Procedural Rules Vision, Principles & Goals Issue Analysis/Resolution Final Report Interest Sectors Representation Within Individual Sectors Information Sharing Input to Issue Identification Public Involvement State of the Valley First Nations - Siksika First Nations - Wesley Park Users Banff Bow Valley Study Task Force Infrastructure\ Transportation Social\ Health\ Education Commercial Outdoor Recreation Commercial Visitor Services Tourism/ Marketing Culture/ Heritage Local Environment National Environment Municipal Government Federal Government Technical Expert Input Chair Committee Constituency Input to BBVS ROUND TABLE Slide # 3 of 25
Tourism Course Department or Discipline Management of Tourism Organizations Tourism Studies Policy Issues Recreation Management Sociology of Tourism Tourism Education Transportation Studies Host-Guest Relationship Tourism Motivation Economics of Tourism Rural Tourism Geography of Tourism Tourism Law Marketing of Tourism Tourism Planning and Development Sociology Parks and Recreation Political Science Business Economics Anthropology Geography Architecture Agriculture Transportation Hotel and Restaurant Administration Education Law Marketing Urban and Regional Planning New Venture Development Entrepreneurship Heritage and Environment Management Environmental Studies History of Tourism History Casino Management Gaming Sports Tourism and Medicine Kinesiology Psychology Landscape Design Hospitality Studies Source: adapted from Jafar Jafari, University of Wisconsin-Stout, Study of Tourism: Choices of Discipline and Approach. Disciplinary inputs to the tourism field Slide # 4 of 25
Mega-Event Impact on Destination Awareness and Image: An Empirical Study of the 1988 Olympic Winter Games Slide # 5 of 25
Slide # 7 of 25 Sample of animated/sectioned model – when in show mode, click on the model; when finished displaying entire model, then click off model to proceed to next slide
Comparative Advantages (resource endowments) * Human resources * Physical resources * Knowledge resources * Capital resources * Infrastructure and tourism superstructure * Historical and cultural resources Competitive Advantages (resource deployment) * Audit & inventory * Maintenance * Growth & development * Efficiency * Effectiveness DCSModel(v1).ppt DESTINATION COMPETITIVENESS & SUSTAINABILITY SUPPORTING FACTORS & RESOURCES Infrastructure AccessibilityFacilitating ResourcesEnterprise CORE RESOURCES & ATTRACTORS PhysiographyCulture & HistoryMarket TiesMix of ActivitiesSpecial EventsSuperstructure DESTINATION MANAGEMENT Resource StewardshipMarketingOrganizationInformationService COMPETITIVE (MICRO) ENVIRONMENT GLOBAL (MACRO) ENVIRONMENT LocationInterdependenciesSafetyCost QUALIFYING & AMPLIFYING DETERMINANTS PhilosophyAuditVisionDevelopment DESTINATION POLICY, PLANNING & DEVELOPMENT Sample of basic model received from Prof
Slide # 9 of 25 COMPETITIVE (MICRO) ENVIRONMENT GLOBAL (MACRO) ENVIRONMENT DESTINATION POLICY, PLANNING & DEVELOPMENT Philosophy/ Values VisionAudit Positioning/ Branding System Definition Development Monitoring & Evaluation Competitive/ Collaborative Analysis Awareness/Image QUALIFYING & AMPLIFYING DETERMINANTS LocationInterdependenciesSafety/SecurityCost/ValueCarrying Capacity Hospitality SUPPORTING FACTORS & RESOURCES InfrastructureAccessibilityFacilitating ResourcesEnterprisePolitical Will Comparative Advantages (resource endowments) * Human resources * Physical resources * Knowledge resources * Capital resources * Infrastructure and tourism superstructure * Historical and cultural resources * Size of economy Competitive Advantages (resource deployment) * Audit & inventory * Maintenance * Growth and development * Efficiency * Effectiveness Information/ Research Visitor Management Finance & Venture Capital Quality of Service/ Experience Crisis Management Entertainment CORE RESOURCES & ATTRACTORS Physiography and Climate Culture & HistoryMarket TiesMix of Activities Special EventsSuperstructure DESTINATION MANAGEMENT OrganizationMarketing Resource Stewardship Human Resource Management Sample of hyperlinked model (hyperlinks DISABLED for lite version)
POLICY RESEARCH Analysis of overall organizational situation with a view to formulating major policy proposals and establishing their priorities MANAGERIAL RESEARCH Research related to a specific important problem of limited scope for which management has need of additional information on which to base a decision EVALUATION RESEARCH Formal, objective measurement of the extent to which a given action, activity, or program has achieved its original objectives ACTION RESEARCH Continuous gathering and analysis of research data and the feeding of the findings into the organization in such a manner as to improve its functioning OPERATIONAL RESEARCH A range of quantitative/ analytical techniques designed to formulate and test decision rules which will permit management to optimize the relations between the inputs and outputs of a given operational procedure STAGES OF THE MANAGEMENT PROCESS ANALYSIS PLANNING EXECUTION CONTROL L E V E L S O F M A N A G E M E N T A C T I V I T Y STRATEGIC MANAGERIAL / TACTICALOPERATIONAL FUNCTIONAL AREAS OF MANAGEMENT ACTIVITY Coordination Finance Marketing Production Control Personnel Classification of research approaches according to the three dimensions of the management process Slide # 10 of 25 Sample of animated/hyperlinked model – hyperlinks DISABLED for lite version
How to Create a Genuine Destination Brand Experience 1. Brand Assessment 2. BrandPromise ® 3. Brand Blueprint 4. Brand Culturalization 5. Brand Advantage Define destination’s essence and experiential commitment; create paradigm shift Optimize economic impact; form alliances to enhance brand equity Think like a brand; live the destination’s promise Become distinctive in visitor’s minds apart from other destinations Slide # 11 of 25
Brand Assessment Overview PURPOSE Correctly identify a destination’s current brand perception Gain consensus with the CVB’s executive team on current brand position RESULTS Determine how a destination is perceived today Understand the importance of building a brand and learn to see a destination as a visitor sees it PROCESS Evaluation of destination’s collateral and materials Evaluation of destination’s key competitive set Interviews with key sales and marketing staffs at the CVB as well as attractions and hotels Interviews with key stakeholders including CVB board members and city officials Conduct visitor research (this includes research from a variety of market segments including meeting planners, tour operators, travel media and leisure visitors; this could also include geographic research such as international leisure visitors) Slide # 12 of 25
Brand Assessment: Destination Brand Research OBJECTIVES Assess and diagnose visitor’s brand perspectives Determine strengths and weaknesses as a destination brand Identify opportunities or gaps to exploit OUTCOME A clear, concise picture of the destination brand today Areas for improvement identified Determination of key factors upon which to build destination’s BrandPromise KEY CONSIDERATIONS Evaluate latent strengths of a destination from the perspective of the visitor experience Determination of issues that could be improved to enhance the destination’s brand image Research employed to examine destination brand’s value proposition: –what experience does the destination promise? –what is the ease of access and quality of accommodations? –What information channels are available to help with decision-making?
TRANSACTIONAL (Inform) TRANSITIONAL (Respond) TRANSFORMATIONAL (Learn) SUSTAINABILITY REPORTING CHARACTERISTICS Capital and Product Markets (risk) Political and Social Markets (social license to operate) Labor/Employee Markets (self-learning and continuous improvement) Communications to Stakeholders via the Sustainability Report STAKEHOLDER EVALUATIONS Directors of Communication Clarity of Stakeholder Identity Deliberateness of Collecting Feedback Broadness of Scope of Stakeholder Communication Utilization of Stakeholder Communication for Learning OBJECTIVE of COMMUNICATION Slide # 14 of 25
Slide # 15 of 25 Basic layout & sketch received from Prof Slide # 15 of 25
NATIONAL INTERNATIONAL Direct Dependencies for Livelihood Indirect Dependencies for Livelihood Fishers Tourism Govern- ments & Agencies GNP CDF ECONOMIC ENVIRONMENTAL SOCIAL Collaborating Logics in Sustainability Slide # 16 of 25 Finished Graphic with Motion Path Animation – click to activate animation
65% of population are visual learners 30% are verbal learners 5% are experiential learners SOURCE: Bradford, William C. (2004). “Reaching the Visual Learner: Teaching Property Through Art.” (September 01, 2011). The Law Teacher, Vol. 11, 2004 - http://papers.ssrn.com/sol3/papers.cfm?abstract_id=587201http://papers.ssrn.com/sol3/papers.cfm?abstract_id=587201 Theory about this Theory about that How to do this How to do that
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