Larry Dwyer and Chulwon Kim, were respectively, the academic project leaders of a study of the determinants of bilateral tourism flows between Australia and South Korea. The project was undertaken on behalf of the Department of Industry, Science and Resources and the National Centre for Tourism in Australia, and the Korean Ministry of Culture and Tourism, is association with the Korea Tourism Research Institute (KTRI). The resulting report was titled Destination Competitiveness: Development of a Model with Application to Australia and the Republic of Korea.
The paper creates a model of destination competitiveness that will enable comparisons in the middle of nations and between tourism fields. The model seeks to capture the fundamental components …show more content…
Situational conditions relate to economic, social, cultural, demographic, environmental, political, legal, governmental, regulatory, technological, and competitive trends and events that impact on the way firms and other organisations in the destination do business, and present both opportunities and threats to their operations (David, 2001).Destination Management factors are those that ‘can enhance the appeal of the core resources and attractors, strengthen the quality and effectiveness of the supporting factors and resources and best adapt to the constraints imposed by the [situational conditions]’ (Crouch & Ritchie, 1999: 149). The category includes the activities of destination management organisations, destination marketing management, destination policy, planning and development, human resource development and environmental management (Ritchie & Crouch, 2000).
Five types of destination management activities have a potentially important influence on destination competitiveness: destination marketing management; destination planning and development; destination management organisation; human resource development; and environmental …show more content…
He claims that ‘destinations are winning competitive battles by careful analysis and response to the core values and needs of the segmented market place’ (Hassan, 2000: 240).
An important function of destination marketing managers is to create a destination image, that is ‘the sum of beliefs, ideas and impressions that people have of a place’ (Kotler et al., 1993). Enhancing the appeal of a destination involves a programme of marketing efforts designed to influence the decision process of prospective visitors. These efforts may focus on increasing awareness of the existence of the destination (promoting the destination) or improving the perceptions of the features of the destination to different demographic, psychographic and behavioural
The paper creates a model of destination competitiveness that will enable comparisons in the middle of nations and between tourism fields. The model seeks to capture the fundamental components …show more content…
Situational conditions relate to economic, social, cultural, demographic, environmental, political, legal, governmental, regulatory, technological, and competitive trends and events that impact on the way firms and other organisations in the destination do business, and present both opportunities and threats to their operations (David, 2001).Destination Management factors are those that ‘can enhance the appeal of the core resources and attractors, strengthen the quality and effectiveness of the supporting factors and resources and best adapt to the constraints imposed by the [situational conditions]’ (Crouch & Ritchie, 1999: 149). The category includes the activities of destination management organisations, destination marketing management, destination policy, planning and development, human resource development and environmental management (Ritchie & Crouch, 2000).
Five types of destination management activities have a potentially important influence on destination competitiveness: destination marketing management; destination planning and development; destination management organisation; human resource development; and environmental …show more content…
He claims that ‘destinations are winning competitive battles by careful analysis and response to the core values and needs of the segmented market place’ (Hassan, 2000: 240).
An important function of destination marketing managers is to create a destination image, that is ‘the sum of beliefs, ideas and impressions that people have of a place’ (Kotler et al., 1993). Enhancing the appeal of a destination involves a programme of marketing efforts designed to influence the decision process of prospective visitors. These efforts may focus on increasing awareness of the existence of the destination (promoting the destination) or improving the perceptions of the features of the destination to different demographic, psychographic and behavioural