Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
This document discusses product development for convention and visitor bureaus (CVBs). It outlines the traditional 4 Ps of marketing as well as 4 Ps tailored for CVBs: persistence, professionalism, persuasion, and promotion. It then describes the main products CVBs promote, including convention centers, headquarter hotels, visitor information centers, attractions and events. It notes challenges such as accountability without direct authority over these products and stresses the importance of community visioning for tourism product planning.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Presentation Turning Tourism Assets Into Products Todd Wright Kiama2009Threesides Marketing
The document discusses innovating tourism product development by focusing on the visitor experience rather than individual assets. It recommends treating the experience as the asset and developing products around memorable experiences that deliver value for visitors' time and money. A case study of The Poachers Way is presented as an example of a regional approach to product development centered on unique experiences. Councils are advised to engage industry and support operators in consistently delivering high quality experiences that distinguish the destination and satisfy visitors.
Hamza Aboelela Mady is a 28-year-old Egyptian male seeking a position that utilizes his skills and enhances his knowledge. He has a bachelor's degree in management information systems and has over 10 years of varied work experience in sales, marketing, customer service, IT, and administrative roles. He is skilled in C#, ASP.NET, ADO.NET, SQL, Microsoft Office, and has excellent communication and computer skills.
This document summarizes a partnership between professionals from the USA, UK, and Palestine to establish a competitive international call center in Palestine. The call center aims to provide high-quality customer service while tapping into graduates from Bethlehem University who have strong skills and can be hired at a competitive cost. The professionals have extensive experience in call center management, marketing, and customer feedback. Their vision is to create a world-class, socially responsible business that contributes to local development.
This document discusses ORCA Consulting's expertise in visitor capacity and circulation planning for public venues. It outlines ORCA's capabilities including operational planning, optimizing visitor experience, and labor planning. The key areas of focus are project development, operational planning and optimization, and creating a superior visitor experience. Methods discussed include attendance analysis, capacity planning for exhibits and attractions, and developing carrying capacities for outdoor areas. Case studies of capacity planning projects are also provided.
This document discusses product development for convention and visitor bureaus (CVBs). It outlines the traditional 4 Ps of marketing as well as 4 Ps tailored for CVBs: persistence, professionalism, persuasion, and promotion. It then describes the main products CVBs promote, including convention centers, headquarter hotels, visitor information centers, attractions and events. It notes challenges such as accountability without direct authority over these products and stresses the importance of community visioning for tourism product planning.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Chapter by chapter slides based on "Fundamentals of Destination Management and Marketing," provided by Destination Marketing Association International in cooperation with American Hotel & Lodging Association Education Institute.
Presentation Turning Tourism Assets Into Products Todd Wright Kiama2009Threesides Marketing
The document discusses innovating tourism product development by focusing on the visitor experience rather than individual assets. It recommends treating the experience as the asset and developing products around memorable experiences that deliver value for visitors' time and money. A case study of The Poachers Way is presented as an example of a regional approach to product development centered on unique experiences. Councils are advised to engage industry and support operators in consistently delivering high quality experiences that distinguish the destination and satisfy visitors.
Hamza Aboelela Mady is a 28-year-old Egyptian male seeking a position that utilizes his skills and enhances his knowledge. He has a bachelor's degree in management information systems and has over 10 years of varied work experience in sales, marketing, customer service, IT, and administrative roles. He is skilled in C#, ASP.NET, ADO.NET, SQL, Microsoft Office, and has excellent communication and computer skills.
This document summarizes a partnership between professionals from the USA, UK, and Palestine to establish a competitive international call center in Palestine. The call center aims to provide high-quality customer service while tapping into graduates from Bethlehem University who have strong skills and can be hired at a competitive cost. The professionals have extensive experience in call center management, marketing, and customer feedback. Their vision is to create a world-class, socially responsible business that contributes to local development.
This document discusses ORCA Consulting's expertise in visitor capacity and circulation planning for public venues. It outlines ORCA's capabilities including operational planning, optimizing visitor experience, and labor planning. The key areas of focus are project development, operational planning and optimization, and creating a superior visitor experience. Methods discussed include attendance analysis, capacity planning for exhibits and attractions, and developing carrying capacities for outdoor areas. Case studies of capacity planning projects are also provided.
Immediately Maximize Your Meeting Benefits: Combine CVB, Hotel and GSO Insigh...DMAI's empowerMINT.com
Each type of planning partner—convention and visitors bureaus, hotels, and hotel brand global sales offices—provides a unique set of benefits and strengths, but what you might not realize is that these partners are not mutually exclusive. By combining the resources of numerous planning partners, you can maximize your benefits and your results, positively impacting your bottom line by saving both time and money.
CVBs, hotels, and GSOs can help you in different ways, but do you know what each of these partners bring to the table? And, more importantly, are you versed in the most efficient strategies for delegating specific tasks to each partner, as well as the most effective timing for these processes? Learn successful strategies for combining these partners’ efforts to create a collaborative—rather than competitive—approach to meeting planning.
1. The document discusses the importance of getting exhibitors at trade shows and exhibitions to migrate upwards in their participation, from underachievers to followers to top exhibitors.
2. It outlines different types of training that can be provided to exhibitors to encourage this upward migration, such as technical briefings, dedicated training events, and mixed industry events.
3. The document recommends that training content should be adapted based on the exhibitor's needs and the specific event, and should focus on practical issues for first-time exhibitors and people-related issues for more experienced exhibitors.
The document advertises open positions at INVERTO, a leading procurement and supply chain management consulting firm. It is seeking executives, professionals, graduates, students, and back office employees to join its growing team. INVERTO offers challenging work, career advancement opportunities, an international work environment, training and development programs, work-life balance benefits, and a positive company culture. Reasons to choose INVERTO include its specialization in procurement/SCM, internationality, focus on results, and culture.
Jeff Paynton has over 20 years of experience in property management, film production, marketing, and the arts. He holds a Bachelor of Fine Arts degree from USC and has received additional business training. His experience includes leasing luxury apartments, managing film productions, increasing corporate sponsorships, and directing a theater company. He has strong skills in areas such as conflict resolution, team building, technology, and social media.
The document is a resume for Joseph Chavez. It summarizes his professional experience working in purchasing, inventory management, and customer service roles over the past 13 years. His most recent experience was as a Vendor Compliance Specialist at Oakley from 2012 to 2015 where he monitored vendor compliance and helped develop and implement new processes. He also previously worked as a National Accounts Operations Coordinator and Customer Service Representative/Sales Support at Oakley and United Polychem, respectively. The resume lists his software skills and education.
Self-introduction & Achievement in ACTi Richie Liu
This document provides information about Richie Liu's work experiences and achievements. It outlines his international sales experience from 2013 to 2015 where he conducted market investigations, channel management, and product training. It also details his freelance translation work from 2011 to 2012 and project assistance from 2010 to 2012. The document discusses Richie's success in establishing channels and strengthening relationships in Qatar and UAE markets, with some clients named, and growth rates provided. It highlights Richie's expertise in solution providing, surveillance knowledge, language skills, and experiences with business negotiation, customer visits and product training. In closing, it provides Richie's contact information.
Tracey Weaver has 10 years of experience in sales and customer service for electronics suppliers. She has a bachelor's degree in civil engineering from Clemson University. Her experience includes inside and outside sales, customer relations, procurement, inventory control, and strong skills in Microsoft applications, Excel, and Oracle/SQL. She is currently seeking a new opportunity in sales or customer service.
The document provides an overview of a student orientation for an undergraduate research center called the Research Development and Innovation Center (RDIC) at Our Lady of Fatima University. It discusses the RDIC organization and services, including research management, consultancy, and analytics. It also outlines the undergraduate research format, including sections on the introduction, literature review, methodology, results, discussion, and conclusion. Guidelines are provided for formatting, style, and submitting research manuscripts and abstracts.
Quality is important for satisfying customers and retaining loyalty, influencing a company's reputation, and increasing revenues while decreasing costs and waste. It is defined as the degree of excellence or freedom from defects of a product or service. There are several key dimensions of quality, including functionality, reliability, usability, maintainability, efficiency, portability, conformance, and durability for products, as well as consistency, timeliness, responsiveness, atmosphere, courtesy, and politeness for services. Quality control focuses on defect identification in finished products through tools and equipment, while quality assurance is process-oriented and aims to prevent defects through planned documentation and activities.
This document provides an overview of food and beverage operations in hotels. It describes the various units within a hotel's food and beverage department, including restaurants, bars, catering, room service, and more. It also outlines the roles and responsibilities of key positions like the food and beverage director. Additionally, it covers topics such as types of food service establishments, styles of food and beverage service, and the classical brigade system for organizing a kitchen.
1 billion travelers, more than 1 billion opportunities... For World Tourism Day 2015, we debate this statement by the UNWTO with Anita Mendiratta and Jonathan Tourtellot.
Indeed while tourism can have profoundly positive impacts, ill-managed tourism can bring about many negative effects for residents and the local environment. At the center of this: the DMO, who shares in the evolution of tourism everywhere.
Guest speakers:
Anita Mendiratta, Founder and Managing Director, CACHET CONSULTING
Jonathan Tourtellot, President, Focus on Places LLC, Founder, National Geographic Centre for Sustainable Destinations
The document describes the different departments in a hotel and their classifications. There are two main classifications: revenue centers/cost centers and front of house/back of house. Revenue centers like sales, front office, food and beverage directly generate income. Cost centers like HR, purchasing, and accounting support revenue centers without direct income generation. Front of house departments like front desk and restaurants interact with guests, while back of house departments like kitchen and housekeeping have little guest interaction. The document also lists example department heads and potential conflicts between departments like rooms division and housekeeping.
The document provides an introduction to the hospitality industry, which includes sectors like lodging, food and beverage, and travel and tourism. It discusses key characteristics of hospitality like being 24/7/365, having tangible and intangible products, and being labor intensive. It also lists some common job roles across accommodation, F&B, and travel and tourism.
Career opportunities in travel and tourism finalChetna Arora
The tourism industry in India has grown substantially and now employs approximately 20 million people directly and indirectly. It is expected to generate US$275.5 billion by 2018. A report projects that tourism could add Rs. 8,50,000 crores to India's GDP by 2020. While tourism has potential for economic growth and job creation, India has yet to reach its full potential in the tourism sector. There is opportunity for growth in tourism-related industries and jobs.
This document discusses key concepts in tourism, including tourism policy, planning, and product development. It covers dimensions of tourism planning like levels, timeframes, scopes, and spatial units. Characteristics of tourists and tourism resources are described. The stages of the tourism area life cycle are explained. Sustainable tourism development is emphasized in the national tourism policy of the Philippines. An assignment involves analyzing the Hinilugang Taktak waterfalls in terms of cultural sensitivity, ecological sustainability, market potential, and sustainable development strategies.
This document discusses different types of lodging establishments including hotels, motels, inns, lodges, guest houses, condominiums, bed and breakfasts, boarding houses, dormitories, and nursing homes. It also describes classifications of hotels based on accommodation type, location, services provided, facilities, size, and food service. Specific unique lodging types are mentioned like tree house hotels, capsule hotels, cave hotels, ice hotels, and other specialty concepts. Future trends in hotel design and technology are also briefly touched on.
This document discusses several models for tourism planning including rational planning models, the TRREC VICE model, and the UNWTO tourism planning model. It also covers target setting methods, ecotourism planning models, and considerations for visitor site planning like capacity, slope, vegetation, and natural hazards. Key steps in tourism development planning are identified as situation analysis using tools like SWOT and distributing a tourism development planning digest prior to consultation.
This document provides an overview of research methodology. It defines research and discusses the common elements, characteristics, and types of research. The two major types are basic research, conducted to add to understanding without practical goals, and applied research, conducted to solve practical problems. Research methodology includes both qualitative and quantitative approaches. Qualitative research aims to understand experiences through methods like interviews while quantitative research aims to measure variables and relationships through statistical analysis. Finally, the document discusses important aspects of developing a research proposal such as choosing a topic, constructing a statement of the problem, and writing a clear title.
It's a basic case study on the typologies of the resorts and the circulation pattern in a resort,resorts on the themes,categorizing the resorts according to facilities available there.
Immediately Maximize Your Meeting Benefits: Combine CVB, Hotel and GSO Insigh...DMAI's empowerMINT.com
Each type of planning partner—convention and visitors bureaus, hotels, and hotel brand global sales offices—provides a unique set of benefits and strengths, but what you might not realize is that these partners are not mutually exclusive. By combining the resources of numerous planning partners, you can maximize your benefits and your results, positively impacting your bottom line by saving both time and money.
CVBs, hotels, and GSOs can help you in different ways, but do you know what each of these partners bring to the table? And, more importantly, are you versed in the most efficient strategies for delegating specific tasks to each partner, as well as the most effective timing for these processes? Learn successful strategies for combining these partners’ efforts to create a collaborative—rather than competitive—approach to meeting planning.
1. The document discusses the importance of getting exhibitors at trade shows and exhibitions to migrate upwards in their participation, from underachievers to followers to top exhibitors.
2. It outlines different types of training that can be provided to exhibitors to encourage this upward migration, such as technical briefings, dedicated training events, and mixed industry events.
3. The document recommends that training content should be adapted based on the exhibitor's needs and the specific event, and should focus on practical issues for first-time exhibitors and people-related issues for more experienced exhibitors.
The document advertises open positions at INVERTO, a leading procurement and supply chain management consulting firm. It is seeking executives, professionals, graduates, students, and back office employees to join its growing team. INVERTO offers challenging work, career advancement opportunities, an international work environment, training and development programs, work-life balance benefits, and a positive company culture. Reasons to choose INVERTO include its specialization in procurement/SCM, internationality, focus on results, and culture.
Jeff Paynton has over 20 years of experience in property management, film production, marketing, and the arts. He holds a Bachelor of Fine Arts degree from USC and has received additional business training. His experience includes leasing luxury apartments, managing film productions, increasing corporate sponsorships, and directing a theater company. He has strong skills in areas such as conflict resolution, team building, technology, and social media.
The document is a resume for Joseph Chavez. It summarizes his professional experience working in purchasing, inventory management, and customer service roles over the past 13 years. His most recent experience was as a Vendor Compliance Specialist at Oakley from 2012 to 2015 where he monitored vendor compliance and helped develop and implement new processes. He also previously worked as a National Accounts Operations Coordinator and Customer Service Representative/Sales Support at Oakley and United Polychem, respectively. The resume lists his software skills and education.
Self-introduction & Achievement in ACTi Richie Liu
This document provides information about Richie Liu's work experiences and achievements. It outlines his international sales experience from 2013 to 2015 where he conducted market investigations, channel management, and product training. It also details his freelance translation work from 2011 to 2012 and project assistance from 2010 to 2012. The document discusses Richie's success in establishing channels and strengthening relationships in Qatar and UAE markets, with some clients named, and growth rates provided. It highlights Richie's expertise in solution providing, surveillance knowledge, language skills, and experiences with business negotiation, customer visits and product training. In closing, it provides Richie's contact information.
Tracey Weaver has 10 years of experience in sales and customer service for electronics suppliers. She has a bachelor's degree in civil engineering from Clemson University. Her experience includes inside and outside sales, customer relations, procurement, inventory control, and strong skills in Microsoft applications, Excel, and Oracle/SQL. She is currently seeking a new opportunity in sales or customer service.
The document provides an overview of a student orientation for an undergraduate research center called the Research Development and Innovation Center (RDIC) at Our Lady of Fatima University. It discusses the RDIC organization and services, including research management, consultancy, and analytics. It also outlines the undergraduate research format, including sections on the introduction, literature review, methodology, results, discussion, and conclusion. Guidelines are provided for formatting, style, and submitting research manuscripts and abstracts.
Quality is important for satisfying customers and retaining loyalty, influencing a company's reputation, and increasing revenues while decreasing costs and waste. It is defined as the degree of excellence or freedom from defects of a product or service. There are several key dimensions of quality, including functionality, reliability, usability, maintainability, efficiency, portability, conformance, and durability for products, as well as consistency, timeliness, responsiveness, atmosphere, courtesy, and politeness for services. Quality control focuses on defect identification in finished products through tools and equipment, while quality assurance is process-oriented and aims to prevent defects through planned documentation and activities.
This document provides an overview of food and beverage operations in hotels. It describes the various units within a hotel's food and beverage department, including restaurants, bars, catering, room service, and more. It also outlines the roles and responsibilities of key positions like the food and beverage director. Additionally, it covers topics such as types of food service establishments, styles of food and beverage service, and the classical brigade system for organizing a kitchen.
1 billion travelers, more than 1 billion opportunities... For World Tourism Day 2015, we debate this statement by the UNWTO with Anita Mendiratta and Jonathan Tourtellot.
Indeed while tourism can have profoundly positive impacts, ill-managed tourism can bring about many negative effects for residents and the local environment. At the center of this: the DMO, who shares in the evolution of tourism everywhere.
Guest speakers:
Anita Mendiratta, Founder and Managing Director, CACHET CONSULTING
Jonathan Tourtellot, President, Focus on Places LLC, Founder, National Geographic Centre for Sustainable Destinations
The document describes the different departments in a hotel and their classifications. There are two main classifications: revenue centers/cost centers and front of house/back of house. Revenue centers like sales, front office, food and beverage directly generate income. Cost centers like HR, purchasing, and accounting support revenue centers without direct income generation. Front of house departments like front desk and restaurants interact with guests, while back of house departments like kitchen and housekeeping have little guest interaction. The document also lists example department heads and potential conflicts between departments like rooms division and housekeeping.
The document provides an introduction to the hospitality industry, which includes sectors like lodging, food and beverage, and travel and tourism. It discusses key characteristics of hospitality like being 24/7/365, having tangible and intangible products, and being labor intensive. It also lists some common job roles across accommodation, F&B, and travel and tourism.
Career opportunities in travel and tourism finalChetna Arora
The tourism industry in India has grown substantially and now employs approximately 20 million people directly and indirectly. It is expected to generate US$275.5 billion by 2018. A report projects that tourism could add Rs. 8,50,000 crores to India's GDP by 2020. While tourism has potential for economic growth and job creation, India has yet to reach its full potential in the tourism sector. There is opportunity for growth in tourism-related industries and jobs.
This document discusses key concepts in tourism, including tourism policy, planning, and product development. It covers dimensions of tourism planning like levels, timeframes, scopes, and spatial units. Characteristics of tourists and tourism resources are described. The stages of the tourism area life cycle are explained. Sustainable tourism development is emphasized in the national tourism policy of the Philippines. An assignment involves analyzing the Hinilugang Taktak waterfalls in terms of cultural sensitivity, ecological sustainability, market potential, and sustainable development strategies.
This document discusses different types of lodging establishments including hotels, motels, inns, lodges, guest houses, condominiums, bed and breakfasts, boarding houses, dormitories, and nursing homes. It also describes classifications of hotels based on accommodation type, location, services provided, facilities, size, and food service. Specific unique lodging types are mentioned like tree house hotels, capsule hotels, cave hotels, ice hotels, and other specialty concepts. Future trends in hotel design and technology are also briefly touched on.
This document discusses several models for tourism planning including rational planning models, the TRREC VICE model, and the UNWTO tourism planning model. It also covers target setting methods, ecotourism planning models, and considerations for visitor site planning like capacity, slope, vegetation, and natural hazards. Key steps in tourism development planning are identified as situation analysis using tools like SWOT and distributing a tourism development planning digest prior to consultation.
This document provides an overview of research methodology. It defines research and discusses the common elements, characteristics, and types of research. The two major types are basic research, conducted to add to understanding without practical goals, and applied research, conducted to solve practical problems. Research methodology includes both qualitative and quantitative approaches. Qualitative research aims to understand experiences through methods like interviews while quantitative research aims to measure variables and relationships through statistical analysis. Finally, the document discusses important aspects of developing a research proposal such as choosing a topic, constructing a statement of the problem, and writing a clear title.
It's a basic case study on the typologies of the resorts and the circulation pattern in a resort,resorts on the themes,categorizing the resorts according to facilities available there.
The document contains 27 multiple choice questions related to the hotel industry. The questions cover topics like identifying specific hotel properties, common hotel terms and their meanings, responsibilities of different hotel departments, international currencies, and other general hotel and tourism related trivia.
Here are the answers to the questions:
1. Policies outline the overall intentions and direction of an organization as related to quality. Procedures provide specific directions on how to fulfill quality requirements and implement the quality policy.
2. Procedures are similar to work instructions but provide more overview, while work instructions provide very specific step-by-step directions on how to perform a work task or activity.
3. Corrective action is taken to eliminate the cause of a detected nonconformity or other undesirable situation. Preventive action is taken to eliminate the causes of potential nonconformities or other undesirable potential situations. Corrective action responds to something that has already happened, while preventive action anticipates something that
The document outlines several platforms and theories related to tourism development planning. It discusses advocacy platforms that see tourism positively and cautionary platforms that see negatives of mass tourism. It also covers theories like laissez-faire, modernization, trickle-down, and dependency. Approaches to tourism planning include no planning, ad-hoc, integrated, boosterist, product-led, spatial, demand-led, bureaucratic, middle path, environmental, eco-tourism, participatory, community-based, pro-poor, and fair trade approaches.
The document outlines the Indigenous Peoples Education Curriculum Framework adopted by the Department of Education in the Philippines. The framework aims to (1) recognize indigenous peoples' right to culturally-rooted basic education by localizing and indigenizing the K-12 curriculum, (2) establish partnerships between indigenous communities and schools to include indigenous knowledge and practices, and (3) enable indigenous peoples to develop basic literacy and livelihood skills while preserving their culture. The framework focuses on using indigenous communities, languages, knowledge, stories, and practices in the curriculum to strengthen cultural identity and foster lifelong learning.
This document outlines the structure and rounds of a quiz competition between teams. It consists of 5 rounds:
Round I has questions for each team to answer one at a time. Round II gives each team 5 questions consecutively. Round III returns to teams answering one question each. Round IV has 10 questions that any team can answer. Round V involves identifying the country from pictures provided. The questions cover topics such as Indian monuments, rivers, states, and world geography.
Malcolm D. Prince has over 15 years of experience in administrative, visitor services, and data management roles. He has 6 years of supervisory experience overseeing front-line staff. He is proficient in various software programs including Blackbaud Altru, Raiser's Edge, QuickBooks, Microsoft Office, and Google Docs. Currently he is seeking a new opportunity that utilizes his customer service, administrative, and data management skills.
Mona Ibrahim has over 10 years of experience in customer service, event coordination, and administrative roles. She currently works as a Personal Assistant to the Minister Plenipotentiary at the Embassy of the Arab Republic of Egypt in London, where she assists ministers in cultivating commercial links and manages the minister's diary and correspondence. Previously, she held roles coordinating conferences, events, and programs in Egypt and the United States. She has a Bachelor of Science degree in Hospitality Administration from Boston University.
Mona Ibrahim has over 10 years of experience in customer service, event coordination, and administrative roles. She currently works as a Personal Assistant to the Minister Plenipotentiary at the Embassy of the Arab Republic of Egypt in London, where she assists ministers in cultivating commercial links and manages the minister's diary. Previously, she held roles coordinating conferences, events, and programs in Egypt and the United States. She has a Bachelor of Science degree in Hospitality Administration from Boston University.
This document provides an overview of the operations of a travel agency. It discusses the basic organizational structure, which includes departments like reservations, marketing, finance, human resources, and MICE (meetings, incentives, conferences and events). It outlines the key duties and roles of each department. It also explains the processes involved in planning, contracting, packaging, marketing, sales, operations, evaluation, and accounting. It provides an example income and expenditure statement for a travel agency and discusses how to handle a mistake in billing and ensure proper accounting controls. The document aims to give a comprehensive understanding of how a typical travel agency functions.
Frequently asked questions about customer journey mappingsuitecx
Customer Journey Mapping is a tried and true technique to better understand your customers' experiences as the foundation for driving change and innovation.
This document contains the best of our knowledge from over 50 combined years of consulting using Customer Journey Maps with clients.
Mustapha Salama is seeking a stable position that allows growth. He has over 7 years of experience in customer service and relationship management roles at major banks like Arab Bank, Citibank Egypt, and HSBC Bank. His experience also includes library roles managing collections and assisting patrons. He is proficient in both English and Arabic and has skills in Microsoft Office, library automation systems, and data entry.
In this webinar we will cover the detailed implementation of Career Coach, from the benefits of purchase to the internal and external launch. In particular, we will go through the launch timeline and the roles and responsibilities of everyone involved in the project. Sarah Wilson and Owen Sutkowski from Central Piedmont Community College will be presenting.
Key Steps to a Successful Career Coach ImplementationEMSI
In this webinar we will cover the detailed implementation of Career Coach, from the benefits of purchase to the internal and external launch. In particular, we will go through the launch timeline and the roles and responsibilities of everyone involved in the project. Sarah Wilson and Owen Sutkowski from Central Piedmont Community College will be presenting.
This document discusses plans for an international student exchange program between AIESEC in Uninorte and other countries. It covers segmentation of supply and demand of exchange opportunities, a promotion campaign targeting local students, matching candidates through MRB interviews, induction training, and a potential induction project to build local capacity. The key aspects are selecting exchange countries based on visa process and flights, defining an effective multi-channel promotion strategy, and ensuring exchange participants understand conference requirements. The goal is to design a successful student exchange project that develops leadership skills for participants.
Welcome to my blog my name is keon willabus. I am 25 year old young men. i am working in IT company. for more information about keon willabus touch with us. http://keonwillabus.blogspot.co.uk/
Rose Ann Sudla Quinto is seeking a management position utilizing her skills in marketing, sales, administration, and customer service. She has over 6 years of experience in marketing, social media, administration, and customer service roles in hotels, real estate, and education. Her resume provides details of her professional experience, education, skills, and references.
Rita Georges Kiwan has over 20 years of experience in travel, banking, and education. She currently serves as General Manager of MICCO Travel Division in Abu Dhabi, where she oversees operations and finances, develops strategies, and ensures policies are executed. Previously, she held managerial roles at Etihad Airways, Commercial Bank of Dubai, Gulf Air, and International Educational Institute, gaining experience in sales, marketing, and relationship management. She is fluent in Arabic, English, and French and holds a BBA in Information Systems.
This individual has over 10 years of experience in customer service, sales, and business analysis roles. They possess strong communication, organizational, and relationship building skills. They have a bachelor's degree in religion and psychology from University College Cork and are proficient in Microsoft Office, CRM systems like NetSuite and Salesforce, and the Adobe Creative Suite.
This document discusses key aspects of developing a tourist destination, including conducting a destination audit, building partnerships, creating a vision and marketing plan, analyzing strengths/weaknesses and resources, and engaging local communities. The five main components of destination development are identified as destination audit, partnership building, vision, SWOT analysis, and resource/marketing analysis. Successful destination development requires engaging local people, business-focused planning, identifying common objectives, and focusing marketing opportunities.
The document discusses the tour operations cycle which includes 8 steps: planning, contracting, costing, quotations, reservations, field operations, accounting, and evaluation. Planning involves determining objectives and customer needs. Contracting involves negotiating rates from suppliers. Costing is determining costs of components. Quotations provide cost plus profit pricing. Reservations place advance requests. Field operations deliver services. Accounting collects payments. Evaluation assesses performance and customer satisfaction. The cycle aims to meet customer expectations through the entire process.
Marketing in Travel & Tourism: The Role of Marketing as a ToolKaren Houston
The document discusses strategic marketing planning in travel and tourism. It covers analyzing an organization's environment and strengths to develop a sustainable plan. A strategy sets the overall direction and considers market trends, competitors, and customers' needs. Strategic planning answers questions about an organization's current position, emerging opportunities, future goals, and decisions needed. Tools like Ansoff's matrix and the Boston matrix help analyze growth strategies and product portfolios. Competitive advantages include cost leadership, differentiation, and focus. Research methods gather data to inform marketing decisions.
Nile University is conducting a marketing overview using the SOSTAC framework. In the situation analysis, they analyzed customer feedback, competitive advantages, marketing mix effectiveness, target segments, and potential external impacts. The objective is to increase student acquisition and retention, improve customer satisfaction, enhance the university's reputation, and strengthen recruitment across markets. The strategy involves tactics like identifying the customer decision journey, segmenting markets, developing an engaging brand identity, and optimizing the website and social media presence. Controls will include reports and dashboards to monitor key performance indicators.
Renee Baeza has over 25 years of experience in hotel sales and event management. She is currently the Catering Sales Manager at the Courtyard by Marriott Historic District in Charleston, SC, where she exceeds catering revenue goals and wins performance awards. Previously, she held several event manager and sales roles with Marriott, Renaissance, and RIHGA Royal hotels in New York and Washington D.C., consistently achieving high customer satisfaction scores and sales targets. Baeza has extensive expertise in group booking, contract negotiation, event planning, and software systems used in the hospitality industry.
Mohammed Ali AL-shehri has over 14 years of experience in supply chain management. He has held positions managing procurement, inventory, and logistics operations. Currently, he works in the strategy management office of the Saudi Ministry of Housing, where he has contributed to developing strategic plans and key performance indicators. He holds a Bachelor's degree in International Business Administration and a Master's degree in Strategy Sciences.
This project aims to address youth unemployment in Romania by developing a community and online platform to provide tourism-related training, information, and advice to unemployed students and graduates. The platform will also facilitate networking between students and entrepreneurs in the tourism sector. Over the course of one year, the project will conduct research on consumer behavior, launch the online platform, and promote it to engage 500 unemployed young people. The end goal is to open a tourism resort fully managed by the target group.
Similar to DMAI Fundamentals - Chapter 4 - Tourism Research & Performance Reporting (20)
MMGY Global’s recent release of the 2015 Portrait of American Travelers® (POAT) revealed emerging shifts in the travel habits and intentions of Americans that call into question several prevailing beliefs maintained by industry marketers. The results also have significant implications for the manner in which the industry markets its products, and the way in which consumers are likely to respond.
Peter Yesawich, one of the most respected and insightful sources on the habits and preferences of American travelers, joins DMAI to take a deeper dive into the findings.
DMOs can take advantage of sharing empowerMINT content with planners in order to raise your visibility and build your relationships in 2015. Here are some tips to help get you started on using empowerMINT's free articles, webinars, and posts so you don't have to reinvent the wheel.
This document summarizes a webinar about Tourism Improvement Districts (TIDs). It discusses the growth of TIDs as a funding mechanism for Destination Marketing Organizations. Data from a survey of 88 TIDs nationwide is presented on topics like district formation processes, assessment rates, fund oversight, and the effects of increased promotion funding. Key findings include that over half of TIDs formed in the last 5 years, most assess hotels based on a percentage of revenue, and on average TIDs increased total tourism funding by $1.6 million.
Destination marketing organizations and economic development organizations discover evidence that alignment and collaboration ultimately achieves the shared goal local economic progress that reaches industries far beyond immediate travel service providers and suppliers.
Research presentation by Adam Sacks, President, Tourism Economics and implications by Andy Levine, President and Chief Creative Officer, Development Counsellors International.
In case you missed our live broadcast of this webinar with STR, catch the presentation to help you prepare your marketing plans for 2015 with a heightened understanding of the trends and market forces impacting hotel occupancy in the year ahead.
Presenter: Brittany Baldwin, Director of Business Development, Destinations with STR
The Providence Warwick Convention and Visitors Bureau adopted the DMAI Event Impact Calculator in 2013 to standardize their measurement of the economic impact of events in their region. They chose to use the DMAI calculator because it is the industry standard, even though they previously used a local formula. Using the DMAI calculator allows them to report credible impact numbers to partners like the convention center and clients.
The San Francisco Travel Association adopted DMAI's Event Impact Calculator in 2013 to better estimate the economic impact of events on the local economy. The tool calculates estimates spending in categories like lodging, food, and retail based on event details. It also estimates tax revenue and jobs supported. The Association uses the tool to demonstrate event value to stakeholders and identify events that generate more room nights than contracted blocks. It collects data on attendees to inform the tool's inputs. The tool's reports help educate partners on events' tourism contributions.
Following an in-depth study and review of the Event Impact Calculator's use and methodology, DMAI presents a selected case study on how Columbia Metropolitan CVB harnesses the power of economic impact data for its destination and meeting planner business.
Following an in-depth study and review of the Event Impact Calculator's use and methodology, DMAI presents a selected case study on how Travel Portland harnesses the power of economic impact data for its destination and meeting planner business.
Valencia Bembry, Director of Accreditation Programs at DMAI, and Michael Brown, Director of Development / Public Affairs at Experience Columbus, share their expertise on how DMOs can build stronger stakeholder relationships to advocate for travel.
Seizing and opportunity to raise awareness around a potential to support tourism business, students' summer income, and family travel time, the Pocono Mountains Visitors Bureau campaign to convince local school districts to delay opening until after Labor Day.
The San Diego Tourism Authority suddenly had its funding held hostage in 2013 during a political dispute with the city's new mayor. The Authority launched a campaign called "Why Travel Matters" to educate the public and officials about tourism's economic impact. This included profiles of people in the tourism industry. While funding was cut significantly, the Authority eventually regained its funding and continues advocating for tourism's benefits.
The Great Lakes Bay Regional CVB in Michigan published a legislative guide to educate stakeholders about engaging with travel and tourism-related legislation after regionalizing three DMOs in 2009. The guide helped establish the CVB as a leader in advancing the legislative agenda and regional economic growth. It provides information on Michigan's government structure, sample legislative strategies, and encourages industry participation in advocacy efforts. The CVB president states their role is being a legislative champion for tourism.
This document summarizes a presentation on tourism improvement districts (TIDs) given at a 2013 CEO forum. It discusses how government tourism funding is being cut and how TIDs can provide stable alternative funding. TIDs involve hotels and other businesses paying an assessment on rooms or sales that is collected by the local government and managed by a destination marketing organization. The document provides examples of successful TIDs across several states that have increased tourism revenues and budgets. It also outlines some challenges in forming TIDs and managing the partnerships between public and private organizations.
http://www.DestinationMarketing.org - Victoria Isley of DMAI and Scott Beck of Visit Salt Lake discuss what's now and whats next in destination marketing at US Travel's ESTO 2013 Conference in Richmond Virginia.
This document discusses the benefits and process of accreditation for destination marketing organizations (DMOs). It outlines that accreditation provides credibility, recognition, and opportunities for self-improvement by ensuring compliance with high industry standards. The benefits are described through quotes from accredited DMOs that found value in areas like increased funding and confidence from stakeholders. The process involves assessment across 16 domains and standards, with an online application and potential feedback on areas for improvement. Common misperceptions about accreditation are addressed. Tips are provided for standards that may be troublesome, and the renewal process every 5 years is summarized.
The document discusses destination management in Mexico. It outlines the history of destination management organizations (DVOs) in Mexico, which first emerged in the 1960s to support tourism infrastructure and events. It then describes the role of state governments in tourism, which includes strategic leadership, promotion, and fostering competitiveness through quality standards, modernization, and regulation. Developers and intermediaries work to facilitate sustainable tourism development and strategic alliances. A key developer, FONATUR, plans and develops major tourism centers in Mexico. Finally, the document outlines the nonprofit nature and services of Mexican Convention and Visitors Bureaus (CVBs) which aim to attract events and promote destinations.
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