scholarly journals The Journey of Mapping the Entire Destination Lifecycle

2021 ◽  
Vol 5 (1) ◽  
pp. 10-19
Author(s):  
Tomy Andrianto ◽  
Ahmad Hudaiby Galih Kusumah
Keyword(s):  
Life Cycle ◽  
Technological Innovation ◽  
Tourism Industry ◽  
Political Agenda ◽  
Tourism Destination ◽  
Market Evolution ◽  
Access Mode ◽  
Mode Of Transportation ◽  
Life Cycle Models

The two destination life cycle models proposed by Plog (1974) and Butler (1980) have been recognizing by most of the tourism destination scholars. Questions tend to arise on the possible use of these models to map the entire destination life cycle from the beginning. Therefore, this study aims to discuss the possibility of entire lifespan of tourism destination by using the destination life cycle models from Plog and Butler. This research analyses the strengths and weaknesses of the models revealed from existing studies using critical inputs of the tourism industry. The main difference between the famous models, i.e. Butler and Plog lies in the authors' background and the approach of the different themes. Complexity factors such as multi-market, time boundaries, political agenda, market evolution/ access, mode of transportation, and technological innovation, makes it impossible to map the entire destination life cycle confidently. The ability to innovate reduces the relevancy of life cycle models. Therefore, the DMO needs to deal with the changes associated with increasing the destination's values to avoid stagnation or decline in stages.

Characterizing Tourism Destination and Policies Forward: The Case in Bantayan Island, Philippines

2020 ◽  
Vol 24 (2) ◽  
pp. 143-165
Author(s):  
Kafferine D. Yamagishi ◽  
Ann Myril C. Tiu ◽  
Reciel Ann B. Tanaid ◽  
Maria Esther F. Medalla ◽  
Eula Margareth Y. Jabilles ◽  
...  
Keyword(s):  
Developing Countries ◽  
Life Cycle ◽  
Carrying Capacity ◽  
Social Impact ◽  
Energy Use ◽  
Tourism Industry ◽  
Waste Generation ◽  
Tourism Destination ◽  
Marketing Analytics ◽  
Tourism Destinations

This work reports a holistic tourism destination assessment of Bantayan Island (Philippines) using an expanded tourism area life cycle (TALC) model. The expanded TALC contains five evaluation areas: destination characteristics, marketing response, economic impact, social impact, and environmental impact. Using various sources of evidence, findings suggest that Bantayan Island is positioned in the involvement stage of the TALC model. However, specific areas yield different results as the island is in the development–consolidation stage for destination characteristics, involvement–development for marketing response, involvement for economic impacts, development for social impacts, and involvement for environmental impacts. With these findings, various policy insights for destination management are offered, such as establishing carrying capacity, embracing a proactive marketing content and marketing analytics, managing resiliency of the locals and the tourism industry, integrating local culture in tourism packages, and reducing material and energy use and waste generation. These insights can be extended to other tourism destinations with similar conditions, particularly in developing countries.

scholarly journals Tourism Destination Marketing: Academic Knowledge

Encyclopedia ◽  
2020 ◽  
Vol 1 (1) ◽  
pp. 42-56
Author(s):  
Marios Sotiriadis
Keyword(s):  
Tourism Industry ◽  
Destination Marketing ◽  
Tourism Destination ◽  
Academic Knowledge ◽  
Marketing Activities ◽  
Function Domain ◽  
Negative Impacts ◽  
Marketing Principles ◽  
Destination Management Organizations ◽  
Goals And Objectives

A holistic, multi-organization view of marketing or destination management organizations (DMOs) who must muster the best efforts of many partner organizations and individuals (stakeholders) to have the greatest success. Destination marketing is described as “a continuous, sequential process through which a DMO plans, researches, implements, controls and evaluates programs aimed at satisfying tourists’ needs and wants as well as the destination’s and DMO’s visions, goals and objectives”. The effectiveness of marketing activities depends on the efforts and plans of tourism suppliers and other entities. This definition posits that marketing is a managerial function/domain that should be performed in a systematic manner adopting and implementing the appropriate approaches, as well as suitable tools and methods. In doing so, it is believed that a tourism destination (through the organizational structure of a DMO) can attain the expected outputs beneficial to all stakeholders, i.e., the tourism industry, hosting communities/populations, and tourists/visitors. The effective implementation of tourism destination marketing principles and methods constitutes an efficient and smart pillar, a cornerstone to attain a balance/equilibrium between the perceptions and interests, sometimes conflicting, of stakeholders by minimizing the negative impacts and maximizing the benefits resulting from tourism. All the same, it is worth noting that marketing is not a panacea, nor a kind of magic stick.

scholarly journals Sustainable Tourism Empowered by Social Network Analysis to Gain a Competitive Edge at a Historic Site

2021 ◽  
Vol 2 (4) ◽  
pp. 332-346
Author(s):  
Cathrine Linnes ◽  
Holly Itoga ◽  
Jerome Agrusa ◽  
Joseph Lema
Keyword(s):  
Social Media ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Tourism Industry ◽  
Tourism Destination ◽  
Strategic Direction ◽  
Social Media Platforms ◽  
Hospitality And Tourism Industry ◽  
Effective Use

Social media has had a strong presence in many people’s lives over the last decade. In addition, social media platforms have allowed people to share opinions, provide advice on numerous factors, including where to visit, as well as to stay connected and maintain friendships. The hospitality and tourism industry, however, can make effective use of these powerful tools for marketing purposes, collaboration and information sharing, and service offerings. Reviewing social media followers’ behaviors and interests offers a wealth of information and valuable data for a variety of tourism organizations. This case study focuses on an analysis of the social networks applied to the fortified town of Fredrikstad in Norway. The data used in this research study were collected from the Facebook site of the tourist authority. The results of this research project demonstrate the strengths of applying a social network analysis to a dataset, which can aid in the strategic direction of a tourism destination. The conversations of the greatest interest can successfully be identified as well as the growth of the online network. This paper adds knowledge to the literature through the application of a social network analysis regarding the success of a tourism destination and its future potential.

scholarly journals Developing homestay to support community-based tourism

2019 ◽  
Vol 32 (4) ◽  
pp. 390
Author(s):  
Ilham Junaid ◽  
Nur Salam ◽  
Muh. Arfin M. Salim
Keyword(s):  
Qualitative Research ◽  
Local Community ◽  
Participant Observation ◽  
Tourism Industry ◽  
Tourism Destination ◽  
Community Members ◽  
Community Based ◽  
Tour Guides

Wakatobi regency has been chosen as a ten-top priority tourism destination in Indonesia. It provides the opportunity for the local community to obtain benefits through tourism. The aims of this research are 1) to study the expectation of the community related to the management of homestay as accommodation business; 2) to analyse challenges and provide recommendations concerning how to implement community-based tourism on the perspective of community as the organiser of the homestay. Qualitative research conducted in March 2018 by visiting Wakatobi for participant observation and interviews three community members or homestay managers, two tour guides and two people from the tourism industry (accommodation). The research indicates that tourism has encouraged the local community to manage homestay, although there are members of the community require motivation and support to understand the significances of managing homestay and tourism. The management of homestay by the local community links to the implementation of community-based tourism and to optimise the management of homestay; it is necessary to provide sustainable training for the local community as well as to empower people through local tourism organisation. Key attractors such as activities and alternative attractions for the visitors are essential for the management of homestay. Limited numbers of tourists who choose homestay to become the challenge for homestay management, thus, the local community expects that the increasing number of tourists as well as a willingness by tourists to choose homestay as their accommodation. 

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