Destination Management Functions in Tourism

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Destination Management Functions in Tourism

Category: Business

Subcategory: Communication

Level: Masters

Pages: 9

Words: 2475

Destination Management Functions in Tourism

Executive summary
The business tourism sector is one of the most tremendously expanding business sectors in the tourism industry. This expanding sector is also known as MICE in some countries as it involves meetings, various incentives, different conferences as well as exhibitions. Cities around the globe rely heavily on the infrastructural investment that is used to support development in the business tourism industry. This ensures that there is sustained growth as many businesses use destination management to provide leadership bureaus. Various organizations also promote leisure travel that can be used to understand the requirements in tourism development. Business tourism is also known as business travel and is more limited than conventional tourism. During business travels, people are working and are also getting paid while they are on vacations or away from their workplaces. This thesis proposal will use a qualitative research method with other multi-method approaches to investigate the roles and functions of various destination management organizations (DMOs). The tests will analyze their tasks as they develop tourist destinations. This will also include an understanding of multiple challenges that are faced in different destinations. Data collection procedure will be done through interviews and samples from eight major DMOs that exist at different levels in America. Different strategic documents and contents on the website are also providing a primary data source to be analyzed. This will also give the importance of stakeholders in the destination management organizations such as marketing, opportunity identification another issue when hosting tourist events in their various destinations. There is a presentation of a framework that depicts the interaction between destination management organizations at various levels with various industry stakeholders.
Chapter 1: Introduction to the study
The research area and its importance
Background of the study
Over the past five decades, the tourism industry has progressed to become a major industry in the world. Tourism plays an important role in the economies of many countries (Gretzel et al., 2015, 558). Some countries depend on tourism for economic development or are forming a major source of income for the government. Most developing countries depend on tourism for their survival and growth. Tourism is the world’s fourth largest exporting sector and is only behind food, fuel, and chemicals. Tourism sector also supports policymakers to overcome various global countries such as unemployment and foreign exchange. Tourism support government sectors and policymakers to balance their fiscal and monetary budget as a result of foreign exchange (Rogers, and Davidson, 2015, 5). These services allow countries to settle their domestic and international debt. Apart from creating employment for the local people, tourism is crucial for promoting transportation and infrastructure as well as improving other sectors such as accommodation and food industry. This means that tourism is a key driver of economic expansion and creating value-added growth in an economy. Tourism contributes to more than 2 billion dollars in the gross domestic product within the United States. It has also created more than 2000 jobs. One sector that is massively dependent on tourism MICE wear business meetings, dentists and conferences are done by tourists in a foreign country as they travel for their vacations. The growth of this industry has been attributed to factors such as globalization, growth in technology and advancement in business. In the UK, this aspect of expenditure has contributed to the current 30% of the gross domestic product (Boniface, Cooper, and Cooper, 2016, 69). It is still expected to grow with the increase in globalization and advancement in tourism. It is also estimated that the UK will have over 250 million pounds by the year 2025 which is more than 10% of their growth domestic product. This also creates more than four million jobs a number which accounts for more than 11% of the population. For delegates who are on vacations, they usually require sleeping rooms especially if they are traveling long distances as well as food and beverage services (Van der Wagen, and White, 2018, 5). For those attending business meetings, conference rooms have to be prepared in a way that suits the occasion. Various countries and cities invest heavily in the development of infrastructure to attract leisure businesses within the tourism sector (Volgger and Pechlaner, 2014, 65). To ensure that there is a massive growth in the tourist business, effective destination management, and use is crucial. Also, the local conventions and bureaus have to provide leadership destinations by actively promoting the country like a travel destination (Beritelli, Bieger, and Laesser, 2014, 403). The MICE industry has proven to be one of the most dynamic phenomena with numerous associations and cooperative structures in various professions. MICE tourism functions together with a massive variety of business corporations including hotel chains, trade fair organizers. Within developed countries such as the United Kingdom, us and South Africa, business tourism is one of the key issues in the growth and development of the national tourism sector. It is also understood that of national marketing strategies that are used. These countries received international recognition as hosts for destinations from a global perspective. It is important to identify they fix that business tourism have all the local people as well.
Thesis statement
Business tourism is an important facet that contributes to destination tourism economy and has led to the massive rise of the entire tourism sector. This growth is likely to continue. However, there is still limited research that addresses the unique role of DMOs, especially when it comes to attracting business tourism to different destinations (Sheehan et al., 2016, 549). It is also not clear whether the DMO has a massive influence on the development of business tourism especially when it comes to destinations. Business tourism is a study that is not well researched as a theme in tourism studies. In contrast to leisure tourism, which has been seen to relate business and customer activities, business tourism mostly relates to businesses to business activities. It is, therefore, a model that is developed to help the leisure industry, and tourism manages to be relevant in the context of tourism stakeholders.
Research aims and its objectives
The main purpose of this proposal is to investigate the functions and roles of DMOs. The study will analyze the roles that they need to perform to develop business tourism in tourism destinations. This will be done by determining the currently existing roles, and functions that are performed by the same DMO within regional and national levels of Britain, United States time South Africa. These countries will act as case studies in the research. Apart from these, various empirical study objectives are underlined below:
1) To understand whether destination marketing organizations have specific policies that are based on business tourism at the local and regional level.
2) To determine the difference between strategies used by DMOs for the businesses and the ways that are used by that leisure travel promotions
3) To determine whether the roles that are played by the DMOs are effective in regards to bidding for international tourism events at various places.
4) Collaborate wood suppliers of business tourism products and how they facilitate the processes of communication.
5) To develop a framework that can be effectively used by business tourism to work effectively.
6) To determine how the DMOs have active roles that can be borrowed from one country to another.
Literature review
Critical review and synthesis
Business tourism is part of a thriving economy, and it helps to stimulate various investors to invest in the country (Komppula, 2014, 361). It is also argued that there are models that are used to assist leisure tourism that is relevant to the content of business tourism (Horner, and Swarbrooke, 2016, 8); Armenski, Dwyer, and Pavluković, 2018, 384). Importance of business tourism does not necessarily mean that it has to be effectively applied. Hence it becomes crucial that this is an idea it is well researched. That exist you need to get to the models as well as the knowledge or how this study will contribute to existing knowledge of the role that the DMOs play within that tourism business (Boes, Buhalis, and Inversini, 2015, 391). Understanding the unique functions that are emerging in the destinations where resources, as well as the stakeholders within this business development, do first within the host destinations (Guizzardi, and Stacchini, 2015, 213). The study also gives a framework that enables the DMO and other stakeholders to understand better unique roles that are played by the DMOs themselves in business tourism. This clarification can contribute to stakeholder relations and the clarification of management if they are expectations to meet their collaborations and partnerships issues (Granville, Mehta, and Pike, 2016, 73). The study we also inform the DMOs on the best methods that can be used to calibrate as an entity so as to perform destination management at the most effective levels are undertaking their businesses in developing business tourism in a destination (Connell, and Page, 2019, 29) and (Andergassen, Candela, and Figini, 2017, 49).
Conceptual framework
Defining a tourism destination a tourism destination is a geographical region or a political jurisdiction that attracts tourism and create an environment where tourism activities can flourish (Gursoy, Saayman, and Sotiriadis, 2015, 9). It has space and time that gives visitors a variety of satisfaction and memorable experiences. This place is seen as a lantern cluster for suppliers or business networks to activate different demands (Pike, and Page, 2014, 202). Managing a destination involves various issues. There is a negotiation between the two forces especially when it comes to demand and supply in tourism. The demand is made by customer travelers who are mainly seeking places where they can travel to satisfy their needs (Jovanović, 2016, 80). The layer is the tourism industry that seeks to stimulate the demand of products which in this case is their tourism needs. These two elements have to be coordinated strategically to involve the key stakeholders and to connect to them effectively for successful destination management (Buhalis, and Amaranggana, 2015, 377). Destination management organizations have a formal structure especially when it comes to coordinating active.
Contextual positioning
Destination management organizations operate within a distribution, and they are usually non-profit institutions. The main aim is to generate visitation for a particular area. Just like other organizations, they are producers. DMOs, therefore, gives essential leadership and responsibility to unique marketing destinations through coordinating public and private tourism activities (Kim et al., 2017, 362). Some of the roles of DMOs include marketing destination. All the marketing efforts that are done by the destination management organizations have to be made to attract visitors to a place (Rittichainuwat, and Rattanaphinanchai, 2015, 1). This is done through the promotion of embarrassing formation and facilitates bookings if it is necessary to a tourist destination. They are also in charge of coordinating and leading a consistent tourism sector through ensuring that there is coordination of local and political business representatives within the industry (Wu, 2015, 758). This is supposed to help the country and the businesses within a society to speak a single voice in airing the services that they offer in their tourism in that. It has to be these activities that are crucial in business tourism (Rittichainuwat, and Rattanaphinanchai, 2015, 1). DMOs also have the role of fulfilling the leadership and advocacy functions for tourism that is done at the local level. They have to be a visible organization whose attention is to draw tourism to the residents and destinations and enable the visitor to understand the significance of the industry or why they have to visit that place (Marine-Roig, and Clavé, 2015, 163). As a result, they ensure that there is a development to attract a set of tourism activities that will help promote even future destinations.
Research position
This chapter will provide a detailed account of how the research will be conducted. The methods are chosen based on the objectives of the study. Sampling plan will be used to perform data collection. Alongside this, analysis of techniques will be used to analyze the data followed by other issues that may be faced throughout their research especially those that deal with ethical considerations. The study will be conducted from the basis of interpretivism as the researcher will research human beings to get an in-depth understanding of their social actors that perform a crucial role in the tourism business. Two attempts to uncover the roles and functions that are done by this donation organizations. In the samples, the population will come from the DMOs. This sample will be part of the population. This research will use a qualitative framework that is suited for case design. The study will give an exhaustive description of this phenomenon analysis especially when it is dealing with the social unit that is time-bound.
Sampling methodology is used in the form of nonprobability sampling as the member population will be unknown. The data empirical that will aim for sampling participants that are thoughtfully and purposefully recruited based on the expertise and knowledge of the roles. Viscous methodology through the use of purposive sampling will allow the researcher to contact people like the CEOs of the sample companies to get their opinions about the ultimate decision makers. The people are to be interviewed will be based on a selection as follows: the CEO or managers of national DMOs, as well as the CEO of conventional bureaus, will be interviewed. Individuals from leading companies that deal with tourism which are chosen to get their opinion about this phenomenon. A total of 13 correspondences will be interviewed. Guests who are going to be interviewed will be remaining anonymous as anonymity is an important facet of research. The names of the organizations will be mentioned in the study. Interviewed responses where from the regional and local levels will have to be taken into consideration. The sample size is set to the number of participants required to be part of the qualitative study to make a valuable conclusion. The use of secondary data to collect information will also be important. Secondary data verify the information that is provided by the interviewers. Secondary data will be collected from the internet especially from the websites of the people who have been interviewed. Ensure that the data collected from there is accurate.
The researcher will send emails to individual participants to describe the purpose of the study to them. They will also be invited to participate in this research requesting a convenient date. For those who will not be able to have a face-to-face interview, a possibility of conducting a telephone interview.
The analysis of this data will be carried out manually. This will start by assigning numerical codes to the answers that have been given by the interviewers. The research will then be arranged in a chronological order based on various themes that have been developed from the data that has been collected. The data will then be categorized into meaningful cluster groups. The pattern is then identified and synthesized for generalization to come up with conclusive remarks. Once the pattern of being identified in the clubs that have been developed, it will then be formed into a conceptual framework. Completing the conceptual framework, the subsequent study is used as a guideline for the interviews collected.
Ethical considerations
In any academic study, ethical issues that relate to the protection of the interviewees and other participants in the study have to be carefully considered. As part of social science research, it is the responsibility of the researcher to ensure that the respondents are protected and well informed before they get involved in the research. This will include listing voluntary corporations as a basic premise for the study purposes. The researcher has to inform all the participants that their identity will not be disclosed to anyone and that the entire research will be done anonymously. Research also have to meet the demands of the research ethics committee that states of the major roles of privacy issues. Avoiding plagiarism is one of the basic requirements of a researcher. The other authors have to be given due credit. Taking other writers work a posting it to be ours is one of the most dangerous academic crimes, and the paper loses all its credibility. Hence, for ethical purposes, the authors must be cited to avoid plagiarism. Participants will also be provided with adequate information and no incentives or payment. The participants should not be paid for any information as this may prove to be there bases of bias. The study is done deliberately, and the participants have the right to withdraw in case there is any negative consequence that they can face from participating in the research. This along with the confidentiality and anonymity, are important issues especially when it comes to those that operate within the national DMOs.
Reference List
Andergassen, R., Candela, G. and Figini, P., 2017. The management of tourism destinations: A policy game. Tourism Economics, 23(1), pp.49-65.
Armenski, T., Dwyer, L. and Pavluković, V., 2018. Destination competitiveness: public and private sector tourism management in Serbia. Journal of Travel Research, 57(3), pp.384-398.
Beritelli, P., Bieger, T. and Laesser, C., 2014. The new frontiers of destination management: Applying variable geometry as a function-based approach. Journal of Travel Research, 53(4), pp.403-417.
Boes, K., Buhalis, D., and Inversini, A., 2015. Conceptualizing smart tourism destination dimensions. In Information and communication technologies in tourism 2015 (pp. 391-403). Springer, Cham.
Boniface, B., Cooper, R., and Cooper, C., 2016. Worldwide destinations: The geography of travel and tourism. Routledge.
Buhalis, D. and Amaranggana, A., 2015. Smart tourism destinations are enhancing tourism experience through personalization of services. In Information and communication technologies in tourism 2015 (pp. 377-389). Springer, Cham.
Connell, J. and Page, S.J., 2019. Case study: Destination readiness for dementia-friendly visitor experiences: A scoping study. Tourism Management, 70, pp.29-41.
Granville, F., Mehta, A., and Pike, S., 2016. Destinations, disasters and public relations: Stakeholder engagement in multi-phase disaster management. Journal of Hospitality and Tourism Management, 28, pp.73-79.
Gretzel, U., Werthner, H., Koo, C. and Lamsfus, C., 2015. Conceptual foundations for understanding smart tourism ecosystems. Computers in Human Behavior, 50, pp.558-563.
Guizzardi, A. and Stacchini, A., 2015. Real-time forecasting regional tourism with business sentiment surveys. Tourism Management, 47, pp.213-223.
Gursoy, D., Saayman, M. and Sotiriadis, M. eds., 2015. Collaboration in tourism businesses and destinations: A handbook. Emerald Group Publishing.
Horner, S. and Swarbrooke, J., 2016. Consumer behavior in tourism. Routledge.
Jovanović, V., 2016. The application of GIS and its components in tourism. Yugoslav Journal of Operations Research, 18(2).
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Komppula, R., 2014. The role of individual entrepreneurs in the development of competitiveness for a rural tourism destination–A case study. Tourism Management, 40, pp.361-371.
Marine-Roig, E. and Clavé, S.A., 2015. Tourism analytics with massive user-generated content: A case study of Barcelona. Journal of Destination Marketing & Management, 4(3), pp.162-172.
Pike, S. and Page, S.J., 2014. Destination Marketing Organizations and destination marketing: A narrative analysis of the literature. Tourism Management, 41, pp.202-227.
Rittichainuwat, B. and Rattanaphinanchai, S., 2015. Applying a mixed method of quantitative and qualitative design in explaining the travel motivation of film tourists in visiting a film-shooting destination. Tourism Management, 46, pp.136-147.
Rogers, T., and Davidson, R., 2015. Marketing destinations and venues for conferences, conventions and business events. Routledge.
Sheehan, L., Vargas‐Sánchez, A., Presenza, A. and Abbate, T., 2016. The use of intelligence in tourism destination management: An emerging role for DMOs. International Journal of Tourism Research, 18(6), pp.549-557.
Van der Wagen, L., and White, L., 2018. Event management: For tourism, cultural, business and sporting events. Cengage AU.
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Wu, C.W., 2015. Foreign tourists’ intentions in visiting leisure farms. Journal of Business Research, 68(4), pp.757-762.

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