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This document discusses key concepts in marketing tourism destinations including branding, strategic marketing elements, planning marketing strategies and tactics, using principal marketing tools, and applying marketing in the travel and tourism industry. It outlines topics like the concept of branding, forecasting demand, relationship marketing, information and communications technology, marketing research, planning marketing campaigns, advertising, sales promotion, brochures, distribution channels, and marketing countries as tourism destinations.
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![Welcome to
THE MARKETING OF
TOURISM DESTINATION[ ]Dr. Myrza Rahmanita, SE, M.Sc
Destination Branding
https://upload.wikimedia.org/wikipedia/commons/2/20/Rear_view_of_the_Merlion_statue_at_Merlion_Park,_Singapore,_with_Marina_Bay_Sands_in_the_distance_-_20140307.jpg](https://image.slidesharecdn.com/brandingdestination-150928194023-lva1-app6891/85/Branding-destination-1-320.jpg)
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This document discusses the environmental impacts of tourism in 3-4 sentences. It introduces the topic and notes that tourism development impacts the physical environment. Both positive and negative environmental impacts of tourism are outlined. The positive impacts include conservation efforts and creation of protected areas, while the negative impacts include pollution, land use changes, and damage to cultural and natural sites. Potential solutions through green tourism and eco-tourism are also mentioned.
International meec considerations topik 8 mice
This document provides an overview of considerations for participating in international trade shows and exhibitions. It discusses lessons that can be learned from infrastructure abroad, methods of exhibiting, contractual and procedural issues when working internationally, understanding cultural protocol differences between countries, and how to determine if participating in a foreign trade show aligns with business objectives. The document aims to educate on best practices for successful participation in international MICE events.
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This document provides guidance on presenting research orally. It discusses planning an effective presentation by understanding the audience and using Aristotle's rhetorical proofs of ethos, pathos and logos. It recommends analyzing the audience, choosing an organizational pattern, developing visuals, practicing delivery, and ensuring proper arrangements. Effective presentations involve selecting the right content and structure for the audience, venue and purpose of the presentation. Proper delivery requires avoiding distracting behaviors and managing anxiety. Thorough preparation is key to presenting insights and findings successfully.
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The document discusses destination management companies (DMCs) and their role in the tourism industry. It explains that DMCs work with destination marketing organizations (DMOs) to provide tourism services and attract clients. The document then outlines the typical process a DMC follows, including sales, submitting proposals, program development, execution, and wrap-up. It discusses the types of clients DMCs work with, such as corporations and associations. Finally, it provides tips for selecting a DMC and discusses future trends in the industry.
Historical prespective of the mice industri
The document discusses the history and development of the MICE industry (meetings, incentives, conferences and exhibitions). It notes that meetings have taken place since ancient times to discuss communal issues. The industrialization in the late 19th century increased the need for business meetings. The conventions industry grew in the 1950s due to expanded government organizations, multinational corporations, and developments in associations and sales techniques. National and local convention bureaus were later established to promote destinations and the industry. While Europe and North America currently lead in conventions and exhibitions, Asia has shown strong growth in the industry since the 1960s.
History
The document discusses the history and types of trade shows and exhibitions. It begins with the origins of trade fairs in biblical times and notes some early examples. It describes the evolution of exhibitions, including their adoption of a buyer-seller format in large buildings. The document outlines different types of shows, such as private/trade shows, consumer shows, and consolidated shows. It also discusses key players in exhibition management and considerations for planning events, such as location, shipping/storage, marketing, technology, and risk management.
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8.1. ethics and sr in ms
This document discusses ethics and social responsibility in marketing strategy. It covers dimensions of social responsibility including economic, legal, ethical and philanthropic responsibilities. It also discusses sustainability, marketing ethics and strategy, and challenges of being ethical. Key topics include regulating marketing ethics through codes of conduct, and incorporating ethics and social responsibility into strategic planning.
6.2. evaluating and controlling marketing activities
The document discusses evaluating and controlling marketing activities. It explains that a marketing strategy may differ from what is actually implemented. There are four possible reasons for this difference: an inappropriate strategy, inappropriate implementation, mismanaged implementation process, or changes in the internal/external environment. The document outlines a framework for marketing control that includes formal controls like input, process, and output controls, as well as informal controls like employee self-control, social control, and cultural control. Successful implementation also requires scheduling specific marketing activities and determining the sequence and timing of activities.
6.1. marketing implementation
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5.5. mlc decline stage
The document discusses marketing strategies for companies facing a declining market or product. It identifies several factors for companies to consider: potential loyal customer segments that could prolong the product's life; the product's market position and ability to attract customers from competitors; the company's low-cost structure allowing prices to remain viable. It outlines strategic options such as divesting the product, harvesting remaining profits, maintaining on a smaller scale, surviving as a niche player. Finally, it advises marketers not to give up and instead look for acquisition opportunities of competitors exiting the market.
5.4. mlc maturity stage
This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
5.3. mlc growth stage
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
5.1. mlc development stage
The document discusses the product life cycle and market life cycle. It focuses on the development stage of these cycles. During the development stage of the product life cycle, a firm experiences no sales revenue and a net cash outflow as they develop new products and incur expenses. For the market life cycle, the development stage involves conceptualizing a new product based on customer needs and benefits, analyzing feasibility, and test marketing before full launch. The goal is to identify customer needs correctly and develop strong products to set up success entering the introduction stage. Over 80% of new products fail, so effective development is crucial.
4.5. market positioning
This document discusses marketing positioning strategies. It defines positioning as creating distinct and valued differences between a product and competitors as perceived by customers. Critical aspects of positioning include being distinct, valued, physical, and perceptual to customers. The document outlines steps for creating a favorable position, including identifying customer needs and evaluating competitors. It also discusses tools for assessing market segments like a segment rating chart and market attractiveness/competitive position matrix. Finally, it compares physical and perceptual positioning analysis and outlines steps in the positioning process.
4.3. market branding
This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
4.2. market targeting
The document discusses various targeting strategies for companies including single segment targeting, selective targeting, mass market targeting, product specialization, market specialization, niche-market strategy, mass-market strategy, growth-market strategy, and global market segmentation. The strategies allow companies to focus their marketing efforts on specific customer segments or markets to attract customers.
3.2. measuring market opportunities
There are four key types of systematic market knowledge systems that provide essential information for assessing markets and industries: internal records, marketing databases, competitive intelligence systems, and client contact systems. Additionally, targeted marketing research can provide insights into particular marketing challenges. Sales forecasts can be generated using either a top-down or bottom-up approach, and utilizing both concurrently is recommended as each has different strengths and insights that provide greater confidence if the results are similar. The six evidence-based forecasting methods outlined are statistical, observation, surveys, analogy, judgment, and market tests.
3.1. understanding market opportunities test
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
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This document provides an overview of the factor comparison and point methods for quantitative job evaluation. It includes examples of how to rank jobs based on compensable factors like mental requirements, physical demands, skills, responsibilities, and working conditions. Tables show rankings of sample jobs and constructing a job comparison scale. Diagrams illustrate defining degrees for factors and assigning evaluation points. The goal is to develop a standardized, objective way to determine the relative value of jobs to establish competitive pay plans.
Topic7.1c compensation how_to_createa_market-competitive_payplannew
This document discusses how to create a market-competitive pay plan. It outlines a 5-step process for establishing pay rates: 1) conducting a salary survey, 2) evaluating jobs, 3) grouping similar jobs into pay grades, 4) pricing each pay grade, and 5) fine-tuning pay rates. It also covers topics like competency-based pay, executive compensation, the gender pay gap, and using HRIS systems to automate compensation administration. The overall goal is to develop a pay structure that attracts and retains employees while remaining fiscally responsible.
Topic7.1b compensation job_evaluation_methods new
This document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides examples of how each method works and the general steps involved. Key factors that are evaluated include skills, effort, responsibility, and working conditions. Legal considerations for compensation are also reviewed, such as the Equal Pay Act and other anti-discrimination laws. The overall process of job evaluation is outlined as identifying the need, choosing a committee, performing the evaluation, and getting employee cooperation.
Topic7.1a compensation basic_factors_in_determining_pay_rates new
The document discusses the basic factors that determine pay rates, including job evaluations, salary surveys, and addressing issues of equity both within a company and compared to external market salaries. It provides steps for companies to establish pay rates, including determining the worth of jobs, conducting salary surveys, grouping similar jobs into pay grades, setting pay grade rates, and fine-tuning individual pay rates. Legal considerations that can impact compensation are also reviewed.
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This document is from a textbook about career management. It discusses several topics related to career development, including the traditional versus career planning-oriented focuses of human resource activities, different roles in career development for individuals, employers and managers, and practices that employers can adopt to support career planning and development for employees. It also covers topics like mentoring programs, enhancing diversity in career management, and innovative corporate career development initiatives.
Topic6.2 managing career_employee_life-cycle_career_management
This document discusses career management and making promotion decisions. It covers identifying career stages, measuring competence, formal or informal promotion processes, and vertical vs horizontal promotions. Key terms related to career management, development, and promotions are defined. Appendices provide tools for identifying career orientations, anchors, and appropriate occupations. They also offer guidance on job searching, resume writing, online profiles, interviews, and other career management activities.
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