DESTINATION MANAGEMENT

Comparative Analysis of Destination Management: Needs and Solutions

Comparative Analysis of Destination Management: Needs and Solutions

Introduction

Changing consumer demographics and preferences, rapid technological advances, globalization of trade and increasing pressure on the physical environment, are some of the key drivers of the changes in tourism destinations and among the industry sectors that facilitate travel and tourism. Various authors have identified and discussed issues and strategies related to destination management, such as growth management, planning within environmental and sociocultural capacity limits of, and organizations for marketing destinations. But progress is slow in showing how the various and highly varied characteristics and issues facing tourism destinations can be integrated for effective destination management, rather than the piecemeal approach that appears to be the status quo. This assignment focuses on comparative analysis on the needs and solutions for destination management. Tourist destinations are facing new challenges: rapid changes in the environment economic, political and technological drastic reduction in the distances, reaction times, downside risks in urban areas, increasing numbers of competitors, greater availability of information from the buyers, increasing reliance on own resources "Need to think globally but act locally." (Blain, 2005, 328)Competitive strategies and needs in destination management

Different strategies exist to address the situation of this market: leadership prices (which means better price / quality through modern supply, improved product quality and the environment, control of quality and business efficiency), differentiation (innovation and diversification products and retain customers through specialized marketing, ongoing research, high coordination in the product and distribution channels) and expertise (guidance specific segments through an appropriate combination of mechanisms mentioned). Faced with the economic scenario stated competitive strategies require sensitivity to the local market, international vision, speed to react (flexible schedule planning), ability to learn and act, and especially greater innovation. Innovation requires involvement of managers of the productive, increase equity through partnerships with collaborators and competitors. (Wang, 2007, 863)

According Koltler et al. 1994, the current highly competitive tourism destinations must be confronted through 10 responses: strategic vision, market-oriented planning; market approach to products and customers and assessment of quality human resources programs and services, ability to communicate the benefits themselves, diversifying the economic base and greater adaptability, development of public leadership and entrepreneurial skills executive, greater reliance on the private sector, professionalization of public leaders and development of one's ability to change and creation of systems to monitor the plan's execution. The local and regional development must be fundamentally based on the traditions, culture and local resources, giving priority to local needs, with high community participation, sectoral orientation, with promotion of regional identity and an emphasis on establishing cooperation networks. (Tosun, 1998, 595)Youth Market

Young tourists are a growing trend in the world. According to conclusions of the World Conference and Youth Travel Students held in Madrid in October 2004, the annual growth of youth travel market worldwide is 5%. This segment characterized by different trips to the traditional market. Young people seek to live a different culture, prefer to use local transport, attracted by adventure the cheapest accommodation such as hostels, and not necessarily visit attractions ...