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Destination management and destination marketing

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Kimani G.
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  1. Introduction
    1. An overview of Destination management and Destination marketing
  2. Discussion
    1. Discussion on how destination management and destination marketing relate and the continuing need for improving strategies
  3. Conclusion
    1. This part of the report will cover a summary of the findings

Destination management is the process or ways through which governments or industrial players conserve and improve tourist attractions. This includes not only tourist's sites but also events. Industrial players include Destination Management companies popularly abbreviated as DMC. Destination Management Companies are companies that possess vast local knowledge, proficiency and resources. They specialize in planning and implementation of tours, events, transport logistics and tour programmes logistics.

DMC offers various services based on their local knowledge of the destination. The services offered ranges from excursions, gala nights, conference venues, accommodation, transportation and logistics. As purchasing consortia, these companies are able to provide better rates. It is important to note DMCs offer only use of the already available products at a destination as they do not on it (Jonsson, 2008).
Destination marketing refers to the proactive and strategic approach to the financial and cultural progress of a location. It also refers to a visitor-centred approach that balances and cooperate interests of tourists (visitors), service providers, and the local community. Destination marketing is important and has given rise to Destination Marketing Organisations. The purpose of these organizations is to promote the region and increase the visitor's number (Richardson& Crompton, 1988).

The organizations also promote development and implement marketing strategies. Through their activities, these organizations or companies help in economic development of a region by increasing the number of visitors. In their regions, they act as the most valuable tool of marketing as they are directly responsible for the regions marketing. The role of marketing has not been left only on these companies and organizations, but governments are key players in this through the various institutions they create and fund (Katrin, 2005). This paper will discuss destination marketing and destination management. It will discuss on ways of marketing and the continuing need for improvements.

[...] (1993). Marketing for hospitality and tourism. Prentice Hall: Upper Saddle River. Kozak, M. (2002). Comparative analysis of tourist motivations by nationality and destinations. Tourism Management 221-232. Krippendorf, J. (1987). The holiday makers: Understanding the impact of leisure and travel. London: Heinemann-Butterworth. Pavlovich, K. (2003). The evolution and transformation of a tourism destination network: New Zealand: Tourism Management 203?216. Richardson, S. L., & Crompton, J. [...]


[...] However, this is not considered as an inherent and contextual element of the role of destination marketing but as an additional role. Though the management role is attached in the tactics of the DMO, the degree of its execution has so far been restrained. This can be attributed to the difficulties that lead to uncertainties about the appropriateness of destination marketing as a tool for place management. Research has shown that the efforts for influencing both the regional and global government continue being weak in such a way that the DMO's influence is exemplified by guidance rather than an efficient and highly prominent involvement in the destination development procedure (Kozak, 2002). [...]


[...] An overview of Destination management and Destination marketing II. Discussion A. Discussion on how destination management and destination marketing relate and the continuing need for improving strategies. III. Conclusion A. This part of the report will cover a summary of the findings Introduction Destination management is the process or ways through which governments or industrial players conserve and improve tourist attractions. This includes not only tourist's sites but also events. Industrial players include Destination Management companies popularly abbreviated as DMC. [...]


[...] Further studies should be made on the different markets based on purchase behaviour and how industry players can increase their chances on marketing success. Many things affect the way consumers or tourists buy different products. These are dealt with in many different frameworks that include economics, sociology and psychology. Tourists' decision making can be broken down into four factors. One is enigisers of demand, which includes forces that motivate a tourist to decide on where to visit or go on holiday. [...]

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