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). [...]
[...] It is thus of utmost importance to market a destination and motivate tourists to visit regions. A strategic approach should be on the onset of marketing planning, targeting of markets, product definition, choosing the right marketing media and campaigns implementations (Richins & Pearce, 2000). There should be a strategic approach. This is done through identifying the advantages of partnership working, and employing of agencies to market the destination. In implementation, one should also identify what comes first that is the customer or the product. [...]
[...] 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). [...]
[...] Global tourist behaviour. New York: International Business Press. Brewer, J. (1978). Tourism business and ethnic categories in a Mexican Town.Tourism and behavior (pp. 83-100). Williamsburg: College of William and Mary. Jonsson, C. (2008). Does Nationality, Gender, and Age Affect Travel Motivation? Journal of Travel & Tourism Marketing, 25:3,398 408. Katrin, B. (2005): Tourism destination marketing A tool for destination management? New Zealand: Asia Pacific Journal of Tourism Research, 10:1, 45-57. Kotler, P., Bowen, J. & Makens, J. [...]
using our reader.