document discusses different types of tour operations including travel agencies, online travel agencies, tour operators, destination marketing organizations, and other organizations. It describes travel agencies as intermediaries between suppliers and travelers. Online travel agencies allow users to choose trip components based on price. Tour operators package and sell all or most trip components. Types of tour operators include inbound, outbound, domestic, ground, and receptive operators.
This document provides an overview of marketing strategies and considerations for different tourism sectors, including destinations, accommodations, transportation, attractions, and tour operators. It discusses key topics such as the roles of national tourism organizations in promoting destinations, positioning themes and branding, marketing facilitation strategies, and strategic marketing tasks specific to each sector. The main points are that tourism marketing must account for the unique characteristics of services, analyze the external environment, and involve strategic and tactical planning across promotion, products, pricing, and distribution.
Destination management involves coordinating all elements of a tourism destination. VisitEngland used best practices like stakeholder collaboration and evidence-based planning to showcase Britain and increase visitor spending. Their GREAT Britain campaign had a £100 million budget and exceeded targets by generating over £8 billion in visitor spending and £52 million from partners. The NEST model analyzes how stakeholder networks can promote sustainable tourism development. It establishes a core group to oversee measures like an Experience Development Strategy, which Australia funded for regions to improve their tourism offerings.
This document discusses the importance of tourism for regional development and prosperity. It notes that tourism is a major economic driver and can help alleviate poverty. The document outlines how tourism can have quantifiable economic impacts as well as softer benefits like improved image and quality of life. It stresses that tourism must be managed sustainably. The rest of the document provides guidance on developing a competitive tourism industry through products, services, infrastructure, branding, marketing and destination management. Sustainable development is positioned as the overarching goal for tourism.
Tour operators are responsible for operating and providing vacation through contracting, booking and packaging various components together (hotel, transportation, meals, guides, optional tours and sometimes flights).
Introduction to destination managementKalam Khadka
A tourism destination is defined as a region where tourists spend at least one overnight. It consists of attractions, infrastructure, amenities, and resources. Destination management involves coordinating all of these elements through a Destination Management Organization (DMO) to create suitable environments, effectively market the area, and ensure a quality experience. The DMO leads local stakeholders from public and private sectors to develop collaborative strategies and plans through mechanisms like working groups and joint projects.
Destination Management Organization Overview and Toolkit Presentation to USAIDDavid Brown
A background on moving from competitive clusters to destination management organizations. An overview of the Destination Management Organization Toolkit developed by the Global Sustainable Tourism Alliance for the United States Agency for International Development.
Destination Management in Da Nang, Hue, Quang Namduanesrt
This document discusses destination management for the cities of Đà Nẵng, Huế and Quảng Nam in Vietnam. It defines destination management organizations (DMOs) and their role in coordinating tourism development, marketing and sustainability efforts. DMOs bring together public and private sector stakeholders. The document also provides examples of DMO models in Indonesia and the United Kingdom, and outlines next steps to establish a joint roadmap and action plans for the three Vietnamese destinations.
This document discusses different types of tour operations including travel agencies, online travel agencies, tour operators, destination marketing organizations, and other organizations. It describes travel agencies as intermediaries between suppliers and travelers. Online travel agencies allow users to choose trip components based on price. Tour operators package and sell all or most trip components. Types of tour operators include inbound, outbound, domestic, ground, and receptive operators.
This document provides an overview of marketing strategies and considerations for different tourism sectors, including destinations, accommodations, transportation, attractions, and tour operators. It discusses key topics such as the roles of national tourism organizations in promoting destinations, positioning themes and branding, marketing facilitation strategies, and strategic marketing tasks specific to each sector. The main points are that tourism marketing must account for the unique characteristics of services, analyze the external environment, and involve strategic and tactical planning across promotion, products, pricing, and distribution.
Vuorikari Multilingual Tagging behaviour by teachersRiina Vuorikari
This work presents an early exploratory study of the production and consumption
of multilingual tags in a European educational K-12 context. The data, produced
by teachers bookmarking and tagging learning resources during three month
period, was analysed. The results of this early study suggest that some tags are found as useful as thesaurus terms and that users are divided about the benefits of
multilingual tags. As some tags are useful for some users, “hiding all but the right
tags” becomes crucial for the success of a multilingual collaborative tagging
system.
Este documento discute los retos y perspectivas de la juventud en el Perú. Identifica problemas como falta de comprensión de los padres, baja autoestima, drogas y pandillas, causados por falta de educación adecuada en el hogar y malas compañías. También señala que los padres no brindan atención suficiente a sus hijos debido al trabajo y la falta de valores. Finalmente, critica a los gobernantes por su mediocridad, corrupción y falta de planes para los jóvenes, a la vez que los jóvenes sue
La primavera llega al barrio de El Pla de Corts en Barcelona. El clima se suaviza y la naturaleza florece con nueva vida. Árboles y plantas echan brotes verdes mientras pájaros y mariposas vuelan por el aire más cálido.
The document discusses important questions founders and entrepreneurs should ask themselves when determining how to contribute to a new venture. The right questions focus on objectively assessing what management skills are needed, one's own strengths, passions, and willingness to commit long-term. Wrong questions center around personal preferences rather than the venture's needs. Steve Jobs is mentioned as an example of someone who successfully transformed their company and industry through continuous innovation.
Esclavos fuimos del Pecado, lo cual es muerte, pero fuimos rescatados y redimidos por la Sangre de Nuestro Señor Jesucristo, asi que alegrense quienes tienen Fe en el Hijo unigenito del Dios de Israel.
Vuorikari Multilingual Tagging behaviour by teachersRiina Vuorikari
This work presents an early exploratory study of the production and consumption
of multilingual tags in a European educational K-12 context. The data, produced
by teachers bookmarking and tagging learning resources during three month
period, was analysed. The results of this early study suggest that some tags are found as useful as thesaurus terms and that users are divided about the benefits of
multilingual tags. As some tags are useful for some users, “hiding all but the right
tags” becomes crucial for the success of a multilingual collaborative tagging
system.
Este documento discute los retos y perspectivas de la juventud en el Perú. Identifica problemas como falta de comprensión de los padres, baja autoestima, drogas y pandillas, causados por falta de educación adecuada en el hogar y malas compañías. También señala que los padres no brindan atención suficiente a sus hijos debido al trabajo y la falta de valores. Finalmente, critica a los gobernantes por su mediocridad, corrupción y falta de planes para los jóvenes, a la vez que los jóvenes sue
La primavera llega al barrio de El Pla de Corts en Barcelona. El clima se suaviza y la naturaleza florece con nueva vida. Árboles y plantas echan brotes verdes mientras pájaros y mariposas vuelan por el aire más cálido.
The document discusses important questions founders and entrepreneurs should ask themselves when determining how to contribute to a new venture. The right questions focus on objectively assessing what management skills are needed, one's own strengths, passions, and willingness to commit long-term. Wrong questions center around personal preferences rather than the venture's needs. Steve Jobs is mentioned as an example of someone who successfully transformed their company and industry through continuous innovation.
Esclavos fuimos del Pecado, lo cual es muerte, pero fuimos rescatados y redimidos por la Sangre de Nuestro Señor Jesucristo, asi que alegrense quienes tienen Fe en el Hijo unigenito del Dios de Israel.
1. NEW in December 2007
Media Strategies for
Marketing Places in Crisis:
Improving the Image of Cities,
Countries and Tourist
Destinations
By Eli Avraham and Eran Ketter
A unique, in-depth investigation into "image
crisis" and the strategies to overcome it
• Offers a comprehensive introduction to the
fields of place images, place marketing and crisis
communication management.
• Illustrates the issues, problems and solutions
with dozens of in-depth case studies from around
the world.
• Presents highly practical solutions for places
suffering from sudden crises or prolonged
negative images due to chronic problems like
high crime rates, economic woes or lack of
attractions.
• Provides 24 media strategies and a wide-scale
model to draw a positive approach from negative
circumstances.
“This is an important book which gives a wealth of practical,
well researched communications advice to cities and countries
in times of crisis. … Sensible and makes an important
contribution to the field. Highly recommended reading for
national, regional and city administrators.”
Simon Anholt, member of British government's Public
Diplomacy Board.
“Eli Avraham and Eran Ketter make a major contribution… in
this timely book. Media Strategies for Places in Crisis is
scholarly yet hugely readable and readily communicates the
authors’ command of their subject. This book is set to become
a must-have for anyone involved in place marketing, whilst
likely to become a popular text on the burgeoning range of
university courses in this field."
Professor Nigel Morgan, The Welsh Centre for Tourism
Research, University of Wales Institute, Cardiff.
About the Authors
Eli Avraham (PhD) is a senior lecturer in
the Department of Communication,
University of Haifa, Israel. Dr. Avraham has
studied the field of place image for over a
decade and is the author of several books
and articles in the field.
Eran Ketter is a strategic consultant and a
graduate student in the Department of
Communication, University of Haifa, Israel.
In recent years he accumulated vast
practical experience in business consulting
and in the promotion and marketing of cities
and organizations in Israel.
www.books.elsevier.com/hospitality
December 2007 | Paperback
Size: 184 X 260 mm
ISBN: 978-0-7506-8452-1
PRICE: US$49.95 / £27.99
2. How to Order
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management books visit books.elsevier.com/hospitality
Media Strategies for Marketing Places in Crisis discusses the
various dimensions of an image crisis and different strategies to
overcome it, both in practice and theory. Based on the careful
analysis of international case studies, advertisements, public
relations campaigns, press releases, academic articles, and web
sites, it answers the question asked by local and national decision
makers the world over: “Which marketing and PR strategies
should be employed to alter the image of a place undergoing
image crisis?”
Table of Contents
Part One: Marketing Places, Media Campaign and Crisis Management
1. Introduction to place marketing and branding
2. Public images and media images of places
3. Image management and campaign
4. Consumer behaviour
5. Crisis and communication management
Part Two: From Theory to Practice
6. Preliminary analysis: crisis, audience and place characteristics (CAP)
7. Source strategies
8. Message-focused strategies
9. Media strategies focused on the target audience
10. The multi-step model for altering place image
Final observations and lessons
References
Index