This document discusses destination management and development for tourism in the Southern Gulf Islands. It provides an overview of key issues for "cold water islands" including sustainability, impacts of tourism, and governance challenges. It then discusses developing a competitive advantage through destination management that enhances infrastructure, services, resources and visitor experiences. Specifically, it outlines steps to take such as conducting an inventory of cultural assets, organizing them into a product positioning matrix, defining a destination typology, developing themed cultural routes, and establishing a competitive cluster approach to link complementary services and attractions. The document emphasizes identifying community champions to build support and provide leadership in tourism planning.
Cultural Tourism: Global and South African Perspectives by Milena IvanovicMilena Ivanovic, PhD
Cultural Tourism: Global and South African Perspectives is a keynote presentation given at the South African Tourism day public lecture held at Clarens on 26 September 2011.
This ppt was presented at the master class for Transportation and Leisure management program at NKUHT, Taiwan. Hopefully, it will bring you some ideas of doing tourism researches and management. Sincerely,
Assistant P. Hong, jai- tsung
Cultural Tourism: Global and South African Perspectives by Milena IvanovicMilena Ivanovic, PhD
Cultural Tourism: Global and South African Perspectives is a keynote presentation given at the South African Tourism day public lecture held at Clarens on 26 September 2011.
This ppt was presented at the master class for Transportation and Leisure management program at NKUHT, Taiwan. Hopefully, it will bring you some ideas of doing tourism researches and management. Sincerely,
Assistant P. Hong, jai- tsung
The presentation wishes to examine the push and pulls factors that motivate Greek tourists and cross refer them to the new tourist’s consumer profile. It tries to identify the current trends in tourism models and raise concerns on the development of a green tourist market arguing that the road to a profitable, sustainable tourism in Greece passes through proactive educational strategies as well as the use of targeted marketing channels and promotional tools.
Importance of Tourism Planning in Skyline College Delhithomasmary607
Looking a career in travel and tourism industry then you are in the right place. SKYLINE College is a career-oriented business professional school in India that can boost your prospects by joining the relevant courses in which you are interested. As we all know that the tourism industry is a fascinating one giving employees the advantages of meeting hundreds of people and a chance to see the world.
The presentation wishes to examine the push and pulls factors that motivate Greek tourists and cross refer them to the new tourist’s consumer profile. It tries to identify the current trends in tourism models and raise concerns on the development of a green tourist market arguing that the road to a profitable, sustainable tourism in Greece passes through proactive educational strategies as well as the use of targeted marketing channels and promotional tools.
Importance of Tourism Planning in Skyline College Delhithomasmary607
Looking a career in travel and tourism industry then you are in the right place. SKYLINE College is a career-oriented business professional school in India that can boost your prospects by joining the relevant courses in which you are interested. As we all know that the tourism industry is a fascinating one giving employees the advantages of meeting hundreds of people and a chance to see the world.
Understanding Travel and Tourism Lecture 6 Tourism A.docxwillcoxjanay
Understanding Travel and Tourism
Lecture 6
Tourism Attractions
Attractions
Can be iconic symbols that capture the
essence of a destination - recognised
around the world.
They can be:
• Natural areas
• Sites of cultural heritage
• Entertainment venues
Destination Branding
Iconic attractions serve as symbols which express
the ideas and values associated with the place.
They often feature as the key visual representation
of the destination.
They may create a sense of place
Place attachment
Place dependence:
• The event could not have been held at a better
location
• The venue delivered an excellent spectator
experience
Place identity
• I can really be myself at the opera house
• I feel I belong at the opera house
Psychological Continuum Model
1. Awareness
Realisation of opportunities
2. Attraction
Affective association, behaviour
3. Attachment
Emotional meaning
4. Allegiance
Attitudinal and behavioural loyalty
Attractions
Natural areas often provide the setting for
other forms of attractions.
They support activities that may appeal to
particular market segments.
If managed sustainably, natural resources
can serve as, seemingly, timeless
attractions – of value across generations.
Attractions
Some cultural attractions are considered to be of
significance to mankind.
They may attract large numbers of tourists.
Their protection and management is of
international concern and subject to the policies
of international agencies.
World Heritage Sites
Attractions
Attractions also exist at a smaller scale as
the features that give enjoyment to
tourists.
Attractions
The duration of market interest
• Concert
• Festival/Event
– Media coverage
• Theme Park
Is the attraction consistent with the
destination’s position?
Attractions
Market segments that are attracted
• Children
• Sport tourists
– Participants
– Spectators
Attractions may repel some segments
(displacement).
Attraction elements
Leiper (1995).
• Tourists who engage with the attraction
• Nucleus the feature that captures tourist
attention
– In decision-making
– In situ (during visit)
– In reflection
Attraction elements
Markers give information about the
attraction.
They create expectations and influence
behaviour:
• Advertisements
• Guidebooks
• The internet
• Signage
Markers
Tourist engagement with markers is affected
by:
• Perceptions of risk and reward
• Level of personal interest
• Mindfulness of surroundings
It can be an active process to enhance
experiential outcomes
Attractions hierarchy
The status of attractions in tourist decision-
making.
Primary attractions influence decision to
travel
Secondary attractions are known prior to
travel but not major influence
Tertiary attractions become known when
at the destination
Attractions ...
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1. protecting culture and heritage-responsible tourism initiatives in the greater Mekong sub-region(Mason Florence / Executive Director / Mekong Tourism Coordinating Office)
*이 포럼은 제2회 아시아사회적기업활동가대회 ASES2010의 분과 회의로 기획되었습니다.
The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
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1. Building the Southern Gulf Islands
Destination
Dr. Brian P. White
Royal Roads University
2. Why Tourism Destination Management and
Development?
•
•
•
•
Key ‘cold water island’ issues
Destination Management and Development
Destination organization : getting started
Competitive advantage and comparative
advantage
• Themed routes and competitive clusters
• Community Champions
3. Destination Management and
Development is---
---the envisioning, planning, and implementing of
changes to tourism-related infrastructure, services,
human resources, and visitor experiences that
enhance a destination’s competitive advantage.
4. Sense of Place
• What are the qualities of a real place, a
distinctive place, a place with its own history,
culture, and texture? What qualities give
certain places a feeling of character and
charisma that makes them worthy of a visitor’s
deep engagement and of a citizen’s love? Scott
Russell Sanders in Civic Tourism: The Poetry and Politics of Place, 2007
5. “Culture and heritage tourism occurs when
participation in a cultural or heritage activity is a
significant factor for traveling. … [Cultural tourism
includes] performing arts, (theatre, dance, music),
visual arts and crafts, festivals, museums and cultural
centres, and historic sites and interpretive centres.”
Canadian Tourism Commission
The Cultural Tourism Lens---
7. Setting the Stage
Some “Cold-water” island issues include:
-sustainability of island ecosystems , economies,
and societies,
• population displacement,
• tourism impacts,
• gentrification
• governance
(Warrington & Mill 2007, Gossling & Wall 2007, Connell 2007, Clark et al 2007)
8. Island Tourism & Environmental Change:
Some Key Issues
•
Competition for scarce water and other natural
resources
•
Land conversion for residential and commercial
development
•
Development of gated communities often driven
by retirees
•
Locals forced to emigrate by rising land and
gentrification
•
Unoccupied investment properties and second homes
impact community vitality. (Gossling & Wall 2007)
9. The Situation--• The Southern Gulf Island’s economy is small
business based, particularly focussed on
agritourism and arts and crafts, commuting
and tele-commuting
• The economic downturn impacts retirees, small
businesses, and developers focussed on
retirement properties
• Ferry Schedules and pricing critically impact
Island life
10. Some Issues--• Land development equated
with tourism by some
• Islands Trust seen by some as a brake on
development
• Emergent sustainable tourism economy not
supported as a fundamental economic reality by
some residents.
11. • Community economies in BC have largely shifted to
services - based employment
• Rapid changes in global economic conditions means
shifts in destination preference
• Travel modes and choice of destination experience
are changing
• The world wide web has redefined competitive
advantage and increased awareness of alternative
travel experiences
12. The Travel, Time and Space Continuum:
how people arrive in the Gulf Islands
Number of Trips
(interactions)
Time
Extended
working
holidays
Years
Migration
Commuting
Months
Shopping
Educational travel
Weeks
Visits
Vacation
Day tripping
Sojourning
Weekends
Days
Hours
Long distance commuting
Home
Space
Adapted from Hall in Theobald, 2006, p. 466
13. Competitive Advantage in Tourism-
Is (based on) specialized factors, which are not
inherent but are created by each destination, such
as educational systems, technological “know-how”,
specialized infrastructure, and other capabilities,
which respond to the specific needs of an industry.
(Richie and Crouch 2003)
14. Competitive Advantage in TourismKey specialized factors
• Focus on tourism product development,
• Destination management organization,
• infrastructure that allow access to natural and
cultural resources,
• availability of long-term capital,
• personal security and quality hospitality
services, and
• sufficient municipal services
15. • Tourism included in Official Community
Plans and Economic Development Plans
•Sustainable level of financial contribution
•Sustainable organizational structure that
manages the destination
•Focus on support for Travel Generators
Destination Competitive Advantage
16. The Cultural Tourism Clusters
Human
Heritage
Natural
History
The Arts
Ag/Fishery
& Industrial
Heritage
Cuisine
18. The Destination Development Process in
Building Place--STEP 1
On-site Inventory
What are our assets?
Organize cultural experiences by:
Cultural cluster
Category of cultural experience
Lead, supporting, or sustaining PPM status
19. STEP 2
Product Positioning Matrix (PPM)
How do our assets relate to each other?
The PPM has 3 categories to which cultural
tourism experiences are assigned:
•
The lead category
•
The supporting category
•
The sustaining category
20. STEP 3
Destination Typology
How do we define our destination & our
product?
Consider distribution of cultural experiences by cluster
Consider distribution by category & PPM status
Read the destination’s social and cultural history
Confer with local historians, artists, curators, naturalists,
government, and tourism operators
1.6, 1.7
21. STEP 4
Themed Routes
How to organize our cultural experiences?
Review destination typology and PPM
Remember the four cultural cohorts
Design each route to target at least one cohort
22. 1.
2.
3.
4.
5.
Themed Routes---Route and/or place developed as an integrated
attraction
The route is marketable
Efficient promotion
Involvement from many stakeholders
Promotion material based on visitor needs
6. Route clearly signed
Hardy’s 10 Principles for developing themed routes---(Hardy, 2003, p. 326)
23. 7. Attractions reflect local culture, with quality service
8. Principles of interpretation applied resulting in
enjoyable thematic interpretation
9. Price of visitor’s route experience cost effective
10. Route sustainability ensured by protection of natural
and cultural assets.
24. The Competitive Cluster Approach
• A strategic set of activities and services organized as
an effective tourism supply chain.
• The core of the “cluster” is the comparative
advantage represented by a destination’s unique
characteristics and interpretive programming.
• The competitive cluster links all the complementary
visitor services and attractions in a destination area.
(after Hawkins, 2003)
26. Provincial and Federal
government policies and
strategies
Access
emerging
markets
Increase
market
share
Destination
Internet
portal/
information
services
Hotels
B&Bs
restaurants
Common
vision,
programs,
marketing
plan,
leadership
Attractions
and events
Agri-tourism ,
garden, culinary,
FN, wine, spa
tourism, etc.
Municipal and
regional
governments
Community Champions:
supporting individuals and
community agencies
Structure of a tourist
destination’s
competitive cluster
27. Do any of these twelve tourism responses for local government
apply here?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Municipal and Regional District Committees
Contract for services
Incorporate Tourism in the Strategic Plan
Official Community Plan
Economic Development Plan
Five Year Financial Plan and Capital plan
% of business tax to destination development
Hotel Tax (HST---?)
Business Improvement Areas
Revitalization Areas (modest tax exemption)
Municipal Facilities & Services
Grants, sponsorship, project funding
28. Getting Started: what would work best for the
Southern Gulf Islands?
Building community tourism capacity:
What partnerships?
What organizational structure is needed to start
tourism destination planning?
29. Success stories require:
– solid vision
– strong leadership
– effective partnerships
– adequate financing
– ability to provide what visitors want
– understanding of how the industry
functions
30. Identifying Champions
• Look for supportive, like-minded people who can help
• They may be…
– Business people, retired or not
– Spark plugs – forward thinking initiators who make
things happen
– People behind community accomplishments/events
– High-profile people associated with volunteer
sectors
– Artists/craftspeople
– Drivers of service and sports clubs
– New community members, e.g., immigrants
31. Tourism Champions come first---
• Providing inspiration, leadership and
initiative
• Encouraging strategic thinking
• Identifying resources
• Organizing meetings
• Connecting local leaders and politicians
• Promoting the value of tourism
32. Building Community Support
Champions help community members understand
tourism’s value by:
• helping to identify tourism needs and opportunities
• encouraging the community to support a tourism
planning committee/task force
• accessing and distributing information
• encouraging council or governance boards to look
at the value of tourism
• drawing upon outside resources and expertise