Lecture of Tourism Planning & Development
- 1. TM5019 Tourism Planning & Management Lecture 2 Auditing the destination
- 2. Today’s class Key messages from last week First assignment Conducting a destination audit External and internal analysis
- 3. Destinations are “An amalgam of products and services available in one location that can draw visitors beyond its spatial confines” (Pearce,1989) Tourism planning is about promoting orderly development of the tourism industry. (Godfrey & Clarke, 2000). This means business by business as well as industry-wide Destination planning is done primarily by the public sector in conjunction with all other stakeholders in the private and voluntary sectors & takes place at national, regional, local & site levels. It is about maximising the positive impacts of tourism in a destination and minimising the negative so must be strategic and integrative. Week 1 Lecture review
- 4. Module structure Part 1 - Sustainable Destinations - examines the need for sustainable destination planning and management, the theories and models that can be used and a range of practical approaches used in destination management. Part 2 - Destination Management Organisations - draws together considers how destination management organisations can work with businesses and other stakeholders to create sustainable destinations. Part 3 - Sustainable Tourism Businesses - examines the need for tourism businesses to operate sustainably and analyses the application of sustainable management principles in different business environments including transportation, tour operation, hospitality and attraction management.
- 5. Module assessment Part 1 - Sustainable Destinations Assessed by an individual presentation in which you will advising Tourism and Development Department as to how destination planning and management techniques can assist delivery of the Wawasan 2035. Submission deadline 30th November 2023. Part 2 - Destination Management Organisations (DMOs) Assessed by you preparing a report analysing both the types of information DMOs should use in examining destination prospects and the tourism prospects for Brunei Darussalam based on such data Deadline: 11th March 2024. Part 3 - Sustainable Tourism Businesses Assessed by you preparing two chapters of an illustrated toolkit (advice guide) that will help tourism businesses perform more sustainably. Deadline: 23th May 2024.
- 6. Assignment 1 A: Assessment Details Module Title Tourism Planning & Management Module Code TM5019 Module Leader Nur Fayyadhah Abdul Shaib Component Number 1 of 3 Assessment Type, Word Count & Weighting Presentation (10 minutes) 20% Submission Deadline 30 November 2023 before 11.59pm Submission Instructions Submission via Turnitin Feedback Return Date December 2023 B: Learning Outcomes 1. Identify and analyse the processes and techniques used in destination planning and management 2. Relate these techniques to various types of tourism destination
- 7. Assignment 1 C: Assessment Task Prepare and deliver a 10-minute PowerPoint presentation advising Tourism and Development Department as to how destination planning and management techniques can assist delivery of the draft Wawasan 2035. D: Specific Criteria/Guidance Marking Criteria Understanding of subject matter and theory (25%) Integration of theory and practice (25%) Presentation skills (25%) Range and relevance of reading and research (20%) Referencing (5%) Additional Guidance This is an individual assignment. You are to create a PowerPoint presentation and submit it online. You will then deliver your presentation to the module leader. Your mark will be based on the content of the presentation and on your presentation style.
- 8. Destination management (Van Niekirk, 2014, p706)
- 9. Morrison’s destination management roles • Planning • Marketing Planning • Management Research • Product Development • Partnerships & team building • Community & stakeholder relations • Governance & leadership • Branding • Marketing communications • Information & communication technologies • Understanding consumer & market behaviour
- 10. Morrison’s destination management roles Planning (& Management) Marketing Planning Product Development Branding Marketing communications Information & communication technologies Understanding consumer & market behaviour Management Research Partnerships & team building Community & stakeholder relations Governance & leadership Development Co-ordination Research Marketing
- 11. Destination management planning cycle Source: Queensland Tourism Strategy
- 13. Definitions of strategy “Strategy is the direction and scope of an organisation over the long term; which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholder expectations” (Johnson & Scholes, 1999)
- 14. Definitions of strategy “The planning of a desirable future and the testing of suitable ways of bringing it about” (Tribe, 2010)
- 15. Definitions of strategy “Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals” (Chandler, 1962)
- 16. Without effective strategy Strategic drift An organisation fails to monitor & keep pace with its external environment Turbulent environments Pace of change is fast & unpredictable Fragmentation Complex organisations or strategies reliant on multi-organisation delivery lose focus
- 17. Tourism / Events strategies used by: • Destinations • Governments • Trade associations • Supra-government entities • Profit making organisations • Not for profit organisations • Non-governmental organisations • Special events • Strategies for specific defined ends
- 18. New Zealand Tourism Strategy 2007 Vision “In 2015 tourism is valued as the leading contributor to a sustainable New Zealand economy” More specific outcomes / aims • New Zealand delivers a world-class visitor experience • New Zealand’s tourism sector is prosperous and attracts ongoing investment • The tourism sector takes a leading role in protecting & enhancing the environment • The tourism sector and communities work together for mutual benefit.
- 19. New Zealand Tourism Strategy 2007 Smart objectives relating to: • Increasing visitor satisfaction • Increasing visitor spend • Reducing seasonality • Delivering environmental best practice • Creating positive community outcomes New Zealand’s Tourism Strategy 2015, Tourism New Zealand 2007, cited in Tribe p3.
- 20. Chester Tourism Strategy 2000 Vision of Chester Tourism Forum “To develop Chester as a world-class destination for sustainable tourism” Mission Maximise the positive economic, environmental & social impacts of tourism in Chester & minimise any negative impacts Aims relating to: • The visitor experience. • The urban & rural environment • Marketing • Investment in people • Delivery partnership • Intelligence led decisions
- 21. Chester Tourism Strategy 2000 Smart objectives relating to: • Visitor & resident satisfaction • Visitor numbers, spend & length of stay • Tourism employment & training • Investment in new facilities • Marketing effectiveness • Monitoring environmental capacity Chester Tourism 2000 – Working together for sustainable success, Chester City Council, 1999.
- 22. Liverpool Capital of Culture 2008 Vision • Positively reposition Liverpool to a national and international audience and to encourage more visitors to the city and the North West • Encourage and increase participation in cultural activity by people from communities across Merseyside and the wider region • Create a legacy of long-term growth and sustainability in the city’s cultural sector • Develop greater recognition, nationally and internationally, for the role of arts and culture in making North West cities better places to live, work & visit
- 23. Liverpool Capital of Culture 2008 Smart objectives relating to: • Cultural access & participation • Economy & tourism • Cultural vibrancy & sustainability • Image & perceptions • Governance & delivery process Creating an Impact: Liverpool’s experience as European Capital of Culture, University of Liverpool & Liverpool John Moore’s University, 2009
- 24. London 2012 Vision of Olympics Board “To host an inspirational, safe and inclusive Olympic and Paralympic Games and leave a sustainable legacy for London and the UK”
- 25. London 2012 Strategic objectives • Stage an inspirational Olympic Games and Paralympic Games for the athletes, the Olympic Family and the viewing public • Deliver the Olympic Park and all venues on time, within agreed budget and to specification, minimising the call on public funds and providing for a sustainable legacy • Maximise the economic, social, health and environmental benefits of the Games for the UK, particularly through regeneration and sustainable development in East London • Achieve a sustained improvement in UK sport before, during and after the Games, in both elite performance – particularly in Olympic and Paralympic sports – and grassroots participation London 2012 Olympic & Paralympic Games Impact & Legacy Evaluation Framework, DCMS, 2009
- 28. The Strategy process… (notice the return arrows) Source: David, F.R. (2009). Strategic management: concepts and cases. Oxford, UK: FT Prentice Hall, p.46 Cited: https://www.strategicmanagementinsight.com/topics/img/davids- model.svg
- 29. MACROENVIRONMENT MICROENVIRONMENT COMPANY / PLACE The business environment suppliers customers distributors competitors Economic Social/cultural Technological Ecological/ physical Political/ legal Adapted from Jobber, 2010 External Internal
- 30. What is the macro-environment? • “The broader environment outside of an organisation’s industry and markets” (Evans et al, 2003, p.156) • Sometimes referred to as the ‘remote’ or ‘far’ environment as it is outside the organisation’s sphere of influence • Changes in the macro-environment can have a profound impact on an organisation (e.g. the 2008 ‘credit crunch’) • Such changes can cause markets to open up, fail, expand or contract • Macro analysis can be more difficult than micro analysis as it deals with everything occurring outside the organisation & outside the organisation’s control. • Need to ‘sift’ information and only include important data
- 31. Exercise 1 Working in groups brainstorm PESTLE factors that may impact on the tourism industry in the Brunei in 2022-2030. What challenges and opportunities do they bring? Be prepared to report back on the most important
- 32. The relation of the macro-environment to the micro environment & Porter’s 5 forces Hill & Jones, 2001
- 33. Destination audit Destination Audit Process Ritchie and Crouch (2003:254) Existing published reports / strategies?
- 34. Exercise 2 Working in groups brainstorm Brunei’s main tourism competitors? Do they vary between market segments? Be prepared to justify your ideas.
- 35. Exercise 3 Working in groups brainstorm elements of Brunei’s visitor offer that may impact on its tourism competitiveness 2022-30 What are its strengths and weaknesses Be prepared to report back on the most important
- 36. Exercise 4 Today you have brainstormed • macro factors that may impacting on the tourism industry 2022-30 • Brunei’s main tourism competitors market by market • the strengths and weaknesses of Brunei’s tourism offer How would you get the information needed to provide evidence based assessment of this? What would you need to know?
- 37. Types of information About Visitors Satisfaction Performance Residents Competitors Opportunities Threats
- 38. Destination planning requires the preparation of a strategy or plan. This must have a vision and clear aims and be evidence based. It must also include key actions and means of monitoring. The analysis element must incorporate macro factors, micro or competitive environment factor and an assessment of the destination’s current offer. Once this is known aims can be re-set, key actions established and means of implementation set in place. Week 2 lecture review
- 39. References
- 40. Identify, and be prepared to discuss, sources of real data that would help you to carry out the analysis stage of a tourism strategy for Brunei. Extract and reference some useful information. for Week 3